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Organic Food Sourcing, Processing and Distribution: A Case of Satisfying a Growing Market

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  • Ahrendsen, Bruce L.
  • Bielik, Peter
  • Horská, Elena

Abstract

A case study of an organic food company in the Slovak Republic involved in producing and sourcing inputs, food processing and distribution is presented. The case is based on a June 2014 “live” case study prepared for students in International MBA in Agribusiness programs at the Slovak University of Agriculture in Nitra, Warsaw University of Life Sciences and the National University of Life and Environmental Sciences of Ukraine, Kiev. The company was established in 2001 with the objective to bring organic food to health conscious consumers. The company grows organic spelt grain, wheat, rye, buckwheat, herbs and apples on its 156 ha and 400 ha of owned and rented farmland. The company further processes these crops into more than 40 finished products. Students are presented with company information and summaries of a company visit and discussions with management. Students perform PEST and SWOT analyses, identify a shortage of owned and leased land as a problem the company must address, conduct research and analysis,and recommend product specification contracts as a solution to the problem.

Suggested Citation

  • Ahrendsen, Bruce L. & Bielik, Peter & Horská, Elena, 2016. "Organic Food Sourcing, Processing and Distribution: A Case of Satisfying a Growing Market," APSTRACT: Applied Studies in Agribusiness and Commerce, AGRIMBA, vol. 10(1), pages 1-6, March.
    • Handle: RePEc:ags:apstra:244438
    DOI: 10.22004/ag.econ.244438
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    References listed on IDEAS

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    2. Ye Su & Michael L. Cook, 2015. "Price Stability and Economic Sustainability-Achievable Goals? A Case Study of Organic Valley®," American Journal of Agricultural Economics, Agricultural and Applied Economics Association, vol. 97(2), pages 635-651.
    3. Grunert, Klaus G., 2011. "Sustainability in the Food Sector: A Consumer Behaviour Perspective," International Journal on Food System Dynamics, International Center for Management, Communication, and Research, vol. 2(3), pages 1-12, December.
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