کنترل محیطی برای بهبود فرآیند و کارایی فرایند در مدیریت زنجیره تامین - مورد زنجیره گوشت

Integrated process management has to deal with economic, quality and environmental aspects and link them to management decisions on the organization, control and improvement of processes. The incorporation of quality and especially environmental aspects into established economic management approaches is a complex step towards the formulation of an integrated process management concept. The consideration of environmental aspects asks for an extension of management initiatives from an enterprise orientation to a supply chain orientation. However, there is still little experience in the transfer of theoretical concepts into an approach, which is suitable for the management of processes in individual enterprises, and the coordination of activities throughout supply chains. The paper integrates environmental management into a principal management loop for integrated process management and translates the management loop into a management strategy suitable for implementation in chains with a lower (first) level of coordination intensity. This scenario is typical (but not exclusively) for most agri-food production chains which are under heavy pressure to move towards integrated process management systems. The principal management strategy is demonstrated for meat chains which had been analyzed in a number of case studies on the implementation of environmental management concepts in industry.

Stricter policy rules on environmental issues, changes in consumer attitudes towards the environmental effects of food production, and increasing regulations and competition regarding the quality and efficiency of production force agri-food industry to formulate management concepts and management systems which extend the traditional focus on economic efficiency toThese aspects are a response to the objectives of different interest groups, which have an influence on the strategic positioning and the operational success of agri-business industries. They involveManagement activities, which attempt to assure a reliable and efficient realization of these objectives, are usually grouped accordingly intoThey build on a process oriented management approach which views economic success, quality of products and environmental effects as outputs of business processes which can be influenced through appropriate process organization, process control and process improvement activities. The implementation of all three types of management activities represents the core concept of the current view on integrated process management. However, the extension of enterprise objectives from economic considerations towards quality and environmental issues is linked with major increases in management complexity. It increases the need forWhile this applies to all types of businesses, it is especially true for enterprises of agri-food supply chains and, first of all, the meat chain. The meat chain extends from the breeding industry through, a.o., agriculture, the feed mix industry, slaughterhouses, meat processing and trade to food outlets where it reaches the final consumer. Economic considerations are based on the quantification of well-defined and accountable events in any stage of the supply chain. The ‘economic history’ is one of the measurable characteristics of a product at any stage as well as at the end of the chain. In contrast, quality objectives of consumers may relate, at any stage of the supply chain, to characteristics of process activities (e.g. animal treatment), which might be difficult to quantify and which, in addition, might not be measurable at the final product. This asks forEnvironmental considerations follow a similar approach but require, in addition, the delineation of an appropriate scope of analysis and the identification of environmental targets, which build on aggregates of environmental characteristics, which may be difficult to formulate. It is in line with the stepwise increases in complexity, that present developments in industry concentrate on the first step, the integration of traditional business management with quality management and the linkages of both within the supply chain. Experiences in the second step, the integration of environmental management, are still limited. It is the objective of the paper to discuss the concept of integrated management, the incorporation of environmental management and options for their implementation in enterprises and supply chains. The discussion is supported by case studies on the implementation of environmental management approaches in the meat chain, a chain that is forced by markets, competition and political regulations to steadily improve on its management concepts.

The incorporation of environmental management into process management approaches is the latest and most complex step in the formulation of a comprehensive process management concept. However, there is still little experience in the transfer of the theoretical concept into an approach, which is suitable for the management of processes in individual enterprises, and the coordination of activities throughout supply chains. Industry follows a stepwise adaptation process where the initial management focus on economic aspects is stepwise complemented by a focus on quality and, finally, environmental aspects. The consideration of environmental aspects in supply chains requires, as a first step, the identification of environmental impact categories and of environmental problem areas in enterprises of the chain, which relate to these categories. The selection of environmental impact categories could be based on widely accepted lists of priority categories, which could be adjusted to specific sector needs. They are being captured through quantitative or qualitative performance indicators which are the basis for assessments of process performance evaluations and, subsequently, for process improvement initiatives. It has been shown in case studies of the meat chain, that the primary difficulties in environmental management in supply chains are:The implementation of environmental management as part of integrated management systems requires specific implementation strategies which support enterprises through the generation of awareness (as is the case with TQM management approaches) and the stabilization of process organizations at any performance level that had been attained through, e.g. the implementation of management systems according to the standard series ISO 9000 (quality management) or ISO 14001 (environmental management). However, the studies revealed the substantial research efforts that are still necessary for the implementation of environmental management in enterprises and supply chains and its integration with management approaches linked to economic and quality assurance objectives.