Submitted by Mariana Dornelles Vargas (marianadv) on 2015-04-01T14:13:05Z No. of bitstreams: 1 from_basic.pdf: 1929821 bytes, checksum: 770b2c0180db6cf5fcf53dc88dc9f3f3 (MD5) / Made available in DSpace on 2015-04-01T14:13:05Z (GMT). No. of bitstreams: 1 from_basic.pdf: 1929821 bytes, checksum: 770b2c0180db6cf5fcf53dc88dc9f3f3 (MD5) Previous issue date: 2011-06-17 / CAPES - Coordenação de Aperfeiçoamento de Pessoal de Nível Superior / This dissertation aims at explaining the elements involved with the upgrading processes in value chains. Empirical data about the upgrading processes of apparel production and consumption in Brazil is taken as a way to explore upgrading strategies in the context of a growing fashion industry. We assume that fashion has been a key element in the apparel production which responds to upgrading in apparel value chains, turning basic apparel into more valued products and services as they are embedded by particular social values recognized and legitimized as fashion trends. Consequently, fashion apparel is an enterprise which involves dealing with two different processes: (1) the tangible or material production process of apparel items and (2) the intangible or immaterial production process of fashion concept. To explain the two diverse but consonant processes, this study draws upon two theoretical approaches to unveil the value creation that leads to upgrading in apparel production. Both theoretical approaches feature value‐adding processes but in different ways: (i) the global apparel value chain industrial upgrading approach highlights the tangible production of apparel items through contractors industrial upgrading process and (ii) the fashion social embedded system approach focuses on intangible production of fashion concept or belief through a cultural upgrading process. Furthermore, bolstered on these two theoretical approaches and on empirical data, this study delineates three propositions to discuss and characterize the means by which upgrading occurs: (a) through a linear value chain configuration; (b) by way of a network system or (c) via 3 a loose chain. The results suggest that basic apparel production upgrades to fashion apparel production and consumption when different players intertwine, producing, sharing and/or incorporating intangible value‐adding activities such as designing and image‐making. The embedment of intangible value turns apparel players into hybrid forms casting doubt on the industrial/traditional upgrading approach of the apparel value chains. These hybrid forms reveal a broad perspective for upgrading in apparel production, highlighting a convergence of tangible and intangible activities related to apparel production in the realm of a fashion apparel loose chain. / Esta dissertação procura explicar os elementos envolvidos com os processos de progressão nas cadeias de valor. Dados empíricos sobre os processos de progressão da produção e do consumo de vestuário no Brasil são considerados como uma maneira de explorar estratégias de progressão no contexto de um setor de moda em desenvolvimento. Adotamos como premissa que a moda tem sido um elemento chave na produção de vestuário. A moda responde pela progressão das empresas nas cadeias de valor do vestuário, transformando o vestuário básico em produtos e serviços mais valorizados na medida em que eles são incorporados por determinados valores sociais reconhecidos e legitimados como tendências de moda. Conseqüentemente, o vestuário de moda é uma iniciativa que lida com dois processos diferentes: (1) o processo de produção tangível ou material de itens de vestuário e (2) o processo de produção intangível ou imaterial do conceito de moda. Para explicar esses dois diferentes, mas também convergentes processos, o presente estudo se baseia em duas abordagens teóricas para desvendar a criação de valor que leva à progressão na produção de vestuário. Ambas as abordagens teóricas apresentam os processos de agregação de valor, mas de maneiras diferentes: (i) a abordagem da progressão industrial na cadeia global de valor do vestuário destaca a produção tangível de itens de vestuário por meio do processo de progressão industrial dos contratados envolvidos na cadeia e (ii) a abordagem do sistema de moda impregnado por valores sociais que se foca na produção intangível 5 do conceito ou crença de moda através de um processo de progressão cultural dos agentes envolvidos no sistema. Ademais,, baseado nestas duas abordagens teóricas e em dados empíricos, este estudo propõe três proposições para discutir e caracterizar os meios pelos quais a progressão ocorre: (a) através de uma configuração linear de cadeia de valor; (b) por meio de um sistema em rede ou ( c) via uma cadeia flexível. Os resultados sugerem que a produção do vestuário básico progride para a produção e consumo do vestuário de moda quando diferentes agentes se envolvem nessa iniciativa, produzindo, partilhando e/ ou incorporando atividades de agregação de valor intangível como o design e a construção de imagem. A incorporação do valor intangível transforma os agentes produtores de vestuário em formas híbridas, lançando dúvidas sobre a abordagem da progressão industrial/tradicional das cadeias de valor do vestuário. Estas formas híbridas revelam uma ampla perspectiva para a progressão na produção de vestuário, com destaque para uma convergência de atividades tangíveis e intangíveis relacionados à produção de vestuário no âmbito de uma cadeia flexível de vestuário de moda.

