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Developing floricultural supply-chain strategies-Papua New Guinea case study

机译：发展花卉供应链战略-巴布亚新几内亚案例研究

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This paper argues that for some developing countries, including PNG, enterprises such as floriculture can potentially be harnessed as a means of socioeconomic development. However, floriculture as a discipline, career and industry has not been fully explored to this end. Nevertheless, interest in the industry has been growing-not only among major players, but also among small-to-medium growers. The objective of this PNG case study was to develop a framework of supply-chain strategies for small-to-medium-scale floricultural businesses to consider. Data collection consisted of interviews and group discussions with industry stakeholders, and of supply-chain mapping conducted in Lae, Huon, Goroka and Port Moresby. Different supply dimensions were examined, including product lines, local versus cross-regional channels, chain professionalism and market segments of the chains surveyed. Depending on market segments, different levels of combinations of supply-chain push strategies, emphasising efficiency, and pull strategies, emphasising responsiveness to customer needs, were proposed. Since many individuals are involved in more than one chain, synergies exist for growers involved in different chains in terms of procurement, transport arrangement and cross-fertilisation of knowledge and skills. The research findings offer opportunities for existing floricultural businesses and supply chains to re-evaluate their match between core competencies and the way they conduct business. Also, research findings allow individual players to locate synergies in their businesses and chains. The lessons learned for academics, businesses and relevant government bodies are discussed.
机译：本文认为，对于包括PNG在内的某些发展中国家，诸如花艺之类的企业可以潜在地被用作社会经济发展的一种手段。但是，尚未将花卉学作为一门学科，职业和行业进行全面研究。然而，不仅对主要参与者，而且对中小型种植者，对该行业的兴趣都在增长。这项PNG案例研究的目的是为中小型花艺企业开发一个供应链战略框架。数据收集包括与行业利益相关者的访谈和小组讨论，以及在Lae，Huon，Goroka和Port Moresby进行的供应链映射。检查了不同的供应规模，包括产品线，本地与跨区域的渠道，连锁店的专业水平以及所调查的连锁店的细分市场。根据市场细分，提出了不同级别的供应链推动策略（强调效率）和拉动策略（强调对客户需求的响应）组合。由于许多人参与一个以上的链，因此在采购，运输安排和知识与技能的交叉应用方面，参与不同链的种植者存在协同作用。研究结果为现有的花卉业务和供应链提供了机会，以重新评估它们在核心能力和业务方式之间的匹配。此外，研究结果还可以使单个参与者在其业务和链中找到协同作用。讨论了为学者，企业和相关政府机构吸取的教训。

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