The need to be proactive to customers demand and the intensifying challenges from globalization and the rising cost of consumable goods necessitated the researchers desire to explores, strategic impacts of supply chain innovation on firms’ performance. Many firms believed that supply chain innovation is a means of competitive advantage. Conversely, one firm’s supply chain innovation is another company’s process improvement. In today’s competitive business environment, misunderstanding a new idea may result in wasting resources on an innovation that is not yet materialized. Lack of clarity is an issue for academic debate. The objective of this article therefore was to examine strategic impacts of supply chain innovation on firms’ performance. The researchers adopted theoretical framework in investigating the nature and concepts of supply chain innovation in this research. Data were sourced from management journals, internet and periodical. This gives a clear understanding of earlier work in the area of exploration thereby providing foundation for the researchable predicament at stake. Findings reveal that supply chain innovation involves an integrative system of customers, suppliers, manufacturers, information technology and finance through physical and human resources for enhance performance. Supply chains innovation requires array of relationships and numerous paths through which products and information travel. To gain utmost advantage from supply chain innovation, a firm must energetically draw upon its available internal capabilities and the external resources of its supply chain network to fulfill customer requirements.
The purpose of researching a number of Polish tourist-oriented, high quality products was to determine the key economic factors for cultural tourism improvement in Poland. The results of research studies, which can assist tourism enterprises further develop the highest quality products of cultural tourism, have indicated that modern day tourist’s preferences are high-quality products. The studies have proven that the most important single factor influencing high quality products supply, was local authorities’ support of the tourist-oriented organizations that have developed the brands based on high quality) cultural products. The unique features of this research has been confirmed by A. Mikos von Rohrscheidt based on his studies performed from 2010 to 2014. These studies which are based on analyses of monographs and key scientific papers on cultural tourism published both in Poland and abroad.
The Irish potato is a prominent food security and cash crop in Kenya currently second to Maize in importance as the largest consumed staple in the country. The crop, grown mostly by smallholder farmers, provides a source of food, income and employment to many Kenyans. A study to assess the market dynamics of potatoes in the country was carried out between July and September 2013. The Agricultural Product Value Chain (APVC) approach was employed in which stakeholders at critical levels of the potato value chain were interviewed. Purposive judgmental sampling of three producing counties and five consuming towns was done due to their high level of activity. A standardized questionnaire and an interview schedule were used to gather data. Descriptive statistics and proportions were used to describe the results. A total of 570 respondents were interviewed but due to overlapping roles played by some stakeholders operating at more than one level of the value chain, the number of respondents (considered on role play) rose to 679. Results revealed that some potato varieties were popular across the country due to qualities demanded by the market like long shelf life, size and shape of tubers as well as quality of end products like potato chips and crisps. Producers preferred the shortest marketing channel especially direct sales or through organized marketing groups while production depended on price of inputs especially seed, cooking qualities and buyer demands. Demand was found high throughout the year as supply fluctuated with seasons. A number of constraints across the value chain were identified including huge price differentials between farm gate and market sometimes influenced by middlemen, the use of extended bags sometimes weighing up to 200 kilograms, poor enforcement of regulations, inappropriate and inadequate storage facilities and poor physical conditions of the markets. Despite the constraints, the future of the potato business was described as bright with most players in the value chain declaring improvement in business over the previous five year period. The findings had implications on all value chain players and stakeholders