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    The Adoption of Quality Management Systems in the Fresh Produce Industry in Western Australia

    190900_190900.pdf (220.0Kb)
    Access Status
    Open access
    Authors
    Kuepper, G
    Batt, Peter
    Date
    2012
    Type
    Conference Paper
    
    Metadata
    Show full item record
    Citation
    Kuepper, G and Batt, P. J. 2012. The Adoption of Quality Management Systems in the Fresh Produce Industry in Western Australia. Acta Horticulturae. 936: pp. 27-34.
    Source Title
    Proceedings of the XXVIII International Horticultural Congress on Science and Horticulture for People (IHC2010): International Symposium on Quality-Chain Management of Fresh Vegetables: From Fork to Farm
    Source Conference
    XXVIII International Horticultural Congress on Science and Horticulture for People (IHC2010): International Symposium on Quality-Chain Management of Fresh Vegetables: From Fork to Farm
    DOI
    10.17660/ActaHortic.2012.936.2
    Additional URLs
    http://www.actahort.org/members/showpdf?session=22760
    ISSN
    0567-7572
    Remarks

    The original publication is available at www.actahort.org

    URI
    http://hdl.handle.net/20.500.11937/7751
    Collection
    • Curtin Research Publications
    Abstract

    In an examination of 37 fresh fruit and vegetable processing businesses in Perth, Western Australia, comparisons are drawn between those firms which have adopted a third party certified quality assurance (QA) system and those which have chosen not to adopt. Seven firms chose not to implement a QA system, citing high cost, lack of time, company structure and lack of statutory requirement for QA. Of those companies implementing QA, the deciding factor was a desire to meet the customers’ requirements. Firms held the belief that QA would enable them to better meet customer needs, provide greater customer assurance, improve communication, gain new customers, improve supplier relationships and ultimately to increase market share. The largest obstacle for the adoption of QA initially was the reluctance of employees to engage in the process. Subsequent obstacles were increased paperwork, high cost, lack of time, lack of suitably qualified staff and the need for more knowledgeable staff. Conversely, firms choosing not to use QA perceived themselves to be too small and to be constrained by the lack of capital and lack of incentives for adoption, such as customer requirements for QA.

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