1. ADVANCED MANAGEMENT CONTROL and SUSTAINABLE DEVELOPMENT

2. Food sector (CIAA, 2010):
High level of concentration of micro and small enterprises
Different Societal pressure along the food chain
Differences in bargaining power along the food value chain
Threats to and opportunities for sustainable behaviour are shifting from single firm level to supply chains and networks

3. Fair profitability along the Value Chain
Geographical indications
EU: Protected Designation of Origin, PGI, Traditional specialities guaranteed)
Smart Leadership
Alternative Food networks
Growth in Entrepreneurship
Funding and Policies supporting prices
Rules affecting FVCs’ Leaders

4. The Role of Leadership in Supply Chain
Internal
Participative
strong cooperation at high performance level
Supportive
Aims to reduce employee stress and frustration
Directive
Is characterized by rules, procedures and routinization
External
Community
Nonprofessional people
Organizational
Firm’s members, working with other organizations, as to pursuit common goals
Agri-food leadership strategy emphasizes the strategic choices of interorganizational connections within the chain (Hobbs, 1996; Peterson et al., 2001)
In agri-food value chains,
external leadership is a way to achieve sustainable development that actually cooperates with the principles of partnership and empowerment (Larsen, 2015).

5. 2. Smart Leadership Food Value Chain Coordination mechanisms
Supply chain contract
Information sharing
Joint decision making
Collective learning

6. 3. Alternative Food Networks- AFNs
AFNs: a new possibility due to customer’s demand for quality and regional goods
AFNs allow
producers to produce and distribute local, authentic, regional, real food on local markets
customers to acquire regional food, directly from the producer and obtain the best products from local territory

7. Alternative Food Networks- AFNs
Types
Short supply chain
Farmer’s market and regular local markets - artisanal producers, farm-gate operations, food boxes and cooperatives
Local independent grocers
Due to Seasonality, regionality and variability of products quality, AFNs have reliability that big producers and/or suppliers cannot match

8. Business Model Different interpretations.
It takes into account the various actors, main functions and activities within the firm.

9. Business Model
Business Model includes not only one firm but the chain as an entire entity and emphasizes the value proposition and value creation (Osterwalder & Pigneur, 2009).

10. Connection between FVCs and SDGs