我们的开放商业模式如何激励一个行业变化

当我开始从事咖啡在1980年代,许多二千万年世界各地的咖啡农是中间商的摆布,他们支付农民对他们的产品。我是不利于商业“规范”的农民的贫困循环。所以我开始改变系统。我成立了可持续收获咖啡进口商特性创建一个供应链,帮助农民从生存生计可持续性。金博宝怎么注册

透明度是一个指导原则可持续收获的开始是我们业务+的想法。它可能不是进口咖啡的传统方式,但是在我们的供应链透明度创造不可或缺的价值。生产者有权增加他们的竞争力和获得更高的收入;烤肉炉质量保证跟踪,一杯咖啡的顾客。这是对我们有好处。透明网络,可持续收获多年来培养使我们能够快速响应不断变化的市场和发展的方式使我们的商业可行性。可持续收获每年超过30%的增长,我们现在进口每六磅的公平贸易,在北美销售的有机咖啡。我们的业务+行动中可以看到在我们的年度活动让我们谈谈咖啡。自2002年以来,我们每个人都聚集在我们的供应链面对面。这是我们日常工作的高潮对总transparency-everybody邀请来表达他们的价值和他们所需要的东西。 For this year’s Let’s Talk Coffee we gathered 365 people from 22 countries, making it the largest private supply chain meeting in the world. Over the years we have expanded the event to include a broad group of players—joining the producers, agronomists, co-op leaders, and coffee roasters that make up our supply chain are local and international banks that provide farmers with credit, technology companies like Cropster and Pinhalense, and international development organizations such as Heifer International, Catholic Relief Services, and the Grameen Foundation. This year, we also invited the leaders of the Fair Trade movement—Fair Trade USA, Fair Trade International, as well as the Network of Latin American Coffee Cooperatives—to join in a discussion at Let’s Talk Coffee. Fair Trade USA’s recent decision to split from Fair Trade International has caused farmers, importers, and roasters alike to wonder how the shift will affect their market. Let’s Talk Coffee was the first time the leaders addressed the split together, and the first time farmers affected by the change had their questions addressed. So how do we thrive even as the ground shifts beneath us? We leverage the transparent network that we have built over the years and innovate together. We have found that the open and collaborative relationships that start at Let’s Talk Coffee have made more impact in supporting specialty coffee growers than each player might have working alone. Last year, Sustainable Harvest purchased millions of pounds of Fair Trade and organic certified coffee from smallholder farmers at prices averaging 50% more than the commodity market. That means we channeled $8.26 million more in income to those families in 2010 than they would have received from local intermediaries. Today, other companies are adopting the same ideas, and gathering their supply chain in person to create greater transparency and connectedness among their business partners. The business ‘norm’ is changing—creating benefit not only for the farmer, but for entire communities.

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