Skip to content
Search AI Powered

Latest Stories

Monetary Matters

Food for thought on global supply dynamics

There is a need for more efficient supply chain logistics, technologies, and systems to help alleviate the economic and social ills associated with rising and volatile food prices in emerging markets and less-developed countries.

Over the last three decades U.S. and world food prices have trended upward while becoming increasingly volatile (see Figure 1). This trend highlights the need for more efficient supply chain logistics, technologies, and systems to help alleviate the economic and social ills associated with rising and volatile food prices in emerging markets and less-developed countries.

Why food prices are rising
Several key factors have been behind the rise in average global food prices since 2004. These include misguided macroeconomic, monetary, and other government policies. For example, policies that promote the use of biofuels (such as ethanol, which typically is made from corn) have created new links between food and energy supply.


Article Figures
[Figure 1] World food and oil prices


[Figure 1] World food and oil pricesEnlarge this image
[Figure 2] BRIC consumer spending


[Figure 2] BRIC consumer spendingEnlarge this image

It is generally believed when world oil prices reach the US $70 to $80 per-barrel range, biofuels production becomes more competitive and several types of grains are diverted to the production of biofuels. According to the U.S. Energy Information Agency and the U.S. Department of Agriculture, in 2011 the United States produced nearly 14 billion gallons of fuel ethanol from approximately 5 billion bushels of corn, or approximately 39 percent of national production. Similarly, in 2011 Brazil produced about 6.5 billion gallons of ethanol from approximately 325 million metric tons of sugar cane, or 50 percent of national production, according to IHS Agricultural Services estimates.

There is a downside to that shift: the diversion of a substantial amount of corn production toward fuel has led to shortfalls in the production of corn-based food staples. Moreover, because grain's byproducts are major ingredients of livestock feed and such food necessities as bread and flour, the large-scale use of grain for biofuels has contributed to malnutrition in some less-developed nations. On the upside, second-generation fuel sources like ethanol have made modest progress in contributing to global fuel supplies. But they have yet to become a significant factor, as evidenced by the fact that Brazilian and U.S. fuel ethanol production combined accounted for approximately 90 percent of global ethanol production in 2011.

In addition to government policies, other important elements contributing to rising food prices include a growing middle class in emerging markets, rising world urbanization rates, sensitivity to bad harvests and supply chain disruptions in agricultural markets, and higher costs for fuel and fertilizer.

Improved living standards in many parts of the world, including Brazil, Russia, India, and China (BRIC), are raising the demand for fuels and food (see Figure 2). Moreover, as people become wealthier, they consume more meat. Increased demand for meat, in turn, affects overall food costs.

For one thing, it boosts demand for livestock feed, which is mostly grain. According to some estimates, it takes approximately 10 calories of grain to produce one calorie of meat. For another, more deliveries of meat to consumer markets means greater demand for expensive fuel. Adding to the upward pressure on food prices is the combination of 1) rising food transportation costs due to higher petroleum and other energy prices, and 2) rising fertilizer prices caused by increasing demand for products that enable the higher grain yields required to meet the ever-increasing demand for meat.

The German statistician Ernst Engel (1821-1896) discovered that as income increases, the percentage of household income spent on food declines, even though the total amount spent on food actually rises. Thus, as countries transition to more-developed economies, households tend to dedicate a smaller share of their budgets to food and other necessities—even though the absolute level of food consumption increases.

Over the last decade, American consumers spent a smaller percentage of their household incomes on food than consumers in any other country. And although the North American and Western European middle classes are struggling with declining median household income (adjusted for inflation), their counterparts in many emerging markets have made consistent income gains over the last decade. India in particular has made tremendous strides on this front. In 2000, the average Indian family spent 41.7 percent of its outlays on food; 10 years later, this share had decreased to 27.7 percent. During the same period, Chinese consumers' spending on food as a percentage of total outlays dropped less dramatically, from 29.2 percent in 2000 to 22.3 percent in 2010. As predicted by Ernst Engel, the total dollar amount of food spending per capita has increased while the percentage of household outlays devoted to food has decreased.

Parallel with the growth of the middle class in many large countries, the global urbanization rate for the first time in history surpassed the 50-percent mark sometime between 2001 and 2004. As urbanization rates increase, the pressure on farm productivity and supply chain efficiency increases as well.

The food supply chain: A call to action
Global and domestic food supply chains are complex and heterogeneous within or among countries. In general, agriculture, fisheries, and aquaculture are the furthest upstream; manufacturing and packaging of processed food occupy an intermediate space, with trade (wholesalers and retailers) and services (such as restaurants) further downstream. There have been considerable gains in recent years in emerging countries related to their food-supply networks. Recent advances in Internet and mobile communications have greatly enabled market mechanisms to improve food supply chain dynamics and assist in the monitoring and mitigation of food-price volatility.

