In 2015 Royal FloraHolland defined a new strategy (Strategy 2020): ‘Flowering the World together; Planting Seeds of Opportunity for our Members’. A number of strategic programmes are commissioned to define the role of Royal FloraHolland within the floriculture sector in the future. FLOW is one of these strategic programmes and mainly focusses on improving collaboration and unlocking synergy in the floriculture supply chain. FLOW intends to making current and future supply chains more efficient and effective and thus reducing supply chain costs and improving added value.
Royal FloraHolland is a cooperative of and for growers of floricultural products (plants and flowers). The first cooperative was founded in 1911 with the main purpose of uniting growers and improving the margins of their plants and flowers. As time progressed, the small cooperatives grew and through a number of mergers FloraHolland eventually emerged in 2008 as the largest floriculture auction of the world. We auction 43.2 million flowers and 4.7 million plants each day. Our yearly turnover is € 4.6 billion and has roughly 3,000 employees.
Context within FLOW
The strategic programme FLOW focusses on improving collaboration and unlocking synergy in the floriculture supply chain. FLOW intends to make current and future supply chains more efficient and effective. FLOW thus intends to reduce supply chain costs and to improve added value. The stakeholder field is characterized by al lot of different parties, national and international, each with different interests. Change management forms an essential part of FLOW. It focusses on and contributes to involving, co-creating and eventually implementing the changes together with this various group of stakeholders.
In de past a variation of projects were realized with a diverse complexity, extent, duration, focus and involvement of stakeholders. Some projects succeeded, some did not. To take into account and use the knowledge and learnings from previous achieved projects, the research should identify the factors that strengthen and weaken the change. The lessons learned and recommendation may be applied in the change approach of FLOW and will contribute to a sustainable change approach for the future
De desired outcome are a set of lessons learned and recommendations for the change approach of the strategic programme FLOW.
- Which factors have strengthen or weaken the change in prior projects, national and international, within the Floriculture Supply Chain?
- What is the relation, if there is one, between the kind of change, type of stakeholder and the factors that have strengthen or weaken the change within previously achieved projects?
- To what extent can these factors be made specific for a kind of change or type of stakeholder?
- What are the lessons learned from these previously achieved projects within the Floriculture supply chain?
- What are the recommendations for the change approach of the strategic programme FLOW?
We expect the student to perform qualitative methods to research different realized projects within the Floriculture supply chain. Improvements may be based on literature and interviews. Royal FloraHolland and FLOW will provide data that is available. Additional data required for the research may be collected in consultation with the FLOW supervisor.
At Royal FloraHolland, the student will have a dedicated supervisor from the FLOW team. Interns will be covered by the companywide provisions (remuneration, etc.) of Royal FloraHolland.
We expect the student to start his/her work as soon as possible. The maximum duration of the research is set at 6 months and will be in line with university guidelines.