ABSTRACT
This chapter presents an empirical, practical case study on activities to move towards a more sustainable coffee chain. It examines projects for small coffee farmers in developing countries instigated by a multinational company (Sara Lee’s international coffee and tea division) via its DE Foundation. The company did this as part of its overall commitment towards the mainstreaming of sustainable coffee, an objective that is still far from becoming a reality due to a variety of factors largely outside its sphere of influence. These include insufficient certified coffee on the market, lack of widespread consumer interest, and confusion related to standards of and approaches for sustainable coffee (Kolk, 2011). The chapter will first introduce the broader context of the coffee sector and the strategy adopted by the multinational enterprise (MNE), including the role of the Foundation and its approach. Subsequently, a rather practical overview will be given of five projects for small farmers in three different continents (South America, Africa and Asia), presenting basic characteristics, and discussing results, lessons and implications for MNEs and sustainable supply chains. †
