Fairtrade Foundation assesses female participation in international supply chains

Posted on by Teddy Nee

As the world prepares to celebrate International Women’s Day this Sunday (8 March), Equal Harvest, a new study published by the Fairtrade Foundation, states that enabling more women to join the organisations that grow produce such as bananas, cotton and tea, could benefit businesses and support global development, as well as bringing gains for women.

Although women make up almost half the agricultural workforce in developing countries, they account for just 22 percent of the farmers registered as members of the 1,210 small producer organisations that are certified by Fairtrade.

Legal, social and cultural norms often act as barriers to women’s participation, for example, membership of co-operatives can be dependent on owning land or crops, some agricultural work may be deemed inappropriate for women, and women may be expected to undertake most of the domestic work in the home, giving them less time to participate in producer groups.

Although the Fairtrade Premium is often invested in projects that benefit women, such as access to childcare or training to help them diversify their income, Fairtrade says that increasing the participation of women farmers could boost productivity, improve development outcomes for communities and provide opportunities to launch new products such as the ‘Grown By Women’ range marketed by Equal Exchange.

A female banana producer in the Dominican Republic said that enabling women to become members of producer organisations is important because “it gives women the right to vote, to participate in decision making, to receive benefits and to live with dignity.” A male cotton producer in India said that women should be supported to take up leadership positions because “women are more disciplined and organised and will run these institutions better, whereas men fight amongst themselves and let egos come in the way.”

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Risk management in an evolving global supply chain

Posted on by Teddy Nee

Risk management in an evolving global supply chain

The festive season has ended, and the retailers can breathe a collective sigh of relief. Their busiest time of the year means their operations have had to be resilient and robust. The supply chain is at the heart of this and it has been used to plan the Christmas period for months. But what lies at the success of this supply chain and what lessons can be learned?

Managing a supply chain in today’s global economy is fraught with difficulties. Supply chain managers have to maintain a balance of cost, agility, and sustainability, as well as manage the logistics and the manufacturing footprint. All these issues come with their own problems, but overall the trade-off is cost versus risk.

To strike a chord between cost and performance, supply chains have to be inventive. That means essentially going out into new markets, using new local suppliers, and accessing new customers. Invention comes at a cost, as these are new, unexplored areas of risk. So risk management is an important part of supply chain management in a global context.

As organisations strive for new opportunities for a more effective supply chain, so risks are more prominent. Who is that new local supplier? Can they be trusted with your product? The new country you’re now operating from – what are the geographical risks? The political risks? The legal risks?

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Six trends changing the face of supply chain finance

Posted on by Teddy Nee

Six trends changing the face of supply chain finance

Supply chain finance is revolutionising the way companies buy and sell, but its full potential has yet to be realised.

The amount of cross-border SCF conducted today is just a tenth of what could be done say European banks. One reason is the complexity of SCF. However innovations in both developed and emerging economies promise to change that modest uptake in the coming years.

Making SCF easier to use and understand is essential if it is to become the norm in financing global trade. Several trends should speed that process:

1. SCF is becoming widely accepted in cross border trade

Bankers expect the European and US crossborder markets to grow 10-20 per cent a year for the rest of this decade. Already some banks have seen annual growth of 30-40 per cent andin the UK and Germany that figure is closer to 70 per cent, according to Demica.

2. More buyers are financing their suppliers

SCF has traditionally focused more on the relationship between suppliers and their banks. This is changing. New technology is helping buyers use SCF to help their strategic suppliers at better rates than they might find elsewhere, thanks to often higher credit ratings.

3. Non-bank players are emerging as an alternative source of SCF

New entrants, including peer-to-peer lenders, dynamic discounters and early payment marketplaces help buyers and suppliers exchange purchase orders, invoices and accelerate cash transfers. Private investors, financial institutions or even buyers provide funding for these new solutions to invest in their own payables.

4. Providers unite to offer a global service

Fragmented banks are recognising the need to partner logistics companies, local banks, export credit agencies and other transaction banks to offer corporates solutions across the supply chain. That is a change from the more fragmented approach until now.

5. Technology is replacing the paperwork

Electronic documentation is playing an ever greater role in international trade business as corporates automate trade supply chains toimprove speed and efficiency. That means corporates who use a number of banks require them to deliver electronic solutions on a common platform.

6. Countries are getting involved

Governments around the globe are paying more attention to supply chain finance. The UK for instance has initiated an SCF programme with some of Britain’s leading companies and banks. In the US, the Treasury’s Invoice Processing Platform uses electronic invoicing to ensure that suppliers are paid on time or even early.