The Competitiveness Monitor Applied on the Cut Flower Industry

Assessment of innovation and performance in the fruit chain

“…Managers were confronted with new problems requiring new solutions quickly and CSFs were part of these solutions.CSFs are the relatively small number of truly important matters that managers should focus attention on. They represent the few “factors” that are “critical” to the “success” of the organization (Hack, 20001).…”

“…CSFs are the relatively small number of truly important matters that managers should focus attention on. They represent the few “factors” that are “critical” to the “success” of the organization (Hack, 20001).…”

“…The selection of CSFs is based on the findings from Grant (1995), Fearne and Hughes (2000), Hack (2000), Poot et al (2000), Splinter et al (2000), Wijnands and Hack (2000), Collins (2003, 2006), Müller et al (2004) – Grant studied the changing structures and strategies of European fruit supply chain players; Fearne and Hughes (2000) listed the success factors in the fresh produce supply chain in UK; Wijnands and Hack (2000) underlined the determinative key factors for the Dutch horticulture industry; Poot et al (2000) emphasized the needed information to support Dutch vegetable supply chain effectiveness; Splinter et al stressed out the critical arrangements for the success of the Dutch horticultural chains; Collins (2003, 2006) made a map of the fresh produce supply chains performance criteria and listed the critical quality drivers of those chains; and Müller et al (2004) listed the success factors of organic fruit and vegetables supply chains in Germany. From this triangulation of sources, and keeping in mind the objectives previously cited, first four key performance categories were distinguished: efficiency, responsiveness, quality, flexibility.…”