64 JUNE 2025 • WORLD AQUACULTURE • WWW.WAS.ORG Strategies for Company B to Improve Value Creation: • Understand consumer preferences: Conduct market research to analyse consumer willingness to pay for different levels of value addition. • Implement valueenhancing strategies: Focus on innovation, branding, eco-labelling, and infrastructure development to improve product appeal and differentiation. • Develop new marketing approaches: Position products as premium offerings with a clear emphasis on food safety, hygiene, and health benefits. By adopting value chain strategies, Company B can enhance product perception, attract more consumers, and increase profitability in a competitive market. Conclusion In summary, the supply chain and value chain in aquaculture sector are not separate systems but rather two perspectives of the same system, involving the same stakeholders and activities. The distinction arises primarily from research and management approaches, where supply chain analysis emphasizes “cost” and “time”, while value chain analysis focuses on the “value-added” at each stage of the chain. Overall, both supply and value aspects coexist, where supply ensures the movement of products from one stage to another, while value is continuously added at each stage along the chain. In the current era, where supply and value chains compete on a global scale, an efficient supply chain is essential for enhancing value chain performance, just as an effective value chain is essential for enhancing supply chain performance. Ultimately, achieving both efficiency and effectiveness is key to gaining a competitive advantage in the industry. Notes Karthik Kumar Goud Palsam* and Ankush L. Kamble, ICARCentral Institute of Fisheries Education, Mumbai, Maharashtra – 400061, India. * Corresponding author: karthikpalsam@gmail.com References De Silva, D.A.M. 2011. Value chain of fish and fishery products: origin, functions and application in developed and developing country markets. Food and Agriculture Organization. Porter, M.E. 2008. Competitive advantage: Creating and sustaining superior performance. Simon and Schuster. Supply and value chains are often mistaken as two separate systems, but they’re actually two perspectives of the same process. The former drives flow, whereas the latter drives worth, but both must work in sync to thrive in today’s competitive fisheries landscape. TABLE 1. Comparison of value creation and economic outcomes (currency is Indian Rupee). Aspect Company A Company B Product Rohu fish Rohu fish (Raw form) Value Addition Premium packaging, No value addition Attributes Food safety labelling, Nutritional profile display Cost of Production 180 per Kg 150 per Kg Selling Price 250 per Kg 200 per Kg Sales Volume 1000 Kg 900 Kg Total Cost of Production 180,000 (1000 Kg x 180) 135,000 (900 Kg x 150) Gross Revenue 250,000 (1000 Kg x 250) 180,000 (900 Kg x 2000 Net Revenue (Profit) 70,000 45,000
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