| Background |
Several
studies have been conducted to identify factors relevant to success or
failure of new agricultural industries. McKinna (1998) mentioned effective
industry associations, adequate funding at the commercial stage, efficient
production and processing capabilities and effective marketing as factors
necessary for a new agricultural industry’s success.
Hyde (1998) stated that for
new industries to be successful, they must have an industry champion with
the right entrepreneurial skills to lead the new industry, an innovative
style of operation, and a market focus. Transferable technologies, the
right location, adequate financial resources and the proper management
of them, and support from the Government were also identified as key factors
to success.
Farm production factors,
processing factors, market and marketing factors, government involvement
factors (R&D excluded) and environmental, social and organisational
factors were identified in a study by Wood, Chudleigh and Bond (1994) as
the seven broad categories of factors that affect the degree of success
of new crop introductions. Of these categories, production and marketing
factors were found to have the most significant effect on the success of
new crops.
Based on the research outlined
above, a wide range of success factors for new rural industries have been
identified. Not all are found in successful new industries, and the importance
of each factor may vary from one industry to another. There is no ‘recipe
for success’ so to say. Using these factors as a checklist of ‘things to
ensure’ is impossible as many of them are interdependent. Success factors
identified in previous research focus mainly on individual parts of an
enterprise, and very little on the processes that industries and firms
within it engage in.
These gaps in new rural industry
research suggest the need for a holistic approach to the topic. Critical
factors should be viewed as part of a bigger system of factors that work
interdependently, with the industry itself viewed as a system made of smaller
sub-systems of inter-connected firms.
The development of supply
chain concepts originates from systems thinking – adopting the view that
the behaviour of systems cannot be analysed from the behaviour of their
individual constituents (New, 1997). Supply chain management, which allows
a system wide view of achieving success through partnerships and a focus
on consumers, may provide the link to explaining success in new rural industries. |
| Research |
This
study is largely qualitative in nature, adopting a case study and inductive
approach. Each industry chosen for the study (kangaroo, emu, Asian vegetables,
Australian native flowers and olives) was represented by three cases, each
case chosen for the richness of data it could provide. Each case comprises
one or more organisations in a new rural industry, all of which exhibit
aspects of supply chain management thinking, planning or implementation.
Data collection mainly involved semi-structured interviews, although a
combination of methods was used in order to support data from interviews.
A conceptual framework based
on supply chain management and new rural industry development theory was
developed for the study. The framework guided data collection and analysis.
The analysis was conducted
in three stages. Firstly, individual case studies were analysed on the
basis of the conceptual framework developed. Each case was rated against
each parameter of the framework. Secondly, a cross case analysis was conducted,
analysing the performances of each case on each parameter of the framework
using SOMine (an advanced tool for analysing and monitoring data sets using
Self Organising Maps) and the Statistical Package for the Social Sciences
(SPSS) software. Thirdly, qualitative analysis was conducted using the
results from SOMine and SPSS.
The results of the SOMine
analysis identified three clusters of supply chains, which were further
analysed along with the results from SPSS to identify the distinctive characteristics
of each cluster. The relationships between the parameters of the conceptual
framework were also determined using SPSS, showing those that are highly
correlated and those that are not correlated. Thus the characteristics
of the clusters could be linked to the supply chain orientation of the
cases within each cluster. |
| Outcomes |
From
the case studies it was possible to give detailed descriptions of various
supply chain structures across a range of new rural industries in Australia,
identifying essential features and supply chain practices in each case.
Using the conceptual framework, the supply chains were analysed and grouped
according to their supply chain performance. Among them, three clusters
of new rural industry supply chains were identified; labelled as Achievers,
Idealists and Operators. Achievers demonstrated higher levels of supply
chain management thinking, planning and implementation, and indicated high
chances of success. Idealists demonstrated high levels of supply chain
management thinking, but lacked implementation and therefore demonstrated
lower levels of success. Operators demonstrated high levels of performance
in operational aspects of supply chains, but experienced low levels of
success.
Relationships between parameters
of the conceptual framework were identified based on the performance of
all supply chains across all parameters. Results showed that some parameters,
such as relationship management and strategy development, exerted the greatest
influence across most parameters. At the other extreme, the analysis showed
that logistics management had no influence on any other parameter of the
framework. Further analysis of the three clusters of supply chains illustrated
how relationships between parameters explained the clustering results.
In essence, improved levels of supply chain management thinking, planning
and implementation improved competitive advantage. Achievers have high
competitive advantage and value creation because of good supply chain management
practices, while Idealists and Operators had lower levels of competitive
advantage due to poorer supply chain management practices. |
| Implications |
The
findings of this study impact on theory, policy and practice involving
new rural industries. As a contribution to theory, this study has shown
that supply chain management can be used a framework for the study of new
rural industries, and that supply chains can be used as units of study
in research into the development of new rural industries.
Similarly, the use of supply
chain management as a framework for analysis, and supply chains as units
of analysis, is also applicable to both policy development and practice.
The use of public sector funding aimed at new rural industry development
may provide greater dividends if a whole of chain approach is taken, as
opposed to a focus on industry sectors or individual elements of supply
chain management. Private sector managers on the other hand, may utilise
a supply chain management framework to assess their performance as part
of a supply chain, and use this in order to improve their supply chain
performance and gain competitive advantage. |