Public deliverables:

D1.1 Report on the Literature Review (CREDA)

D4.2 Report on stakeholder preferences and contextual values elicitation (AUA)

D4.3 Report on consumer preferences for products from new value chains (AUA)

D7.2 Communication & Dissemination Plan (CREDA)

Scientific publications:

Adrià Menéndez i Molist. Zein Kallas and Omar Vicente Guadarrama Fuentes

Research Center for Agri-Food Economics and Development (CREDA-UPC-IRTA), Universitat Politècnica de Catalunya (UPC), 08860 Castelldefels, Spain

Effectively implementing innovations in agri-food supply chains (AFSCs) is contingent upon stakeholders’ preferences. Using the analytic hierarchy process (AHP), the objective of this research was to ascertain the degree of willingness among farmers, consumers, and various stakeholders (including processing companies, restaurants, and retailers) in the tomato supply chain of Catalonia (Spain) to shorten the chain and promote local procurement. Based on a set of social, economic, and environmental criteria encompassing sustainability in AFSCs, the results showed that economic factors, particularly profitability and affordability, were the key driving factors in the decisions of stakeholders. However, the considerable importance placed on strategic attributes, including local production, environmental sustainability, and product quality, particularly among consumers, seemed to present a chance to advocate for sustainable alternatives, such as short food supply chains (SFSCs). The AHP methodology facilitates differentiation with respect to the criteria of the decision-making process and serves as a valuable instrument for evaluating the reception of innovations within the AFSC and categorizing the stakeholders who exhibit the greatest interest in them. In order to improve the sustainability of agri-food systems, our findings may be incorporated into strategic plans developed by policymakers.

Keywords: agri-food supply chain; agricultural economy; sustainability; stakeholders; analytic hierarchy process; tomato value chain