Quản trị chất lượng trong chuỗi cung ứng thịt gia súc, gia cầm ở việt nam tt tiếng anh

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INTRODUCTON
1. The urgency of the reseach topic
Today, in order to achieve the target of ensuring the quality of output products
and increasing the competitiveness of commodity supply chains (SCs), it is necessary
to establish and organize the supply chains according to certain links and focus on
deployment quality management (QM) practices in and out of the chain. In that
context, current studies on QM are not only focused on the scope of research of QM
practices within an independent organization, but also which is tending to shift and
expand the scope of research into the supply chain of the organizations .
In Vietnam, in recent years, although the trend of forming and developing of
SCs in general and livestock and poultry meat SCs in particular under certain forms
of association and structure has been inevitable, contributing to supply a certain
amount of quality, hygiene and safety food to the market. However, the number of
SCs formed and managed in a methodical, safe, effective and successful way in our
country today is not much. In particular, many chains after forming are facing many
limitations and difficulties of traditional consumer habits and behaviors of
Vietnamese consumers. On the contrary, in addition to the well-organized and
associated SCs, the majority of livestock and poultry meat in Vietnam is now
supplied through small business units, lack of association between stages in the
product supply process and not guarantee the quality of output products.
Therefore, the topic "Quality management in the livestock and poultry
meat supply chain in Vietnam" is a research with practical and urgent
significance in the general trend of the development of commodity SCs and QM
in SCs, as well as the actual context of production and business of livestock and
poultry meat in Vietnam today.
2. Overview of research situation
a) Overview of foreign studies
* Overview of research on quality, QM in general and QM in food production
and business in particular

In general, in the new trends of modern QM, the objectives and practices of
QM are not only about product quality and technical management activities. Instead,
the meet to the needs of customers in the market in general or the requirements of the
organization's imprortant customers and stakeholders requires that QM change and
expand of management objects from products to resources, operational processes and
the management system. This was reviewed of some the reseachs and the approach
ways of GM by the time, representative such as: JM Juran (1951), Kaoru Ishikawa
(1988), Tilman Becker (1999), Karen Brunsø và cs (2002), Pieternel A. Luning and
Willem J. Marcelis (2007) and ISO 9000 standards - versions in recent years.
* Overview of the research on quality management in the SC and food SC
The development of commodity supply chains and supply chain management is
clearly a research topic that has received a lot of attention recently. In particular, a


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number of studies focused on the quality management in supply chain. From the
overview of studies, the author synthesizes two main approaches in the QM studies in
supply chain as follows:
The first approach, based on SC management, studies reviewing the QM as an
independent functional aspect can integrate with SC management. Under this
approach, the term supply chain quality management (SCQM) was started in two
decades with some scholarly researches on content and somponents of SCQM. Some
typical examples are: Gyaneshwar Singh Kushwaha and Deepak Barman (2010), Ana
Cristina Fernandes et al (2014), Carol J. Robinson and Manoj K. Malhotra (2005)
In addition to the above approach, there is another fundamental approach to QM
in SC mentioned in recent studies around the world. It is a direct approach to the QM
of each member unit in the relationship and correlation with other members within the
SC, for example: Wijnand van Plaggenhoef's research ( 2007), Brigitte Petersen et al.
(2014, Jon H. Hanf and Agata Pieniadz (2007), Csaba Berde and Miklos Pakurar

(2002), J. Han et al. (2006), Schulze Althoff et al (2005), Lang and Petersen (2012),
Brinkmann et al (2011);
In addition to the above theoretical studies, there are also a number of studies on
practical aspects and practical experience in implementing QM of some specific
CCUTP such as: Research by John Spriggs et al. 2000), MD de Barcellos et al (2006),
Jacques Viaene and Wim Verbeke (1998). It can be seen that, in general, in the industry
of agriculture and food, the aspect of supply chain management as well as QM in the
chain are also the topics that have been interested in research for a recent decade. As
Ludwig Theuvsen et al. (2007) summarized: “Issues of coordination among actors in
food supply chain will have a great influence on QM activities in the whole chain.
However, there is not really much research focusing on quality management in food
supply chain. While some studies focused on the technical quality aspects of the
chain's QM, others focus on models related to information systems and quality
communication activities in the chain. the methodology on coordination between
actors in the chain or studies on the effect of chain linkage mechanisms on the
coordination of quality management in the chain”. It can be said that this is the most
general statement, showing a comprehensive review of the world's studies on quality
management in food supply chain in recent years.
b) Overview of studies in Vietnam
* Overview of research on quality, QM and food QM
According to new research trends on quality and quality management in
recent decades, quality and quality management of food is one of the topics that
receive a great attention from researchers. In particular, in addition to the research
focusing on technical aspects, many other studies focus on the practice of
building, applying, and implementing quality management models in food
business, such as ISO 9000, ISO 22000, HACCP, VIETGAP / GAHP, GLOBAL
GAP, BRC. Some studies were reviewed by authors such as Tran Khac Thi et al


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(2013), Dang Thi Be (2013), Nguyen Van Giap (2015).
* Overview of the research on quality management in the SC and food SC
In Vietnam, in the situation of the food pollution has become more serious and
the situation of unassurent quality and food hygiene of many food in many places, the
problem of food quality management and food chain management is receiving great
attention not only from researchers, business and Government. In particular, the
research on QM in SC in Vietnam focus mainly on a number of topics such as:
Researching technical factors and internal QM on each stage of food SC such as: Vo
Thi Thanh Loc (2006), Nguyen Doan Khoi (2011); Research and propose solutions,
models to build and develop SCs in the direction of ensuring quality and food safety,
such as: Do Thi Ngoc (2011), Truong Dinh Chien (2015), Dinh Van Oanh (2015), To
Duc Hanh (2015), An Thi Thanh Nhan (2016), Le Thi Minh Hang (2017).
c) Some conclusions from the overview of the studies and
identifying research’s gaps
From the overview of the above-mentioned research situation, it is seen that:
The development of the quality management in general and the quality management in
food business in particular are showing certain change trends:
Firstly, quality management does not only focus on product quality and technical
activities, today the organization's quality management cover functional activities to
manage the factors, process and the whole system, aiming to meet the requirements of
customers and stakeholders.
Secondly, in the new context, with the increase of links in busines, contributing to the
formation and development of organized and linked supply chains. Quality
management must change from the scope of managing activities of individual
production and business to the trend of coordination and quality control along the
chain or on links of chain.
In Vietnam, when the development of food chain’s links is still at an early
stage, there have not been many studies and research approaches to exploit this topic.
A number of studies that have been conducted have been approached in a number of

research directions focusing on such aspects as: Researching and managing technical
factors to ensure quality on each stage of SC; Studying and building chain models
towards quality assurance and food safety for commodity SCs. In particular, for the
meat industry, through the review process, it can be seen that it has not studies have
based on the QM activities of a unit in the SC context, especially is the QM
coordination among members in livestock and poultry meat SC. This is a research gap
that the thesis aims to continue to expand the approaches in quality management in
supply chain, associated with the development activities of livestock and poultry meat
SCs in Vietnam.
3. Research purpose and tasks
Research purpose: Proposing solutions and recommendations to enhance QM
activities in the SC of members participating in the livestock and poultry meat SCs in


