How To Use Coffee Value Chain Systems Map?

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Coffee Value Chain Systems Map: We consume two billion cups of coffee every day. While each cup has its unique story, certain vital similarities help illustrate how the coffee value chain operates.

What is the Coffee Systems Map?

The systems change methods and ideas that underpinned the SCA’s Price Crisis Response Initiative gave rise to the SCA Coffee Systems Map. A systems approach recognizes that the interactions of the parts are not immutable but dynamic and flexible and moves the emphasis from the individual components of a system to how the parts are arranged. This method also recognizes that change is non-linear and occurs on a variety of levels over a range of time periods.

The relationships between important players and their actions in the speciality coffee sector are depicted on this map, which also recognizes previously unnoticed players and tells a variety of tales while illuminating the intricacy of this global value-generating ecosystem.

The most recognized actions in a specialty coffee value chain are shown in the map’s center column. Each activity has a main actor, whose term in English frequently correlates to the activity; for example, farming is done by farmers, roasting is done by roasters. However, some activities may also involve other actors. The same performer occasionally takes on numerous roles.

Additional players who aid in coffee’s voyage and its change are shown in the map’s outer ring.

Coffee development report: Coffee Map roasting SCA

SCA (sca coffee systems) has established a dynamic and expansive system map to improve the coffee story with the input of numerous value chain stakeholders.

SCA (sca systems map) systems arose from the operational guiding system of the SCA Price Crisis Response Initiative’s attitude and methodology.

The systems approach changes the focus away from the individual pieces of the system and toward how the parts are arranged, understanding that the interactions between the components are dynamic and dynamic.

This method presupposes that change is non-linear and occurs in various periods and levels specialty coffee association.

This map illustrates the intricacy of the specialty coffee industry’s key players and actions, highlighting the complexity of this global value-creating ecosystem and analyzing previously invisible agents to tell more tales specialty coffee industry.

The most identifiable activities of the specialty coffee value chain are depicted in the map’s center column. Each activity is associated with a primary agent, whose name frequently mirrors the verb — farmer-by-farmer, roasting-by-roaster—but can also include other agents.

In some cases, the same actor is active in multiple activities spatial data science. The additional agents that help the coffee’s trip and stages of transformation are depicted on the map’s outer ring coffee price crisis.

Making Marks on a Chart.

There are a few fundamental issues we will have to ignore before we start because the map was not designed for business analysis. The map’s rationale and ambiguities are not explained in a story or guide, but there is a legend with explanations at the bottom.

When you encounter discrepancies while interacting with the map, feel free to make adjustments that correspond to your business encounters because we coffee people are excellent at adapting and doing our own thing. You are allowed to add lines, change the players, and use this instrument for private business needs. You’ll eventually have a blueprint of your own networks. Why not modify this chart for internal QC reasons in the same way that many of us did with the cupping form?

The main players who carry out the specified verbs are represented by the center column of activities on the map. There are no direct links connecting these actor-verbs; rather, you must join them via a participant on the exterior ring. These actor-verbs communicate with one or more other actor-verbs within the center column.

The only way for participants in the exterior ring to communicate with one another is through an actor-verb in the center column. For instance, the center column actor-verbs are all connected by the exterior ring category “Skilled Laborers.” As a result, a trained worker links a roaster that roasts to an importer that imports (or via a government agency or via waste, etc.). I’m eager to see a SCA handbook that will explain the rationale behind this design decision.

There are also a few other puzzles. For instance:

Actors who are involved in farming are referred to as “farmers,” but there are also “Producers” who “transform soil and sunshine into coffee” (such as farmers and proprietors of washing stations). What is the actual distinction between “farmers” and “producers,” which are frequently used interchangeably in discussions? A sentence that was left out in this rendition was that many producers work with importers.

Absent from the map: Technical Assistance (website development, database admin, e-commerce, shipping tracking, etc.). Is it so common that everyone understands it? Isn’t “trash” also unavoidable for all actors (though it is on the map)? And if there are “skilled laborers,” are “unskilled laborers” included in everything like technology if there are “skilled laborers”?

Remember that we are using the image in a different way than how the Price Crisis Action Initiative intended. Simply looking at the text and working from that, or erasing the lines, can help if the lines start to hypnotize or become perplexing. There are still jewels in the grid that we can use despite the problems.

 Explore the Map

Here are some queries to help you become more acquainted with the chart and your company:

  • Which teams and individuals make up your business? Which workers have multiple roles?
  • Which staff members engage which characters on the map?
  • Are there players at your business that no one interacts with but that have an effect on it (such as the ICE, Research Organizations, or Futures Traders)?
  • Who are the important partners? How has your job lately been impacted by their struggles?
  • Which supporting actors have an effect on your business and your key partners?
  • Whose actions (and those of the center column) have the greatest financial repercussions for the company?

CASES REVIEW: You work as a commercial roaster in a tiny city area (1000 bags per month). You use a single importer who is a reliable and trustworthy collaborator to purchase coffee both on the spot and through forward arrangements. Additionally, you provide related goods and provide instruction for wholesale clients (coffee shops and businesses that are your main source of income).

Your responses to the preceding queries may reveal the following map players with numerous, intersecting others:

The company’s primary business operation is roasting. It would cover everything from getting the fresh coffee to roasting, packing, and sending the final product to consumers. It would also cover roasting the coffee. Each of these tasks includes additional players from the Systems Map; for instance, packaging packages from abroad might have been sluggish (map actors: allied industries, transportation, government agencies).

