In recent centuries, the agri-food system has been strongly driven by the paradigm of globalisation. Indeed, today most of the EU population buys food from large supermarket chains. This has led not only to a loss of the connection between consumers and primary producers, but also to concerns about transparency, environmental policy, workers’ rights, rural development and food ethics, among others. In the last two decades, alternative food supply initiatives and networks have blossomed across Europe and North America. Such initiatives (i.e., farmers’ markets, farm shops, community supported agriculture, online shops), meant to reconnect producers and consumers, have been labelled ‘short food supply chains’ (SFSCs). The Rural Development Regulation of the European Union defines that “short supply chain means a supply chain involving a limited number of economic operators, committed to cooperation, local economic development, and close geographical and social relations between producers, processors, and consumers”. Despite their continuous development and the support of governments and authorities (from European to local level), SFSCs have faced difficulties that prevent or limit their success and progress. Some of these challenges can be resolved by applying innovative solutions already on the market, which could be tailored to meet the SFSCs’ scale (see SMARTCHAIN project). However, small farmers and producers associated to SFSCs often do not have the resources (money, time, personal and knowledge) to find, apply, and adapt such innovations and, finally, to resolve those problems by themselves. Closing these gaps would actively contribute to transforming the SFSC into a concrete and sustainable alternative to the globalised food system.

Linked to SDGs:
SDG 1: No Poverty
SDG 2: Zero Hunger
SDG 3: Good Health and Well-Being
SDG 12: Responsible Consumption and Production

General information about the proyect

Institutions Involved:
⦁ VET providers: Leading the project and providing academic support.
⦁ Local Government: Partnering to provide real-world challenges and data.
⦁ Farmers or associations of farmers.
⦁ Others: manufacturers, distributors, retailers, consumers, technology providers, policy makers, financial institutions, research institutions.
Challenge Providers: Farmers or associations of farmers who want to sell their products within their local communities or authorities who wants to promote SFSCs in their geographical context.
Number of Learners: At least 20 per VET team.
Learners: VET students from various disciplines including marketing and digital sciences.
Duration: 4-5 months

Defined Task of the Project/Challenge

To develop and implement digital solutions for promoting SFSCs in the local communities, through a collaborative project with local government, farmers (or associations of farmers) and citizens (consumers).

Objectives of the project

In a globalized food market, connection between consumers and primary producers has been lost and consumers cannot track the food they consume to a recognised producer or area. To close the gaps between producers and consumers, this scenario pursues the following objectives:

Making SFSCs more accessible to local communities.
Involving policy makers in the promotion of SFSCs.
Increase competitiveness and sustainability of SFSCs within the food system.
Raising awareness of local communities on benefits of SFSCs.

Challenge description

Structure of the Challenging Case:

To what extent SFSCs are represented in the local community?
What are the current challenges faced by the SFSCs in terms of sustainability?
How can technology be leveraged to improve the efficiency of current SFSCs solutions in the local community?

Guiding Questions:

What are the key factors contributing to increase SFSCs success in the local community?
How can alternative solutions contribute to improve SFSCs in the local community?
What are the best practices from other local communities that can be applied to the local project?

Connections between Challenge-Institution-Environment

Problems to be Solved:

Current bottlenecks on the development of SFSCs.
Lack of resources from the producer side to develop SFSCs.
Lack of awareness and engagement of local authorities.

Statement of Local Issues:

The municipalities and regional authorities face challenges in promoting more sustainable food supply systems and are partially aware on the necessity of increasing the number of SFSC initiatives in their regions. The involvement of citizens is crucial to address these issues effectively, as they represent the consumer side of the chain.

Strategies of problem solving

The following plan is necessary to effectively achieve the desire innovative solution to the problem addressed:

Local context Analysis: Conducting research and analysis on the current state of SFSC development. Consult the SMARTCHAIN online platform, which includes different tools and resources on innovation in SFSC and a repository with more than 140 technological, non-technological and social innovations. They are briefly described, including contacts and providers, etc. The innovations cover a broad spectrum of topics, so a potential innovation can probably be found for each of the bottlenecks and success factors detected (agriculture and primary production, food safety and hygiene aspects and regulatory issues, food quality, food preservation and other processing technologies, logistics, food integrity, traceability, transparency, labelling and marketing concepts and communication tools, etc). Additionally, regional and local governments, especially departments associated to rural development and food production, can be a good source of advice to identify innovations.

