Organic Food Supply Chain Efficiency Strategies to Reduce Costs for Local Food Businesses

Section 1: Foundation of the Study

Organic foods offer momentous benefits to the food industry; however, the price

of organic foods are significantly higher than conventional foods (Islam & Colonescu,

2019). Many businesses lack strategies to effectively reduce organic food prices, and this

price differential makes organic foods inaccessible to many consumers.

Background of the Problem

The food supply chain consists of growing, producing, storing, packaging,

distributing, and marketing foods (Champions, 2017). In the organic food supply chain,

crops are free of harmful chemicals, including pesticides and fertilizers. Organic farmers

face many inefficiencies in the supply chain process, which increases organic food costs

(Orsini et al., 2019, p. 808). In September 2021, the average price of organic produce was

36% higher than conventional produce (U.S. Department of Agriculture [USDA], 2021).

Determining successful strategies to reduce organic food production costs could increase

the accessibility of organic foods. A significant problem in the organic food market is

that organic food supply chain leaders often lack effective strategies to reduce organic

food production costs.

Problem and Purpose

The specific business problem was that some organic food supply chain leaders

lack strategies to reduce organic food production costs. Therefore, the purpose of this

qualitative pragmatic inquiry was to explore the processes supply chain leaders at four

organizations use to supply organic foods to local grocery stores in South Carolina.

Population and Sampling

The target population was four successful organic supply chain leaders that

supply food to local grocery stores in South Carolina. This population was appropriate

for this study because they could provide effective strategies used to supply food to local

grocery stores in large and small sectors. I used purposive sampling to identify supply

chain leaders at four organizations who had successfully provided organically grown

food to local grocery stores for more than 5 years. The participants received information

about the study by email before they took part in semistructured interviews over the

phone. In addition to interviews, I reviewed organizational documents from the

participants as secondary source data. The goal for this study was to identify supply

chain strategies that can be used to help reduce organic food production costs.

Nature of the Study

The three major research methods are qualitative, quantitative, and mixed

(Saunders et al., 2016). I used the qualitative method. Qualitative studies provide richer

results and are used to explore the subject in a real-life situation and establish meanings

through words (Saunders et al., 2016). In a quantitative study, researchers collect

statistical data that are processed to be useful and measured objectively to identify the

relationships between variables (Firestone, 1987; Saunders et al., 2016). Statistical data

are unsuitable for gathering subjective information; therefore, the quantitative method

was not appropriate for this study. Mixed methods research integrates at least one

qualitative and one quantitative research component (Kansteiner & Konig, 2020), which

was not necessary to address the focus of this study. The qualitative methodology was

most appropriate because it allowed me to delve into the efficacious supply chain

strategies that successful organic food suppliers have implemented to reduce organic food

production costs.

Four common qualitative research designs are pragmatic inquiry, case study

research, ethnography, and narrative inquiry (Merriam & Tisdell, 2016). I conducted a

pragmatic inquiry to determine the strategies the participants used to manage organic

food supply efficiently. Ethnography is a process that focuses on society and culture

(Merriam & Tisdell, 2016), which would not have contributed to purpose of this study.

Researchers use the narrative design for personal storytelling in a chronologic or

sequential format (Saunders et al., 2016). Narrative research was not appropriate to

address the topic under study because its use would have resulted in a large amount of

irrelevant information. With a case study design, a researcher uses a person, group,

organization, association, change process, or event to understand the real-life business

setting (Saunders et al., 2016). The case study design would not have been effective for

this study because the focus was on supply chain strategies across multiple organizations.

The pragmatic inquiry method allows researchers to identify specific strategies that

industry leaders use (Waibel et al., 2015). Therefore, I expected that the pragmatic

inquiry would enable me to understand the strategies and practices of various successful

organic food suppliers that have reduced organic food production costs.

Research Question

What strategies do organic food supply chain leaders use to effectively reduce

organic food production costs?

Interview Questions

1. What strategies do you use that contribute to an increase in the price of

organic food production costs when compared to conventional food

production costs?

2. What transportation strategies have you implemented to minimize the supply

chain process?

3. What process of the supply chain have you eliminated to increase efficiency?

4. What were the key barriers you faced in creating a more efficient supply

chain?

5. How did you overcome the key challenges that you faced in producing a more

efficient supply chain?

6. How do you assess the effectiveness of the strategies you use to reduce

organic food prices?

7. What additional information can you provide on the strategies you have

employed to reduce organic food production costs?

Conceptual Framework

I used the resource dependency theory (RDT) as the conceptual framework of this

study. Pfeffer and Salancik (1978) developed the RDT, proposing that a business’ success

relies on the environment and the members of the supply chain (Hofer et al., 2012). The

RDT is used to study how retailers and suppliers interact in the environment, and since a

company relies on the environment for success, the leader relies on the supply chain

members as well (Hofer et al., 2012). The RDT is used to identify the relationship

between supply chain members to create more efficiency and lower costs. The theory was

relevant to this study because it is used to analyze member relationships, which enabled

me to identify the supply chain strategies that participants used to reduce organic food

production costs.

Operational Definitions

Organic food: Foods that are produced with fewer, and oftentimes no, chemicals,

contaminants, preservatives, antibiotics, or hormones and are more environmentally

friendly than conventional food (Ashaolu & Ashaolu, 2020).

Phenomenon: A participant’s lived experience and their interpretation of the

experience (Saunders et al., 2016).

Resource dependence: When an organization requires specific financial, physical,

and informational resources from the environment (Pfeffer & Salancik, 2003).

Retailer: A seller of products to the ultimate consumer that utilizes a business-to-

customer model (Suh, 2021).

Wholesaler: An business that purchases goods in bulk and focuses on a business-

to-business model (Suh, 2021).