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Vietnam, orienting to phase until 2025, vision to 2030.
The research tasks include: (1) systematizing theoretical foundations to
establish the content of QM practices in the livestock and poultry meat SCs; Studying
practical experience of QM in some successful the livestock and poultry meat SCs in
the world to learn the lessons for the livestock and poultry meat SCs in Vietnam; (2)
Research, analyze and assess the current status of QM in the livestock and poultry
meat SCs in Vietnam based on the established theoretical research contents; (3)
Proposing some solutions and recommendations to enhance QM practices in the
livestock and poultry meat SCs in Vietnam in the coming time.
4. Research subject and scope
Subject of research: is the theoretical and practical issues of QM in the SC of
members participating in the SC of livestock and poultry meat industry in Vietnam.
Some scopes of research:
- The scope of object and the research’s approach: (1) Focus on fresh pork and

poultry products in Vietnam; (2) Focus on QM practices in SC in the micro-approach
of the unit; (3) Research focused on the main actors that owning product lines and
create major added value for the SC of livestock and poultry meat industry, such as
breeding, slaughtering, distributing livestock and poultry meat products .
- The scope of space: Focusing on SCs formed and operating stages from
breading to retail in the territory of Vietnam; The reseach do not consider import
and export products related meat.
- The scope of timing: The topic collected data and statistics in recent years (20142019); The solutions and recommendations for orientation to 2025, vision to 2030.
5. Research method
- Secondary data collected from: Statistical information and data on livestock and
poultry meat production and consumption in Vietnam are provided and published by
the General Statistics Office; State agencies and statistical databases of localities in
Vietnam; The reporting on the development of livestock, slaughtering, processing and
retailing of livestock and poultry meat industry from functional ministries and locals;
The reports of research projects, projects and research programs of state agencies ;
Legal documents expressing policies, planning, regulations of the State relating to
business and management of livestock and poultry meat products; Information about
production and business of livestock and poultry meat is posted on the websites of
businesses and official newspapers in Vietnam.
Primary data are collected through two methods:
- Interview method: Used to clarify the contents: (1) "Suggest the criteria for
measuring the content of practices and results QM in the livestock and poultry
meat SC"; (2) "Expert opinion on orientation the model and solutions of QM in
the livestock and poultry meat SC in Vietnam". (3) “Gathering information on
three case studies, including: Chicken Breeding Association of Soc Son Hill,
Centralized slaughter system of Thinh An Joint Stock Company, VISSAN Vietnam


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Animal Husbandry Industry Co., Ltd. ".
- Survey method: through 287 questionnaires processed and analyzed data. Subjects
of the survey are the organizations participating in various stages in the livestock and
poultry meat SC in Vietnam, from breading to retail, concentrated in the localities, such
as: Hanoi and Ho Chi Minh City, Ha Nam province and Dong Nai province.
6. New contributions of the thesis
In theory:
The thesis has contributed to forming a basic theoretical framework of
quality management in food SC in general and livestock and poultry meat in
particular, expanding the scope of theoretical research from quality management
of independent organizations to the context of integrated quality management of
members along the supply chain. On the basis of systematizing important
theoretical bases on quality, quality management and quality management in food
SC, the thesis has determined the basic contents of QM in livestock and poultry
meat SC, including: (1) Supplier Quality Management; (2) Quality management
of internal factors and processes; (3) Quality management according to customer
orientation;(4) Quality management links and coordination in SC. From here, the
thesis has synthesized and established the criteria for measuring QM activities and
the results of the QM of the units in the livestock and poultry meat SC.
In practice:
Firstly, through studying the experience of QM in livestock and poultry
meat SCs of some countries in the world, the thesis has drawn six lessons that can
be referenced and applied in QM in livestock and poultry meat SCs in Vietnam.
Secondly, through the data collected from the three case studies and the
survey data of units at different stages in the livestock and poultry SCs in
Vietnam, the thesis describes a situation from specific to overview of the activities
and results of QM of units in livestock and poultry meat SCs in Vietnam. The
thesis has pointed out the advantages and disadvantages in QM in the SC of the
units, and at the same time analyzed the objective and subjective causes as a basis
for proposing solutions.

Finally, based on an overview of forecasts about consumer trends and
behavior, trends in production and business activities and QM as well as the
impacts of macro management strategies and policies to QM of units in livestock
and poultry meat SCs in Vietnam, the period to 2025, vision to 2030, the thesis
has proposed five groups of solutions and two groups of ecommendations on
policies and State management.
7. Structure of the thesis
In addition to the introduction and conclusion, the thesis is structured into
03 chapters: Chapter 1: Theoretical and practical background on QM in the
livestock and poultry meat SC; Chapter 2: Situation of QM in the livestock and
poultry meat SC in Vietnam; Chapter 3: Solutions and recommendations to


