1

INTRODUCTON
1. The urgency of the reseach topic
Today, in order to achieve the target of ensuring the quality of output products
and increasing the competitiveness of commodity supply chains (SCs), it is necessary
to establish and organize the supply chains according to certain links and focus on
deployment quality management (QM) practices in and out of the chain. In that
context, current studies on QM are not only focused on the scope of research of QM
practices within an independent organization, but also which is tending to shift and
expand the scope of research into the supply chain of the organizations .
In Vietnam, in recent years, although the trend of forming and developing of
SCs in general and livestock and poultry meat SCs in particular under certain forms
of association and structure has been inevitable, contributing to supply a certain
amount of quality, hygiene and safety food to the market. However, the number of
SCs formed and managed in a methodical, safe, effective and successful way in our
country today is not much. In particular, many chains after forming are facing many
limitations and difficulties of traditional consumer habits and behaviors of
Vietnamese consumers. On the contrary, in addition to the well-organized and
associated SCs, the majority of livestock and poultry meat in Vietnam is now
supplied through small business units, lack of association between stages in the
product supply process and not guarantee the quality of output products.
Therefore, the topic "Quality management in the livestock and poultry
meat supply chain in Vietnam" is a research with practical and urgent
significance in the general trend of the development of commodity SCs and QM
in SCs, as well as the actual context of production and business of livestock and
poultry meat in Vietnam today.
2. Overview of research situation
a) Overview of foreign studies
* Overview of research on quality, QM in general and QM in food production
and business in particular

(2002), J. Han et al. (2006), Schulze Althoff et al (2005), Lang and Petersen (2012),
Brinkmann et al (2011);
In addition to the above theoretical studies, there are also a number of studies on
practical aspects and practical experience in implementing QM of some specific
CCUTP such as: Research by John Spriggs et al. 2000), MD de Barcellos et al (2006),
Jacques Viaene and Wim Verbeke (1998). It can be seen that, in general, in the industry
of agriculture and food, the aspect of supply chain management as well as QM in the
chain are also the topics that have been interested in research for a recent decade. As
Ludwig Theuvsen et al. (2007) summarized: “Issues of coordination among actors in
food supply chain will have a great influence on QM activities in the whole chain.
However, there is not really much research focusing on quality management in food
supply chain. While some studies focused on the technical quality aspects of the
chain's QM, others focus on models related to information systems and quality
communication activities in the chain. the methodology on coordination between
actors in the chain or studies on the effect of chain linkage mechanisms on the
coordination of quality management in the chain”. It can be said that this is the most
general statement, showing a comprehensive review of the world's studies on quality
management in food supply chain in recent years.
b) Overview of studies in Vietnam
* Overview of research on quality, QM and food QM
According to new research trends on quality and quality management in
recent decades, quality and quality management of food is one of the topics that
receive a great attention from researchers. In particular, in addition to the research
focusing on technical aspects, many other studies focus on the practice of
building, applying, and implementing quality management models in food
business, such as ISO 9000, ISO 22000, HACCP, VIETGAP / GAHP, GLOBAL
GAP, BRC. Some studies were reviewed by authors such as Tran Khac Thi et al


3

research directions focusing on such aspects as: Researching and managing technical
factors to ensure quality on each stage of SC; Studying and building chain models
towards quality assurance and food safety for commodity SCs. In particular, for the
meat industry, through the review process, it can be seen that it has not studies have
based on the QM activities of a unit in the SC context, especially is the QM
coordination among members in livestock and poultry meat SC. This is a research gap
that the thesis aims to continue to expand the approaches in quality management in
supply chain, associated with the development activities of livestock and poultry meat
SCs in Vietnam.
3. Research purpose and tasks
Research purpose: Proposing solutions and recommendations to enhance QM
activities in the SC of members participating in the livestock and poultry meat SCs in