Assumptions, Limitations, and Delimitations

Assumptions

Assumptions are concepts that are treated as truths but are not proven and help

create a creditable foundation for research (Almasri & McDonald, 2021). I conducted this

study under the assumption that successful organic food suppliers would be willing to

participate in this study and contribute with honest and thorough answers. Another

assumption was that the participants would possess knowledge of the strategies that can

reduce organic food production costs.

Limitations

Limitations are possible weaknesses of a study. Identifying limitations allows

researchers to better understand the research findings and apply them to the study

(Shahriari & Rasuli, 2020). There were multiple limitations of this study. One limitation

was that some participants may not have shared thorough supply chain strategies, limiting

the accuracy of the data. Another limitation was that the strategies used for one

participant may not be successful for other participants. The final limitation identified

was that although some businesses may have sufficient supply chain strategies, the costs

associated with organic food labeling may prevent a reduction in organic food costs.

Delimitations

Delimitations are used to establish the outlook of the study, share the study’s

scope, and provide reasoning behind why the researcher set the boundaries of the study as

they did (Theofanidis & Fountouki, 2018). The focus of this study was to identify

successful supply chain strategies used by organic food suppliers to reduce production

costs. The study was delimited to supply chain leaders at four organizations who supply

organic foods to local grocery stores in South Carolina. This study did not include

organic food suppliers outside of the South Carolina area and did not address why the

suppliers choose to sell organic foods. Additionally, this study did not address the supply

chain strategies used for conventional foods.

Significance of the Study

This study may contribute to effective business practices because there is

currently limited research on organic food supply chain efficiency. Determining the

successful supply chain strategies that organic food business leaders have used to reduce

production costs may help other food suppliers identify favorable strategies to implement

into their practices. Vieira et al. (2013) indicated that although wholesalers manage small

organic producers, the perceived value comes from retailers. However, creating

efficiency throughout the supply chain can balance out the value perception of retailers,

wholesalers, and other supply chain members.

The implications for positive social change include the potential to reduce prices

and provide consumers with more access to organic foods, increasing health benefits to

residents of local communities served by the food producers. Vigar et al. (2020) found

that there was up to a 90% reduction in pesticide metabolites excreted when participants

consumed an organic food diet. Human exposure to pesticides causes many health-related

issues, including cancer and death (Hassaan & Nemr, 2020). The findings of this study

may be used to help establish effective food supply strategies to reduce organic food

production costs, allowing businesses to offer healthier options to society.

A Review of the Professional and Academic Literature

I conducted this qualitative study to identify the strategies that successful organic

food suppliers use to reduce organic food production costs. In this literature review, I

synthesize peer-reviewed articles related to the topic under study. The purpose of this

literature review was to demonstrate how the professional and academic literature found

is relevant to the current study’s conceptual framework and research topic. The literature

review process assists in finding gaps in the current literature, allowing the researcher to

fully understand and clarify the topic by interpreting and synthesizing data and reinforce

the conceptual framework before interpreting their findings (Leite et al., 2019).

Conducting this literature review provided me with a deeper understanding of the topic

and conceptual framework to better interpret the data collected in the study.

This literature review includes an exhaustive evaluation of articles relating to the

RDT and alternative conceptual theories, supply chain management, food supply chain,

organic food supply chain, and organic food pricing. I utilized the RDT to examine the

relationships between supply chain members and identify strategies used to create a more

efficient and effective supply chain. The criteria used to select appropriate data for this

study included sources that are peer reviewed; published in 2018 or later; and related to

RDT, supply chain management, organic food, and the organic food supply chain.

I searched for the literature in the following databases and search engines

accessible through the Walden University Library: ScienceDirect, Emerald Insight, Gale

Academic OneFile Select, Business Search Complete, and Google Scholar. I expanded

my search further by utilizing data from the USDA. The most common keywords and

phrases used in my searches were resource dependency theory, supply chain

management, organic food supply chain, organic food benefits, and organic food prices. I

expanded my research on the RDT by also searching for alternative conceptual

framework theories, including the transaction cost economics theory and social exchange

theory. This literature review includes 81 peer-reviewed journal articles from the 167

articles that I read. Of the articles that are included in this review, 89% of them were

published within the past 5 years.

Table 1

Literature Review Sources

Literature type

Older than

5 years

2018

2019

2020

2021

2022

2023

Total #

Total %

Peer-reviewed articles

87%

Non-peer-reviewed

articles

Books

Other

Total

100%

Total sources published within 5 years

89%

The outcome of this search process resulted in seven main categories and four

subcategories that I use to present and discuss the literature in this section. The subject

categories are RDT, supply chain management, food supply chain, organic foods, organic

food supply chain, organic food benefits, and organic food pricing. The subcategories

include RDT constructs, alternative conceptual framework theories, green supply chain

management, short food supply chain, and direct food supply chain. This research

process allowed me to further understand my topic and identify any gaps in the current

literature, supporting the need for conducting this study.

RDT

The purpose of this qualitative pragmatic inquiry was to explore the strategies

organic food supply chain leaders, selling to grocery stores and farmers’ markets, use to

reduce organic food production costs. It is helpful to understand member relationships to

identify and interpret the supply chain strategies used. Using the RDT, I analyzed supply

chain member relationships to determine successful supply chain strategies. Pfeffer and

Salancik (1978) established the RDT, positing that organizations must rely on their

environment to survive. In constructing and managing a firm’s strategy, organizational

leaders must identify how their firm is affected by external constraints, including outside

resources (Pfeffer & Salancik, 1978). In this section, I establish the effectiveness of the

RDT as it pertained to this study.

Established in 1973, the RDT is a commonly used theory for strategic

management and is one of the most dominant organizational theories (Hillman et al.,

2009). According to the RDT, an organization needs resources and must interact with the

external environment to obtain resources and be successful (Celik, 2020). Using the

RDT, organizational leaders can analyze the effect that external resources have on the

firm and adjust, if necessary, the amount of dependence (Hillman et al., 2009).

