The Economic Practices of The Food Manufacturing Sector and Their Role in Enhancing Competitiveness | ||
| New Valley Journal of Agricultural Science | ||
| Volume 3, Issue 10, October 2023, Pages 122-141 PDF (1 M) | ||
| Document Type: Original Research | ||
| DOI: 10.21608/nvjas.2023.231657.1242 | ||
| Authors | ||
| Elsayed Mohamed Attallah1; Alaa Fekrey Helal1; Ahmed M. A. El-Shafei* 2 | ||
| 1Department of Agricultural Economics, Faculty of Agricultural, Damietta University, Egypt | ||
| 2Department of Agricultural Economics, Faculty of Agricultural, Minia University, Egypt | ||
| Abstract | ||
| The concept of competitive advantage serves as a guiding principle for establishments within the food processing industry as they strive to attain high quality standards. The pursuit of a competitive economy aligns with Egypt's Vision 2030, aimed at fostering economic growth through digital transformation. Developing strategies to enhance the competitive edge of food sector products is of paramount importance. The findings revealed that the average value of food industry products reached approximately 12.99 billion Egyptian pounds between 2000 and 2020, constituting about 1.36% of the domestic product. This sector exhibited an annual growth rate of 3.90%. Furthermore, the performance of the food sector is positively influenced by effective leadership and superior quality. Among the factors analyzed, motivation and technology, followed by responsiveness, accounted for about 32.16%, 14.28%, and 13.68% of the positive impact, respectively. Strategic planning and leadership accomplishments were also identified as positive contributors. Innovation, development, and strategic orientation explained around 26.90%, 19.62%, and 14.74% of the impact, respectively. Operational management practices play a favorable role in enhancing production flexibility and managing uncertainties. They contribute approximately 22.85%, 21.19%, and 20.28% of the overall effect. Supply chain management was another area with a positive influence. Contracting, followed by supply flexibility and electronic supply, exhibited impacts of roughly 27.72%, 22.11%, and 12.39%, respectively. Effective management of marketing services showcased positive effects as well. The foremost impact came from marketing services, marketing flexibility, and marketing strategies, contributing around 23.17%, 20.43%, and 17.99%, respectively. | ||
| Keywords | ||
| Food Manufacturing; Strategic Planning and Leadership; Supply Chain Management; Production Management; Marketing Services | ||
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