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enhance QM in the livestock and poultry meat SC in Vietnam
CHAPTER 1: THEORETICAL AND PRACTICAL BACKGROUND ON
QUALITY MANAGEMENT IN THE LIVESTOCK AND POULTRY MEAT
SUPPLY CHAIN
1.1 Some basic theoretical issues of quality, quality
management and supply chain
1.1.1 Overview of quality and quality management
1.1.1.1 Concept and approaches of quality
In general, in the current context of business, an organization oriented towards
quality will promote culture that will lead to behavior, attitudes, activities and
processes that bring value through meeting demand and expectations of customers
and other interested parties (according to ISO 9000: 2015). The International
Organization for Standardization (ISO) has shown than: "Quality is the level of a set
of inherent characteristics that meet the requirements” (ISO 9000: 2005). The nature
of quality is "the fulfillment of the requirements". In particular, requirements are

determined from parties, such as: customer’s requirements (including internal
customers and external customers), organizational / business’s requirements,
requirements of shareholders or partners in SC, requirements of State agencies,
requirements of law, requirements of independent certification organizations, ... This
is the viewpoint and concept of quality that the thesis aims to this research.
1.1.1.2 Concept and approaches of quality management
The history of the QM in the world has gone through many stages of
development with different methods and approaches. In general, in the previous
stages, quality management based on activities in the organization towards goals of
production and supply of product‘s quality to meet customers' needs. However, up to
now, following the approach of modern quality management, QM in an organization
does not just stop at managing and controlling technical activities to create product’s
quality but also include management activities that guide and control the whole
organization about quality.
According to ISO 9000: 2015: “Quality management is a coordinated activities
to orient and control a quality-related organization”. It can be said that ISO 9000's
approach of QM has created a new step in the approach of QM, moving from quality
approach focused on product to quality of activities and process in the management
system. This approach is completely approciate to the general trend of modern QM
which is oriented to a total quality management in system and process, with the
participation of all members within the organization and the parties related to the
organization. This is the approach of QM that the thesis aims in in this study.
1.1.2 Some basic theoretical issues of the supply chain
1.1.2.1 Concept of supply chain
In fact, starting from an unit can form one or more different SCs. In other
words, each enterprise can be a member of many different SCs and play different roles
and functions in each SC. Therefore, based on the expanding approach in SC in


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general and SC of food in particular, in this study, the thesis's approach is to consider
the formation of SC from a specific unit in the chain, expand to other
partners/members in the chain as well as the association and coordination between
units and partners/members in the chain to bring goods from production to consumer.
1.1.2.2 Supply chain structure of an organization
Any structure form of SC requires a combination of members to perform
many different functions. Because the nature of SC is the association and
coordination among members, from manufacturers to retailers to bring products
from production to market. In structure of SC, there are main members and
support members. The main members will participate regularly in the process of
trade and product ownership, including manufacturers, distributors, wholesalers
and retailers. In contrast, the support members do not own the product line and do
not participate regularly in the operation of the SC.
1.1.2.3 Mechanism of core operating the supply chain
The role of a SC is to bring products from production activities to consumer
markets with the participation of many member units. At any stage in the entire SC,
participants must operate based on three core processes, including: Purchasing manufacturing - distribution.
1.1.2.4 Mechanism of relationship and linkage in the product supply chain
The relationship and linkage mechanism in the SC represents the
relationships and linkages between the members in a chain. Whether a member is
considered to be deeply involved in the SC will depend on the relationship with
the other members. There are many mechanisms to show the relationship between
members in the SC. According to Jiqin Han (2009), the relationship mechanisms
in food SC are often expressed in the following three main groups of
relationships: spot markets, contractual governance and relational governance.
According to the classification of Jon H. Hanf (2009) based on criteria
such as level of relationship, coordination, leadership and duration of cooperation,
the mechanism of linkage between units is classified into four groups:
spontaneous links, project-oriented links, self-organizing links and strategic links.

With the context of the existence of SCs with relationships and links formed
very diverse as in Vietnam today, the thesis is based on the classification of these
authors to consider the status of the relationship and links between units in the
livestock and poultry meat SCs with criteria such as: relationship, cooperation, linkage
tools, role of chain members (intermediaries / leaders / members) .
1.2.2.5 Mechanism of coordination and support in the supply chain
The coordination mechanism shows the trend of organizing collaborative
and coordinated activities of members in the SC. From the review of the studies
on the coordination of members in SC, author Jon H. Hanf and Agata Pieniadz
(2007) reviewed two types of basic coordination mechanisms commonly
mentioned in Chain studies are: Strategic coordination and operational
coordination. In addition to coordination mechanisms, support mechanisms in the
SC include: Supporting activities between suppliers and customers and Support
activities from chain’s leader member.
1.2 Quality management in the livestock and poultry meat supply chain


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1.2.1 The basic characteristics of production and business in the livestock and
poultry meat supply chain
In order to clarify the characteristics of quality management in the livestock and
poultry meat SC, the thesis identifies the basic characteristics of production and
business activities of units in the livestock and poultry meat SC, including: (1)
Characteristics of Commodity: Fresh, chilled or frozen livestock and poultry meat is
the common foods that is consumed daily in food demand. This kind of food has a
short and perishable product cycle. Product’s quality are easily affected by the factors
during the process of business and production; (2) Characteristics of members: The
units in the livestock and poultry meat SC can undertake an independent function such
as raising, slaughtering, collecting, retailing or combining multiple functions; Units

have a different organizational structures and sizes; (3) Characteristics of distribution
channels: In Vietnam today, there are mainly two basic distribution channels:
Traditional distribution channels with short range in localities often directly deal goods
from farmers to the final customers of the chain or there is participation of an
intermediary distributor (trader, retailer) and modern distribution channel; (4)
Characteristics of structure, mechanism of relationship and linkages: SCs are also
formed with different scope and structure, with different degrees of linkage,
coordination and role of the members in SCs.
1.2.2 Some theoretical models of quality management in the supply chain can
be applied to the livestock and poultry meat supply chain
From the review of previous studies, the thesis identifies some theoretical
models of basic coordination in QM in SC in general and can be applied in the
livestock and poultry meat SC, including: Model of management based on the
process; Model of risk-oriented inspection alliance, Model of three-level management.
1.2.3 The concept and properties of quality management in the livestock and
poultry meat supply chain
From the review of previous studies, the thesis has pointed out the basic
functional nature of QM in the aspect of SC is that:
(1) Integration of relationships among chain members into QM processes. Or as
the interpretation of Kaynak and Hartley (2008), QM in the SC includes not only
internal solutions to improve efficiency in an organization, but also includes
external solutions, beyond organizational boundaries, integrated organization
with it’s customers and suppliers.
(2) The meaning of this integration aims at specific objectives to meet the quality
requirements and contribute to improving the output performance of the members
when participating in the SC.
From the analysis of the basic contents of the QM in terms of SC and the
explanations for the approach of the thesis, the concept of QM in the livestock
and poultry meat SC is understood as “Integration internal QM solutions with
external QM solutions of an unit participating in the livestock and poultry meat

SC based on the relationships with other members in its SC to meet requirements
of quality and improve the output results of the unit”.