Ausgehend von den aktuellen Herausforderungen und Defiziten etablierter Supply Chain Management (SCM)-Ansätze wurde an der Technischen Universität Chemnitz ein Gesamtkonzept entwickelt, welches das Bilden und Betreiben von Produktionsnetzwerken bestehend aus kleinen und mittleren Unternehmen (KMU) fokussiert. Dieses als Extended Value Chain Management (EVCM) [1] bezeichnete Betreiberkonzept unterstützt die Vernetzung der zur Herstellung eines Produktes notwendigen Kompetenzen und Ressourcen und koordiniert sämtliche dafür erforderliche Prozesse im Netzwerk. Zu den Problemfeldern des SCM [2], welche gleichzeitig die Defizite der gängigen SCM-Ansätze offenbaren, gehören schlechte Kundenbindung, mangelhafte Planungsverfahren, fehlende konsistente Zielsysteme, auftretender Bullwhip-Effekt, d.h. geringe Bedarfsschwankungen führen durch Aufschaukeln zu erheblichen Bedarfsschwankungen entlang der Lieferkette. Weitere Defizite sind in der fehlenden Flexibilität bzgl. Variantenvielfalt, Änderung der Kundenwünsche oder durch Wegbrechen von kooperierenden Unternehmen zu sehen. (...)

Ausgehend von den aktuellen Herausforderungen und Defiziten etablierter Supply Chain Management (SCM)-Ansätze wurde an der Technischen Universität Chemnitz ein Gesamtkonzept entwickelt, welches das Bilden und Betreiben von Produktionsnetzwerken bestehend aus kleinen und mittleren Unternehmen (KMU) fokussiert. Dieses als Extended Value Chain Management (EVCM) [1] bezeichnete Betreiberkonzept unterstützt die Vernetzung der zur Herstellung eines Produktes notwendigen Kompetenzen und Ressourcen und koordiniert sämtliche dafür erforderliche Prozesse im Netzwerk. Zu den Problemfeldern des SCM [2], welche gleichzeitig die Defizite der gängigen SCM-Ansätze offenbaren, gehören schlechte Kundenbindung, mangelhafte Planungsverfahren, fehlende konsistente Zielsysteme, auftretender Bullwhip-Effekt, d.h. geringe Bedarfsschwankungen führen durch Aufschaukeln zu erheblichen Bedarfsschwankungen entlang der Lieferkette. Weitere Defizite sind in der fehlenden Flexibilität bzgl. Variantenvielfalt, Änderung der Kundenwünsche oder durch Wegbrechen von kooperierenden Unternehmen zu sehen. (...)

