**5. Discussion**

The results of the conducted research show that various indicators, called critical indicators in the literature, significantly influence the sustainability and functionality of FSC in the segment of wholesale and retail activities. The research confirmed the results of previous studies that inadequate exchange of data and information [1,2,4,5,7,8,11], failures in the control of flows of raw materials, food, and waste [15–17,27,28], external factors [3,4,9,23], economic challenges [15,22], food loss and waste [19,20], and the lack of digitalization and standardization of business processes are the most critical challenges for FSC sustainability, primarily in the segment of wholesale and retail activities [11–13]. The introduction of modern technological solutions such as information technologies (BT, IoT, DLT, etc.), sensor and identification technologies (WSN, TTI, Barcode, RFID, etc.), location-based technologies (RS, GPS, RTLS, etc.), Internet technology (web applications), etc., significantly minimizes the negative impacts of critical indicators. It eliminates their negative effects and, with complete digitalization, turns them into positive inputs that contribute to the efficient functioning of the FSC. The findings of the study confirm the results of recent research. Kittipanya-Ngam and Tan conclude that digitalization enables food supply chains to be flexible, highly connected, and efficient, responding on time to customer needs and regulatory requirements [32]. Annosi, Brunetta, Bimbo, and Kostoula point out that FSCs are increasingly relying on advanced technological solutions for big data management to encourage collaboration along the entire supply chain and improve its business performance, especially in the segment of waste, food recovery, losses, et cetera [33]. Similarly, the conclusions of the Amentae and Gebresenbet study show that the implementation of digital technologies such as blockchain, IoT, big data analytics, artificial intelligence (AI), and related IT and communication technologies enable greater traceability, sustainability, and resistance of FSC to crises and unexpected market fluctuations on one hand and the reduction of waste, losses, and wastage of food on the other [34]. In addition, the study of Michel-Villarreal, Vilalta-Perdomo, Canavari, and Hingley testifies to the great importance of the digitalization process, which points out that even cheap digital technologies such as free software and social media significantly support the flexibility, visibility, collaboration, and agility of the FSC [35]. Bearing in mind these aspects, it is necessary to propose measures and incentives so that the FSC management effectively digitalizes its business processes and activities, minimizes the negative effects of critical indicators, and increases the functionality and transparency of the food market. The proposed measures can be divided into two groups: economic and financial measures and incentives; organizational and technical measures.

Economic and financial measures and incentives—The introduction of modern technological solutions requires significant investments, including investments in equipment and infrastructure [28]. Chambers of commerce, relevant ministries, secretariats and institutions, business associations, commercial banks, etc., should help all FSC participants to feel economically secure, reduce the financial risks of investing in digitalization processes, and, at the same time, provide the necessary funds (incentives, loans, co-financing, joint ventures, etc.) to transform their business activities. This implies a whole range of measures and incentives such as (a) direct investments for FSCs that digitize their business processes; (b) credit relief for the purchase of modern IT equipment; (c) special credit lines for the implementation of advanced technology (longer repayment period, low interest rates); (d) the possibility of paying for equipment on a deferred basis; (e) tax benefits such as reductions in income tax, property tax, etc., for the most vulnerable FSC participants (small agricultural producers and processors, independent transporters and retailers); (f) incentive measures for participation in programs for co-financing the development of information infrastructure (e.g., IPA EU funds and national funds); (g) exemption from VAT on devices and equipment for the implementation of modern information technologies, etc.

Organizational and technical measures—These aim at training FSC employees for the effective application of advanced technology on one hand and building and developing an adequate infrastructure capable of accepting a new business model on the other [30]. In the

segment of human resources, these measures include the implementation of special courses and training programs for employees who work with new technologies, encouraging the retraining of employees in the IT sector, subsidies for FSC participants who employ workers to work with modern technologies, strengthening the concept of lifelong learning, organizing seminars, conferences, and counseling centers as forms of additional education for employees, etc. These measures should be encouraged by FSC managers based on the transfer of knowledge and experience from systems that have already integrated advanced technologies into their business processes. When it comes to infrastructure, in the segment of wholesale and retail activities, the following technical measures must be taken: (1) introduction of blockchain technology and implementation of big data analytics (BDA); (2) introduction of modern IT solutions for more efficient monitoring of processes, products, and services (TT indicators, RFID, biosensors, and IoT); (3) implementation of clear standards, measures, supervision, and procedures for digitalization of business processes; (4) strengthening the system for electronic food placement (e.g., electronic ordering and food delivery) and increasing its participation to a minimum of 15–20% in total placement; (5) transition from traditional to new processes, electronic stores, etc.

Only with the full implementation of the recommended measures and incentives is it possible to influence the FSC's management to start implementing the digitalization process. Bearing in mind that the geopolitical situation is changing drastically on the global market, that food prices have started to rise rapidly, and that in some places, food shortage is already felt, only through the application of advanced technologies will the FSC be able to effectively perform its primary function, which entails the continuous supply of food products to the market. All of the above measures, if applied, will enable the FSC to meet the basic needs of the market in a timely and efficient manner; that is, it will make the supply chain more flexible, and the final consumers will be more satisfied and more confident in the quality and safety of food. The assumption is that only those FSC participants who digitize their business processes in time and adapt to the new business reality will succeed.

Shortcomings of research. During the work on this study, several shortcomings were identified that do not diminish the quality of the results obtained and the confirmed findings but that should be mentioned to marginalize them in subsequent research. First of all, the research dealt exclusively with the segment of wholesale and retail activities. The reasons for the selection of this part of the FSC are the author's familiarity with the problems of distribution, wholesale, and retail, as well as the excessive scope of research, which, if producers and processors were involved, would require significant investments in financial and personnel terms. Next, the research focused on the region of the western Balkans. The objective reason for this geographical limitation is the author's familiarity with the ways and problems in the functioning of regional FSCs as well as easier access to data. Second, a large number of unfilled questionnaires (return rate 33.7%) is noticeable, which speaks of insufficient promotion and explanation of the need to conduct such a survey among FSC employees. Thirdly, the structure of the questionnaire consisted mostly of questions with pre-given answers (Likert-type items) that might have misled respondents to give certain attitudes and answers. It is recommended that a larger number of open questions be included in subsequent examinations.

Guidelines for future research. As the most important suggestions for future research, we recommend the following: (1) include FSCs from the region of southeast and/or central Europe in the research sample and make a comparison of the impact of critical indicators and digitization processes on the sustainability of the FSC between EU and non-EU countries; (2) include all FSC participants in the research, primarily processors, producers, agricultural holdings, etc.; (3) expand the number of respondents in the survey sample to include administrative workers, workers in warehouses, transportation, workers in retail, etc.; (4) expand the questionnaire with a larger number of open-ended questions where respondents are expected to enter the answers themselves; (5) expand analysis and

testing to a larger number of critical indicators, or examine their subcategories in more detail within the existing indicators.
