Abstract

This paper analyses how the Better Mangoes project turned extension theory into practice to achieve successful outcomes. A “technology development” model was used to work with mango supply chains to identify improved practices and then transfer the knowledge generated to the wider mango industry. The model worked because (a) a strong “want” to improve attitude existed amongst supply chain businesses, (b) working with businesses generated knowledge and solutions to real problems, and (c) effective delivery mechanisms were used to communicate the knowledge generated.

The project was initiated in the 2000/01 season to overcome a loss in confidence and profitability for supply chain businesses resulting from substantial quality loss during the previous three seasons. In year 1 we worked with participants to develop the monitoring methodology and to demonstrate how their management practices were contributing to quality problems. Handling systems that delivered consistently good fruit were identified. This stimulated the interest of other participants and monitoring was expanded in year 2. In year 3 we monitored performance for businesses that had changed practices.

The knowledge generated was communicated to participants through self-assessment of monitoring results and individual reports and to the wider industry through annual presentations in production districts and markets, industry newsletters and magazines, popular press, and four information guides. The guides created a common language, which improved communication between supply chain members. Bennett’s Hierarchy was used to guide project evaluation. A survey of growers, wholesalers, and retailers showed that both participants and non-participants had changed practices and gained benefits.

Media summary

A participatory approach to technology development has helped to improve knowledge and practices in mango supply chains, with resulting benefits being better and more consistent fruit quality and increased confidence in the product by customers.

Key words

Knowledge generation, technology development, supply chain improvement, extension theory, communication

The need

Mangoes consigned to domestic markets suffered from fruit quality problems from 1997 to 2000. A high incidence of disease breakdown and green-ripe fruit resulted in a loss of confidence by marketers, and reduced profits for everyone in the supply chain from grower to retailer. The “Better Mangoes” project was initiated to identify where, and why quality was being lost, and to use this information to improve the knowledge and practices of supply chain businesses.

Our methodology

The project was designed using a “ technology development” extension model (Coutts 2003). This involved working with specific supply chains to identify improved practices and systems, and then communicating the knowledge generated to the wider mango industry. The project was conducted in 3 phases. In phase 1 (2000/01), the methods for monitoring quality and temperature were tested with participating businesses. Consignments were monitored from Queensland production districts to Brisbane wholesalers. Practices that contributed to quality loss and systems that consistently delivered good quality fruit were identified.

The information generated stimulated the interest of further participants and in phase 2 (2001/02), monitoring was expanded to include consignments to Sydney, Melbourne and Adelaide. Improved handling practices identified in phase 1 were also tested during phase 2. In phase 3 (2002/03), we monitored the performance of supply chain systems for businesses that had changed practices.

The key method to generate knowledge was the use of demonstration trials to monitor supply chain systems and gather evidence to show participants and others that the reality of what was happening was different to expectations and to identify effective supply chain systems. Fruit and air temperatures were monitored in three positions on the pallet (top, outside, inside), from packing to wholesale dispatch, or receival at retail distribution centres. Fruit samples, taken before postharvest fungicide treatment, after packing, before transport, on arrival at the market, and at the point of dispatch, were held at 20°C and assessed for disease breakdown, skin colour, and firmness as the fruit ripened.

Once everyone could see the same reality, the next challenge was to have all members in the supply chain talking the same language about “what being a good mango” means to customers. A measure called the Saleable Life Index (SLI) was developed to identify the effect of handling on fruit quality and to measure the effect of changed practices. The SLI is the time from when the average skin colour in a sample of fruit reaches 60% yellow, which is when the fruit is first saleable to retailers, to when 10% of the fruit show signs of fruit rots. Laboratory trials assessed the effect of different durations of high and low temperatures on quality and confirmed optimum ripening conditions.

The involvement of supply chain members was encouraged. Fruit samples were shown to the participants to enable them to self assess the impact of handling on quality and individual reports were prepared and discussed in person. Quick and regular feedback on project findings was provided to participants through a regular project newsletter that was faxed or emailed depending on their preference. Participation was enhanced in phase 2 with wholesalers contributed significantly to the cost of the project.

The knowledge generated was communicated to the wider industry in a number of ways. Growers, transporters, wholesalers, and retailers attended annual presentations in Queensland growing regions and wholesale markets. Presentations on key findings were presented at three national conferences of the Australian Mango Industry Association. Articles were published in industry newsletters and magazines and the popular press.