Stakeholder Engagement: To achieve a good understanding of your local community and to seek for an innovative solution tailored to challenge provider needs, engagement of stakeholders is key. The involvement of stakeholders is essential for innovation to be successfully implemented and sustainable. Stakeholder cooperation facilitates innovation in SFSCs in at least two ways: it reduces the costs of implementing innovations that promote value creation in the supply chain, and it provides relevant know-how for the implementation.

Farmers and producers. Talking with farmers and producers and sharing information can be beneficial for finding common problems and needs; for identifying innovative solutions and; potentially, for sharing equipment and/or solutions for common problems/needs; A farmer of the network may have had the same problem as you, applying an innovative solution that can also help resolve your problem. Contact with other farmers and small producers from other regions and countries may also be a great help when seeking innovations applied in your sector.
Local and regional governments. In some cases, they work in close contact with farmers, so they have the experience of several similar cases and are familiar with cross-cutting problems and needs; If regional and local governments do not have a specific advisory service, they can sometimes provide the contact information of public and private entities involved in food innovation in your region.
Food-related technological and research organisations. Public or private entities, such as university faculties/departments, research institutes and technological centres are at the top of the innovation pyramid, so they can support you in the process. Most such entities have a website with a great deal of information about their research topics, projects and publications (scientific and non-scientific). Valuable information can be found simply by reviewing it; It is usually easy to contact researchers and technicians. The respective contact information is supplied in the website, including name, telephone and email. Do not hesitate to contact them. If they cannot help you, they can probably at least pass on a contact who can do it.
Suppliers and providers of technologies. You are surely in contact with the necessary suppliers and providers of raw materials (including ingredients), packaging materials, logistic services, fertilisers, agricultural machinery, food processing machines and packaging machinery, etc. If some bottlenecks or success factors are associated to some of those aspects, do not hesitate to contact them. They also supply other farmers or producers, so they have a cross-functional vision and perspective of the sector and respective problem. They are also continually innovating to offer better products and resolve the problems of their clients; they may be able to recommend a new product, ingredient, material or machinery to resolve your need. Sometimes they also work with companies from other sectors (food-related or not), so they may also be able to provide a solution or recommendation resulting from their experience.
Other people in your network. Tell your story to your friends. Sharing information and problems usually provides new perspectives on the problems and different solutions. You never know where inspiration may come from.

Innovative Solution Development: The heart of the project lies in innovation. Learners will engage in brainstorming sessions and design thinking exercises to generate a wealth of creative ideas. These concepts will be transformed into tangible solutions through prototyping and small-scale testing. Seek innovations that work in other regions, countries or sectors. A large part of the innovations in SFSCs derive from the inclusion of innovations successfully implemented in other fields or other geographical areas. According to the SMARTCHAIN results, more than 90% of innovations in SFSCs are used by others in other countries or in other regions. A relevant number of the innovations improve consumer engagement, for example, by facilitating purchases, improving the connection with them, promoting social events or involving them in the production process. In successful SFSCs, consumers are often at the heart of the business.

Technology Integration and Eco-Digitalisation: Digital solutions are at the core of SFSCs. To bridge the gap between technology and the public, learners will develop innovative digital solutions and applications (user-friendly mobile applications) that promote deployment of SFSC. An innovation is not necessarily be associated to a high cost and an entirely new idea. Innovative actions can have a relatively low cost and be new just for the organisation that implement them. Innovations that may not be technologically significant enough to attract global attention can still be very important from an economic standpoint. Innovation sometimes consists of refining or improving processes or products (incremental innovation).

Testing and Refining Through Action: Once promising solutions emerge, the project transitions from concept to reality through pilot projects. These small-scale implementations allow students to test the functionality, usability, and effectiveness of their ideas in a real-world setting. Gathering feedback from stakeholders, including local authorities, farmers, consumers and partner organizations, is crucial during this phase. This feedback loop enables students to refine their solutions, addressing unforeseen issues and optimizing functionalities. By iteratively testing and refining through pilot projects, students can ensure the final solutions are practical, user-friendly, and have a significant impact on the biodiversity associated to renewable energy infrastructures.

By combining these strategic approaches, learners will not only develop innovative solutions but also cultivate the skills and knowledge necessary to become leaders in innovative SFSCs. Simultaneously, community engagement and education initiatives will be undertaken to raise awareness, promote behavior change, and build a supportive environment for SFSC development.

