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Halal
supply chain
management
Marco Tieman
Faculty of Business Management, Universiti Tecknology MARA,
Shah Alam, Malaysia
217
Received 21 October 2011
Revised 2 June 2012
Accepted 3 June 2012
The authors would like to acknowledge the contribution of IHI Alliance in facilitating the large
discussion group and focus group sessions. IHI Alliance and the participants have contributed
significantly to this paper.
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1. Introduction
A significant paradigm shift of modern marketing is that companies move away from a
consumer-centric to a value-driven approach, which lifts the concept of marketing into the
arena of human aspiration, values, and spirits (Kotler et al., 2010). Halal (permissible,
lawful) is clearly based on values, namely Islamic values (Zakaria and Abdul-Talib, 2010).
As argued by Lada et al. (2009), Alserhan (2010b), Ibrahim and Mokhtarudin (2010), Wilson
and Liu (2010) and Tieman (2011), halal needs a supply chain approach, where the value
chain and its supply chain should be fully aligned (Christopher, 1998; van Amstel and van
Goor, 2001; van Assen et al., 2010) to fulfil the promise of halal to the end-consumer: that the
food they consume is a true manifestation of Islamic principles (World Halal Forum, 2009).
The integrity of halal food supply chains is becoming an increasing concern (Zailani et al.,
2010; Lam and Alhashmi, 2008). There are a number of reasons why the halal industry is
increasingly occupied with the integrity of halal food chains. First, halal integrity issues are
more likely to occur than before, because of increasing complexity of supply chains (Lam
and Alhashmi, 2008) and focus on cost reduction in the logistics industry (Wilson and Liu,
2010). Second, the complexity of todays supply chain is making integrity issues harder to
detect (Zakaria, 2008; Shafie and Othman, 2004; Talib et al., 2008; Abdul et al., 2009). Third,
the consequences of halal integrity issues in the supply chain have arguably become more
costly than before for brand owners and retail chains to repair (Waarden and van Dalen,
2010; Zakaria and Abdul-Talib, 2010; New Straits Times, 2005).
Halal food supply chains are vulnerable due to their credence quality attributes (Bonne
and Verbeke, 2008), importance of maintaining halal integrity throughout the supply chain
(Tieman, 2011; Bahrudin et al., 2011), essence of avoiding doubt in halal food (Kamali, 2010),
lack of control of halal food norms (Waarden and van Dalen, 2010; Berger, 2011;
Pointing et al., 2008; Norman et al., 2009; Zakaria, 2008), and sensitivity of the Muslim
consumer towards halal (Havinga, 2011, Wilson and Liu, 2010). These vulnerabilities make
halal supply chains complex to design and manage. These vulnerabilities cannot be
reduced through conventional supply chain models. Conventional models recognise the
importance of efficiency, but are inadequate for considering other aspects such as ethics,
sustainability and human values (Milestad et al., 2010) that are critical for halal supply
chains.
The vulnerability of halal food supply chains, the large size and growth of the halal
market (Alam and Sayuti, 2011; Solsis, 2010) and more stringent requirements in halal
standards, forces brand owners to extend halal towards supply chain management (SCM).
Important questions halal certified food manufacturers have today are whether and how
to start with halal SCM in protecting the integrity for the Muslim consumer and protecting
their brand. Food manufacturers need a reference on how to design and manage halal food
supply chains in order to provide credibility and trust to the Muslim consumer.
This paper defines the principles in the design and management of halal food supply
chains. It introduces the halal supply chain model as a framework to design and manage
halal food supply chains. This framework is based on a large discussion group and
focus groups and serves to provide the halal industry with practical guidance on the
functional requirements and design parameters (Schnetzler et al., 2007) for halal food
supply chains. Next section will discuss the literature review and research framework.
Section 3 will share the research methodology in greater detail. Section 4 presents the
results of the large discussion group and focus groups. Section 5 covers the concluding
section, which is followed by a section on the suggestions for further research.