4

Vietnam, orienting to phase until 2025, vision to 2030.
The research tasks include: (1) systematizing theoretical foundations to
establish the content of QM practices in the livestock and poultry meat SCs; Studying
practical experience of QM in some successful the livestock and poultry meat SCs in
the world to learn the lessons for the livestock and poultry meat SCs in Vietnam; (2)
Research, analyze and assess the current status of QM in the livestock and poultry
meat SCs in Vietnam based on the established theoretical research contents; (3)
Proposing some solutions and recommendations to enhance QM practices in the
livestock and poultry meat SCs in Vietnam in the coming time.
4. Research subject and scope
Subject of research: is the theoretical and practical issues of QM in the SC of
members participating in the SC of livestock and poultry meat industry in Vietnam.
Some scopes of research:
- The scope of object and the research’s approach: (1) Focus on fresh pork and

Animal Husbandry Industry Co., Ltd. ".
- Survey method: through 287 questionnaires processed and analyzed data. Subjects
of the survey are the organizations participating in various stages in the livestock and
poultry meat SC in Vietnam, from breading to retail, concentrated in the localities, such
as: Hanoi and Ho Chi Minh City, Ha Nam province and Dong Nai province.
6. New contributions of the thesis
In theory:
The thesis has contributed to forming a basic theoretical framework of
quality management in food SC in general and livestock and poultry meat in
particular, expanding the scope of theoretical research from quality management
of independent organizations to the context of integrated quality management of
members along the supply chain. On the basis of systematizing important
theoretical bases on quality, quality management and quality management in food
SC, the thesis has determined the basic contents of QM in livestock and poultry
meat SC, including: (1) Supplier Quality Management; (2) Quality management
of internal factors and processes; (3) Quality management according to customer
orientation;(4) Quality management links and coordination in SC. From here, the
thesis has synthesized and established the criteria for measuring QM activities and
the results of the QM of the units in the livestock and poultry meat SC.
In practice:
Firstly, through studying the experience of QM in livestock and poultry
meat SCs of some countries in the world, the thesis has drawn six lessons that can
be referenced and applied in QM in livestock and poultry meat SCs in Vietnam.
Secondly, through the data collected from the three case studies and the
survey data of units at different stages in the livestock and poultry SCs in
Vietnam, the thesis describes a situation from specific to overview of the activities
and results of QM of units in livestock and poultry meat SCs in Vietnam. The
thesis has pointed out the advantages and disadvantages in QM in the SC of the
units, and at the same time analyzed the objective and subjective causes as a basis
for proposing solutions.


general and SC of food in particular, in this study, the thesis's approach is to consider
the formation of SC from a specific unit in the chain, expand to other
partners/members in the chain as well as the association and coordination between
units and partners/members in the chain to bring goods from production to consumer.
1.1.2.2 Supply chain structure of an organization
Any structure form of SC requires a combination of members to perform
many different functions. Because the nature of SC is the association and
coordination among members, from manufacturers to retailers to bring products
from production to market. In structure of SC, there are main members and
support members. The main members will participate regularly in the process of
trade and product ownership, including manufacturers, distributors, wholesalers
and retailers. In contrast, the support members do not own the product line and do
not participate regularly in the operation of the SC.
1.1.2.3 Mechanism of core operating the supply chain
The role of a SC is to bring products from production activities to consumer
markets with the participation of many member units. At any stage in the entire SC,
participants must operate based on three core processes, including: Purchasing manufacturing - distribution.
1.1.2.4 Mechanism of relationship and linkage in the product supply chain
The relationship and linkage mechanism in the SC represents the
relationships and linkages between the members in a chain. Whether a member is
considered to be deeply involved in the SC will depend on the relationship with
the other members. There are many mechanisms to show the relationship between
members in the SC. According to Jiqin Han (2009), the relationship mechanisms
in food SC are often expressed in the following three main groups of
relationships: spot markets, contractual governance and relational governance.
According to the classification of Jon H. Hanf (2009) based on criteria
such as level of relationship, coordination, leadership and duration of cooperation,
the mechanism of linkage between units is classified into four groups:
spontaneous links, project-oriented links, self-organizing links and strategic links.

