ADVANCED MANAGEMENT CONTROL and SUSTAINABLE DEVELOPMENT

Food sector (CIAA, 2010): High level of concentration of micro and small enterprises Different Societal pressure along the food chain Differences in bargaining power along the food value chain Threats to and opportunities for sustainable behaviour are shifting from single firm level to supply chains and networks

Fair profitability along the Value Chain Geographical indications EU: Protected Designation of Origin, PGI, Traditional specialities guaranteed) Smart Leadership Alternative Food networks Growth in Entrepreneurship Funding and Policies supporting prices Rules affecting FVCs’ Leaders

The Role of Leadership in Supply Chain Internal Participative strong cooperation at high performance level Supportive Aims to reduce employee stress and frustration Directive Is characterized by rules, procedures and routinization External Community Nonprofessional people Organizational Firm’s members, working with other organizations, as to pursuit common goals Agri-food leadership strategy emphasizes the strategic choices of interorganizational connections within the chain (Hobbs, 1996; Peterson et al., 2001) In agri-food value chains, external leadership is a way to achieve sustainable development that actually cooperates with the principles of partnership and empowerment (Larsen, 2015).

2. Smart Leadership Food Value Chain Coordination mechanisms Supply chain contract Information sharing Joint decision making Collective learning

3. Alternative Food Networks- AFNs AFNs: a new possibility due to customer’s demand for quality and regional goods AFNs allow producers to produce and distribute local, authentic, regional, real food on local markets customers to acquire regional food, directly from the producer and obtain the best products from local territory

Alternative Food Networks- AFNs Types Short supply chain Farmer’s market and regular local markets - artisanal producers, farm-gate operations, food boxes and cooperatives Local independent grocers Due to Seasonality, regionality and variability of products quality, AFNs have reliability that big producers and/or suppliers cannot match

Business Model Different interpretations. It takes into account the various actors, main functions and activities within the firm.

Business Model Business Model includes not only one firm but the chain as an entire entity and emphasizes the value proposition and value creation (Osterwalder & Pigneur, 2009).

Connection between FVCs and SDGs