Phases of problem solving

Timeframes of Activities by months:

Month 1-2:
- Research and data collection.
- Training on the scenario by leaders of Scenario.
- Contact with challenge providers and local communities.
- Identification of local needs and detailed description of the local challenge.
Month 3:
- Development of solutions and prototypes.
- State-of-the-art on current solutions.
- Selection of the most suitable solution for the local needs.
- Develop the innovative idea to adapt the solution to the local challenge.
Month 4: Testing and refinement of solutions.
Month 5: Presentation and implementation of final solutions.

Outcomes

Immediate Outcomes:

Increase awareness on SFSCs in the local communities.
New SFSCs deployed at local level.

Long-Term Outcomes:

A more sustainable and efficient food supply chain in the region.
Strengthened collaboration between local government, farmers, consumers and the community to address future challenges regarding SFSCs.

Innovative Aspects:

Use of smart technology for innovation in SFSCs.
Community engagement and awareness campaigns for promoting innovative SFSC.

Impact of the project

Owners of the Result:

Regional Government
Producers (farmers, associations of farmers, etc)
VET providers

Related Outcomes:

Better understanding on SFSC.
Improved efficiency of SFSC.
Enhanced collaboration between farmers, government and the cosumers.
Increased awareness on benefits of SFSCs for the community.

Environmental Changes:

Reduced environmental impact associated to globalized food supply chains (mainly by reducing carbon footprint due to transport).

The digital solution will allow main stakeholders of the scenario to:

Through differentiation from the other competitors in the food system, the short food chain organizations can be more competitive and the consumers’ purchase can be increased. Moreover, SFSCs may act as a driver of change and a model to increase transparency, trust, equity, and growth throughout the agri-food chain.

Competences Gained Through the Project

This CBL project is designed to equip students with a valuable set of competencies that will benefit them in their academic and professional careers. Here’s a breakdown of the key competencies students can expect to develop:

Technical Skills:

Marketing: Students will develop new skills in current SFSCs challenges regarding marketing strategies to foster the success of SFSCs in their local communities.
Digital Literacy: Students will gain proficiency in navigating the digital landscape and applying innovative tools.
Project Management: Participating in a collaborative project fosters project management skills such as planning, organization, task delegation, and meeting deadlines. Students will learn to manage their time effectively and collaborate productively within a team.

Problem-Solving and Critical Thinking:

Creative Problem-Solving: Students will be challenged to develop innovative solutions to complex challenges. Brainstorming techniques, design thinking methodologies, and user-centered approaches will be employed to encourage creative thinking and the generation of effective solutions.
Critical Evaluation: Throughout the project, students will be required to critically evaluate proposed solutions, consider their feasibility, and assess their potential impact on sustainability and the community.

Communication and Collaboration:

Effective Communication: Students will need to communicate effectively with diverse audiences, including peers, stakeholders (local government, farmers, restaurants, consumers, etc.), and the general public. They will hone their written, verbal, and visual communication skills.
Teamwork and Collaboration: The project emphasizes collaborative learning, requiring students to work effectively within a team. They will learn to share ideas, manage conflict, and contribute to achieving common goals.
Stakeholder Engagement: The success of the project hinges on productive relationships with stakeholders. Students will develop skills in stakeholder identification, communication, and collaboration, understanding the importance of involving various players in the solution development process.

This comprehensive set of competencies will empower students to become future leaders in SFSCs initiatives in their local communities. They will be equipped to tackle complex problems, innovate solutions, collaborate effectively, and contribute to a more sustainable future.

Open Educational Resources (OERs)

References

Regulation (EU) No 1305/2013 of the European Parliament and of the Council of 17 December 2013 on support for rural development by the European Agricultural Fund for Rural Development (EAFRD) and repealing Council Regulation (EC) No 1698/2005. http://data.europa.eu/eli/reg/2013/1305/oj
Fu Jia, Gulnaz Shahzadi, Michael Bourlakis, Albert John. Guide to the implementation of the method for improving the competitiveness of Short Food Supply Chains through the application of innovations. SMARTCHAIN project. Promoting resilient and sustainable food systems: A systematic literature review on short food supply chains, Journal of Cleaner Production, Volume 435, 2024, 140364, ISSN 0959-6526, https://doi.org/10.1016/j.jclepro.2023.140364.
Karim Marini Thomé, Giselle Cappellesso, Eduardo Luiz Alves Ramos, Sthefane Cristina de Lima Duarte, Food Supply Chains and Short Food Supply Chains: Coexistence conceptual framework, Journal of Cleaner Production, 278, 2021, 123207, ISSN 0959-6526, https://doi.org/10.1016/j.jclepro.2020.123207.

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