Identifying the impact that dependency has on a firm can allow organizational leaders to

establish an equitable relationship and create a healthy balance among organizational

dependencies, which is critical for success.

Researchers have found the RDT helpful in studying the relationships between

supply chain members to identify a strategy to increase efficiency. The premise of the

RDT is that to understand an organization, its surroundings must also be understood

(Pfeffer & Salancik, 2003). The RDT provides a foundation to help comprehend the

relationship between an organization, its members, and the environment (Drees &

Heugens, 2013). Using the RDT, organizational leaders can manage the internal and

external environment, including the interdependence of resources (Hillman et al., 2009).

Typically, the amount of dependence dictates the significance of the relationship (Sutton

et al., 2021). Industry members must manage this relationship properly to create an

efficient environment and gain a competitive advantage.

Most organizations are not entirely self-sufficient on their own because they

typically lack all the resources needed to be successful; instead, organizations usually

thrive when entrenched in a multiorganizational environment (Pfeffer & Salancik, 2003).

For example, Mwai et al. (2014) interviewed 38 library staff workers from four major

public universities and found that resources are an indicator of strength and power,

resulting in a network of mutually dependent organizations. Pfeffer and Salancik (2003)

asserted that organizations must acquire and maintain resources to survive and succeed.

When the need for a resource escalates, and the availability of substitutes declines, an

organization’s resource dependence will increase (Sutton et al., 2021). The RDT can

provide firms with a framework to strategically govern these organizational resources to

ensure balance and stability (Sowe, 2019). Although resources are necessary and

beneficial, business leaders should strive for balance to refrain from being wholly

dependent on other organizations.

To remain competitive, business leaders must integrate both the internal and

external environment. The RDT is an influential organizational behavior theory that

assists in identifying limitations both in and outside the organization (Murphree &

Anderson, 2018). When organizational leaders can focus on their core competencies and

outsource the areas where they are less efficient, there is an opportunity to reduce risks

and increase production (Mwai et al., 2014). When deciding on outsourcing, it is

imperative to focus on the organization’s long-term needs to help fill in the gaps in its

abilities (Bass & Chakrabarty, 2014; Mwai et al., 2014). As with any business operation,

the supply chain process will be more effective when organizational leaders execute

functions they do well and rely on partners for those they perform inadequately.

Some researchers and organizational leaders view the RDT as an ineffective

operational theory. One critique is that using RDT creates an organization with inefficient

internal resources, leading to an unbalanced dependency on partners (Teryokhin &

Hannas, 2018). In contrast, Chamchong (2019) analyzed surveys from 881 local

government bodies in northeast Thailand and contended that possessing vital resources

within organizations enables competitive advantage and develops partnerships with other

dependent organizations. Additionally, most RDT members often cultivate a mutually

dependent relationship, which is present when there is interdependency in resources

between an organization and its suppliers (Drees & Heugens, 2013). A significant benefit

to this reciprocal supply chain relationship is that members can pool together their

strengths to serve the consumers better.

A common hesitation in utilizing the RDT is the uncertainty that may come with

depending on outside sources. Researchers often assume that organizations face more

uncertainty as they become more dependent on resources (Sutton et al., 2021). Pfeffer

and Salancik (2003) countered that potential complications of RDT did not derive from

being dependent on the environment but instead from an environment that is not

dependable. To combat an unreliable environment, members must establish various

strategies to reduce dependency while also developing an environment with highly

accessible resources (Pu et al., 2020). Supply chain managers must control their

environment by balancing the help they receive from outside resources with their internal

resources (Sowe, 2019). Furthermore, leaders can use the RDT to curtail organizational

uncertainty by adequately managing the member relationships to reduce dependencies

(Basar et al., 2020). By focusing on an organization’s strengths while not being fully

reliant on partnerships, organizational leaders may use the RDT to create a business

environment that operates efficiently and effectively.

RDT Constructs

A theoretical construct is a conclusion drawn from a theory; however, it usually

cannot be observed (Dixon & Johnston, 2019). At a minimum, a construct is identified by

conducting high-quality observations (Witte et al., 2022). Because measuring constructs

is inferential, researchers commonly assess constructs using questionnaire-based methods

(Dixon & Johnston, 2019). Power relations, interdependence, and diversification are three

concepts generally inferred when gathering research through the lens of the RDT (Pfeffer

& Salancik, 1978; Chen, 2019). Identifying these three constructs can allow the

researcher to analyze the relationships within the supply chain relationship.

Measuring the amount of dependence and power that one organization has on the

other is frequently discussed in the RDT. Some researchers have argued that

organizations depend too heavily on other companies, creating a power imbalance (Yeh

et al., 2020). Because organizations depend on resources to survive and some are

controlled by external companies, leaders must manage the amount of organizational

power to acquire these pertinent resources (Kholmuminov et al., 2019; Yeh et al., 2020).

Organizational leaders should obtain resources from multiple organizations to combat an

imbalanced power relationship and alleviate dependency concerns (Jones et al., 2020).

Additionally, organizational leaders should focus on decreasing their dependence on

other companies while also increasing the amount of dependence from external

organizations (Chu et al., 2019). Providing resources to other organizations can establish

a foundation of power, and effectively managing the power relationship is crucial in

maintaining a proper balance of power throughout the supply chain.

Interdependency is also a frequently mentioned construct in the RDT.

Interdependency exists when firms have mutual dependence (Hossain et al., 2020). A

mutual dependency is present when each organization maintains critical resources that

the other needs (Tripathi, 2021). Organizations must create interdependence to obtain

power and be successful (Chen, 2019). Greater interdependence reduces the risk of

opportunistic behavior among partners and increases the level of trust (Xiao et al., 2019).

Interdependency is an integral component of the RDT because it promotes a balanced

relationship between supply chain members.