Halal
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220
(van Amstel and van Goor, 2001) and the framework for chain/network development for
food supply chains (van der Vorst and Beulens, 2002) provide many common
components as shown in Table I.
Although the above models do not contradict Shariah (Islamic law),
important aspects of halal in the design and performance measurement of halal
supply chains are not addressed in these models. The core of the supply chain model is
amended from the framework for chain/network development for food supply chain
networks, which was developed by van der Vorst and Beulens (2002), based on Coopers
SCM framework (Cooper et al., 1997). This model provides a sound basis, which has been
further amended for the halal supply chain model. The proposed halal supply chain
model is shown in Figure 1.
Halal policy and supply chain objectives
By developing a halal supply chain model, this model should first of all ensure the right
intention (Alserhan, 2010a). Therefore, halal needs commitment at top management
level through a halal policy (Department of Standards Malaysia, 2010a, b), which acts
as basis for the organisation of the supply chain. Amongst others, a halal policy
addresses: the responsibility of an organisation in protecting the halal integrity along
the supply chain; scope of halal certification of the organisation; the assurance to the
consumer or customer (the promise); and method of assurance (control mechanism;
covering aspects like halal committee, halal compliance officer and inspections). In line
with the integral demand and supply chain model (van Amstel and van Goor, 2001)
and the framework for chain/network development for food supply chains (van der
Vorst and Beulens, 2002), supply chain objectives (logistics and customer service
objectives) are being formulated that direct the design parameters (Schnetzler et al.,
2007) of halal food supply chains.
Logistics control
Logistics control is the heartbeat of the halal supply chain model, which provides the
foundation for effective decision-making and management of a supply chain
(van Damme, 2000). van Amstel (2002) defines logistics control as the organisation, the
planning and control of goods flows, from the development, the purchasing, via
manufacturing and distribution to the end-customer with the aim to satisfy the needs
of customers at low cost and with controlled use of capital. Amongst others, important
elements in logistics control are (van der Vorst, 2000): hierarchy in decision levels
(Hofmann, 2010), type of decision-making (Manuj and Sahin, 2011), positions of the
customer order decoupling point (CODP) (Olhager, 2010; Sun et al., 2008) and level of
coordination (Naspetti et al., 2011). According to Seuring (2009) and Peterson (2002) an
integrated supply chain can only be optimised when the chain participants function
together to improve the overall supply chain. This requires coordination. Aken (1994)
distinguishes four coordination forms, based on leverage (power, influence) and impact
(direct, indirect). Resulting in four quadrants:
(1) regulating coordination (indirect impact and power);
(2) conditional coordination (indirect impact and influence);
(3) conducting coordination (direct impact and power); and
(4) inducing coordination (direct impact and influence).
SCM model
Components
External factors
Key performance
indicators
Customer
Not identified
Product-market
combination
Product availability,
lead-time,
reliability, information,
flexibility, posttransactional support
Customer
Not identified
Industry
(1) Customer-facing:
reliability,
responsiveness,
flexibility;
(2) internal-facing:
costs, assets
Quality orders,
availability, on-time
delivery, in full delivery,
shelf availability,
correct invoiced
Marketing, IT,
purchasing, and
logistics
Competitive strategy,
market characteristics,
product characteristics,
and production
characteristics
Halal
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management
221
Table I.
Existing SCM models
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Halal Policy
222
Logistics
Control
Figure 1.
Halal supply chain model
P
R
O
D
U
C
T
SC
Resources
SC Business
Processes
SC Network
Structure
M
A
R
K
E
T
Halal SC
Performance
High
Leverage partner
Strategic partner
Non-Muslim
country
Supply chain
partners
impact on
financial
results
Halal
supply chain
management
223
Halal
sensitive
product
Halal
sensitive
product
Routine partner
Bottleneck
partner
Non-Muslim
country
Low
Low
High
Supply Risk
As can be deducted from the strategies for each quadrant as described by Kraljic (1983),
halal leads to stronger partnerships for strategic and leverage supply chain partners;
and adopting various strategies to secure continuity of supply, if necessary against at
additional costs, for bottleneck supply chain partners.
