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Question: Discuss About The International Journal Logistics Management? Answer: Introduction This report presents the description of the beef product which is provided by JBS Company in Australia. It also defines the supply chain of Beef Brand of the company. Further, it evaluates the supply chain by using SWOT analysis. In the last, it recommended the strategy to improve the supply chain of the company. JBS Australia is leading beef and lamb processor in the nation. It is a largest multi-species producer, exporter, and marketing in Australia. It delivers a wide range of brand to different retail, wholesale, and foodservice industry. These beef products are Riverina Angus, King Island Beef, Thousand Guineas, Acres Organic, Beef City Black, Aberdeen Black, Great Southern, Royal, and Grassfed Beef. It has daily processing ability of approximately 8,000 cattle and 21,000 small stocks (JBS, 2017). Description of the supply chain mapping the existing supply chain Diagram 1: Supply chain of Beef production (Sources: PWC, 2011). Cow-Calf Operators Beef supply of JBS Australia is started with the cow-calf operators. These operators are mainly farmers who keep different kinds of cows to produce calves to trade. Moreover, the gestation period of mother cow is less than 9 months. To increase the weight of 400-500 lbs, a newborn calf takes approximately 12 months. Before selling it to feeders, company waits for increasing the weight of newborn calf because, they can get a high amount of money by selling the calves in feeder cattle industry in Australia (Garca-Flores, et. al., 2014). Feed Lots / Backgrounders JBS Company purchases the 400-500 lb weight of calves. After that, these calves harvest weight approximately 1,200 1,400 lbs by feeding. In this way, feedlot operator uses grain to feed. Furthermore, backgrounders keep the animals on grass for feeding. These feeders earn high amount by selling the animals such as fed cattle by packing plant for harvest. In addition to this, the future rate for both feeder cattle and fed cattle is sold as a commodity in the Australian stock exchange (Higgins, et. al., 2015). Packing Plants JBS Company buys fed cattle at harvest weight like 18-24 month to harvest them for production of beef. The largest packing plants in the nation are operated by JBS, national beef, Tyson, and Cargill. These companies deal in the different nation for selling the beef products. After selling the beef, it has harvested by further processor and distributors because they transport their finished goods in the market to the end users like retail stores and foodservice operators (Jie, and Parton, 2016). Stakeholders of JBS Australia Service providers The service provider is one of the key stakeholders of the JBS Company because it facilitates the technical support and advice. They also assist in buying the stocks and offer marketing advice and also provide the support to build the strategic direction for agribusinesses (Juan Ding, et. al., 2014). Cattle Producer Cattle producer is another key stakeholder because it provides the cattle to sell it into the market. These stakeholders can be families and another supplier who struggle to increase size and scale of production. Feedlots The occurrence of feedlots in Australia is effective for JBS Company because it provides future growth by increasing demand for grain fed beef. Hence, it is identified that JBS Company is mainly focused on the Feedlots rather than the cattle producers (Maia de Souza, et. al., 2017). Processors The processor is last essential stakeholders of JBS Company who makes rationalize decision regarding the market. Moreover, beef processing has largely occurred in Queensland that processes approximately 45% of Australias red meat because Queensland is nearest to cattle supply (Uddin, et. al., 2017). Recommendations From the above analysis, it can be recommended that JBS Company should make an alteration in production driven supply chain and market-driven supply chain to get success. It should also build a closer relationship between upstream and downstream partner to attain greater commitment and communication. Moreover, it should build a transparent and interdependent relationship as well as integrate the business activities and improves the flow of communication and knowledge to make effective supply chain. It should also make effective compliance with the carcass specifications in their supply chain hence company can get success in Australian meat industry (Jie, and Parton, 2016). In addition to this, JBS Company should adopt the lean supply chain in which it should make a high degree of negotiation with supply chain participants. It can also be suggested that producers can enhance the negotiation power and profitability by using a horizontal structure with breeders, feedlots, and backgrounders. JBS Company should also build the strategic association with processors because it will help to make effective supply consistency. It should also make an agreement with the carcass specifications. These agreements should make between domestic and export markets for effective supply chain (Maia de Souza, et. al., 2017). Along with this, JBS Company can deliver the added value to their beef by differentiating their products from the supermarket and can also produce beef for niche markets. Further, the coordination strategies can be built by using different kinds of the supply chain in Australian meat industry. In this way, it can be suggested that mainstream supply chain can lead by the supermarket retailers. It can also direct the marketer supply chain to supply directly to the consumers and niche markets. It can intermediate the supply chain for local products to reach the consumers by one or more intermediaries like independent butchers, supermarket retailers, and food cooperatives (Uddin, et. al., 2017). Conclusion It can be concluded that there JBS Australia delivers different beef products in all over the Australia. Further, it can be evaluated that it uses effective supply chain for producing the beef products. It can be summarized that it has different stakeholders such as cattle producers, feedlots, and producers, service providers. It can be also concluded that company minimize their threats and weakness by using their strength and opportunity in the Australian meat industry. Moreover, there are different strategies to improve the supply chain of the company References Garca-Flores, R., Higgins, A., Prestwidge, D., and McFallan, S. (2014) Optimal location of spelling yards for the northern Australian beef supply chain management.Computers and electronics in agriculture,102, pp. 134-145. Higgins, A., McFallan, S., Laredo, L., Prestwidge, D., and Stone, P. (2015) TRANSITA model for simulating infrastructure and policy interventions in agriculture logistics: Application to the northern Australia beef industry.Computers and Electronics in Agriculture,114, pp. 32-42. JBS (2017) Our Products. [Online]. Available at: https://www.jbssa.com.au/OurProducts/default.aspx (Accessed: 19 September 2017). Jie, F., and Parton, K. (2016) Supply chain performance flexibility in the Australian beef industry.International Journal of Logistics: Research and Applications,19(4), pp. 300-317. Juan Ding, M., Jie, F., A. Parton, K., and J. Matanda, M. (2014) Relationships between quality of information sharing and supply chain food quality in the Australian beef processing industry.The International Journal of Logistics Management,25(1), pp. 85-108. Maia de Souza, D., Petre, R., Jackson, F., Hadarits, M., Pogue, S., Carlyle, C. N., and McAllister, T. (2017) A Review of Sustainability Enhancements in the Beef Value Chain: State-of-the-Art and Recommendations for Future Improvements.Animals,7(3), p. 26. PWC (2011) The Australian Beef Industry. [Online]. Available at: https://www.pwc.com.au/industry/agribusiness/assets/australian-beef-industry-nov11.pdf (Accessed: 19 September 2017). Uddin, M. N., Quaddus, M., and Islam, N. (2017) Inter-organizational Supply Chain Performance: How the Relationship Factors Influence the Australian Beef Industry?. InThe Customer is NOT Always Right? Marketing Orientations in a Dynamic Business World(pp. 458-464). Germany: Springer, Cham.