Manage Food Traceability

• P1. Identify the lot code, GS1 or GTIN identifiers, EPCIS traceability codes or other unique identifier to trace the product used within the value chain.
  • a. Determine what makes a lot and lot coding system.
  • b. Determine the data being tracked.
  • c. Determine how long the data should be kept.
  • d. Validate the common business vocabulary or CBV of the traceability coding along the value chain.
• P2. Document lot numbers, product name and catalogue numbers, and other appropriate identity preservation information
• P3. Determine the procedure used to trace inputs on receipt of the product.
  • a. Track incoming traceability information from incoming purchase orders and bills of lading.
  • b. Retain certificates of analysis and letters of guarantee within the record keeping system.
  • c. Enter traceability coding into the record keeping system or enterprise resource planning software.
• P4. Determine the procedure used to trace inputs during manufacturing.
  • a. Track traceability information within the master batch or production record
  • b. Determine if the processed data can be linked to the finished products.
  • c. Prevent cross contamination of identity preserved products.
  • d. Manage intermingling of conforming and non-conforming products.
  • e. Monitor and verify date coding, lot coding and/or serialization coding machines for accurate product and package labelling.
  • f. Monitor that the traceability codes are well printed and can be easily read and scanned.
  • g. Quantify product flush rates or cleaning and sanitation protocols between batches required for traceability and certifications requirements, when applicable.
  • h. Determine traceability requirements from certification (Kosher, Halal, Organic.) regarding traceability and take actions to meet them.
• P5. Determine the procedure used to trace finished products.
  • a. Identify the data that should be tracked with the finished product (client identity, address, contact person, date, specifications), intent with the product (selling direct to consumers, wholesaler, used by another food processing facility as an input)
  • b. Determine if the input data can be linked to the finished products.
  • c. Track lot numbers on outgoing product on purchase orders and outgoing bills of lading.
  • d. Track the finished product chain of custody.
  • e. Provide appropriate GS1, GTIN or EPCIS traceability coding during sales transactions.
  • f. Provide product composition, microbial safety, and quality certificates of analysis, as required.
  • g. Provide letters of guarantee on product traceability as appropriate.
  • h. Use excise markings, QR codes, DOP stamps, hechshers or additional traceability coding as required by the traceability programs.
  • i. Track production coding within enterprise resource planning systems.
• P6. Audit suppliers to verify if the traceability data matches what is on papers and done in reality.

• P1. Perform an environment scan through the value chain to identify the relevant enterprise resource planning software for the value chain.
• P2. Determine if physical tools for traceability such as Radio Frequency Identification (RFID) are required to trace the product.
• P3. Analyze traceability common business vocabulary requirements.
• P4. Create the documentation management system for production records through the software.
• P5. Determine if the traceability system is compatible with other systems used in the food chain.
• P6. Develop file management for batch and formulation records, and other records related to production and process control.
• P7. Develop sets of contact lists, including customer contacts, and supplier contacts for rapid communication and for quickly being able to trace the product.
• P8. Train supervisors and other staff in the use of the appropriate traceability software and document management systems, including data entry and retrieval.

• P1. Establish an effective relationship with regulatory bodies and certification bodies such as organic, Kosher, Halal or other as relevant.
• P2. Remain updated with any regulatory or policy changes.
• P3. Allocate capital and resources efficiently to build the traceability system within the organization.
• P4. Anticipate what may go wrong and develop a predominantly proactive versus reactive approach to address brand image and profitability challenges.

• P1. Identify the weaker link in the supply chain.
• P2. Create mock recall scenarios that are relevant and realistic to the manufacturing operations and products.
• P3. Determine the frequency at which those practice runs are done with a minimum of once per year.
• P4. Evaluate how the system and team performs a traceback mock recall exercise by selecting either a raw ingredient or other input needing recall.
• P5. Evaluate how the system and team performs a traceforward mock recall of a finished product by selecting a lot of finished product for the scenario.
• P6. Evaluate how the system and team identifies the product(s) lot(s) that have been affected by the recall.
• P7. Evaluate how the system and team identifies all clients and customers who have purchased the product(s) in question.
• P8. Evaluate how the team uses the communication plan to contact clients and customers who have purchased the affected product with mock recall, completes communications templates and requests for information.
• P9. Evaluate the efficiency of the recall in terms of time to track the finished product in question, and percent of product reconciled with customers.
• P10. Improve the coding, marking or serialization of the products to ease the traceability across the end-to-end supply chain.

