Strategic considerations in the development of lean agri‐food supply chains: a case study of the UK pork sector

Purpose – To show how value chain analysis techniques have highlighted opportunities for strategic change in a UK agri‐food supply chain and to present an initial model of an integrated supply chain based on the application of lean principles. Design/methodology/approach – The paper reports on action research carried in two red meat industry supply chains, each of which spanned the whole chain from farm to consumer. Both of these case studies involved teams of managers from the companies in the chains together with facilitation by the researcher. Findings – The paper builds on existing theoretical work to show that value chain analysis methods combined with lean principles can provide a powerful framework for the analysis and improvement of supply chain activity. Research limitations/implications – The research is based on case studies of only two supply chains both of which were related to pork products. It would be beneficial if further studies could be undertaken of other agri‐food chains in meat and in other sectors, to further validate the findings and recommendations. Practical implications – A tentative model is proposed as the basis for the development of an integrated red meat supply chain Obstacles to the achievement of more efficient, integrated supply chains are highlighted and possible approaches to overcome these obstacles are suggested. Originality/value – The paper provides detailed suggestions as to the strategic implications and potential commercial benefits of adopting an integrated approach to the management of UK agri‐food supply chains The paper should be of value both to researchers in this area and to senior managers who are responsible for the strategic development of agri‐food supply chains.