have a different organizational structures and sizes; (3) Characteristics of distribution
channels: In Vietnam today, there are mainly two basic distribution channels:
Traditional distribution channels with short range in localities often directly deal goods
from farmers to the final customers of the chain or there is participation of an
intermediary distributor (trader, retailer) and modern distribution channel; (4)
Characteristics of structure, mechanism of relationship and linkages: SCs are also
formed with different scope and structure, with different degrees of linkage,
coordination and role of the members in SCs.
1.2.2 Some theoretical models of quality management in the supply chain can
be applied to the livestock and poultry meat supply chain
From the review of previous studies, the thesis identifies some theoretical
models of basic coordination in QM in SC in general and can be applied in the
livestock and poultry meat SC, including: Model of management based on the
process; Model of risk-oriented inspection alliance, Model of three-level management.
1.2.3 The concept and properties of quality management in the livestock and
poultry meat supply chain
From the review of previous studies, the thesis has pointed out the basic
functional nature of QM in the aspect of SC is that:
(1) Integration of relationships among chain members into QM processes. Or as
the interpretation of Kaynak and Hartley (2008), QM in the SC includes not only
internal solutions to improve efficiency in an organization, but also includes
external solutions, beyond organizational boundaries, integrated organization
with it’s customers and suppliers.
(2) The meaning of this integration aims at specific objectives to meet the quality
requirements and contribute to improving the output performance of the members
when participating in the SC.
From the analysis of the basic contents of the QM in terms of SC and the
explanations for the approach of the thesis, the concept of QM in the livestock
and poultry meat SC is understood as “Integration internal QM solutions with
external QM solutions of an unit participating in the livestock and poultry meat

simple to complex, from coordinate at the operational level to coordinate at the strategic
level. Therefore, the content of QM in the livestock and poultry meat SC studied in this
thesis will focus on four groups of activities, corresponding to the internal QM solutions
and the external QM solutions of the units in the SC, including: (1) Supplier quality
managemment (2) Quality management of internal elements and processes; (3)
Customer - oriented quality management; (4) Quality management of linkage and
coordination relationship in the SC. On that basis, the thesis also reviews and establishes
measurement criteria for the performance of quality management of the units in
livestock and poultry meat SC (5). The model of research content on QM in the
livestock and poultry meat SC is shown in the following figure (Figure 1.9):
Supplier QM

(1)

QM of internal elements and processes

(2)
(5)

Customer – oriented QM

QM of the linkage and coordination relationship in SC

(3)

(4)

The performance of QM in
the livestock and poultry meat SC


Thai, Ferry Jie (2018))
1.2.4.3 Customer-oriented quality management
Customer-oriented QM is one of the basic characteristics of modern QM
trends. Customers who are the most important subjects will evaluate the
organization’s product and service quality. Therefore, the organization must
ensure effective management of customer relationships based on the capture of
customer’s needs and concerns, the collection of market information, feedback,
and and complaints of customers. The products, services and operation processes
need to be designed based on research and identify customer’s requirements,
continuous improvement of product quality as well as operation process to meet
that requirement; At the same time, organizations need to strengthen
communication with customers, provide information for customers to create
confidence for customers about the quality of the organization. (Deming, 1986;
Lai et al., 2001, Foster, 2010, Do Thi Ngoc et al, 2015, Kaynak and Hartley


11

(2008)). The important contents of an organization to implement for Customeroriented QM in the livestock and poultry meat SC include: Identify important
customers, capture and design the product response the these customers’demand;
Obtain feedback from customers and constantly improve quality of products and
processes; Enhance communication with customers
1.2.4.4 Quality management of linkage and coordination relationship in the
supply chain
The QM of relationships and coordination in the SC can be understood as
the harmonization and coordination between the organization and the members in
the chain to implement management activities in an effective, transparent and
responsive manner to meet organization’s requirements and the general
requirements of the linkage (Yeung, 2008; Huo, Zhao and Lai, 2014). Coordinated
activities can take place between the organization with the customers, with the

Hartley (2008), Kaynak important suppliers on quality requirements
(2003), Tracey and Tan The unit understands information about activities and
(2001)
production processes of suppliers
The unit regularly checks the quality of input products when
supplier delivers goods


12

Content and reference
sources
QM of internal elements
and processes
Source: Luning and Marcelis
(2007), Saraph, J. V et al
(1989), Nguyen Thi Thu
Hang et al (2015), Kaynak
and Hartley (2008), Kaynak
(2003), Flynn and cs (1995),
Vinh Thai, Ferry Jie (2018)