Diversification is a third construct regularly discussed in the RDT. To achieve

diversification, organizational leaders enlarge their operations by adding additional

external resources to decrease the dependence on current suppliers (Khurana & Farhat,

2021; Pfeffer & Salancik, 1978). Diversification is a great tactic when there is an

imbalance of power and organizational leaders want to reduce their dependencies (Celik,

2020). In addition to bettering an organization’s balance of power position, diversifying

the supply chain can also decrease the organization’s vulnerability (Nagy & Nguyen,

2021). Diversification stands to have a major impact on the firm’s survival, requiring a

highly strategic plan of action (Khurana & Farhat, 2021). Creating a strategy to diversify

the supply chain demands extensive preparation but can be significantly beneficial to the

organization and the supply chain as a whole.

Chen (2019) suggested that diversification is typically an outcome of managing

interdependence within the organization. Organizational leaders can manage their

interdependence by providing demanding and limited resources and identifying those

resources in external suppliers (Celik, 2020). The RDT provides a foundation to manage

power relations, interdependence, and diversification adequately (Hillman et al., 2009).

The RDT has been shown to be an effective lens for enabling organizational leaders to

properly manage their external relationships (Sherer et al., 2019). In the current study, I

applied the RDT as a lens through which to view supply chain relationships to identify

strategies that organic food supply chain leaders use to reduce organic food production

costs.

Alternative Theories

The transaction cost economics (TCE) theory and social exchange theory (SET)

are two alternative theories that may be constructive in supply chain research. The TCE

theory combines economics and organization theory, identifying the costs associated with

organizational exchanges (Williamson, 1979). TCE theory is one of the most common

organization theories that supply chain researchers utilize (Ketokivi & Mahoney, 2020).

Researchers use the TCE theory to determine whether the cost of producing a product is

higher or lower than the cost of purchasing from external firms (Sgroi & Sciancalepore,

2022). The TCE theory also helps researchers determine the best governance structure for

their organization regarding transaction costs (Marjosola, 2021). Identifying the costs

associated with all decisions is crucial when designing an organization’s strategic plan.

Two primary sources of costs associated with the TCE include the firms’ invested

asset specificity and invested partner opportunity (Lee, 2022). The view of asset

specificity as it pertains to the TCE theory assumes that it is costly and challenging to

reorganize assets outside of their original purpose (Liu et al., 2018). The potential costs

associated with invested partners arise when an organization’s partners behave

opportunistically due to a high level of asset specificity (Lee, 2022; Williamson, 1979).

Business leaders can analyze these costs to create a proper balance of exchanges within

the organization.

Using the TCE theory allows an organization to examine its transactions and the

associated costs. It is important to note that exchanges occur both internally and

externally when analyzing economic transactions (Ketokivi & Mahoney, 2020). One

primary goal of the TCE theory is to reduce organizational production costs (Yeh et al.,

2020). Reducing production costs is typically an effective strategy; however, the RDT

contrarily emphasizes appropriating resources to maximize organizational value (Yeh et

al., 2020). Although the TCE theory can be beneficial in identifying costs that arise from

conducting transactions, the RDT was more appropriate for the current study because it

focuses on necessary relationships between firms to create supply chain efficiency.

Another theory used to research the supply chain is the SET. In the SET, Blau

(1964) postulated that an individual’s effort is influenced by what they expect in return

from another individual. The initial purpose of the SET was to understand human

behavior during the exchange of resources, and it now provides researchers with greater

insight into why supply chain members collaborate and how their relationship changes

over time (Saglam et al., 2022). The foundation of the SET focuses on the reciprocal

relationship between an individual and their organization (Kemp et al., 2021).

Researchers have anticipated that individuals feel compelled to repay their organization

and its members in an equal exchange (Garba et al., 2018). When researching the supply

chain, applying the SET to understand the give-and-take relationship between its

members can be beneficial.

The SET helps researchers identify the relationship between supply chain

members and the amount of effort they are willing to exert. Researchers who use SET as

a lens find that individuals’ behavior centers around the cost versus the reward of the

outcome (Kemp et al., 2021). Saglam et al. (2022) surveyed 156 managers from

manufacturing firms in Turkey and found that when applied to the supply chain

specifically, the SET demonstrates a collaborative and committed relationship between

supply chain members when there is reciprocity. The reciprocation and fulfillment of

expectations within the supply chain relationship help establish trust between members

(Liu et al., 2018). While the SET may be complementary and work well with the RDT,

this study requires more understanding of the exchange of resources rather than focusing

on the relationships between supply chain members, rendering RDT a more effective

framework.

Supply Chain Management

Effective supply chain management produces the availability of high-quality

products in a timely manner. The supply chain process includes all related activities in

moving and transforming raw materials from manufacturers and processors to the hands

of the end user (Huang, 2022; Nagy-Bota & Moldovan, 2022). In addition to moving

products from producer to customer, supply chain management allows organizational

members to frequently contact transport, warehousing, and distribution departments

(Nagy-Bota, 2022). Increasing interorganizational communication can strengthen the

organization as a whole.

Along with creating a stable organization, the relationships in the supply chain

network should be strong. One supply chain member can affect other members, both

directly and indirectly (Aljabhan & Abeyie, 2022). Supply chain management allows

organizational members to improve their relationships with suppliers and customers,

which enhances performance, competitiveness, and customer satisfaction (Saad et a.,

2022). The partnerships within a supply chain allow organization members to add value

to customers and be more responsive to their needs (Muangmee et al., 2022). Value

creation is a major component of a successful supply chain.

When creating a supply chain strategy, it is imperative to incorporate sufficient

coordination throughout the entire process. Coordinating the flow of materials, services,

and information creates efficiency and can add value to the supply chain (Collier &

Evans, 2021; Xie et al., 2022). Implementing effective coordination is critical in the

operation of a supply chain (Teryokhin & Hannas, 2018). It takes specialized skills to

manage this process and move materials and products efficiently.