A longer term source of information from the project was provided in the form of a series of four information guides. Prototype guides on skin colour, common defects, handling temperatures and ripening were pre-tested with participants during phase 2. The prototypes were evaluated using semi structured interviews to gauge how they had been used and to seek suggestions for improvements. After modification, the guides were widely distributed at meetings and the national conferences, and on demand.

Bennett’s Hierarchy (Bennett 1975) was used to guide project evaluation. Data on activities, participation levels, reactions, changes in knowledge, attitudes, skills and aspirations, and practice change was collected. Qualitative data from both participants and non-participants was gathered from a survey of 25 growers, 19 wholesalers/ brokers and 2 retailers during phase 3.

Improvements identified

A total of 93 consignments were monitored over the 3 seasons, involving 41 growers, 30 wholesalers, and 3 supermarket chains. Fruit temperature varied considerably, with many consignments fluctuating in temperature and often above 24°C. During 2001/02, only 29% of the Kensington Pride consignments monitored met supermarket expectations for a SLI of 7 days. Almost 20% of consignments had no saleable life. Monitoring showed that high ripening temperatures, mixed ripening, delays during handling, poor disease control in the orchard and ineffective postharvest fungicide treatment all reduced the SLI.

High ripening temperatures were caused by inadequate cooling before dispatch to market, fruit ripening during transport or inadequate temperature management during ripening at the market. The laboratory trials showed that high ripening temperature reduced degreening and increased disease development. The effect was noticeable after 3 days at 28°C and at constant 24°C.

Monitoring consistently showed that controlled ripening with ethylene improved the SLI. Treating mangoes with ethylene triggers ripening and results in faster and more even ripening in the tray. Without ethylene, ripening is mixed and it takes longer for a tray of mangoes to reach an average skin colour of 60% and be ready for sale. Often the more advanced fruit develop fruit rots while waiting for the other fruit to ripen and this reduces the saleable life.

Two handling systems delivered mangoes to retailers with good saleable life. Both used ripening with ethylene and careful control of fruit temperature. Good communication between supply chain members is essential to ensure that the systems work. In system 1 fruit is transported in a backward condition to the market and ethylene is used to control ripen the fruit for sale to retailers. In system 2 ethylene is used to control ripen on-farm, and fruit is transported in a forward condition ready for sale on arrival at the market.

Reactions to project activities

There was a strong recall amongst the participants about project activities. They recalled the temperature monitoring of consignments, individual reports and feedback, meeting presentations, and the information guides. Non-participants recalled the meeting presentations and information guides.

Without exception the respondents commented favourably about the readability and usefulness of the information guides. An example of the reactions was the praise by one participants that the guides were “such a simple thing but they tell you everything you want to know”.

The major use of the guides by growers and wholesalers (Figure 1) was as a communication tool with other members in the supply chain. The guides were also used as a reference, for staff training, and to identify problems. The retailers used the guides for communication and as a reference.

Figure 1. Use of information guides by interview respondents

Changes in knowledge and practice

Changes in knowledge were measured by asking the respondents questions about what surprised them about the results and what things were particularly relevant to their business (Figure 2). Growers and wholesalers were most surprised about how high the fruit temperature can rise during distribution and the extent of deterioration caused by poor temperature management, the beneficial effect of controlled ripening with ethylene, and the variability in temperature within pallets and during transport.

The things relevant to their business were the importance of managing temperature at each step in the supply chain and the need to control ripening using correct temperatures. Using ethylene was relevant to some businesses while others still have a fear of ethylene causing fruit to soften prematurely. For retailers the effect on saleable life of incorrect handling temperatures and controlled ripening was most relevant.

Figure 2. Changes in knowledge of interview respondents as a result of project activities

Changes in practice were categorised into low, medium and high cost based on operating, capital and human resource costs (Figure 3). For growers, low cost changes were adopting open top trays or altering transport temperatures. Medium cost changes were changing procedures for orchard or handling systems. High cost changes were new facilities or a major system change. Almost 30% of the grower respondents believed they influenced other members of their supply chain to change.

For wholesalers, low cost changes were increased use of temperature checking on arrival and dispatch. Medium cost changes were changes to handling and ripening procedures, while high cost changes were installing new facilities or using contract ripeners.

One retailer changed their purchasing specification for skin colour from 80 to 60% yellow to give them more saleable life. The other retailer is considering changes to ripening procedures.

