Staufen_2021_Magazine_04_EN

“ FOOD CHAIN³“ ~ Food
THE FOOD SECTOR CAN ONLY MEET FUTURE
DEMANDS BY FUNDAMENTALLY CHANGING
PRODUCTION AND MINDSET.
TOYOTA AS A ROLE
MODEL FOR THE
FOOD SECTOR
The practice of transporting food as a cheap
bulk commodity in truck convoys thousands
of kilometers is is subject to increased
scrutiny. This is because customer demand
for locally produced, yet affordable goods
is continually growing. A fundamental
change in the food industry is necessary
to meet the goal of better, albeit inexpensive
products. This can only succeed if the
disjointed value streams ("global sourcing")
are integrated – making them less prone
to disruption and the overall "farm to fork
process" leaner.
The example of Toyota as the "inventor" of
Lean Management shows that this can be
achieved. Accordingly, for modern collaboration
to serve customers, the relationship
between growers, producers and retailers
must change from one of power to one
of partnership: Food Chain³. All processes
from raw material generation to production
to trade must form a value stream for
each variant family and work as closely as
possible alongside of customers. Process
chains must remain short and are highly
integrated. Interfaces are to be avoided if
possible. This is because the freedom from
disturbances must be guaranteed in the value
streams in order to produce sustainably
and prevent waste.
Is this just an ideal state? Not at all! Initial
examples show that companies have started
to rethink their approach: Rügenwalder
Mühle, for example, relies on soy from
Germany; Kühne advises farmers on the
selection of seeds and accompanies their
work in the field; Aldi Süd is working with
regional bakeries. Positive approaches, but
the courage to implement "Lean Thinking"
across the board – has yet to come.
Is “ this just an ideal
state? Not at all! Initial
examples show that
companies have
started to rethink.”
SUPPLY CHAIN NETWORK MANAGEMENT
AXEL DAVILA LAGE
Principal
Food & Beverage
STAUFEN.AG
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