*2.2. Horticulture Exports Supply Chain Monitoring and Evaluation*

We then proceed to review the literature on monitoring and evaluation frameworks for horticultural supply chains to enable the study to evaluate the effects of the global COVID-19 pandemic measures in the Ghanaian horticultural supply chain. There is a need to monitor and evaluate the horticulture export supply chain for the impact of the pandemic and present strategic agility imperatives. The literature presents studies and frameworks for optimal replenishment strategy [60] and disruption risk mitigation [2]. However, Webber and Labaste [20] posit the application of traditional monitoring approaches in most Sub-Saharan African horticultural export supply chains encounters difficulties. These include, but are not limited to systems, that are not adjusted to the measurement vocabulary of the

industry; challenges in attributing industry changes to strategic interventions; inability to provide insights from monitoring into enhancing organisational practices to drive the industry; and inability to clearly delegated or insufficient resources allocated monitoring responsibilities. There is, therefore, the need for appropriate methods for monitoring performance in the Sub-Saharan African horticultural export supply chain to provide feedback for decision-making, especially in a global disruption such as the COVID-19 pandemic. Even as the markets for the exporters are driven by foreign demand with high continual business environment changes.

Currently, the literature acknowledges the PAID (Process indicators, Action indicators, Investment indicators, Delivered results) framework as the most comprehensive evaluation approach used for supply chains [20]. This framework not only measures co-investment by stakeholders in addition to delivered results and can be used in supply chain projects when proper benchmarks are determined by chain actors. However, it has not been designed to measure impacts experienced by actors in the supply chain and various systems components of the supply chain. The framework focuses on performance chain-wide by (1) implementation of strategy and (2) increases in productivity [20]. Therefore, leaving a gap of in need for a framework to measure the effects on the systems component of the supply chains.