Supply chain resources
Supply chain resources describe the organisation and information management. For a
halal certified organisation a halal committee is required (Department of Standards
Malaysia, 2005, 2010a, b, c; Port of Rotterdam, 2007). The halal committee is responsible
for the compliance of the management and practices according to a halal standard. The
halal committee drafts a halal policy, which is endorsed by the managing director/CEO
of the company. This halal committee preferably has a halal compliance officer that acts
as an internal auditor, however this could also be outsourced to an independent party
(not the halal certification company).
Supply chain network structure
The supply chain network structure is a network of connected and interdependent
organisations mutually and co-operatively working together to manage, control and
improve the flow of materials and information (Aitken, 1998). Halal food supply chains
are vulnerable (Bonne and Verbeke, 2008; Zailani et al., 2010) and supply chain
configurations can be the source of risks (Olson and Wu, 2010): partner related risks as
well as internal organisational processes in risk assessment and response. For the
integrity of halal supply chains it is therefore crucial that the parties in a halal supply
chain are halal certified (preferred) or understand and comply with the requirements of
halal supply chains. As the supply chain integrity is a function of the integrity of the
supply chain partners, the choice of supply chain partners should therefore receive top
Figure 2.
Impact of halal on
purchasing portfolio
matrix
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priority in the design of supply chain network structures. Similar to organic supply
chains (Claro and de Oliveira Claro, 2004), there is a preference for simple supply chain
structures and need for coordination in halal supply chains.
Supply chain business processes
The Global Supply Chain Forum has identified eight key supply chain business
processes (Lambert et al., 1998): customer relationship management, customer
service management, demand management, order fulfilment, manufacturing flow
management, procurement, product development and commercialisation, and returns.
For halal food supply chains, the supply chain business processes customer order
fulfilment, manufacturing flow management and procurement are of particular
importance. The customer order fulfilment process carries the segregation requirements
of the customer (destination market) throughout the supply chain. The manufacturing
flow management is the physical handling of the halal product throughout the supply
chain, for which halal control activities and assurance activities need to be formulated to
extend the halal integrity from source to point of consumer purchase. This process
also covers logistics. Finally procurement is critical in a halal food supply chain, for its
role in defining and managing the upstream supply chain network structure through
commodity strategies (purchasing strategy); determine specification, supplier selection
and integration (tactical purchasing); and ordering, expediting and evaluation of
suppliers (order function) (van Weele, 2002; Kraljic, 1983; Wagner and Johnson, 2004).
As argued by Cousins et al. (2008) the role of socialisation mechanisms, the means by
which the buyer-supplier engagement appreciates the halal values, is critical as it fully
mediate the effects of supplier performance measures on supply chain performance.
Halal supply chain performance
Current supply chain performance measurement systems are mainly cost related and are
not inclusive (Estampe et al., 2010; Aramyan et al., 2007, Bhagwat and Sharma, 2007;
Chia et al., 2009). However, there are some examples of more balanced frameworks, like the
conceptual framework of agri-food supply-chain performance indicators (Aramyan et al.,
2006) and various balanced scorecard perspectives. But even these balanced metrics lack
the measurement of the credence aspect of halal products, the Islamic value factor as well
as the robustness requirements. Therefore, these metrics would not be effective to
optimise halal supply chains. For halal food industries to optimise their supply chain, it
should include new indicators in their performance measurement systems in order to
ensure that their supply chains are not only efficient, but also effective in protecting the
halal integrity and robust in its supply chain execution.
