R.J. Nissen, Dr P. Hofman (DPI&F) , and M. Rankin (UQ)
Slide 1
Workshop 1
April 2006
No Chi Minh City Vietnam
Project:- “Improvement of export and domestic markets for Vietnamese
fruit through improved post-harvest and supply chain management.”
Australian Government AusAID CARD Project 050/04 VIE
“Improvement of export and domestic markets for Vietnamese fruit through improved
post-harvest and supply chain management.”
R.J. Nissen, Dr P. Hofman (DPI&F) , and M. Rankin (UQ)
Slide 2
CARD Project:- Improving Supply Chains
Welcome everyone
R.J. Nissen, Dr P. Hofman (DPI&F) , and M. Rankin (UQ)
Slide 3
CARD Project 050/04 VIE
This CARD Project 050/04 VIE
Improving Supply Chains
builds upon the previous
CARD Project that helped
establish and maintain several
farmer associations in
Southern Vietnam.
R.J. Nissen, Dr P. Hofman (DPI&F) , and M. Rankin (UQ)
Slide 4
CARD Project Aims
•Improve the potential of the horticultural industries
– export & domestic marketing
•Work with established supply chains (a pomelo and a mango
supply chain)

November 2005 Workshop 3
Interview techniques and questionnaire design
To obtain information about the nature and performance of the selected
supply chains
Structured and unstructured Interviews
• Tips to interviewing
•Bias
• Establishing credibility
• Questioning techniques
• Face to face
• Designing questionnaires
• Examples of questionnaires
R.J. Nissen, Dr P. Hofman (DPI&F) , and M. Rankin (UQ)
Slide 8
November 2005 Workshop 4
Monitoring Quality
• Sequential sampling along the supply chain
• What is quality ?
– External
– Hidden attributes
– Expectations
Mango
– Disorders
– Diseases
–Pests
R.J. Nissen, Dr P. Hofman (DPI&F) , and M. Rankin (UQ)
Slide 9
The April/May trip - objectives
• Improve understanding of supply chains and
strategic planning

26
th
-28
th
Mon 1
st
May
Tues-Wed
2
nd
-3
rd
Thurs 4
th
Main workshop with project partners and supply chain representatives.
Develop draft strategic plan for both supply chains
Develop draft
strategic plan
(Workshop 2)
More information
Evaluate
understanding
(Workshop 3)
More “training”
Refine the plan
(Workshop 4)
Visit the key partners in both supply chains.
Obtain missing information identified in the main workshop.
Demonstrate process analysis and quality assessment.
If possible, discuss experiences of the previous week.

Chapter
Content
Content
1 Introduction
–Objectives
–Critical factors
–Itinerary
2 Strategic planning process-overview
–The general strategic planning process
–Overview of processes to be used in this project
3 Processes for the April-May workshops
–Information gathering
–Compile and summarise (mapping)
–Analyse (SWOT)
–Determine what is required (GAP)
–Action plan
–Evaluate (ORID)
R.J. Nissen, Dr P. Hofman (DPI&F) , and M. Rankin (UQ)
Slide 13
The workshop manual (cont.)
Chapter
Chapter
Content
Content
Summary of specific tools
4 SWOT analysis
–strengths, weaknesses, opportunities, threats
5 Gap analysis
6 Gathering more information-Process analysis
7 ORID analysis

Overall Project planning
Strategic overview (Project planning stage)
Identify industries
(Project planning stage)
Identify supply chains wanting to improve
(Project planning stage and confirmed in Trip 1)
Strategic plan
Implement strategic plan
Strategic planning part 2
R.J. Nissen, Dr P. Hofman (DPI&F) , and M. Rankin (UQ)
Slide 16
Specific supply chains (April-May)
Supply Chain wanting to Improve
Information gathering
(Up to April 2006, during April-May trip, and after)
Evaluate
(end of project and
beyond)
Compile & summarise
(flow maps etc)
Analyse
(SWOT, principles of
good supply chain)
Action Plan
(Who How When)
Implement
(Grower training etc)
Suggest a new
supply chain
What is required (GAP

3. Compile and
summarise
Map the flows of product, information and funds
Identify:
–Activities and services
–Critical logistic issues
–Key decision makers
–External influences
Assess supply chain performance
–Customer satisfaction
–Relationships and communication
–Creating and sharing value
Process for the main workshop
R.J. Nissen, Dr P. Hofman (DPI&F) , and M. Rankin (UQ)
Slide 19
Process
Process
Detail
Detail
4. Analyse SWOT (strengths, weaknesses, opportunities, strengths)
Performance against six principles of successful supply chains
–knowing customers and consumers
–creating and sharing value
–getting the product right
–logistics and distribution
–information and communication
–effective relationships.
5a. Identify
the improved
supply chain

7. Evaluate •Evaluate the performance of the new supply chain (repeat the process)
•Identify further improvements
(May not have time within this project)
Process for the main workshop (cont.)
R.J. Nissen, Dr P. Hofman (DPI&F) , and M. Rankin (UQ)
Slide 21
Essential requirements
1. Accurate information
– Will use several processes to look at the
supply chain
• Encourage critical evaluation
– Must have supply chain members present (we
do not know it all!)
– Must be encouraged to participate
– Will they be comfortable in a workshop? Will
they feel threatened?
– How can we improve the information we have
– More information collected during farm visits
etc
– This is an ongoing process
R.J. Nissen, Dr P. Hofman (DPI&F) , and M. Rankin (UQ)
Slide 22
Essential requirements (cont.)
2. Accurate determination of
priorities and action plans
– Have all major members of the
chain involved
– Don’t let one person/group
dominate
– Encourage involvement

Tues-Wed
2
nd
-3
rd
Thurs 4
th
Main workshop with project partners and supply chain representatives.
Develop draft strategic plan for both supply chains
Develop draft
strategic plan
(Workshop 2)
More information
Evaluate
understanding
(Workshop 3)
More “training”
Refine the plan
(Workshop 4)
Visit the key partners in both supply chains.
Obtain missing information identified in the main workshop.
Demonstrate process analysis and quality assessment.
If possible, discuss experiences of the previous week.
–Understand the processes used in the main workshop
–Understand process analysis and quality assessment
Identify additional “training” in supply chain assessment and
improvement
Further discussion and “training” in strategic planning and supply
chain assessment.
Refine supply chain strategic plan based on the above

– Was there open interaction
– Was it a good process
– What about the facilitators and aids
• Field days
– Did the supply chain members understand what we are trying to do
– Do they see benefit in the approach
– Will they be committed to this approach
– Did process analysis work (enough and accurate information)
•Plan
• What additional training/discussion in the concepts and processes
• Structure for Tuesday/Wednesday