This study explored the theoretical aspects of Lean Manufacturing principles and identified the practical implementations for a gold processing plant. The success rate of Lean implementations is currently as low as 5% and can be attributed to the failure of management to address the effect of implemented changes on the employees. With this risk in mind, the study included a measurement of the worker perception towards change and organisational climate. The impact of Lean Manufacturing principles was thus quantified by means of practical projects, including an empirical study of how open employees are towards change implementation. The plant process was described and the flow of value was mapped in a Value Stream Map (VSM). The applied principles resulted in three proposed improvement projects with the potential of reducing operating cost, generating additional revenue and eliminating waste. The proposals included reducing lead times through the plant for the two feed sources, namely reef and waste material by 4% and 51% respectively; improved recovery of fine carbon as a by-product of the treatment circuit; and lastly, reducing the lead time for conducted elusions by improving the “flow” of solution throughout the batch process. The quantified financial benefits of the improvements were an estimated additional revenue of R180,000 per month and a further cost saving of R4,000 per month. This study explained that multiple spin-off benefits are realized when improvements are based on Lean Manufacturing principles. Some additional benefits were listed but not quantified in this study. It is important to notice that these specific identified improvements did not require additional capital expenditure, nor long lead times to be implemented. Requirements included an open mind towards change management, time and effort. A survey was conducted to measure the employees’ readiness for change management and the stability of the organisational climate. In the South African mining context, there are external factors impacting on operations of which labor, unions and worker productivity are among the foremost aspects of current concern. This served as motivation for the survey to test employee readiness for Lean Manufacturing changes to be implemented. The statistical internal consistency of the questionnaire, as expressed by the Cronbach alpha coefficients, was acceptable at 0.773 and 0.759 for the change management and organisational climate factors respectively. The p-values and effect sizes were determined within the T-test and ANOVA tests. The group consisting of different years’ experience yielded the most statistical differences in the way that the organisational climate section was completed. The indication was that highly experienced employees answered the questionnaire significantly different than the other groups. The average scoring for the section was above the average and therefore was not considered to be a significant risk to implementation. The group is considered ready for change implementation and the plant should proceed to implement the identified Lean projects. The success and sustainability of the projects can encourage additional improvements. The recommendation is to revisit the future VSM after completion of the projects to identify the next level of improvements for implementation. / MBA, North-West University, Potchefstroom Campus, 2015

This study explored the theoretical aspects of Lean Manufacturing principles and identified the practical implementations for a gold processing plant. The success rate of Lean implementations is currently as low as 5% and can be attributed to the failure of management to address the effect of implemented changes on the employees. With this risk in mind, the study included a measurement of the worker perception towards change and organisational climate. The impact of Lean Manufacturing principles was thus quantified by means of practical projects, including an empirical study of how open employees are towards change implementation. The plant process was described and the flow of value was mapped in a Value Stream Map (VSM). The applied principles resulted in three proposed improvement projects with the potential of reducing operating cost, generating additional revenue and eliminating waste. The proposals included reducing lead times through the plant for the two feed sources, namely reef and waste material by 4% and 51% respectively; improved recovery of fine carbon as a by-product of the treatment circuit; and lastly, reducing the lead time for conducted elusions by improving the “flow” of solution throughout the batch process. The quantified financial benefits of the improvements were an estimated additional revenue of R180,000 per month and a further cost saving of R4,000 per month. This study explained that multiple spin-off benefits are realized when improvements are based on Lean Manufacturing principles. Some additional benefits were listed but not quantified in this study. It is important to notice that these specific identified improvements did not require additional capital expenditure, nor long lead times to be implemented. Requirements included an open mind towards change management, time and effort. A survey was conducted to measure the employees’ readiness for change management and the stability of the organisational climate. In the South African mining context, there are external factors impacting on operations of which labor, unions and worker productivity are among the foremost aspects of current concern. This served as motivation for the survey to test employee readiness for Lean Manufacturing changes to be implemented. The statistical internal consistency of the questionnaire, as expressed by the Cronbach alpha coefficients, was acceptable at 0.773 and 0.759 for the change management and organisational climate factors respectively. The p-values and effect sizes were determined within the T-test and ANOVA tests. The group consisting of different years’ experience yielded the most statistical differences in the way that the organisational climate section was completed. The indication was that highly experienced employees answered the questionnaire significantly different than the other groups. The average scoring for the section was above the average and therefore was not considered to be a significant risk to implementation. The group is considered ready for change implementation and the plant should proceed to implement the identified Lean projects. The success and sustainability of the projects can encourage additional improvements. The recommendation is to revisit the future VSM after completion of the projects to identify the next level of improvements for implementation. / MBA, North-West University, Potchefstroom Campus, 2015

Background and problem: As one of the major emerging markets, China has alarge population, stable growth in GDP and increased consumer spending powerwhich has attracted the whole world’s retail business. Many international clothingbrands have increased investment or speeded up the pace into the China’s market (Chen et al., 2007; Cui 2000).However, because of the differences in economy, policy and culture, it sometimesresults in difficulties in meeting standards and accessing the market with effectivestrategies (Cui, 2000). Numbers of clothing brands have been found not reach theChinese standards of textile and apparel. These problems force the brandswithdraw their substandard products from shelves, pay fines, and exposed by themedia, therefore the brands suffer not only economic losses, but also the damageof their images and reputations.The identified problem corresponds to two research questions:• What are the main challenges for apparel companies to conform withChinese standards?• How have the Swedish textiles retail companies responded to thesestandards?Methodology: A qualitative research approach was taken to collect relevant data.In the first phase, literature review was used to collect information related topicsof the thesis. Because this paper was addressed on China’s market as the focus ofthe investigation, both China’s and Swedish academic databases were utilized. Inthe second phase, the author developed the work by doing an interview withKlaus Ziegler, the founder and owner of the Quality Partnership LLC in China; anin-depth international laboratory located in China identified the impact of theChina’s standards and regulations and two email interviews with the managers oftwo Swedish apparel retail companies. Moreover, few informal interviews withprofessors in the Swedish School of Textiles and experts from Business Swedenwere made to reach better understanding of thesis topic.Conclusions: Findings provide insight on Chinese highly growing standardsregarding quality and service; International exporters face a lack of understandingof these standards in China’s textile market; The research of two retail companiesindicate that the companies can conduct better conformity of Chinese standards bysetting specific requirements to control the production, paying attention tolabeling related rules, cooperating with developed export agents, professionalthird-party laboratory, and so on.