There are several areas that can help many emerging countries improve the delivery of food to end users, either domestically or globally, thus reducing food-price volatility while simultaneously increasing supply:

  • Supply chain expertise, such as efficient consumer response (ECR), that assists the entire food supply chain in monitoring consumers closely while providing food at a lower price;
  • Implementation of food safety, hygiene, and quality standards;
  • Government infrastructure projects that promote efficiencies in delivering food to domestic or global end markets;
  • "Cold" logistical and supply chain systems to improve the quality of perishables during transportation; and
  • Opening up domestic markets to Western products and multibrand retailers.

Accelerating global economic integration over the last 30 years continues to elevate per-capita incomes in the developing world. Consistent with economic theory, as incomes rise the share of expenditures dedicated to necessary goods, such as food, follows a path of continuous decline while the absolute levels of consumption continue to rise. In turn, increases in food consumption, in conjunction with global financial and macroeconomic policies, have been putting increasing pressure on the price of food staples, inputs to meat production, biofuels, and other energy components. Consequently, the importance of efficient supply chain mechanisms for delivering food within and across borders has become more important than ever. To ensure efficient distribution of food supplies, supply chain managers worldwide will be faced with unique challenges and opportunities to ensure that consumers receive an adequate supply of food to meet their needs, thus helping to sustain, nourish, and further grow the global economy.

Recent

More Stories

For Mattel, strategy and focus reign supreme

For Mattel, strategy and focus reign supreme

We may be living in a world full of technology, but strategy and focus remain the top priorities when it comes to managing a business and its supply chains. So says Roberto Isaias, executive vice president and chief supply chain officer for toy manufacturing and entertainment company Mattel.

Isaias emphasized the point during his keynote presentation on day two of EDGE 2024, a supply chain conference sponsored by the Council of Supply Chain Management Professionals (CSCMP), being held in Nashville this week. He described Mattel’s journey to transform its business and its supply chain amid surging demand for Barbie-branded items following the success of the Barbie movie last year.

Keep ReadingShow less

Featured

containers being loaded on truck at dock

Uber Freight: technology can mitigate impact of port strikes

The onset of a strike today by dockworkers at U.S. East and Gulf coast ports has left shippers in a “predicament” of choosing between different workarounds, but the latest transportation technology offers them some creative alternatives, according to Uber Freight CEO Lior Ron.

Confronted with the closed ports, most companies can either route their imports to standard East Coast destinations and wait for the strike to clear, or else re-route those containers to West Coast sites, incurring a three week delay for extra sailing time plus another week required to truck those goods back east, Ron said in an interview at the Council of Supply Chain Management Professionals (CSCMP)’s EDGE Conference in Nashville.

Keep ReadingShow less
warehouse problem medical triage strategy

Medical triage inspires warehouse process fixes

Turning around a failing warehouse operation demands a similar methodology to how emergency room doctors triage troubled patients at the hospital, a speaker said today in a session at the Council of Supply Chain Management Professionals (CSCMP)’s EDGE Conference in Nashville.

There are many reasons that a warehouse might start to miss its targets, such as a sudden volume increase or a new IT system implementation gone wrong, said Adri McCaskill, general manager for iPlan’s Warehouse Management business unit. But whatever the cause, the basic rescue strategy is the same: “Just like medicine, you do triage,” she said. “The most life-threatening problem we try to solve first. And only then, once we’ve stopped the bleeding, we can move on.”

Keep ReadingShow less
Preparing for the truckload market upswing

Preparing for the truckload market upswing

CSCMP EDGE attendees gathered Tuesday afternoon for an update and outlook on the truckload (TL) market, which is on the upswing following the longest down cycle in recorded history. Kevin Adamik of RXO (formerly Coyote Logistics), offered an overview of truckload market cycles, highlighting major trends from the recent freight recession and providing an update on where the TL cycle is now.

EDGE 2024, sponsored by the Council of Supply Chain Management Professionals (CSCMP), is taking place this week in Nashville.

Keep ReadingShow less
Managing the 3PL/client relationship

Managing the 3PL/client relationship

The relationship between shippers and third-party logistics services providers (3PLs) is at the core of successful supply chain management—so getting that relationship right is vital. A panel of industry experts from both sides of the aisle weighed in on what it takes to create strong 3PL/shipper partnerships on day two of the CSCMP EDGE conference, being held this week in Nashville.

Trust, empathy, and transparency ranked high on the list of key elements required for success in all aspects of the partnership, but there are some specifics for each step of the journey. The panel recommended a handful of actions that should take place early on, including:

Keep ReadingShow less