To measure the performance of halal supply chains, it is foremost important to
measure the effectiveness perspective of a supply chain. This would address two key
aspects, namely process quality (Andersen, 1994; Bonne and Verbeke, 2008) and waste
(Abdul-Matin, 2010). Process quality addresses the strength/trust of a brand, the
credibility of a halal certificate and the consumer complaints received regarding the
halal status of a product. Waste addresses the physical waste in a supply chain, carbon
footprint and resources used. Waste occurs in the supply chain as well as by the
end-consumer. Waste in the supply chain can be avoided or minimised by using the right
(re-usable) transport packaging and environment control (temperature and moisture
level). Waste by the end-consumer is more difficult to manage from a supply chain,
but could address for example less environmental burdening consumer packaging or
buying products that have lower food miles (Lammers et al., 2010). Although food miles
are easy to calculate and a relevant indicator for sustainability, it has its limitations due
to the high impact of transportation mode, transportation efficiency and differences
in food production system on the sustainability of a food supply chain (Smith et al., 2005;
Weber and Matthews, 2008; Coley et al., 2011). Today, the carbon footprint has become a
key measurement of environmental impact in SCM (Lee and Cheong, 2011; Wiedmann
and Minx, 2008; Svensson and Wagner, 2011). As energy consumption today is mainly
based on non-renewable energy, energy consumption is an important indicator to
measure for waste in a halal supply chain (Abdul-Matin, 2010).
Second, halal supply chains should also be efficient in order to avoid an escalation
of halal food prices. This would affect in particular Muslims consumers living in
non-Muslim countries, which would create hardship (Laldin, 2006) for them. Efficiency
can first of all be measured by the SCM costs. Furthermore, as halal will require possible
dedicated logistics infrastructure, a suitable indicator could be the utilisation of halal
storage facilities and halal transport/containers.
Third, halal supply chains should be robust by design in order to better protect
the halal products along the supply chain under different circumstances (Tieman,
2011). Important strategies are the development of a strong alliance network, lead-time
reductions and efficient coordination (Lammers et al., 2009; Tang, 2006). The robustness
of a halal supply chain should first of all result in little halal rejects. Second, a halal
supply chain should have sufficient access to dedicated halal warehouses and halal
transport/containers when required. Table II presents an overview of the key
perspectives and the proposed performance measurements.
To operationalise the research framework (Figure 1), a large discussion group and
focus groups have been used. Next section will discuss the research methodology followed.
3. Methodology
According to de Ruyter (1996), Hines (2000), Stokes and Bergin (2006), Sekaran (2007),
and Walden (2006) focus groups are an effective instrument in order to obtain a rich
understanding of a new phenomenon, such as halal SCM. Focus groups envision
obtaining a better understanding of the logistics business processes involved in halal
food supply chains for Muslim and non-Muslim countries. We have followed the
following four step approach (McClelland, 1994; Walden, 2006):
(i) Organisation of the sessions
Under the aegis of IHI Alliance, a series of focus groups have been conducted with the
incentive to assess and design the halal supply chain model (Wall, 2001; Carlock and
Perry, 2008; Chambers and Munoz, 2009). The first session can be characterised as
a large discussion group according to the categorisation of Larson et al. (2004).
The objective of this first session was to build consensus (Larson et al., 2004) on the:
.
scope of halal logistics;
.
principles in halal logistics; and
.
foundation of halal logistics for Muslim and non-Muslim countries.
After this first session the group was split into smaller homogeneous focus groups
(McClelland, 1994; Kitzinger, 1995; Grudens-Schuck et al., 2004; Walden, 2006;
Halal
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Measurement
1
Effectiveness
1.1 Process quality:
1.1.1 Brand
226
1.1.2 Credibility of
halal certificate
Definition
1.2 Waste:
1.2.1 Waste in the
The reject rate as a percentage of the
supply chain
total units produced
1.2.2 Carbon footprint The amount of greenhouse gas (CO2
and other gasses converted to CO2)
emissions of supply chains
1.2.3 Resources used Total energy consumed
2
2.1
Efficiency
SCM costs
2.2 Utilisation:
2.2.1 Utilisation of
halal storage
facilities
2.2.2 Utilisation of
halal transport/
containers
3
Robustness
3.1 Halal rejects
3.2 Availability:
3.2.1 Halal storage
availability
Table II.