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In this concept, some basic properties need to be clarified:
Firstly, access to QM concept in SC is seen in micro management perspective,
considering practical aspects of QM implemented in a unit in context of it has a
relationship and linkages with other partners in the SC at different scales and levels.
Secondly, with that context, the contents of QM practices in the SC of the unit
will go beyond the scope of the organization, it includes not only the internal QM
solutions (internal management) but also includes the external QM solutions beyond
the organization, based on the relationship of the units with the chain’s members such
as suppliers, customers and related partners in the SC that the unit participates.
Thirdly, with the selected approach, the target of meeting the quality
requirements and improving the performance will be measured and evaluated for that
unit, not considered in overall SC or measured the final output of the overall chain.
1.2.4 Research content of quality management in the livestock and poultry meat
supply chain
Based on the basic characteristics of business and production in the current
livestock and poultry meat SC, it is shown that: In this category, it is possible to form a
variety of SCs with different scope, degree and linkage. Therefore, SCs can deploy QM
and coordinate QM in the chain according to different models. In particular, the model
of management based on process is the most basic model and can be commonly applied
to all of food SCs in general and livestock and poultry meat SCs in particular. On the
basis of this model, there will be three basic management processes of the unit in SC:
input management, internal processes management and output management. In
addition, depending on the different levels of relationships and links among SC’s
members, QM coordination between parties can take place at different levels, from

simple to complex, from coordinate at the operational level to coordinate at the strategic
level. Therefore, the content of QM in the livestock and poultry meat SC studied in this
thesis will focus on four groups of activities, corresponding to the internal QM solutions
and the external QM solutions of the units in the SC, including: (1) Supplier quality
managemment (2) Quality management of internal elements and processes; (3)
Customer - oriented quality management; (4) Quality management of linkage and
coordination relationship in the SC. On that basis, the thesis also reviews and establishes
measurement criteria for the performance of quality management of the units in
livestock and poultry meat SC (5). The model of research content on QM in the
livestock and poultry meat SC is shown in the following figure (Figure 1.9):
Supplier QM

(1)

QM of internal elements and processes

(2)
(5)

Customer – oriented QM

QM of the linkage and coordination relationship in SC

(3)

(4)

The performance of QM in
the livestock and poultry meat SC

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Figure 1.9: Model of research content on quality management in the livestock
and poultry meat SC
Source: Author's proposal
1.2.4.1 Supplier quality management
Supplier QM requires organizations to view their suppliers as members
created the value-added of chain. Therefore, it is necessary to establish a business
environment that focuses on quality requirements and develops partnerships with
suppliers, especially the important supplier’s of organization. The selection of
suppliers must be based on the capabilities and ability of the partners in meeting
the organization's quality-related requirements, as well as developing
relationships based on the trust between partiers in linkage (Foster, 2010).
Important contents of an organization to implement supplier QM in the livestock
and poultry meat industry SC include: Selecting and evaluating suppliers; making
the choice of suppliers; Developing cooperative relationships with suppliers
(According to Foster (2010),Nguyen Thi Thu Hang et al (2015), Kaynak and
Hartley (2008), Kaynak (2003), Tracey and Tan (2001)).
1.2.4.2 Quality management of internal elements and processes
Internal QM operations of a unit in the livestock and poultry meat SC should
be directed to the management of technical factors and processes according to the
quality requirements set out. In particular, the factors that need to be managed
include: The role of leaders, managers, workers, materials, products, facilities,
technical and technological facilities. In addition, the implementation of technical
processes in business must be done according to certain requirements or standards as
well as a monitoring and evaluation mechanism to ensure the implementation of the
activities following correctly seting out. (Summarized from some related studies of
Luning and Marcelis (2007), Saraph, J. V et al (1989), Nguyen Thi Thu Hang et al
(2015), Kaynak and Hartley (2008), Kaynak (2003) , Flynn and cs (1995), Vinh

Thai, Ferry Jie (2018))
1.2.4.3 Customer-oriented quality management
Customer-oriented QM is one of the basic characteristics of modern QM
trends. Customers who are the most important subjects will evaluate the
organization’s product and service quality. Therefore, the organization must
ensure effective management of customer relationships based on the capture of
customer’s needs and concerns, the collection of market information, feedback,
and and complaints of customers. The products, services and operation processes
need to be designed based on research and identify customer’s requirements,
continuous improvement of product quality as well as operation process to meet
that requirement; At the same time, organizations need to strengthen
communication with customers, provide information for customers to create
confidence for customers about the quality of the organization. (Deming, 1986;
Lai et al., 2001, Foster, 2010, Do Thi Ngoc et al, 2015, Kaynak and Hartley


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(2008)). The important contents of an organization to implement for Customeroriented QM in the livestock and poultry meat SC include: Identify important
customers, capture and design the product response the these customers’demand;
Obtain feedback from customers and constantly improve quality of products and
processes; Enhance communication with customers
1.2.4.4 Quality management of linkage and coordination relationship in the
supply chain
The QM of relationships and coordination in the SC can be understood as
the harmonization and coordination between the organization and the members in
the chain to implement management activities in an effective, transparent and
responsive manner to meet organization’s requirements and the general
requirements of the linkage (Yeung, 2008; Huo, Zhao and Lai, 2014). Coordinated
activities can take place between the organization with the customers, with the

suppliers, with the members in the association that the organization participates in
or with the coordinating and leading unit. The coordination may vary, depending
on the extent to which the organization is associated with its SC members. The
difference is also reflected in the level of coordination and the content of specific
coordination activities.
1.2.4.5 Objectives and criteria for measuring the performance of quality
management in the supply chain
In general, the objectives of QM in the SC are that meet the quality requirements
of product and operational processes as well as contribute to improving output
performance. Implementation results of QM in the SC of a unit can be measured
through three groups of criteria: (1) Group of quality-related criteria; (2) Group of
quantitative criteria related to performance; (3) Group of criteria related to market and
competitive advantage
1.2.5 Summary of criteria for measuring research contents of quality
management in the livestock and poultry meat supply chain
Table 1.2: Summary of criteria for measuring the contents of activities and
performance of QM in of units in the livestock and poultry meat supply
chain
Content and reference
Measurement criteria
sources
Supplier
quality The unit regularly conducts quality assessments with suppliers
management
The unit interested and prioritize the selection of suppliers
when they meet specific requirements or quality standards
Source:
Foster (2010), The unit considers product quality to be the most important
Nguyen Thi Thu Hang and et criterion for choosing suppliers
al (2015), Kaynak and The unit often have discussions and agreements with

