This paper aims to assess the findings of a research project that investigates the scope for lean strategies to be adopted in beef, lamb and pig supply chains.
The paper reports on action research carried out in three red meat supply chains. The methodology is inductive and qualitative, using a multi‐case, multi‐site approach. Each of the supply chains was analysed from farm gate to consumer, interviewing multiple participants at each stage of the supply chain.
The analysis demonstrates that, although a lean approach has been introduced in the pig supply chain, it is much more problematic in beef and lamb supply chains. Furthermore, the majority of participants in the UK pig supply chain – the first to adopt lean strategies – have not received the commercial improvement (the “stairway to heaven” of higher returns) that was anticipated. On the contrary, the majority of participants in this supply chain are experiencing a strategic “treadmill to oblivion” of continuous lean operational efficiency, but with low commercial returns.
The research is based upon three red meat supply chains – beef, lamb and pig. It would be beneficial if further in‐depth studies could be undertaken in other agri‐food supply chains to further validate the findings.
If government agencies and/or multiple retailers develop lean strategies in UK beef and lamb supply chains, it is not at all clear that this will benefit all parties in these chains. This raises important questions about the efficacy and appropriateness of lean strategies in supply chains that do not have the same demand, supply and power and leverage characteristics as those in which lean principles were first developed.
This paper should be of value to researchers in this area and to managers responsible for strategy formation in UK agri‐food supply chains.