Supply chain management is a significant contributor to an organization’s

performance. Managers should regulate the supply chain strictly, as any component can

potentially influence the health of the entire supply chain as well as the organization

(Gautam et al., 2017; Wong et al., 2020). An inaccuracy or blunder within the supply

chain stands to affect all members, both positively and negatively. Additionally, the

supply chain process can impact an organization’s revenue, assets, and costs (Madhani,

2022). A decrease in revenue combined with an increase in costs can be detrimental to a

firm and the health of the supply chain. Properly managing an organization, its resources,

and its suppliers can lead to an increase in performance and is pivotal for success.

Business leaders should understand how impactful supply chain management is to

an organization. Supply chain management is an immeasurable business framework and

is essential for every organization (Nagy-Bota, 2022). Typically, there is some flexibility

of the supply chain in terms of lead time and production time, rate, and process (Sarkar &

Chung, 2020). Supply chain management practices influence the flexibility and

productivity of an organization and can assist leaders in obtaining a competitive

advantage (Saad et al., 2022). Most organizational leaders strive to maintain a

competitive advantage and increase performance.

Supply chain management enables organizational leaders to create and monitor

relationships with suppliers to obtain external resources. Organizations that utilize a

multi-tier supply chain are in some way dependent on their suppliers (Kim et al., 2022).

Further, organizations that do not have sufficient resources also develop a dependency on

the organizations that maintain them (Teryokhin & Hannas, 2018). Researchers can view

supply chain management from the RDT lens to help facilitate and manage these

dependencies and create a mutually beneficial relationship between supply chain

members.

The green movement has become increasingly popular over the last several years.

Some consumers feel organizations are responsible for adopting green practices to restore

the health of the environment (Singh & Misra, 2022). With the constant expansion of

industrial activities and economic development throughout the world, environmental

pollution and deteriorating conditions are increasing problems (Huang, 2022; Singh &

Misra, 2022). In the supply chain alone, many factors are the cause of concern; toxic

wastes, water pollution, water scarcity, and air quality are a few significant matters

(Muangmee et al., 2022). Many organizations are moving to more green options in terms

of supply chain management to combat these concerns and improve environmental

conditions.

Green supply chain management incorporates techniques to sustain economic

development. A green supply chain embodies environmentally friendly tactics in areas

such as design, manufacturing, and transportation (Singh & Misra, 2022). Applying green

practices to manufacturing and reverse logistics improves greenhouse gas emissions by

37.7% (Tsui, 2019). Research also shows that organizations implementing a green supply

chain are often more efficient and transcend economically (Singh & Misra, 2022;

Latukha et al., 2019). Implementing green supply chain practices stand to benefit both the

organization and the environment.

Organizational leaders must obtain and maintain relationships with suppliers who

use green supply chain management practices to facilitate a green supply chain properly.

All suppliers in a green supply chain must apply green techniques to every aspect of the

supply chain, such as designing, purchasing, transporting, and managing waste (Maaz et

al., 2022). Building relationships with green suppliers can sometimes be challenging due

to the increased cost associated with the green supply chain, leaving some suppliers to

focus more on profit rather than green practices (Kim et al., 2022). Contrarily, Maaz et al.

(2022) surveyed 139 plant-level managers of food processing firms in India and found

that adopting green supply chain practices and using green suppliers is associated with

increased economic and operational performance. Researchers can apply the RDT to

green supply chain management to manage the relationships between suppliers

throughout the supply chain to ensure green conduct (Kim et al., 2022). Green behavior

throughout the entire supply chain process will ensure that all green supply chain

management practices are present.

Food Supply Chain

The food supply chain can be an extremely complex system due to the many steps

that must occur to get food from the producer to the consumer. The food industry is one

of the most crucial and complicated aspects of the global economy as it is essential for

survival and is in high demand (Solarz et al., 2023). The food supply chain consists of

farming, processing, transporting, and distributing foods (Bhat et al., 2022). Because of

the intricacy of the supply chain, the cost of sales can increase by 50% to 80%, with

further impact from political, financial, and environmental matters (Myerson, 2012). To

create efficiency and reduce costs, the food supply chain requires competent function and

management.

Effective supply chain management is essential for most businesses to succeed

and is just as crucial for the food industry. In the food supply chain, perishable items

move from the farm to the consumer (Patidar et al., 2022). This dynamic supply chain is

typically time- and temperature-sensitive and requires reliable storage, handling, and

distribution to maintain food quality (Chen et al., 2018; Patidar et al., 2022). Food supply

chain management involves coordinating activities between farmers, suppliers,

warehouses, and retailers (Harsasi & Minrohayati, 2017). In addition to coordinating

these processes, a sufficient temperature is necessary to protect food quality and reduce

food waste (Bremer, 2018; Patidar et al., 2022). Due to the nature of food and the ever-

changing environment, food supply chain managers must continuously monitor the

supply chain and implement different strategies to create efficiency.

Although food consumption is indispensable to meeting human need

requirements, the food supply chain can be a convoluted process. The food supply chain

is vulnerable to failure due to the long network of processes and the sensitivity to speed

(Zhong et al., 2017; Garnett et al., 2020). Further, due to the COVID-19 pandemic, there

is more stress on the entire food supply chain process, causing sustainability issues

(Erokhin & Gao, 2020; Michel-Villarreal, 2023). It is imperative that supply chain

members identify a solution to create efficiency in the movement of food products.

One strategy that has been successful in increasing sustainability in the food

industry is implementing a short food supply chain. In a short food supply chain, the

distance between the farmer and the consumer is shorter, and there are fewer

intermediaries throughout the process (Lucia, 2020). Lucia (2020) illustrated the

definition of an short food supply chain as adapted from Galli and Brunori (2012; see

Figure 1). The short food supply chain allows the consumer to connect more directly with

the producer (Bosotto et al., 2023). The short food supply chain creates value throughout

the supply chain network by allowing the farmers, distributors, and sellers to customize

the structure at different stages (Mahroof et al., 2022). Creating value, reducing supply

chain length, and increasing the speed of food transportation are all beneficial to

stakeholders and can be outcomes of a shorter food supply chain.