Hartley (2008), Kaynak important suppliers on quality requirements
(2003), Tracey and Tan The unit understands information about activities and
(2001)
production processes of suppliers
The unit regularly checks the quality of input products when
supplier delivers goods


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Content and reference
sources
QM of internal elements
and processes
Source: Luning and Marcelis
(2007), Saraph, J. V et al
(1989), Nguyen Thi Thu
Hang et al (2015), Kaynak
and Hartley (2008), Kaynak
(2003), Flynn and cs (1995),
Vinh Thai, Ferry Jie (2018)

Customer-oriented quality
management
Source: Deming, (1986); Lai
et al (2001), Foster (2010),
Do Thi Ngoc et al (2015),
Kaynak and Hartley (2008)

Quality management of

linkage and coordination
relationship in SC

Measurement criteria
The unit regularly gives feedback to suppliers on the quality of
their products and services
The owner / leader interested in quality and has a clear quality
orientation for the product and operation.
The unit establishes specific quality requirements or standards
to manage internal elements and processes
The requirements / quality standards of the units are
established on the basis of the requirements of customers and
related parties (regulations of the State, requirements of
assessment and certification organizations, requirement of
specific quality standards)
Employer of unit meet the requirements for expertise, skills
and sense of responsibility.
The unit has a mechanism to control and preserve the quality
of input product and products during the business process
The unit ensures adequate system of facilities and technical
conditions to meet the requirements of the business process
The unit actively applies modern technologies to the business
process
The unit applies control and adjustment mechanisms to ensure
operational processes are implemented according to the
requirements / standards set out (inspection, evaluation,
measurement, information management, data, handling
violations, ...)
The unit captures the requirements of important customers or
the general needs of customers about quality of product and

supply activities
The unit always tries to design the product or improve the
process to meet the specific requirements of the important
customer or according to the general needs of market
The unit listens and handles complaints of customers about
quality of product and supply activities
Units often share information with customers about products
and activities of the unit
The unit regularly communicates with the customer to create
trust in quality of product and supply activities
The unit actively applies a number of technical solutions to
create trust with customers about the quality of products (such
as: applying and obtaining quality certification, packaging
design, stamps, labels, code, barcode in traceability
applications, ...)
The unit participates in linkage and coordination with direct
suppliers or customers to meet the requirements set by the
parties
The unit participates in linkage and coordination with both


13

Content and reference
sources
Source: Jon H. Hanf and
Agata Pieniadz (2014), Jiquin
Han (2009), Flynn and cs
(2010), Vinh Thai, Ferry Jie
(2018)

Performance of QM in SC
Source: Nguyen Thi Thu
Hang et al (2015), Kaynak
and Hartley (2008), Kaynak
(2003), Tracey and Tan
(2001), Jiquin Han (2009),
Ondiek Tobias Okoth and
Odock Stephen Ochieng
(2018, Vinh Thai , Ferry Jie
(2018)

Measurement criteria
direct suppliers and customers to meet the requirements set by
the parties
The unit participates in linkage and coordination with partners
to go beyond both the both direct suppliers and customers to
meet the requirements of the parties.
The unit participating in the partnership / project has unit that
coordinates the common activities of the participating
members
When participating in a linkage, the unit often evaluates and
carefully selects the partners that meets the requirements to
coordinate
The unit regularly shares information related to the product
and operation process for key partners in the linkages that the
unit participates in.
Units that meet the general requirements agreed with partners
in the linkages (General requirements such as quality strategy,
product standards, production processes, evaluation activities,

measurement, sharing information,…)
The unit implements joint activities with partners in the
linkages (joint activities such as communication with
customer, marketing, joint product brand development, ...)
Units often participate in support or receive support from
partners in the linkages to enhance the capacity of the parties
in meeting the requirements set out. (Financial support,
material, technical consultancy, ...)
The unit is more and more responsive to customer’s
requirements and the number of customers complaints about
quality of product and supply activities of units are decreasing.
The unit has many customers who regularly buy meat
products and more and more new customers
The unit’s output of meat products is increasing
The unit’s profit obtained from business of meat products is
increasing
Customers respond that they believe in the unit’s quality of
meat products compared to other suppliers in the market.
Customers respond that they choose the unit because the unit
has best meet their requirements

Source: The author synthesizes and builds from review of previous studies and
interview results
1.3 Factors affecting quality management in the livestock and poultry meat
supply chain
Based on the overview of the studíe and review of business and production
characteristics of units in the livestock and poultry meat SC in particular (Section
1.2.2), the thesis identifies the factors affecting QM of units in the livestock and

14

poultry meat SC into 2 groups of factors, including:
(1) Factors related to business environment and resources of units in SC such as:
Market situation; Effect of state management mechanism; The development of
science and technology; Culture and habits in business and consumption; and 4M
elements, including:Men;Material; Equipment and Machine and management and
operating methods (Method).
(2) Factors of cooperation of the unit in SC such as: Common quality strategy
and policy; Common communication and information exchange mechanism;
Mechanism of association and coordination with other units.
1.4. Practical experience of quality management in some livestock and poultry meat
supply chains in the world and lessons learned for Vietnam.
Through the study of practical experience of QM practices in three
successful livestock an poultry meat SC in the world, including: Eichenhof pork
SC in Germany; Iberian SC in Spain; Augus Beef SC in the UK and Brazil. From
here, the thesis has drawn some important lessons learned in QM in livestock an
poultry meat SC in Vietnam as follows: (1) Form horizontal links in the chain as
concentrated breeding areas and use collective brand or separate geographical
indication (2) Promoting vertical linkages on the basis of selecting a coherent
linkage mechanism, forming strategic linkages and coordination to create longterm and strong cooperation relationships, leading to trust and loyalty, towards
increasing value, benefit sharing and risks among chain members; (3) Effective
implementation of internal QM activities of each member in SC; (4) Strengthen
quality assurance activities and create trust with customers outside the chain; (5)
Establish an information system governance mechanism effectively and
transparently; (6) Strengthen role of state agencies and related agencies in the
support and macro management.