Food processing micro- and small-scale enterprises (MSEs) play an important role in the national economic development of Tanzania. Though many of them have great growth potential, they face a number of constraints hindering further development, and large amounts of cooking oil are imported each year. The aim of thesis has therefore been to identify and analyse the different factors affecting these MSEs in order to find out which the major growth challenges are. The case study is mainly based on individual semi-structured interviews with sunflower oil processors and farmers in Babati districts, conducted in February and March 2016, and earlier research and studies on the topic of MSE growth make up the theoretical framework used for analysis of the data. The findings show that there are indeed numerous challenges facing these processors, and the major constraint was found to be lack of capital; an issue causing or worsening a majority of the other challenges at hand. Other problems are related to raw material, equipment & electricity for processing, regulations, market accessibility, and competition. These obstacles need to be overcome in order to enable the industry's expansion within and outside of Tanzania, and further research is recommended.

Thesis (MAgricAdmin.)--Stellenbosch University, 2000. / ENGLISH ABSTRACT: The South African wine industry produces a million tons of grapes annually and supports approximately 300 000 people, including dependants. For the biggest part of the zo" century the industry was governed by a system of statutory control, being isolated from the international market by politically-induced sanctions. As a result the main focus of the industry was on the domestic market and the value chain was structured to produce volume. In the 1990's, the removal of sanctions and statutory control, together with the global shift towards free international trade, created a new operational environment for the South African wine industry. New opportunities and threats emerged for the industry. This dissertation starts by creating a theoretical base for the value chain, including value chain management and the transaction costs that influence the economics of the value chain. The domestic wine market is stable, thus future growth of this industry will depend on exports. Chapter three identifies the characteristics of the international wine market, as well as the major trends in global wine consumption. This is followed by a discussion on the four primary drivers in the international wine industry along with an overview of the value chains of leading wine-producing countries. Chapter four commences with a historical overview of the development of the South African liquor industry. This is followed by a discussion on how the reopening of the international market, influenced the structure and composition of the value chain in the South African wine industry. The purpose of this chapter is to outline the value chain of the South African wine industry, stress problems and to investigate the international competitiveness of the chain. It is concluded by identifying the strengths and weaknesses in the value chain. The strengths in the chain were then used to create opportunities, while the weaknesses were used to highlight threats that give rise to transaction costs. The ownership structure and composition within the value chain of the South African wine industry, is the product of the current institutional structure of the industry. The current structure creates transaction costs in the respective links of the value chain. Chapter five identifies 34 problems that cause transaction costs, along with the implications for the wine industry. From these problems, strategies are derived that will enhance the international competitiveness·of the chain, inducing a greater focus on the market. Chapter five concludes by looking at five international markets, with practical suggestions for the future vision of the value chain in the South African wine industry. / AFRIKAANSE OPSOMMING: Die Suid-Afrikaanse wynbedryf produseer jaarliks gemiddeld 'n miljoen ton druiwe en voorsien 'n bestaan aan ongeveer 300 000 persone. Die bedryf het vir die grootste gedeelte