Customer-oriented quality
management
Source: Deming, (1986); Lai
et al (2001), Foster (2010),
Do Thi Ngoc et al (2015),
Kaynak and Hartley (2008)

Quality management of

supply activities
The unit always tries to design the product or improve the
process to meet the specific requirements of the important
customer or according to the general needs of market
The unit listens and handles complaints of customers about
quality of product and supply activities
Units often share information with customers about products
and activities of the unit
The unit regularly communicates with the customer to create
trust in quality of product and supply activities
The unit actively applies a number of technical solutions to
create trust with customers about the quality of products (such
as: applying and obtaining quality certification, packaging
design, stamps, labels, code, barcode in traceability
applications, ...)
The unit participates in linkage and coordination with direct
suppliers or customers to meet the requirements set by the
parties
The unit participates in linkage and coordination with both


13

Content and reference
sources
Source: Jon H. Hanf and
Agata Pieniadz (2014), Jiquin
Han (2009), Flynn and cs
(2010), Vinh Thai, Ferry Jie
(2018)

measurement, sharing information,…)
The unit implements joint activities with partners in the
linkages (joint activities such as communication with
customer, marketing, joint product brand development, ...)
Units often participate in support or receive support from
partners in the linkages to enhance the capacity of the parties
in meeting the requirements set out. (Financial support,
material, technical consultancy, ...)
The unit is more and more responsive to customer’s
requirements and the number of customers complaints about
quality of product and supply activities of units are decreasing.
The unit has many customers who regularly buy meat
products and more and more new customers
The unit’s output of meat products is increasing
The unit’s profit obtained from business of meat products is
increasing
Customers respond that they believe in the unit’s quality of
meat products compared to other suppliers in the market.
Customers respond that they choose the unit because the unit
has best meet their requirements

Source: The author synthesizes and builds from review of previous studies and
interview results
1.3 Factors affecting quality management in the livestock and poultry meat
supply chain
Based on the overview of the studíe and review of business and production
characteristics of units in the livestock and poultry meat SC in particular (Section
1.2.2), the thesis identifies the factors affecting QM of units in the livestock and




CHAPTER 2: SITUATION OF QUALITY MANAGEMENT IN THE
LIVESTOCK AND POULTRY MEAT SUPPLY CHAIN IN VIETNAM
2.1. Overview of the market and the development of livestock and poultry
meat supply chains in Vietnam
2.1.1 Overview of the market for livestock and poultry meat in Vietnam
From the collected data and the market situation of the supply of meat products
shows: Most kinds of livestock such as cattle, pigs and poultry have an increasing
number of herds in the period from 2014 to 2017. The total meat production of
Vietnam from 2014 to 2016 also tends to grow next year higher than the previous year,
with a rather rapid growth rate of 9.1%.
Regarding livestock and poultry meat consumption demand of Vietnamese
consumers:According to the Department of Livestock Husbandry, in 2016, the
average consumption of steamed meat of Vietnam is about 54.1 kg/person/year.
Consumption of meat in Vietnam also tends to increase, on average in the period
of 2011-2016, the growth rate is about 2.64%/year. Of which pork still accounts
for the largest proportion (over 70%); Consumption of chicken and beef, although
accounting for a small proportion, also has a steady growth rate. Vietnamese
consumers prefer fresh meat rather than frozen or cooled products and pay much
attention to prices and comparisons of prices at different consumption channels.
Consumption channels that consumers choose the most are still through
traditional markets (80%) compared to modern channel of sale such as food stores
or retail stores and supermarkets (20%)
2.1.2 Overview of the development of livestock and poultry meat supply chains
in Vietnam
Firstly, the thesis generalizes the overall structure of the livestock and poultry
meat industry in Vietnam, including: Organizations that supply input materials
(breeds, feed, veterinary medicine), support services (veterinary, transportation,
consulting, quality certification), the State management agencies, there are three
main stages in SC, including: livestock production - slaughter - distribution