15

CHAPTER 2: SITUATION OF QUALITY MANAGEMENT IN THE
LIVESTOCK AND POULTRY MEAT SUPPLY CHAIN IN VIETNAM
2.1. Overview of the market and the development of livestock and poultry
meat supply chains in Vietnam
2.1.1 Overview of the market for livestock and poultry meat in Vietnam
From the collected data and the market situation of the supply of meat products
shows: Most kinds of livestock such as cattle, pigs and poultry have an increasing
number of herds in the period from 2014 to 2017. The total meat production of
Vietnam from 2014 to 2016 also tends to grow next year higher than the previous year,
with a rather rapid growth rate of 9.1%.
Regarding livestock and poultry meat consumption demand of Vietnamese
consumers:According to the Department of Livestock Husbandry, in 2016, the
average consumption of steamed meat of Vietnam is about 54.1 kg/person/year.
Consumption of meat in Vietnam also tends to increase, on average in the period
of 2011-2016, the growth rate is about 2.64%/year. Of which pork still accounts
for the largest proportion (over 70%); Consumption of chicken and beef, although
accounting for a small proportion, also has a steady growth rate. Vietnamese
consumers prefer fresh meat rather than frozen or cooled products and pay much
attention to prices and comparisons of prices at different consumption channels.
Consumption channels that consumers choose the most are still through
traditional markets (80%) compared to modern channel of sale such as food stores
or retail stores and supermarkets (20%)
2.1.2 Overview of the development of livestock and poultry meat supply chains
in Vietnam
Firstly, the thesis generalizes the overall structure of the livestock and poultry
meat industry in Vietnam, including: Organizations that supply input materials
(breeds, feed, veterinary medicine), support services (veterinary, transportation,
consulting, quality certification), the State management agencies, there are three
main stages in SC, including: livestock production - slaughter - distribution

(collection, wholesale, retail).
In addition, the thesis has identified three popular groups of livestock and
poultry meat SC structure on the market today, including: (1) Animal husbandry and
supply chain on traditional distribution channels; (2) Outsourcing - supply chain on
modern distribution channels; (3) Breeding chain from private animal husbandry
enterprises, cooperatives / collective of husbandry - supply on modern distribution
channels. In particular, the thesis analyzed the structure, development situation and
basic characteristics of each chain group.
Associated with the actual context of the situation of the livestock and poultry
meat SCs in Vietnam, the thesis draws points to note of QM in the livestock and
poultry meat SCs in Vietnam such as: Note about the specificity of QM activities is
associated with different stages: breeding, slaughtering, distribution and retail; The
notes on QM of SCs are organized on different distribution channels; The notes on
QM in SCs are formed with different organizational structures, relational
mechanisms, links and coordination in the chain.


16

2.2. Analysis of the situation of quality management in the livestock and
poultry meat supply chain in Vietnam at the present
2.2.1 Situation of quality management in the supply chain of some case studies
With the research of SCs derive from three units participating in different
stages of the meat industry SC, including the Chicken Association of Soc Son
Hill, the centralized slaughterhouses of An Thinh joint stock copany, and VISSAN
Vietnam Animal Products Joint Stock Company, the thesis draw remarkable
points about the current situation of QM in SC of these units as follows: (1) The
units are quite interested in selecting and establishing relationships and setting
certain requirements for suppliers. However, not every unit cares and sets
requirements related to product quality, especially those participating in

traditional distribution channels; (2) The units tend to grasp the general needs of
customers in the market, try to meet the important requirements of the target
customer objects that the unit aims at in the distribution channel they participate.
(3) The units participating in traditional distribution channels such as centralized
slaughterhouses do not really care nor guarantee the resources factors such as
labor, facilities and equipment. technology; operational processes and activities
are practically empirical, do not comply with specific quality processes and
requirements. (4) Units tend to establish relationships within direct contact with
partners such as suppliers or/and customers directly, or their member units; (5)
Traditional habits and culture of production and consumption together with the
effectiveness of the law enforcement and supervision are the important factors
affecting the QM in particular and business activities of the unit in general.
2.2.2 Analysis of survey results on the situations of quality management of units in
the of livestock and poultry meat supply chain in Vietnam
The following content analyzes the survey data from 287 units, including
livestock farms, slaughtering and livestock and poultry meat product trading in Vietnam
according to the research content model of QM activities in the livestock and poultry
meat SC and measurement criteria established in chapter I of the thesis. Here are some
key results from the survey data analysis:
2.2.2.1 Situations of Supplier quality management of survey units
The survey results of 287 units show that units tend to prioritize to select and
establish relationships with one or more important suppliers, meeting specific
requirements (accounting for 63%). However, about 50% of units do not consider
product quality to be the most important criterion for choosing suppliers. 77% of unit
often have discussions and agreements with important suppliers on their specific
requirements, 83% of unit regularly check the quality of input products at delivering
and 86% of unit regularly respond information for suppliers about the quality of
products and supply operations. Supplier control activities are often not organized
regularly and closely,45% of unit do not regularly update or provided information
about activities and production processes of suppliers.

17

2.2.2.2 Situation of quality management of internal elements and processes of
survey units
In general, the result of measurment the quality management of internal
factors and processes have not high on many different criteria. The two criteria
which are rated by the units as the best are only reached a modest average score,
respectively 3.6 and 3.5 points related to the issue of human resource management
in the unit. In many units, the leader or owner of unit has the interest and
orientation of quality for the business activities. Only about 50% of units meet the
demand for resources such as labor, material, and finance in the process of
manufacturing and trading. In particular, only 1/3 of units apply modern
technologies to the business process. For process management, nearly half of the
units have established specific quality requirements and applied to the operational
processes and management of the unit's resource. However, only about 30% apply
monitoring mechanisms to ensure operational processes are implemented
according to the requirements/standards set out, such as inspection, evaluation,
measurement and management of information and data, handling violations, etc,...
2.2.2.3 Situation of customer-oriented quality management of survey units
Survey results show that: 90% of units know the specific requirements of
customers; 70% of units try to design products or improve the process to meet the
specific requirements of the customers; 65% of unit have a sense of listening,
collecting and handling complaints of customers about quality of product and
supply activities. However, the units have not really paid attention to and
implemented activities to enhance the sharing of information and communication
with customers about the products and activities of the units.
2.2.2.4 Situation of quality management of linkages and coordination
relationship in the supply chain of survey units

According to the survey, up to 42% of units do not have specific
agreements in writing to show the associated activities or collaboration with
partners in the chain. Some units participate in closely linked SCs tend to select
of more legally tools, such as: sale contracts (36%); written
commitment/memorization (17%), production/processing contract (14%) and
joint regulations established uniformly between parties (11%). The units also
mainly link and coordinate directly with partners such as customers or suppliers in
SCs; 1/3 of the units do not have any specific coordination and coordination
activities, 13% of the units participate in the link projects that has a unit in role of
coordinater the common activities of the participants. .
In particular, the coordination activities are mainly at the operational level,
such as: sharing information related to the product and the operation process for
key partners in the linkages that the unit participates in; evaluate and carefully
select partners to meet the requirements for coordination (40%). The activities of
strategic coordination are almost very limited.