van die 20ste eeu gefuksioneer onder 'n stelsel van statutêre beheer en was as gevolg van politieke sanksies ge-isoleer van die internasionale mark. Die waardeketting van die wynbedryf was gestruktureer om volume te produseer en hoofsaaklik gefokus op die binneland as mark. Met die verwydering van statutêre beheer en sanksies, gepaardgaande met die globale verskuiwing na vrye internasionale handel gedurende die 1990's, het die waardeketting van die Suid-Afrikaanse wynbedryf skielik 'n nuwe operasionele omgewing betree. Dit het aan die bedryf nuwe geleenthede en bedreigings gebied. Die tesis begin deur 'n teoretiese basis te skep van 'n waardeketting, die bestuur daarvan en transaksiekostes wat die ekonomie van 'n waardeketting beïnvloed. Die plaaslike mark vir wyn het gestabiliseer en toekomstige groei van die Suid-Afrikaanse wynbedryf is afhanklik van uitvoere. In hoofstuk drie word na die kenmerke van die internasionale wynomgewing waarin die Suid-Afrikaanse wynbedryf meeding, en die belangrikste globale wynverbruiks tendense gekyk. Die vier primêre drywers in die internasionale wynbedryf word bespreek gevolg deur 'n kort oorsig oor die waardekettings van leier produserende wynlande. Hoofstuk vier begin deur 'n historiese oorsig oor die ontwikkeling van die Suid-Afrikaanse drankbedryf te gee. Dit word gevolg deur na die invloed te gaan kyk wat die heropening van internasionale markte op die struktuur en samestelling van die waardeketting in die Suid- Afrikaanse wynbedryf gehad het. Die doel van die hoofstuk is om 'n beskrywing van die waardeketting in die Suid-Afrikaanse wynbedryf te gee, probleme te identifiseer en die mededingendheid van die ketting internasionaal te ondersoek. Die hoofstuk word afgesluit deur sterk- en swakpunte in die waardeketting van die Suid-Afrikaanse wynbedryf af te lei. Uit die sterkpunte is geleenthede vir die bedryf geïdentifiseer, en vanuit die swakpunte is bedreigings wat aanleiding gee tot transaksiekostes, geïdentifiseer. Eienaarskapstrukture en eiendomsverhoudings binne die waardeketting van die Suid- Afrikaanse wynbedryf is die gevolg van die institusie waarbinne die bedryf oor tyd ontwikkel het. Die manier wat die ketting egter tans gestruktureer is bring transaksiekostes binne die onderskeie skakels in die ketting mee. In hoofstuk vyf word 34 probleme wat transaksiekostes genereer, met die onderskeie implikasies vir die bedryf, geïdentifiseer. Vanuit die probleme word strategiese opsies geïdentifiseer wat die ketting internasionaal meer mededingendheid sal maak, met grootter markgerigtheid. Die hoofstuk word afgesluit deur na vyf markte te gaan kyk, met praktiese voorstelle, waar die waardeketting van die Suid- Afrikaanse wynbedryf homself behoort te fokus.

Thesis (MSc)--Stellenbosch University, 2015. / ENGLISH ABSTRACT: A survey to assess the sustainability and marketing opportunities for smallholder cattle production systems was conducted by consulting with a total of 95 smallholder cattle producers in Ncorha and Gxwalibomvu communities in the Eastern Cape Province (ECP) of South Africa. In addition, a total of 18 surrounding beef retailers, 5 abattoirs that supplied beef to these retailers and 155 beef consumers who bought beef from these retailers between February 2013 and February 2014 were also interviewed using pretested structured questionnaires. The surveys established the perception of beef traders and consumers on the development of a Natural beef (NB) brand and indicated the willingness of participants to support the development of a NB brand. The results indicated that a smallholder beef cattle production system was socially and environmentally conditionally sustainable but economically not sustainable. Overall, the system was conditionally sustainable. Cattle herd size was bigger in Ncorha than in Gxwalibomvu (13.7±1.9 vs. 11.3 ± 1.9 heads of cattle, respectively). Smallholder producers from both sites sold an average of two cattle per year. Young farmers (<40 years old), Christians and small households (<5 members) had a greater potential to sell cattle than adults (>40 years old), traditionalists and larger households (>5 members). Similarly, households with access to extension services, owners of