No abstract

International food supply is often associated with negative externalities including injustices across the economic value chain favoring trade over production and processing, significant transport‐related greenhouse gas emissions, and poor working conditions in the regions where food is being produced or processed. Relevant proxies for this situation seem to be large distances, specifically, large geographical and relational distances. Sustainability entrepreneurship demonstrates innovative practices to address large distances in international food supply. We describe five entrepreneurial solution approaches and illustrate them with empirical cases to facilitate learning across cases and support wider adoption of these practices. Our study provides food scholars, entrepreneurs, and businesses with evidence and insights on how to foster sustainable food supply through overcoming large distances.

Despite improvements, international food supply in general and coffee supply in particular continue to cause significant greenhouse gas emissions, economic inequities, and negative impacts on human well-being. There is agreement that dominant economic paradigms need to change to comply with the sustainability principles of environmental integrity, economic resilience, and social equity. However, so far, little empirical evidence has been generated to what extent and under which conditions sustainable international coffee supply could be realized through small intermediary businesses such as roasteries, breweries, and/or retailers. This case study reports on a collaborative project between a small coffee brewery and its customers in the U.S. and a small coffee roastery and its suppliers in Mexico that demonstrates how sustainable coffee supply could look like and explores under which conditions it can be realized. A research team facilitated the cooperation using a transdisciplinary research approach, including field visits and stakeholder workshops. The project (i) assessed the sustainability challenges of the current supply and value chains; (ii) developed a vision of a joint sustainable coffee supply chain; (iii) build a strategy to achieve this vision, and (iv) piloted the implementation of the strategy. We discuss the project results against the conditions for sustainable international coffee supply offered in the literature (why they were fulfilled, or not). Overall, the study suggests that small intermediary coffee businesses might have the potential to infuse sustainability across their supply chain if cooperating with “open cards.” The findings confirm some and add some conditions, including economic resilience through cooperation, problem recognition, transparency, trust, and solidarity across the supply chain. The study concludes with reflections on study limitations and future research needs.