What we do

Agribusiness

The United Nations Food and Agriculture Organisation (FAO) define agribusiness as “the collective business activities that are performed from farm to fork”. As such, it is one of the main generators of employment and income worldwide. In the UK alone, the agri-food sector contributed £103 billion to the UK economy in 2013, representing around 7.6% of the national Gross Value Added (GVA).

The members of the Global 78 team have extensive experience of working with producers, major food processors and manufacturers, food retailers and sector bodies in the UK and internationally. They have helped clients in the agribusiness arena to discover new perspectives on their supply chain and unlock previously hidden value by fully understanding their supply network dynamics and linkages.

Food security

“Food security exists when all people, at all times, have physical and economic access to sufficient, safe and nutritious food that meets their dietary needs and food preferences for an active and healthy life.” (World Food Summit,1996). Yet food insecurity is a major global concern today: in 2015, the FAO estimates that 37 countries, including 29 in Africa, are in need of external assistance for food.

A significant percentage of UK food is imported, including meat, fish, fruit and vegetables, and dairy products, as well as food ingredients and preparations from around the world. In addition, UK domestic agricultural and horticultural production is dependent on imports of fertilisers, animal feeds and their components, and of course energy.

In 2012 Global 78 (in partnership with PRB Associates) analysed the resilience of the UK food supply to port disruption on behalf of the UK’s Department of Environment, Food and Rural Affairs (Defra).

The report can be read here. Since that time, the practice has undertaken detailed research and analysis of food supply and security in a number of client projects as it applies to the UK and the EU.

Sourcing and supply

Today, organisations are able to source goods (including food and beverages) and also services from around the world. Although global supply chains can be a source of competitive advantage they can increase the levels of uncertainty and risk for businesses as well. Sustainability and supply chain resilience are among the areas of risk that need careful consideration when sourcing globally.

Additionally, consumers increasingly hold businesses accountable for the actions of their suppliers. While a considerable number of organisations wish to embrace sustainability, many find it a challenge to convert this goal to responsible sourcing strategies and practices, especially when it is difficult to map the upstream supply chain with adequate detail and certainty.

Having worked with companies across the supply chain, in different locations throughout the world, Global 78 understands the pressures faced by organisations when making sourcing decisions. Its international and knowledgeable team is therefore well placed to support clients with the development and implementation of responsible global sourcing strategies.

Trade facilitation

Trade facilitation, at its highest level, involves the simplification and harmonisation of international trade procedures (including import and export procedures) and this is within the remit of national governments and organisations such as the World Trade Organisation (WTO).

At Global 78 the team keeps abreast of developments in trade regulations and are able to advise organisations at various levels. For example, it can help clients understand EU regulations and consequent costs involved in international trade, as well as aspects of transportation and distribution of goods in different countries. Central to the team’s approach is the recognition that trade facilitation involves cultural understanding and the building of long-term relationships between the actors.

Logistics and port operations

Originally a military term, logistics can be summarised as the management of the way resources are obtained, stored and moved to where they are required, at the right time, in the right condition, and at an appropriate cost. Essential operational activities include order administration, transport, inventory management, packaging, warehousing and storage. Or in other words, the flows of materials and the flows of information, all under the over-arching strategic concept of supply chain management.

The transport dimension embraces different modes by land, sea, and air. It can include port and terminal operations. For example, seaports are vital for global economic health and well-being with sea freight the principal way goods are transported globally. In the UK 95% of the country’s international trade is carried through its seaports. And in the EU ports play a similarly important role, facilitating external trade (90% of total volume) and internal market exchanges (40% of total volume).

Global 78 has extensive experience throughout the field of logistics, with specialist knowledge derived from working ‘on the ground’ across international supply chains. It helps clients unpick and reconfigure their material and information flows, taking into account all relevant aspects: demand analysis, modal choice, route selection, assessment of cycle times, time-based performance criteria, cost modelling, determination of service levels, selection of logistics service partners, and many more.

Value to clients

Global 78 is unique because of the diversity of its team and because of the wealth of experience that has been built from the ground up. Its team comes from different backgrounds and different countries: some members began their careers in logistics operations and management, while others built their experience working in the fields of science and engineering. All members of the team have an excellent grasp of commercial reality. This contributes to a deep understanding of their respective subjects and an ability to discover new perspectives to unlock competitive advantage and bring real ‘bottom-line’ benefits to its clients.