Halal performance
indicators
References
The number of rejects by a company van Goor et al. (1999), van Amstel
in the supply chain through damage, and van Goor (2001), Bhagwat and
contamination, spoilage, leakage and Sharma (2007)
theft or tempering
Number of on time halal
storage services as percentage of the
total required halal storage services
Number of on time halal transport or
container services as percentage of
the total required halal transport or
container services
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de Ruyter (1996), Walden (2006), and Chambers and Munoz (2009), ideas have been
classified in categories. This in order to discover patterns (Grudens-Schuck et al., 2004).
The validity, correctness or credibility of the large discussion group and focus group
sessions, consists of strategies to identify and rule out the threats that you might be
wrong (Maxwell, 2005). Prince and Davies (2001) have identified moderator bias
as a serious concern in conducting focus groups that can involve the content, the process
or participation and the interpretation of the research results. According to
Grudens-Schuck et al. (2004), the questions have been arranged from general to
specific to invite openness and avoid bias. Second as argued by Prince and Davies (2001),
the moderator (the researcher) should be well versed in the topic of halal logistics, which
has been the case through his experience in Malaysia in halal projects as well as his
contribution as writer for The Halal Journal. As the moderator has spent more than
seven years in Malaysia, he is also aware of the Malaysian culture. Wall (2001) argues
that the representativeness of the participants is an issue in focus groups. This issue has
been anticipated by the researchers in having IHI Alliance, with a global network of
halal experts, sending out and follow-up the invitation for the large discussion group and
consecutive focus group sessions. To avoid the threat that the halal control activities and
assurance activities are only valid in Malaysia, triangulation (Maxwell, 2005) has been
achieved by organising consecutive focus group sessions outside Malaysia: in the
Netherlands and China.
4. Results
4.1 Large discussion group
A large discussion group was conducted to build consensus (Larson et al., 2004) on the:
.
scope of halal logistics;
.
principles in halal logistics; and
.
foundation of halal logistics for Muslim and non-Muslim countries.
For a proper scoping, both the width and depth of halal logistics has been agreed upon.
In terms of width it has been agreed to cover warehousing, transportation and terminal
operations. In terms of depth, the following topics should be addressed in halal
logistics, namely: definitions, process requirements, procedures, tracking and tracing,
clean(s)ing (as corrective measure), packaging and labelling, organisation, and
certification. For warehousing, transportation, and terminal operations, dedicated
focus group sessions have been held to address these topics in greater detail. Halal
logistics has been defined as the process of managing the procurement, movement,
storage and handling of materials, parts, livestock, semi-finished or finished inventory
both food and non-food, and related information and documentation flows through
the organisation and the supply chain in compliance with the general principles of
Shariah.
During the large discussion group five principles of halal logistics have been
formulated and agreed upon:
(1) intention to create a global halal logistics system;
(2) minimise hardship for the halal industry;
(3) define cross contamination between halal and haram and how to avoid it;
(4) create an evolution of a complete halal value chain and supply chain; and
(5) benchmark with existing halal standards, best practices, and international
standards.
The intention is to create a global halal logistics system, regardless of the Islamic school of
thought, that is Shariah compliant and sets the best practice for ensuring halal integrity
throughout the supply chain to protect the halal integrity for the end-consumers. This is
by itself already an important measurement for the validity of this action (Laldin, 2006).
To minimise hardship for the halal industry is in line with Al-Qaradawi (2007) and Laldin
(2006). During the large discussion group it was mentioned and stressed by multiple
participants, that a halal logistics system should be fair and practical. Also a halal
logistics system should not significantly increase the cost of halal products, as this would
be an important determination for the global acceptance of a halal logistics system. One of
the participants also mentioned that safety should come first, which for example applies to
the loading of vessels and aircrafts. Another important principle is to define
contamination between halal and haram and how to avoid it. A little bit haram makes
a product non-halal (in case of cross contamination) and in case of doubt, the product
should be avoided (Al-Qaradawi, 2007). It is extremely important that halal products are
segregated from non-halal products, to avoid cross contamination, mistakes and to ensure
that the operations are consistent with Shariah and the expectations of the stakeholders.