Retailers – We are aware of their serious effect. The National Coffee Association’s Q2-2020 Market Study shows a 46.7% decline in restaurant/takeout coffee sales. actors on the map: media, breweries, financial organizations, skilled workers. This has an effect on the personnel working for the roasting business who handle and teach wholesale accounts.

Importers are affected by the ICE, futures traders, storage facilities, skilled workers, producers, transportation firms, financial institutions, auditors, insurance companies, standards and certifications, nongovernmental organizations (NGOs), government agencies, processors, and exporters, both in the US and in other nations where governments are attempting to mitigate COVID-19. Small roasters should grasp the importance of giving adequate lead time for green coffee orders once they see how intricate an importer’s relationships are. Given the volume of credit requests that financial institutions are presently getting, this might also entail taking more time with them. A tiny roaster might be able to prevent outages that might place additional strain on the company by simply concentrating on those two participants.

Companies that provide transportation services – These are likely also affected by insurance firms and banking organizations. Deliveries are taking longer, and some routes are more costly and crowded than before despite reduced gasoline costs (due to more e-commerce volume).
Coffee drinkers – About 60% of the overall populace is a coffee user. Coffee consumers who previously frequented cafés fell into the -46.7% category (see “Retailers” above), and any accounts associated with “at work” and “food service” saw a decline of 48.46%. However, amateur distilling increased by 22.6 percent. Our case study may examine its coffee options and pricing in light of the numerous difficulties that communities and families face. They might inquire as to whether it would alter our goal and vision if we purchased 80-83 point coffees in order to give a blend at a lower price.

Financial Institutions – These would be affected by merchants who might shut, which would result in thousands of workers losing their jobs. For our case study, the roaster’s financial organizations might have a direct effect (loan repayments, credit facilities, cash, etc.). The roasting business might have to come up with short-term financial solutions due to the government debts that are piling up at these organizations.
Government Agencies – Currently, many facility checks do not take place, but the effect of government agencies can be beneficial for a roaster in the form of loans (or have been postponed). Affected are standards, licenses, and inspectors. Other than that, the toasting industry is impacted by a number of municipal, state, and federal government organizations.

Insurance firms – Insurance claims may take some time to process, and issues with workers’ compensation or company responsibility may arise. There is currently uncertainty regarding health insurance and underwriter risk. Although government organizations, auditors, and even financial institutions are likely to have an impact on this decision, reinsurers may be asked to make claims for business disruptions.
Our case study for Allied Manufacturing The effect on each of roaster’s related goods would be examined. This includes both necessary materials like cartons and packing as well as optional items the roaster might market, like syrups or labeled paper cups. The roaster might be forced to hold onto stockpiles of related products that it can’t sell to its bulk customers. With all the supply networks for related goods, the maze gets even more complex. A significant factor is transportation.

This straightforward case study demonstrates how the systems map can assist in forming the SWOT Analysis that we’ll discuss next. It can also provide quick insights into potential company impacts. Cash movement can also be informed by this kind of research. Where could you make a deal to put a deposit on some goods rather than the complete amount upfront for something that won’t arrive for a few months? What tasks are currently feasible and revenue-generating?

The Plan as a Swot Tool

You can develop a strategy by taking the time to review the present situation of your company using the straightforward, time-tested SWOT Analysis. A SWOT analysis evaluates your company’s strengths, weaknesses, opportunities, and threats. SWOT means for Strengths, Weaknesses, Opportunities, and Threats. More than ever, the practice of involving every worker in company “change” initiatives can help a business work as a team to anticipate and better, identify, and create every employee’s job duties.

I’m not in the software business, but SmartDraw has a fantastic SWOT tutorial here, complete with a coffee firm illustration. It can be challenging to come up with an exhaustive summary for each area when performing a SWOT Analysis. The SCA systems diagram comes in handy in this situation.

We could find workers who might use their skills in a different manner if we wanted to move right away. The company proprietor might teach the wholesale account manager to roast since he no longer has most of his everyday job. The proprietor would divert her time away from cooking to complete tasks like:

  • Meet with her bookkeeper to discuss projected financial flow
  • Obtain loans and bargain interest rates with banks and credit card companies,
  • For ways to save money, get in touch with insurance companies.
  • Observe any changes to the municipal laws and regulations,
  • Together with her supplier, develop a purchasing strategy and payment timetable to aid in budgeting.

Although “technology” is not included in the Systems Map, as we previously stated, e-commerce is a key area of emphasis for coffee companies during the epidemic. Online workshops could be rerouted to current workers who are underutilized and interested in this field of work (often free from e-commerce platforms). E-commerce management requires a lot more time than most people think. When done correctly, investing in search engine optimization, making use of all the tools available on the e-commerce platform, integrating social media accounts, creating content (video, audio, images, blogs, product descriptions, etc.), setting up analytics to inform and guide decisions, and utilizing customer feedback and information can all result in revenue.

The proprietor of the roastery may come to understand that spending some time developing her leadership abilities will enable her to support and encourage her employees as circumstances change. During this time, staff members’ duties will change, so it’s critical to keep track of their responsibilities and tasks. Workload and job design both play a role in employee incentive. The proprietor of our case study roastery may use the results of the SWOT analysis to manage expenses (finding free resources or reduced supplies) while also keeping an eye on workers and reacting to their needs for learning or various work tools.

To better comprehend sustainability, the SCA Coffee Systems Plan was developed. By using it to concentrate on our enterprises, we can keep them adjusting, learning, and growing despite the difficulties they face. We work in a resilient business, and people who enjoy their jobs are known for violating rules and thinking outside the box while still getting along with others.ntelligence spatial data, technology data services, location intelligence spatial, data services carto

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