Figure 1

Short Food Supply Chain

Note. The meaning of “short.”

Implementing a short food supply chain can be very advantageous not only for the

food industry but for consumers as well. Utilizing a short food supply chain commonly

results in an increased profit for the producer and a decreased consumer purchasing price

(Al-Masri Aoudi et al., 2022). Since shortening the food supply chain can result in

reduced costs, the lower pricing allows organic food products to be accessible to

customers, leading to the consumption of a healthier diet (Jarzebowski et al., 2020). In

addition to the health benefits, a growing number of consumers prefer to purchase locally

grown foods (Solarz et al., 2023). By removing intermediaries, the short food supply

chain allows consumers to go directly to the farmer and purchase fresh, local produce

(Al-Masri Aoudi et al., 2022). Utilizing a short food supply chain provides outstanding

benefits to the organization, supply chain, and consumers and is a great strategy to

implement when appropriate.

Organic Food

Food is one of the fundamental needs for human survival. As economic

conditions and living standards improve, consumers seek higher-quality, healthier foods

(Liu et al., 2020). The increased demand for healthier foods led to the rise of the organic

food movement. The initial purpose of organic farming was to cultivate and conserve the

soil while also offsetting the effects of the industrialization of agriculture; however,

reducing synthetic pesticide and fertilizer exposure quickly became a contributing force

in the organic movement (Brantsaeter et al., 2017). Organic foods are an excellent option

for providing health benefits, feeding humans, and conserving the environment.

There are extensive criteria that are necessary to meet to produce certified organic

food. To maintain organic farming requirements, farmers cannot treat the land with

synthetic pesticides, chemical fertilizers, or herbicides for three years prior to growing

crops (Das et al., 2020). Crops must be grown without synthetic pesticides, fertilizers, or

sewage sludge (Ashaolu & Ashaolu, 2020). In addition to crops, organic farm animals

must consume a certified organic food diet free of animal by-products, synthetic

hormones, and antibiotics (Ashaolu & Ashaolu, 2020). Organic food and farming

requirements ensure that the food goes through all the proper steps throughout the entire

process to maintain high quality, toxin-free food.

To enhance and maintain the organic farming process, the International

Federation of Organic Agriculture Movements (IFOAM) has identified four principles of

organic food production. The four basic principles; care, health, ecology, and fairness;

should be practiced in organic agriculture’s farming, processing, and distribution

(IFOAM, 1998). The principle of care is a precautionary standard designed to protect the

health and well-being of the environment and the people in it (IFOAM, 1998). The

principle of health states that organic farming should sustain and enhance the health of

the soil, crops, livestock, and humans (IFOAM, 1998). Regarding ecology, organic

farming should emulate and support cyclical living systems (IFOAM, 1998). Finally,

IFOAM (1998) asserts that organic farming builds on fairness within relationships

between farmers, workers, processors, distributors, and consumers. Although these

guidelines might appear excessive and time-consuming, they ensure proper standards in

organic foods.

Foods that meet all USDA certified organic standards receive the USDA organic

seal on their label. The USDA organic seal guarantees that at least 95% of the product

ingredients are organic (USDA, n.d.b). The USDA National Organic Program conducts

more than 45,000 onsite inspections annually to ensure that all organic crops, livestock,

and agricultural products are within USDA organic regulations (USDA, n.d.b). These are

all additional steps that may increase the cost of organic foods; however, they offer peace

of mind in knowing that you are consuming safer products.

Organic Food Supply Chain

The conventional food supply chain moves foods that contain chemical fertilizers,

pesticides, and herbicides, as well as products from animals that are given antibiotics and

growth hormones, from producer to consumer. Conventional farming is prevalent

worldwide because of the lower costs associated with farming and throughout the supply

chain (Sazvar et al., 2018). However, conventional food supply chains are decreasing in

demand due to the fertilizers and pesticides used, which effect the food safety and quality

(Jayalath et al., 2022). There are many agricultural and social benefits to organic

production. Organic farming can reduce soil pollution, preserve soil nutrients, lessen pest

and disease resistance in the soil, provide better employment, and improve public health

(Sazvar et al., 2018). Because of these benefits, the organic food supply chain is growing

in popularity.

The organic food supply chain works similarly to the conventional food supply

chain; however, the entire process must meet specific standards identified by the USDA.

The steps to meet the USDA requirements include using organic processes in the farming

and handling system, conducting exhaustive inspections and audits of the production and

handling operations, and implementing traceback systems that ensure organic products

are being used from both farm to market and market to farm (McEvoy, 2017). In addition

to maintaining strict requirements, seasonal and highly perishable organic foods move

through the supply chain in climate-sensitive conditions (Dovleac, 2016). A successful

organic food supply chain requires attention to detailed guidelines, precise planning and

operations, and quick response to members, suppliers, and customers.

The organic food supply chain operates both domestically and globally. Most

organic foods originate in developing countries, with Asia and Africa being the largest

organic producers in the world (Ali et al., 2021; Das et al., 2020). However, these

developing countries only account for approximately 10% of organic food consumption

(Ali et al., 2021). Many developing countries, specifically in Africa, produce organic

foods solely for the export market (Brantsaeter et al., 2017). Although this is

advantageous for both the importing and exporting countries, the distance that the food

travels and the required human resources can be a significant challenge in the organic

food supply chain (Dovleac, 2016). To offset these challenges, it is crucial to have

structure, coordination, and collaboration throughout the global supply chain process.