As halal logistics and SCM is a new discipline in halal, an evolution is needed of a complete
halal value chain and supply chain. The integrity of a halal product for the consumer
(and therefore the halal supply chain) is a function of the integrity of the various links in a
supply chain (van der Vorst, 2006). As conventional halal standards are traditionally
focused on the slaughtering and production, the integrity of the entire halal supply chain
has not been controlled. Also recognising the challenge of introducing halal logistics in
non-Muslim countries, where the halal (certified) volumes are much smaller than in
Muslim countries, halal logistics will need to go through an evolution. It was therefore
suggested to establish a minimum standard (applicable to non-Muslim countries) and a
preferred standard (applicable to Muslim countries and to non-Muslim countries over
time). Finally, a benchmark with existing halal standards, best practices and international
standards is important as foundation of a halal logistics system.
During the large discussion group, three levels have been identified in relation to the
foundation of halal logistics in Muslim and non-Muslim countries, which is based on
direct contact with haram, risk of contamination and perception of the Muslim
consumer. Recognising that a supply chain perspective to halal is new, it was decided
to create a minimum level of compliance, which is addressing direct contact with
haram as well as the risk, and a preferred level, which is addressing also perception.
The minimum level should be irrespective of the different Islamic schools of thought
and not contradicting Shariah, whereas the preferred level should amongst others
address the sensitivity of Muslims: the particular Islamic school of though, local fatwas
and local customs. If possible for Muslim countries, it should be envisioned to meet the
preferred level of a halal logistics system, whereas for non-Muslim countries a
minimum level could be more practical or feasible. However, in time also a preferred
level could be achieved by certain non-Muslim countries. For exports the
standard applied should match at least the requirements by the importing country.
Figure 3 shows an overview.
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230
Figure 3.
The foundation of
halal logistics
Risk
Preferred level
Perception
The large discussion group allowed achieving consensus on various more key principles
in halal logistics. It was first of all confirmed that halal requires a supply chain approach
and logistics is critical in ensuring the halal integrity for the Muslim consumer. Halal
logistics requires also a process approach, where processes and procedures have to be
clearly documented as proof of a halal logistics system. Although a halal logistics
system should prevent contamination to occur, also corrective measures will need to be
defined to limit the risk of contamination of other halal cargo as well as to repair the
perception/sensitivity of the Muslim consumer. It has also been agreed by all that there
are different levels of najs (filth), which might be more practical to consider for the level
of segregation. For this the MS 1500:2004 (Department of Standards Malaysia, 2004)
would be used as a benchmark. Consensus was formed that the halal integrity is
confined to a container or transport vehicle. Therefore, it does not matter what is on top,
below, or next to a halal container/transport vehicle. In terms of tracking and tracing, it
has been agreed by all to cover only tier one customers and suppliers (Lambert et al.,
1998; Lammers et al., 2009) as the width of traceability; and second, to limit the
traceability depth to the chain of custody. This is in line with the EU regulations for food
supply chains. The technology for tracking and tracing has not been specified, as it
should be open, and not create any thresholds for small players without advanced
information and communication technology to comply with.
According to the large discussion group an important determinant for the
vulnerability of halal food supply chains is the product characteristics. Refrigerated
products, like fresh meat, are found to be more sensitive for contamination as compared
to dry products, such a canned fish, packed chocolate cookies and a bottle of cola
(ambient environment). Second, bulk products have a higher perceived risk than
unitised products, as bulk products directly touch the container or transport vehicle. The
level of segregation is therefore determined by both product characteristics as well as
market requirements.
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Table III.
Halal control activities
and assurance activities
in the warehouse
Halal control
activity
.
