The challenge of connecting pre-harvest and post-harvest sector concepts of quality in food production

The potential role of generic models and associate concepts for enhancing knowledge transfer in produce supply chains is discussed. We suggest that the use of generic models, and an associated positive attitude towards understanding and accounting for biological variance in produce, will have real benefits to the development of supply chains with a more integrated view of quality and the dynamics of quality over time. INTRODUCTION The mid-term review (MTR) of the Common Agricultural Policy (CAP) in the European Union proposes important changes in the funding mechanism for Europe's farmers and growers. Payments will be increasingly directed toward the protection of the environment and strengthening rural development “by expanding the scope of currently available instruments for rural development to promote food quality, meet higher standards, and foster animal welfare”(CEC, 2002). Clearly, at least as far as food production inside the EU is concerned, quality will be a topic of primary importance over the next few years. The Concise Oxford Dictionary defines quality as "1.1 the standard of something as measured against other things of a similar kind. 1.2 general excellence, distinctive attribute or characteristic.". In the dictionary definition the whole, perplexing subject of quality is laid open. It is seen to be at once an intuitively simple concept and yet one which contains (at least) elements of subjectivity and objectivity, relativism and absolutism. Of course, the complexities of defining and analysing the quality of perishable products have been discussed previously and coherent methodologies have been suggested to integrate the different ways in which quality can be defined (Sloof et al., 1996). It is to be expected that a consumer's concept of quality will differ from that of a grower or a retailer. One would hope, however, that both the grower and the retailer would have some mutual knowledge of how they each define quality and that both would know how a consumer defines quality. After all, the supply/production chain can hardly be expected to deliver a product when that product has not been defined. In no other industry would such a situation be tolerated, and yet one might well question the extent to which consumer expectations of quality are met by current supply chains; and the ability of these chains to deliver the MTR's vision of a Europe populated by a rich diversity of suppliers of high quality, regional produce. The remainder of this paper is divided into 3 sections. In the first section, we provide two brief case studies which raise anecdotal evidence of important issues concerning quality. In the second section we argue for the utility of generic models to provide common concepts of quality which can unify the supply chain (hopefully forming a link in the chain of ideas from the first session of this conference to the second). In the third section we unify the first two sections by returning to issues raised in the first section armed with concepts from the second. Also in the final section we note some practical limitations which might inhibit the wider adoption of the ideas developed here. Proc. Int. Conf. Quality in Chains Eds. Tijskens & Vollebregt Acta Hort. 604, ISHS 2003 106 GROWER CONCEPTS OF QUALITY AND QUALITY ISSUES: TWO CASE STUDIES FROM SCOTLAND The case studies are reported to introduce some general issues concerning the management of quality which we will pick up in more specific terms in later sections of the paper. Both cases represent examples of fairly well-developed supply chain management and marketing systems, where the significance of quality is understood. The first case illustrates management of quality jointly by a producer group and retailer. The second case focuses on how quality is viewed by a processor/producer with multiple additional suppliers. Case 1: Red soft fruit grower – Scotfruit (Dundee) Ltd. Scotfruit is a family run business specializing in the growing and supply of quality red fruit – strawberries and raspberries – based in the UK’s main growing area. Scotfruit is an active member of Berryworld, a marketing group focused on consolidating the supply from a number of growers and managing the supply to some key supermarket accounts. The market structure open to Berryworld is highly segmented. The segment Berryworld targets is characterized by having flavour as a primary quality characteristic. This is in contrast to, for example, market segments where uniformity and volume of supply (at a lower unit price) are more important. Specifically to meet this market the growers in Berryworld grow a premium flavour variety which requires extra control of production conditions (compared with standard varieties) has a relatively low yield, poor resistance to Botrytis, and a short keeping quality (see below). Scotfruit’s Managing Director, is acutely aware of how the quality of his produce impacts on his customers expectations in terms of flavour, shelf-life and availability, but also must consider production volume (as one of the variables which determines overall income). The use of a protected and controlled environment for production of the premium-flavour variety, to ensure that each plant has as close to ideal growing conditions as possible, is an effort to manage the environment within reasonable profit parameters. The premium variety has two peaks of production one at either end of the summer, which produces a supply and demand problem. Berryworld and the retailer collaborate to manage this supply and demand problem by adapting the marketing of the produce through the use of promotions when supply exceeds demand and use of alternative varieties when demand exceeds supply. The additional complication of this choice of market is compensated by the premium price paid by the retailer for the highflavour variety. Case 2: Goldencrumb Produce Ltd: Mushroom grower and processor Goldencrumb Produce is a vertically integrated business which produces frozen, crumb-coated mushrooms for the catering industry. Originally as a small-scale mushroom producer Goldencrumb made the decision to establish a business in processed food after realizing that this represented the best available option to increase revenue from a limited land-base. Frustration with the poor appreciation among retailers of how to manage quality in the fresh mushroom market also contributed to this decision. The quality criteria for the value-added end-product include; ease of use, cooking behaviour, texture, and coating completeness. All four criteria are satisfied by achieving two general quality targets. First, batches of mushrooms for processing must reach the processor within one to two days of picking since the keeping quality prior to processing is three days. Secondly, the individual mushrooms should not exceed a critical size. The first two of these attributes are required by the catering industry, the second two are targeted at consumer satisfaction. Note that the consumer criteria are essentially the same as those which apply to fresh produce. Goldencrumb faces a problematic situation concerning supply of fresh mushrooms for processing. Despite the fact they have valuable information to share with other suppliers, as a relatively small-scale processor, they do not have the leverage to get