traditional distribution channels; (2) The units tend to grasp the general needs of
customers in the market, try to meet the important requirements of the target
customer objects that the unit aims at in the distribution channel they participate.
(3) The units participating in traditional distribution channels such as centralized
slaughterhouses do not really care nor guarantee the resources factors such as
labor, facilities and equipment. technology; operational processes and activities
are practically empirical, do not comply with specific quality processes and
requirements. (4) Units tend to establish relationships within direct contact with
partners such as suppliers or/and customers directly, or their member units; (5)
Traditional habits and culture of production and consumption together with the
effectiveness of the law enforcement and supervision are the important factors
affecting the QM in particular and business activities of the unit in general.
2.2.2 Analysis of survey results on the situations of quality management of units in
the of livestock and poultry meat supply chain in Vietnam
The following content analyzes the survey data from 287 units, including
livestock farms, slaughtering and livestock and poultry meat product trading in Vietnam
according to the research content model of QM activities in the livestock and poultry
meat SC and measurement criteria established in chapter I of the thesis. Here are some
key results from the survey data analysis:
2.2.2.1 Situations of Supplier quality management of survey units
The survey results of 287 units show that units tend to prioritize to select and
establish relationships with one or more important suppliers, meeting specific
requirements (accounting for 63%). However, about 50% of units do not consider
product quality to be the most important criterion for choosing suppliers. 77% of unit
often have discussions and agreements with important suppliers on their specific
requirements, 83% of unit regularly check the quality of input products at delivering
and 86% of unit regularly respond information for suppliers about the quality of
products and supply operations. Supplier control activities are often not organized
regularly and closely,45% of unit do not regularly update or provided information
about activities and production processes of suppliers.

According to the survey, up to 42% of units do not have specific
agreements in writing to show the associated activities or collaboration with
partners in the chain. Some units participate in closely linked SCs tend to select
of more legally tools, such as: sale contracts (36%); written
commitment/memorization (17%), production/processing contract (14%) and
joint regulations established uniformly between parties (11%). The units also
mainly link and coordinate directly with partners such as customers or suppliers in
SCs; 1/3 of the units do not have any specific coordination and coordination
activities, 13% of the units participate in the link projects that has a unit in role of
coordinater the common activities of the participants. .
In particular, the coordination activities are mainly at the operational level,
such as: sharing information related to the product and the operation process for
key partners in the linkages that the unit participates in; evaluate and carefully
select partners to meet the requirements for coordination (40%). The activities of
strategic coordination are almost very limited.


18

2.2.2.5 Situation of performance of quality management in the supply chain of
survey units
The units pay attention and focus on meet the needs of the market in general
and the specific requirements of the customers in particular (60%) but only 40% of
units better meet the requirements of customers of products quality. About half of the
units show that: Their sale and profitability have not increased. Many units do not
have competitive advantage compared to other units in the market.
2.3. Overall assessment of the situation of quality management in the
livestock and poultry meat supply chain in Vietnam today
2.3.1 Some successes of quality management in the livestock and poultry meat
supply chain in Vietnam

establishing common quality requirements or implementing activities in the
linkage of chain is not much, (5) Results of practical activities and peformance of


19

QM of units in SCs are generally quite low. The units do not focus on meeting the
quality requirements of products. The confidence of customers about product
quality is not high. The competitive advantage of the unit compared to other units
in the market is not really clear. Many units have no growth in sale and profit
from business of meat.
2.3.3 Causes of limitations in quality management in the livestock and poultry
meat supply chain in Vietnam
The limitations of the units in QM in the livestock and poultry meat SCs
meat in Vietnam come from the following main causes: (1) The shortage of
resources and the low internal capacities of management and business of units are
popular. (2) Weak association, lack of sustainable coordination, lack of a
competent leadership unit to coordinate in SCs; (3) Market demand, culture and
traditional consumer habits of Vietnamese consumers; (4) Role and efficiency of
State on management of quality and QM.