Figure 3. Change in practices of interview respondents as a result of project activities

When asked whether the changes had produced any benefits, the growers identified improvements in fruit quality (67% of respondents) and access to new markets (16% or respondents). For wholesalers, the benefits gained from the changes included better and more consistent product, less wastage and sorting costs, increased customer confidence and reputation, more control of business, improved relationships with supply chain partners, and for some an increase in price.

The retailers indicted that it was too early to see sustainable changes. However, they were expecting better quality product and less wastage, which will increase consumer satisfaction and lead to increase sales and profits

Why changes have occurred

There was a high level of change in practices with only 17% of the interview respondents making no changes as a result of the project activities. Previous project experiences (Ledger 1997) have found that for change to occur, the business must “want” to improve, know “how” to improve, and have the “means” to improve. The extension model was effective because (a) a strong “want to improve attitude existed amongst the supply chain businesses, (b) working with businesses generated knowledge and solutions to real problems, and (c) effective delivery mechanisms were used to communicate the knowledge generated to the wider mango industry.

When asked what triggered or helped them to make the decision to change, both participants and non-participants responded that either they had already made the decision to improve or the information generated by the project stimulated a need to improve. For growers the main trigger for change (Figure 4) was the demonstration trials of monitoring quality and temperature through the supply chain, followed by the presentations at grower meetings.

Wholesalers had suffered substantial financial losses from handling mangoes and some were even considering withdrawing from trading in mangoes. Growers were driven by the want to reduce losses, increase returns, gain access to supermarket customers, and improve customer confidence and reputation.

Figure 4. Triggers for changes in grower practices

The information generated stimulated some businesses to want to change because it showed how variable and extreme the conditions were that the product was experiencing and the impact that these conditions was having on the saleability of the product. Using the SLI as a measure of performance clearly demonstrated that improvement was needed.

Those businesses that made no changes did not have a strong desire to improve. For example, some growers participated either by request from their wholesaler or a project team member. Similarly some wholesalers participated on request from their grower supplier. There was no strong drive to improve, just a willingness to collaborate to maintain existing relationships.

Working ‘with’ businesses enabled them to observe the effect of handling conditions on product quality, gain knowledge on how to improve practices, and assess the benefits from improved practices. This participatory approach is based on the following principles that encourage adoption (March 1998):

• demonstrate a need (or respond to an expressed need),
• demonstrate an observable difference (in the business situation), and
• demonstrate a measurable benefit (in line with business objectives).

Changes in practices by non-participants indicate that the communication strategy used was effective. Over 1000 copies of each guide were distributed to businesses across all sectors of the supply chain.

Despite having the “want” to and knowing “how” to, change for some businesses was limited by lacking the “means” to change. For example they may recognise the need to improve ripening and know the benefits of controlled ripening with ethylene, but are limited by a lack of facilities or the financial capacity to upgrade facilities. For growers in production districts that are long distances from markets, the use of on-farm ripening is limited by long transport times.

Key learnings

This project showed that using extension theory in practice does produce successful outcomes, even for non-traditional customers along the supply chain. Key learnings are:

• For change to occur, the business must “want” to improve, know “how” to improve, and have the “means” to improve
• The “technology development” model worked because there was a strong “want” to improve attitude amongst many businesses
• Working with businesses provided learning experiences that built knowledge and capacity to manage change
• Multiply delivery mechanisms are essential to communicate to the wider industry
• Developing a shared language enhanced communication between supply chain partners

Acknowledgments

The authors wish to acknowledge the support of the project partners, the Mango Sub-Committee of Queensland Fruit and Vegetable Growers, Horticulture Australia Ltd, the project collaborators, and the other members of the project team – Richard McLauchlan, Leigh Barker, Chris Jones, Jenny Barker, Peter Hofman, Barbara Stubbings, Ha Nguyen, Terry Rudge and his staff, Bill Bishop.

References

Bennett C (1975). Up the hierarchy. Journal of Extension 13(2), 7-12.

Coutts J (2003). Human capacity building through extension and education. RipRap newsletter (24). River and Riparian Lands Management, Land & Water Australia.

Ledger SN and Bagshaw JS (1997). Reflections on ten years of helping improve horticulture quality management. Proceedings of 2^nd Australasian Pacific Extension Conference, Vol 1 451-459.

Marsh SP (1998). What can agricultural researchers do to encourage the adoption of sustainable farming systems? Sustainability and Economics in Agriculture Working paper 98/05, University of Western Australia. http://www.general.uwa.edu.au/dpanell/dpap987f.htm