smaller cattle herds (<10 cattle) and from a lower income bracket (<R3000) had a bigger potential to sell cattle. More than 70% of consumers were willing to buy a NB brand once it is available on the market but were not willing to pay a premium for the beef brand. Consumers’ willingness to buy and pay a premium for a NB product was influenced by gender, age, income source, with meat preference and meat consumption frequency playing the biggest role in decision making. On the other hand, retailers were not willing to participate in the development of a NB brand. Beef traders, however, suggested that communal feedlotting, group marketing and characterization of beef from cattle fed natural pasture-based diets to identify unique quality attributes of such beef, can potentially improve offtake and economic sustainability of smallholder cattle production systems. The study concluded that smallholder cattle production systems in the ECP is conditionally sustainable, and opportunities for the integration of smallholder cattle producers into the formal beef market value chain lies in the characterization of natural pasture-fed beef, feedlotting and group marketing. / AFRIKAANSE OPSOMMING:'n Opname om die volhoubaarheid en bemarkingsgeleenthede vir kleinboer vleisbeesproduksiestelsels te evalueer, is deur middel van konsultasie met 'n totaal van 95 kleinboere vee produsente in Ncorha en Gxwalibomvu gemeenskappe in die Oos-Kaap Provinsie van Suid-Afrika, uitgevoer. Daarbenewens is altesame 18 omliggende vleis kleinhandelaars, 5 abattoirs wat beesvleis verskaf aan hierdie kleinhandelaars en 155 beesvleis verbruikers wat vleis gekoop het van die kleinhandelaars tussen Februarie 2013 en Februarie 2014, met behulp van vooraf-getoetste gestruktureerde vraelyste ondervra. Die opnames het die mening van beesvleis handelaars en -verbruikers oor die ontwikkeling van 'n natuurlike weiding-geproduseerde beesvleis (NPB) handelsmerk ingewin en ook die bereidwilligheid van die deelnemers om die ontwikkeling van 'n NPB handelsmerk te ondersteun, aangedui. Die bevindinge dui daarop dat 'n kleinskaalse vleisbees produksiestelsel sosiaal en omgewingsvriendelik voorwaardelik volhoubaar is, maar nie ekonomies volhoubaar is nie. In geheel is hierdie tipe produksiestelsel as voorwaardelik volhoubaar beskou. Beestrop grootte was groter in die Ncorha as in die Gxwalibomvu gemeenskappe (13.7 ± 1.9 beeste vs. 11.3 ± 1.9 beeste, onderskeidelik). Kleinboer produsente van beide areas het 'n gemiddeld van twee beeste per jaar verkoop. Jong boere (<40 jaar oud), Christene en klein huishoudings (<5 lede) het 'n beter potensiaal gehad om beeste te verkoop as volwassenes (> 40 jaar oud), tradisionele boere en groter huishoudings (> 5 lede). Net so het huishoudings met toegang tot voorligtingsdienste, eienaars van klein troppe (<10 beeste) en boere wat aan die laer inkomstegroep behoort het (<R3000), ʼn groter potensiaal gehad om vee te verkoop. Meer as 70% van verbruikers was bereid om vir 'n NPB produk te betaal sodra dit beskikbaar is op die mark, maar was nie bereid om 'n premie vir die NPB handelsmerk te betaal nie. Verbruikers se bereidwilligheid om NPB produkte te koop en ʼn premie te betaal vir die handelsmerk was deels beïnvloed deur geslag, ouderdom, bron van inkomste en die meeste deur vleis voorkeur en frekwensie van vleis verbruik. Kleinhandelaars was nie bereid om deel te neem aan die ontwikkeling van ʼn NPB handelsmerk nie. Bees handelaars het egter voorgestel dat kommunale voerkrale, groepsbemarking en karakterisering van vleis van beeste gevoer op natuurlike weiding om die unieke kwaliteitseienskappe van die tipe vleis vas te stel, potensieel afsette en ekonomiese volhoubaarheid van kleinboere produksie beeste stelsels kan verbeter. Die studie het bevind dat kleinboer veeproduksiestelsels in die Oos-Kaap Provinsie voorwaardelik volhoubaar is en dat geleenthede vir die integrasie van kleinboer beesprodusente in die formele vleisbeesmark waardeketting in die karakterisering van beesvleis geproduseer op natuurlike weiding, voerkrale en groepsbemarking, vervat is.

Thesis (MBA)--Stellenbosch University, 2000. / ENGLISH ABSTRACT: no abstract available / AFRIKAANSE OPSOMMING: geen opsomming