As stated above, organic food supply chain members often encounter many

obstacles. One major barrier is that organic farming can be considered inefficient in

producing food globally (Reganold & Wachter, 2016). The cost of organic foods may

increase due to these inefficiencies. Ali et al. (2021) surveyed 335 Chinese university

students who consume organic foods and found that although customers want to consume

organic foods for health benefits, the high price can decrease the frequency and quantity

of organic food purchases. It is imperative to implement appropriate value creation

processes to develop an organic food supply chain that is successful, sustainable, and

responsive to consumer needs (Mili & Arfa, 2020). However, Dovleac (2016) found that

creating a value chain in the organic food market can be quite challenging. Figure 2

illustrates a business model framework consisting of resources, partners, activities,

customers, and channels, that has been successful in value creation processes that

promote long-lasting economic, social, and cultural impacts (Mili & Arfa, 2020).

Adopting this framework may help strengthen the global organic food supply chain,

increasing food production, distribution, and purchasing. Additionally, utilizing the

resource dependency theory can further strengthen the organic food supply chain by

creating a balance in organic food resources.

Figure 2

Business Model Framework for Value Creation

Note. Adapted from “Uncovering value creation factors in organic food supply chains,”

by S. Mili and I. Arfa, 2020, International Journal on Food Systems Dynamics, 11(5),

503–521. (https://doi.org/10.18461/ijfsd.v11i5.70). Creative Commons License 2020.

Reprinted with permission.

One strategy to combat some of the issues associated with the organic food supply

chain is to utilize a direct distribution channel for organic food. The direct food supply

chain bypasses the traditional supply chain and goes directly from the farm to the

consumer (Jayalath et al., 2022). Direct food supply chain sales may occur at a farmers’

market, farm shop, or home delivery (Jayalath et al., 2022). Managing the supply chain

for perishable products can be highly challenging. Because organic foods have a shorter

shelf life, the direct food supply chain allows for perishable foods to get to the consumer

more timely, decreasing the amount of food waste (Chen & Chen, 2021). The direct food

supply chain is an excellent option for distributing organic foods on a smaller scale.

Organic Food Benefits

There are a multitude of benefits to growing and consuming organic foods.

Studies have shown that conventional foods are grown using pesticides, nitrates, heavy

metals, hormones, antibiotics, and genetically modified organisms, resulting in adverse

health effects (Das et al., 2020). Since organic foods are grown more naturally, they

contain fewer toxins and contaminants and are typically fresher because they do not

contain as many preservatives (Ashaolu & Ashaolu, 2020). In addition to the

compositional differences, organic foods reduce the likelihood of antibiotic resistance

and lessen pesticide exposure from 38% to only 7% (Fung, 2015). One major benefit of

pesticides is that they keep bugs and animals away from the crops. Aside from finding an

alternate method to keep insects away, there do not appear to be any adverse effects of

removing these contaminants from the farming process.

Organic foods are grown in a manner that bypasses many chemicals and toxins

and provides humans with healthier food options that help reduce detrimental health

effects. In a study by Baudry et al. (2018), results showed a positive correlation between

participants who consumed high amounts of organic foods and a decreased risk of cancer,

with a substantially lower risk of developing non-Hodgkin lymphoma and

postmenopausal breast cancer. Studies have also found that organic foods reduce the risk

of infertility, congenital disabilities, pre-eclampsia, allergic reactions, and ear infections

(Vigar et al., 2020). These health issues can be devastating to an individual and their

family. It is incredible to see the difference and positive impact of organic food

consumption on human health.

Organic products provide many health benefits, but organic farming also

contributes to environmental sustainability. Growing crops organically can reduce

pollution, preserve water, enhance soil fertility, and reduce energy use (Ashaolu &

Ashaolu, 2020). Preserving our water, soil, and the air is necessary for our planet to

thrive. Organic farming also has been shown to have fewer greenhouse gas emissions

(Brantsaeter et al., 2017). Any reduction in the release of gasses into the atmosphere is

beneficial to the environment and our health.

Organic Food Pricing

There is a significant difference in the price of organic versus conventional foods.

While most consumers purchase organic foods for health reasons, the price is often a

barrier to consumer buying behavior (Ismael & Ploeger, 2020). Mather et al. (2005)

found that although most consumers do not want to ingest genetically modified

organisms, the price differential will result in a competitive advantage for conventional

foods, reducing organic food consumption. The lower price and competitive edge of

conventional foods make marketing organic products a major hurdle (Srinieng & Thapa,

2018). Failure to market organic foods properly may lead to an even lower share of the

total food market.

As with most products, a high price premium can reduce the affordability and

accessibility of the items. Research has shown that the price of the global organic food

market is five times as high as the conventional food market (Dangi et al., 2020; Schlatter

et al., 2020). Kittredge (n.d.) found a significant price differential of conventional versus

organic eggs. While there is a $.57 increase in organic eggs purchased from a farmers'

market, there is a $2.34 increase in organic eggs purchased from a grocery store

(Kittredge, n.d.). This 93.6% increase in the cost of organic eggs can be detrimental to the

organic egg industry and push consumers to purchase conventionally processed eggs.

Producing and supplying organic food can require an articulate, skilled, and

speedy workforce. Pawlewicz (2020) found that the manufacturing process of organic

products is expensive, lengthy, and labor intensive, resulting in elevated prices. While

organic farming is more labor-intensive than conventional farming and requires faster

supply chain movement due to the absence of preservatives, the 20%–100% price

differential seems excessive (Ashaolu & Ashaolu, 2020). These extreme price differences

will make it arduous for the organic food market to succeed. However, appropriate

supply chain management and strategic planning can create solutions to reduce costs

(Sazvar et al., 2018). The goal of writing this doctoral study is to identify the driving

contributors to the substantial price premium of organic foods and analyze the strategies

that successful organic food supply chain leaders use to allow the organic food market to

compete with conventional foods.