Managers have the responsibility to periodically verify the capacity of the current traceability system for rapid identification and control of a the potentially affected product. They must reconcile the amount of product produced, in inventory and in distribution and identify correction of any deficiencies in the recall procedures. After conducting a recall or mock recall exercise, (mock or real), or audits, or other means of challenging the traceability system, the managers must identify means to further develop and improve the current traceability system.

• P1. Measure the effectiveness of the current traceability plan.
• P2. Evaluate effectiveness and time required to complete the mock recall.
• P3. Assess any problem identified during the recall implementation or audits.
• P4. Amend the traceability and recall procedures to address any problems identified.
• P5. Evaluate quantity of affected product identified and rectified as a percent of total affected product recalled.
• P6. Evaluate team performance when working under high stress and time pressure.
• P7. Evaluate effectiveness of communications tools, and communications modes.
• P8. Identify retraining and corrective action strategies for improving future traceability performance.
• P9. Design other improvements in any other areas to prevent reoccurrence of the identified problems.
• P10. Train the team how to interpret traceability data, how to search for specific data, follow and implement the traceability procedure.

• P1. Demonstrate to clients the efficiency of the traceability system.
• P2. Determine which traceability systems would boost clients and consumer’s confidence.
• P3. Create sustainability policy and employ smart labels such as the smart expiry date label to promote products and gain customers.
• P4. Repurpose the traceability information to be a promotion tool for consumers (i.e., demonstrable origin of ingredients, farm to fork information, transparency…).

• P1. Implement a blockchain system allowing customers to access data on each transaction as it occurs from farm to fork to ensure traceability, visibility, and transparency.
• P2. Employ the blockchain technology to answer the customer’s request for trust-proof traceability system, including:
  • a. Better transparency.
  • b. Enhanced data security.
  • c. Reduced cost.
  • d. Improved speed and efficiency of operation.
  • e. Reduced food waste.
  • f. Reduced potential for food fraud.
• P3. Define the blockchain technology terminology and functions including:
  • a. Use of Distributed Ledger as a software tool based on a common database shared among all participants in the agri-food sector. Understanding of the common business vocabulary is required:
    • o Public and private key cryptography
    • o Hash function
• P4. Determine if the blockchain technology can be used with other stakeholders involved with the farm to fork supply chain.
• P5. Describe how transactions are recorded permanently on the blockchain and comprehend the role of centralized or decentralized nodes.
• P6. Describe how the transactions can be performed by using consensus algorithm (mining) as the process that adds new records to the blockchain.
• P7. Design the blockchain process which include the following steps:
  • a. Determine blockchain use case and undertake feasibility studies.
  • b. Identify technology partner and forge partnership.
  • c. Implement blockchain technology on work units based on the industry needs and its supply chain.
  • d. Aim for data interoperability (software compatibility and system integration).
  • e. Envision blockchain potential such as communication of an updated SOP or policies in timely manner.
  • f. Understand blockchain volatility.
  • g. Test and challenge the system before the implementation stage.
• P8. Use of the Hyperledger or other blockchain common business vocabulary standards as a public framework supported by the value chain and national and international government agencies.
• P9. Define the Traceable Resource Unit (TRU) for each agri-food supply chain which depends on the structure of the supply chain itself and on national and international regulation.
• P10. Identify the data required to be registered (such as pesticide applications and withdrawal periods, animal species and breed, feeding protocol, agricultural protocol, use of veterinary drugs and withdrawal periods, organic or stewardship standards, product and packaging details, clients’ details, etc.)
• P11. Address risks of food safety and frauds as early as possible by creating procedures to save trace data at each stage of the food supply chain.
• P12. Provide training to bridge the technological gap at the workplace.
• P13. Monitor and manage in real time any supply chain problem.

Manager should have the competencies to build up Emotional Intelligence (EI) of the staff and to handle stressful situation such as a product recall, audit or dealing with customer or supplier while implementing traceability procedure.

• P1. Provide EI and soft skills training to members.
• P2. Identify with the emotional stress of being in a stressful situation or performing under pressure.
• P3. Regulate, handle emotions and stress, and react proactively to the situation.
• P4. Identify other colleagues’ emotions and their state of mind in handling a critical situation by using compassionate and empathic techniques.
• P5. Help manage others’ stress and prevent a breakdown resulting from facing a stressful situation.
• P6. Provide means to motivate the staff and encourage the capacity to self-motivate.
• P7. Practice the use of the EI elements through traceability procedures.
• P8. Provide feedback to staff and help them to build self-esteem and confidence in their capabilities.