18

2.2.2.5 Situation of performance of quality management in the supply chain of
survey units
The units pay attention and focus on meet the needs of the market in general
and the specific requirements of the customers in particular (60%) but only 40% of
units better meet the requirements of customers of products quality. About half of the
units show that: Their sale and profitability have not increased. Many units do not
have competitive advantage compared to other units in the market.
2.3. Overall assessment of the situation of quality management in the
livestock and poultry meat supply chain in Vietnam today
2.3.1 Some successes of quality management in the livestock and poultry meat
supply chain in Vietnam

(1) The units have a considerable interest in selecting suppliers, focusing on
choosing one or several fixed supplying sources to establish relationships and
form regular and important suppliers; Actively and proactively inspect product
and goods in delivered from suppliers, actively feedback about product and
supplier’s information; Regular discussions with the suppliers on the specific
requirements of the unit. (2) Some SCs are certain associated, have the interest in
quality and practice of QM. (3) The units tend to capture the needs of customers
in the market, especially the specific requirements of their directly and important
customer; Some units try to design products or improve the process to meet the
specific requirements of important customers or the general needs of the market
that the units are participating in according to the distribution channels; Some
units consciously listen, collect and handle complaints of customers about quality
of product and supply activities of the unit. (4) The units tend to establish a direct
relationship with their suppliers or/and direct customers. In particular, some units
have a deep connection with partners in SC or participate in linkages with a close
coordination. In some linkages, units have been formed leading role and dominate
joint activities in the linkage at the strategic level.
2.3.2 The limitations of quality management in the livestock and poultry meat
supply chain in Vietnam
(1) Supplier QM is based primarily on familiar relationships. The activities
of updating information on suppliers or the visits to assess supplier’s quality is
very rare. (2) Some units, especially the small and odd scale units participating in
traditional distribution channels almost do not ensure the resources, technical
processes and operations. The management are mainly based on experience and
do not establish and comply with specific requirements or quality standards; (3)
The units have not been proactive and active in providing information and
creating confidence for customers about their quality of product and supply
activities. (4) The situation of units participating in weak linkages and unclear
coordination with partners in SCs is quite common, especially on traditional
distribution channels. Whereas, wstrategic links and coordination such as

establishing common quality requirements or implementing activities in the
linkage of chain is not much, (5) Results of practical activities and peformance of


19

QM of units in SCs are generally quite low. The units do not focus on meeting the
quality requirements of products. The confidence of customers about product
quality is not high. The competitive advantage of the unit compared to other units
in the market is not really clear. Many units have no growth in sale and profit
from business of meat.
2.3.3 Causes of limitations in quality management in the livestock and poultry
meat supply chain in Vietnam
The limitations of the units in QM in the livestock and poultry meat SCs
meat in Vietnam come from the following main causes: (1) The shortage of
resources and the low internal capacities of management and business of units are
popular. (2) Weak association, lack of sustainable coordination, lack of a
competent leadership unit to coordinate in SCs; (3) Market demand, culture and
traditional consumer habits of Vietnamese consumers; (4) Role and efficiency of
State on management of quality and QM.


20

CHAPTER 3: SOLUTIONS AND RECOMMENDATIONS TO IMPROVE
QUALITY MANAGEMENT IN THE LIVESTOCK AND POULTRY MEAT
SUPPLY CHAIN IN VIETNAM
3.1 Forecast of trends and policies affecting quality management in the livestock
and poultry meat supply chain in Vietnam in period to 2025, vision 2030
3.1.1. Changing trends in demand and consumer behavior for livestock and

poultry meat in Vietnam
Consumers will be increasingly concerned about safety when consuming food
in general and livestock and poultry meat products in particular.They carefully find
out the origin and information about products before purchasing to ensure quality
and safety of products. Consumers tend to be willing to pay for safe and quality food
at a higher price than other common food prices. They will also tend to buy food at
reputable and quality assuraned stores, modern distribution channels. Customers also
increases online buying, especially young consumer groups.
3.1.2 Changing trends in business activities and supply of livestock and poultry
meat in Vietnam
In the next 10 years, meat production and business will be tend to move from
small, odd and scattered scale to medium and large scale business; There is the
formation and development of highly integrated commodity supply chains with
participation of many large enterprises in the livestock, processing and retail industries;
Export and import activities of meat products tend to increase, promote competition and
the development of SCs.
3.1.3 Trends of quality management in food production and trading
(1) The Trend of QM are based on risk management approach along value-chain.
(2) The trend of focusing on self-improvement solutions to enhance the QM
capacity of members participating in SCs.
3.1.4 Policy and strategic orientation of the State management of livestock and
poultry meat production and trading
The general viewpoints and policies of State are now oriented to restructuring
agriculture in general and animal husbandry in particular, from small, odd and scattered
scale to medium and large scale business, focus on planning of Large-scale livestock,
slaughter and business systems and equipping modern technologies, reducing the
dependence of small and unlinking SCs. Besides, the strategic orientations and
synchronous solutions of the State on QM and food safety. It can be said that these are
important development orientations, which will have a great impact on the development
trend as well as directly affect livestock and poultry meat production and business units

in Vietnam in the coming time. At the same time, this is also one of the important
arguments for the thesis to propose solutions to strengthen the QM in the livestock and
poultry meat SCs in Vietnam, the orientation of 2025, vision to 2030.
3.2 Propose solutions for quality management of units in the livestock and
poultry meat supply chains in Vietnam
* Proposal of the thesis solution: Based on the analysis and evaluation of
the current status of QM in livestock and poultry meat SCs in Vietnam, the thesis