.
.
.
.
.
the level of segregation required at the last mile to retail in non-Muslim countries;
the level of segregation required at cold rooms in air terminals in non-Muslim
countries;
consolidation on air cargo pallets at airports;
stuffing of less-than-container load containers;
understanding of halal in non-Muslim countries; and
the lack of protection of halal in non-Muslim countries.
The major success factors of halal food supply chains found are:
.
communication of halal supply chain code through freight documents and ICT
systems;
2. Cleaning of refrigerated
container/transport
vehicle before use
3. Loading/stuffing of
tanker/container/
transport vehicle
4. Transport of halal
livestock
5. Documentation
.
.
.
capitalising on the halal product flows in non-Muslim countries that are not sold
as halal certified products;
the application of innovations to simplify segregation in a non-Muslim environment;
first-mover advantage; and
taking a manufacturer/brand owner perspective in halal logistics.
5. Conclusion
Through extensive literature review, a large discussion group and focus groups,
a framework has been introduced to optimise the design of halal food supply chains. The
halal supply chain model consists of the following elements: halal policy, supply chain
objectives, logistics control, supply chain resources, supply chain business processes,
supply chain network structure, and halal supply chain performance. This model is
developed through a combination of existing supply chain models, namely the integral
customer service concept (van Goor, 1991; van Amstel and van Goor, 2001), the SCM
framework (Lambert et al., 1998) and the framework for chain/network development
(van der Vorst and Beulens, 2002). Although existing (food) supply chain models do not
contradict Shariah, these models have not addressed important aspects in the design
and optimisation of halal food supply chains. First, a halal policy is the basis of a halal
Halal
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Table IV.
Halal control activities
and assurance activities
in transport
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goods
234
Table V.
Halal control activities
and assurance activities
in terminals
Table VI.
Halal control activities
and assurance activities
in clean(s)ing
supply chain model to ensure the right intention and guide the organisation in
addressing Islamic values in its halal food supply chains. Second, a halal supply chain
model provides practical guidance on the specific design parameters, which allows
operationalisation of the halal supply chain model.
From the large discussion group and focus group sessions it can be deducted that
the product characteristics (bulk versus unitised and ambient versus cool chain) and
market requirements (Muslim versus non-Muslim country) influence the vulnerability
of halal supply chains. Vulnerability of supply chains is reduced through simplifying
the supply chain structure and establishing halal control activities and assurance
activities in logistics business processes. Vulnerability can be avoided in (parts of)
the supply chain by having dedicated logistics infrastructure, like a dedicated halal
warehouse and transport, or through containerisation at a lower level. The remaining
vulnerability determines the robustness of a supply chain. As the market requirements
(Muslim or non-Muslim country) determine the level of segregation, a dedicated Halal
Regional Distribution Centre (HRDC) can become an important CODP (Olhager, 2010)
for the last mile. A strategic fit (Hofmann, 2010; Schnetzler et al., 2007) has
been realised by the formulation of a halal policy and supply chain objectives
(functional requirements) that determine the design parameters. Second, an alignment
(Fisher, 1997) has been achieved by defining the relationship between product-market
combination and the design parameters.
Coordination is critical in halal supply chains to consolidate halal cargo flows. This is
especially important for non-Muslim countries in achieving efficiencies in halal supply
chains. Second, depending on the destination market a halal supply chain requires a
certain specified level of segregation throughout the supply chain. This will impact
decisions in supply chain planning and execution, which need to be well communicated
to the supply chain partners. This research confirms that in non-Muslim countries the
supply chain partners that are halal certified or compliant are much more scarce and
require an important focus in the management of halal supply chains. The use of a CODP
at a dedicated HRDC allows customising the halal segregation level from the HRDC
onwards.
This research also addressed supply chain resources. As halal logistics has implications
for the warehousing, transportation and terminal operations, extensive training is required
for the operations staff to assure the halal integrity of the logistics operations. In
non-Muslim countries there would be benefits by developing innovative logistics cargo
solutions, like containerisation at lower level, to simplify segregation for export markets.