20

CHAPTER 3: SOLUTIONS AND RECOMMENDATIONS TO IMPROVE
QUALITY MANAGEMENT IN THE LIVESTOCK AND POULTRY MEAT
SUPPLY CHAIN IN VIETNAM
3.1 Forecast of trends and policies affecting quality management in the livestock
and poultry meat supply chain in Vietnam in period to 2025, vision 2030
3.1.1. Changing trends in demand and consumer behavior for livestock and

in Vietnam in the coming time. At the same time, this is also one of the important
arguments for the thesis to propose solutions to strengthen the QM in the livestock and
poultry meat SCs in Vietnam, the orientation of 2025, vision to 2030.
3.2 Propose solutions for quality management of units in the livestock and
poultry meat supply chains in Vietnam
* Proposal of the thesis solution: Based on the analysis and evaluation of
the current status of QM in livestock and poultry meat SCs in Vietnam, the thesis


21

propose five specific solutions based on the research content model to enhance
QM activities of units in SCs. In particular, the first three groups of solutions
are generally oriented in order to overcome the shortcomings and limitations in
QM activities such as: Supplier QM, QM of internal factors and processes and
customer- orientated QM. Particularly, the content of QM of linkages and
coordination in the SC, from the current situation of SC development in Vietnam,
there are two following levels of relationships and linkages: Firstly, SCs that are
organized or linked with a leader. With these units, it is necessary to promote the
linkages and coordination to control and ensure the quality in retire chain.
Secondly, the SCs with weak linkages and not much cooperation amongs
members in chain because the common situation of this members is small, odd,
scattered, weak association and self-management capacity. For this chain
group, it is necessary to have long-term strategic directions, towards
restructuring to increase scale and improve quality of self-governance based on
strengthening strategic links when participating in chains. Therefore, with this
content, the thesis proposes specific solutions for each chain group (respectively
solutions 4 and 5).
3.2.1 Strengthen quality control and aim to build close relationships with
suppliers for input suppliers

information and communication activities of the unit with external customers in
order to strengthen the connection and create trust with customers and develop the
output market for the unit's product, including specific measures such as: (1)
Strengthening the application of many synchronous, diversified and attractive
solutions to create evidence and trust with customers about product quality. For
example: applying voluntary standards like ISO 9000, ISO 22000, HACCP,
VIETGAHP or intensify participation in production, business and retail
associations that collective brand certified; (2) Enhancing communication
activities, marketing programs and brand development of products and units in
SCs; (3) Enhancing coordinated and synchronized implementation of product
brand developing and marketing strategies based on clear and consistent quality
positioning in the chain linkage.
3.2.4 Enhance the development of relationships and coordination of quality
management at a strategic level among members of chain links
The objective of this solution is to propose measures to strengthen linkages
based on tighter linkages and deeper QM coordination in chain links in Vietnam,
including specific measures such as: (1) The leading members should be carefully
selected
partners involved in linkages through basing on specific quality
requirements to select supply partners that meet the requirements and quality
standards set by the unit; (2) Strengthen developing relationships with partners in
SC at a deeper level of coordination, such as support activities of financial,
technical and service among stakeholders, sharing risk and forming strategic
alliances to manage common operations and quality assurance for the final output
of the chain. (3) Proactively propose and coordinate with partners to select and
build an appropriate linkage model to strengthen the QM capacity of units in the
SCs;
3.2.5 Solution of restructuring to improve the quality management capacity of
small scale units participating in weakly linked supply chains
Based on the results of interviews with experts on the content of selecting

Nomative

Strategic

Memner n

Operative

Figure 3.1: Model of inter-organization quality management system
Source: Author's Proposal
The proposed model is basically based on the "three-level" model of
Brinkmann et al. (2011). However, in the process of applying and deploying this
model for livestock and poultry meat SCs in Vietnam, it is necessary to have the
improvement, adjustment and specific application directions in accordance with the
context and situation in Vietnam today.
The goal of this solution is to apply the proposed model to provide specific
application directions to create a qualitative change, upgrade and relocate units
from small, odd and scattered scale with limited resources and self-management
capacity to large-scale, concentrated, and increasing resources and selfmanagement capacity of units. In order to implement this application solution, it
is necessary to make decisions related to the following three specific contents:
- Promote the formation of horizontal linkages between units in the same
industry. Based on the proposed model, participating units in the same industry
will advance to form a linkage with inter-organiation QMS (possibly in the form
of a Board of Management) to make decisions strategic issues of quality as well
as general quality control in association.
- The inter-organiation QMS after being formed need to select the strategy of
products and the general quality strategy for the system.
- The inter-organiation QMS will determine the coordination activities and
the specific quality level for the system based on general quality strategies,
standards or quality requirements for products and processes of participants in