21

propose five specific solutions based on the research content model to enhance
QM activities of units in SCs. In particular, the first three groups of solutions
are generally oriented in order to overcome the shortcomings and limitations in
QM activities such as: Supplier QM, QM of internal factors and processes and
customer- orientated QM. Particularly, the content of QM of linkages and
coordination in the SC, from the current situation of SC development in Vietnam,
there are two following levels of relationships and linkages: Firstly, SCs that are
organized or linked with a leader. With these units, it is necessary to promote the
linkages and coordination to control and ensure the quality in retire chain.
Secondly, the SCs with weak linkages and not much cooperation amongs
members in chain because the common situation of this members is small, odd,
scattered, weak association and self-management capacity. For this chain
group, it is necessary to have long-term strategic directions, towards
restructuring to increase scale and improve quality of self-governance based on
strengthening strategic links when participating in chains. Therefore, with this
content, the thesis proposes specific solutions for each chain group (respectively
solutions 4 and 5).
3.2.1 Strengthen quality control and aim to build close relationships with
suppliers for input suppliers

This solution aims to propose specific activities to strengthen the
relationships between the unit and the suppliers, strengthen the strict quality
control of input material from the suppliers, focusing on specific measures. such
as: Units need to establish specific criterias or requirements and make careful
selection with regular suppliers; Strengthen activities of inspection and control the
quality of input goods and provide feedback on the quality of goods delivered by
suppliers; More positive in information exchange and quality control activities
from suppliers. The exchanges and agreements that need to be in written to
increase the legal status and accountability of suppliers in ensuring the quality of
input goods.
3.2.2 Enhancing quality control of internal elements and processes following
specific requirements and quality standards
The objective of this solution is to enhance the control of elements and
processes within the units according to the specific requirements and standards
established by the unit, including specific measures such as: (1) The management
of the unit needs adequate and effective attention and investment in the practice of
QM of internal elements and processes at the unit; (2) Focusing on developing
and setting specific quality requirements or selecting and developing quality
assurance aystem according to appropriate unit quality standards; (3) Invest and
apply more technology solutions on business and management processes; (4)
Paying attention to the investment in information technology system and seting up
information exchange mechanism throughout the unit and with partners in SCs.


22

3.2.3 Strengthening quality assurance measures through communication
activities, connecting with customers and developing output markets for
products.
The objective of this solution is to propose measures to enhance the

information and communication activities of the unit with external customers in
order to strengthen the connection and create trust with customers and develop the
output market for the unit's product, including specific measures such as: (1)
Strengthening the application of many synchronous, diversified and attractive
solutions to create evidence and trust with customers about product quality. For
example: applying voluntary standards like ISO 9000, ISO 22000, HACCP,
VIETGAHP or intensify participation in production, business and retail
associations that collective brand certified; (2) Enhancing communication
activities, marketing programs and brand development of products and units in
SCs; (3) Enhancing coordinated and synchronized implementation of product
brand developing and marketing strategies based on clear and consistent quality
positioning in the chain linkage.
3.2.4 Enhance the development of relationships and coordination of quality
management at a strategic level among members of chain links
The objective of this solution is to propose measures to strengthen linkages
based on tighter linkages and deeper QM coordination in chain links in Vietnam,
including specific measures such as: (1) The leading members should be carefully
selected
partners involved in linkages through basing on specific quality
requirements to select supply partners that meet the requirements and quality
standards set by the unit; (2) Strengthen developing relationships with partners in
SC at a deeper level of coordination, such as support activities of financial,
technical and service among stakeholders, sharing risk and forming strategic
alliances to manage common operations and quality assurance for the final output
of the chain. (3) Proactively propose and coordinate with partners to select and
build an appropriate linkage model to strengthen the QM capacity of units in the
SCs;
3.2.5 Solution of restructuring to improve the quality management capacity of
small scale units participating in weakly linked supply chains
Based on the results of interviews with experts on the content of selecting

QM models in the SCs approciate to units in the livestock and poultry meat SCs
in Vietnam and the results of analysis and assessment of the situation of QM in
meat SCs in Vietnam today, combined with the lessons learned has been shown
after studying the successful models in the world in Chapter I of the thesis, the
author proposes a model of inter-organization quality management system (QMS)
in SC. (see Figure 3.1)


23

Level 1

Authorities

inter-organization

Level 2

Level 3

Quality StandardsCertification bodies

Member 1

Member 2

QMS

Member 3

Nomative

Strategic

Memner n

Operative

Figure 3.1: Model of inter-organization quality management system
Source: Author's Proposal
The proposed model is basically based on the "three-level" model of
Brinkmann et al. (2011). However, in the process of applying and deploying this
model for livestock and poultry meat SCs in Vietnam, it is necessary to have the
improvement, adjustment and specific application directions in accordance with the
context and situation in Vietnam today.
The goal of this solution is to apply the proposed model to provide specific
application directions to create a qualitative change, upgrade and relocate units
from small, odd and scattered scale with limited resources and self-management
capacity to large-scale, concentrated, and increasing resources and selfmanagement capacity of units. In order to implement this application solution, it
is necessary to make decisions related to the following three specific contents:
- Promote the formation of horizontal linkages between units in the same
industry. Based on the proposed model, participating units in the same industry
will advance to form a linkage with inter-organiation QMS (possibly in the form
of a Board of Management) to make decisions strategic issues of quality as well
as general quality control in association.
- The inter-organiation QMS after being formed need to select the strategy of
products and the general quality strategy for the system.
- The inter-organiation QMS will determine the coordination activities and
the specific quality level for the system based on general quality strategies,
standards or quality requirements for products and processes of participants in

linkage, support activities, etc...


24

3.3 Recommendations on policies of the State and authorities
3.3.1 Recommendations to the State on law enforcement on quality and quality
management
With the role and impact of State management on the awareness and QM
practices of food production and business units, the thesis proposes: (1) The State
should continue to improve the legal mechanism to elaborate and strictly enforce
legal regulations related to food quality and safety; (2) Strictly managing and
handling violations of law enforcement by officials and authorities; (3)
Synchronize and closely monitor specific quality standards related to products,
processes and systems to guide and encourage uniform application in the national
market.
3.3.2 Recommendation of policies and support of the State and authorities
(1) The State needs to have mechanisms and policies to create favorable
conditions to continue to encourage large enterprises to participate and form
livestock and poultry meat SCs in Vietnam; (2) Continue to plan and promote
solutions to restructure small business units into horizontal links and form
coodinationor to manage these linkages; (3) Supporting market development and
increasing awareness of consumers about quality and food safety also have a
significant impact on the QM of production and business units in this industry.