Sharing the halal status of cargo through the halal supply chain code has been argued to
be one of the most important critical success factors for effective halal supply chains.
Tracking and tracing is limited to only tier 1 customers and suppliers as the width of
traceability; and second, to limit the traceability depth to the chain of custody only.
This research also addressed supply chain structure. First of all simple supply chain
structures are more effective in realising robust halal food supply chains as compared to
long and complex supply chains. The choice of a gateway is also important, as at terminals
there are a lot of supply chain vulnerabilities. International gateways that are halal certified
or understand halal would have a clear preference for the distribution of halal goods.
The focus groups allocated significant time to discuss the supply chain business
processes. The halal control activities and assurance activities identified in
transportation, warehousing, terminal operations and clean(s)ing provide practical
guidance for the industry in designing and managing logistics business processes for
certain product-market combinations. The halal control activities and assurance
activities have been reviewed by the Shariah panel of IHI Alliance and have been
amended accordingly and published by IHI Alliance as the International Halal Logistics
Standard IHIAS 0100:2010 (IHI Alliance, 2010), which can be certified globally. This
standard is also used as the reference for the halal supply chain initiative, a global
initiative to promote the integrity of halal supply chains. Figure 4 shows the results of
the large discussion group and focus groups in the halal supply chain model in realising
robust halal food supply chains.
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Ensure robustness
through reduction and
removing of
vulnerabilities
236
Figure 4.
Robust halal supply
chain model
SC
Resources
Logistics
Control
SC Business
Processes
Consolidation of halal
flows;
CODP at HRDC
SC Network
Structure
Halal SC
Performance
M
A
R
K
E
T
Muslim or Non-Muslim
country
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About the authors
Ir Marco Tieman has been a PhD candidate with Universiti Teknology MARA (Malaysia) since
2006. His research focuses on the application of halal in supply chain management. He obtained his
Masters degree in Industrial Engineering with the University of Twente (The Netherlands) in
1997. He is currently the CEO of LBB International, an international logistics consultancy and
research firm specialised in agri-food supply chains. He chaired the development of the
international halal logistics standard under the Islamic Chamber of Commerce and Industry and
IHI Alliance. Marco Tieman is the corresponding author and can be contacted at:
marco@lbbinternational.com
Dr Ir Jack G.A.J. van der Vorst (1970) is Full Professor of Logistics and Operations Research
at Wageningen University in The Netherlands. He obtained his PhD degree in 2000 with a thesis
entitled Effective food supply chains; generating, modelling and evaluating supply chain
scenarios. His current research focuses on the development of innovative logistics concepts in
agri/food supply chain networks and the quantitative modelling and evaluation of such concepts.
He is (co-)author of many articles in peer reviewed journals, such as International Journal for
Production Economics, International Journal for Production Research, International Journal of
Physical Distribution & Logistics Management and Decision Sciences.
Dr Maznah Che Ghazali is Associate Professor at the Faculty of Business Management,
Department of Marketing with Universiti Teknology MARA (Malaysia). She has published
articles in Total Quality Assurance and Business Management and has a case study published in
INSEAD-MPC.
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supply chain
management
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10. Abdul Hafaz Ngah, Yuserri Zainuddin, Ramayah Thurasamy. 2014. Adoption of Halal Supply Chain
among Malaysian Halal Manufacturers: An Exploratory Study. Procedia - Social and Behavioral Sciences
129, 388-395. [CrossRef]
11. Marco Tieman Graduate School of Business, Universiti Tun Abdul Razak, Kuala Lumpur, Malaysia
Maznah Che Ghazali Faculty of Business Management, Universiti Teknologi MARA, Shah Alam,
Malaysia . 2013. Principles in halal purchasing. Journal of Islamic Marketing 4:3, 281-293. [Abstract]
[Full Text] [PDF]