Transition

I conducted this study to identify and analyze strategies used by successful

organic food suppliers to decrease organic food production costs. In Section I, I

introduced the background, problem, purpose, nature, and significance of the study. The

population was determined, the research and interview questions (see Appendix A) were

provided, and the conceptual framework was established. The operational definitions

were specified, and the assumptions, limitations, and delimitations were assessed. Section

I concluded with a review of the literature.

In Section 2, I begin by restating the purpose statement. I also include information

on the role of the researcher, participants, population and sampling, research method and

design, data collection, and reliability and validity. I conclude Section 2 with a transition

and summary. In Section 3, I present my findings, apply the findings to professional

practice, identify implications for social change, offer recommendations for action and

further research, and reflect on the research process.

Section 2: The Project

The participants in this study were successful supply chain leaders at four

organizations that supply organic foods to local grocery stores in South Carolina.

Findings from this study may be valuable to organic food suppliers who have difficulty

reducing organic food production costs. In Section 2, I describe how this study was

conducted, including a reiteration of the purpose statement; a thorough analysis of my

role as the researcher; and a discussion of the participants, research method and design,

population and sampling, ethical research requirements, data collection instruments and

processes, data organization technique, data analysis, and study reliability and validity

before concluding the section with a transition and summary.

Purpose Statement

The specific business problem was that some organic food supply chain leaders

lack strategies to reduce organic food production costs. Therefore, the purpose of this

qualitative pragmatic inquiry was to explore the processes supply chain leaders at four

organizations use to supply organic foods to local grocery stores in South Carolina.

Role of the Researcher

I was the primary instrument to collect data for this doctoral study. The role of the

qualitative researcher is to act as the research instrument to interact with the study’s

participants, collect data, and interpret the findings (Karagiozis, 2018). It is also

important that the researcher be sensitive to and respectful of the participants’ rights

(Karagiozis, 2018). My role as the researcher included analyzing and interpreting the data

I collected from virtual, semistructured interviews with food suppliers that supply organic

foods to grocery stores in South Carolina.

Although I am a customer of several participants, I did not have a personal

relationship with them. As a researcher, I had to maintain ethical standards while

gathering the data for this study. Qualitative researchers should view ethics as a

component of the relationship between themselves and the research (Roth & von Unger,

2018). To guarantee ethical standards were upheld throughout the study, I adhered to the

Belmont Report protocol because it provides a guideline for producing ethical research

when using human subjects. I followed the three fundamental principles of the Belmont

Report protocol: respect for persons, beneficence, and justice (see Adashi et al., 2018).

This separation of knowledge and experience of the participants, combined with the

Belmont Report principles, ensured that the current study was conducted ethically.

Bias is possible throughout the research process, including during the recruiting,

data collecting, and results reporting stages (Marshall et al., 2021). To ensure reliability

and mitigate bias, I used triangulation, member checking, and open-ended interview

questions and interviewed participants until data saturation was reached. Triangulation

allows researchers to measure data from different sources and is an established and

trustworthy means of reaching validity (Farquhar et al., 2020; Yin, 2008). Researchers

use triangulation to reduce bias, enabling them to view data from multiple sources.

Researchers use member checking to ask for participants’ feedback on the interpretation

of data, which can improve the quality and reliability of the study (Motulsky, 2021). In

this study, participants were able to review my data interpretation and offer feedback,

which enabled me to mitigate any bias.

I followed the interview protocol (see Appendix A) for each interview. Once the

participant consented to take part in the study, I began asking interview questions in a

recorded setting. The interview questions were structured in an open-ended format to

promote sufficient answers and discussion. Open-ended interview questions encourage

the participant to provide lists, short answers, or detailed narratives instead of “yes” or

“no” answers (Weller et al., 2018). Open-ended interview questions allowed participants

to give thorough and specific answers, mitigating for the chance for bias.

Qualitative researchers should continue with interviews until data saturation,

which is accomplished when no new themes or patterns arise from additional interviews,

is attained (Fusch & Ness, 2015). I reached data saturation through triangulation, member

checking, and open-ended interview questions. These techniques allowed for the

collection of reliable, valid, and bias-free data.

Participants

To be included in this study, participants had to meet the following eligibility

requirements: have successfully offered organic foods for a minimum of 5 years and must

supply organic foods to grocery stores in South Carolina. The participants were recruited

using the purposive sampling strategy. Purposive sampling produces rich data that

focuses on a particular topic (Ames et al., 2019). To gain access to participants, I

identified potential organizations that aligned with the eligibility requirements, contacted

them by phone, email, or in person, and obtained their willingness to participate in the

study. To identify potential organizations, I utilized Chamber of Commerce directories,

internet searches, and personal recommendations.

I obtained approval from Walden University’s Institutional Review Board (IRB)

before contacting prospective participants. Once the IRB granted permission to conduct

the study, I spoke to a supply chain manager from each organic food supplier to

determine their willingness to participate. Those that agreed to take part in the study then

scheduled a time for their interview. Establishing a working relationship and building

rapport with each participant is crucial, even before the interview (McGrath et al., 2019).

I ensured each participant that all of their answers would remain confidential and that

they could withdraw from the study at any time. Additionally, I built rapport by

researching the participant to show my interest in their organization and ensure a bias-

free interpretation of the data.

Research Method and Design

Research Method

The research methodology can have a big impact on the design and results of a

study. There are three major research methods: qualitative, quantitative, and mixed

(Saunders et al., 2016). Researchers use qualitative studies to provide richer results,

explore the subject in a real-life situation, and establish meanings through words

(Saunders et al., 2016). Qualitative research results in data that are not quantified but

observed from the participants’ account of a phenomenon (Serra-Aracil et al., 2022).

Researchers can help outsiders understand unfamiliar experiences by providing

qualitative data (Ehrmin & Pierce, 2021). The qualitative methodology was most

appropriate for this study because it allowed me to delve into the efficacious supply chain

strategies that successful organic food suppliers have implemented to reduce organic food

production costs.

Quantitative research is another methodology that can be used to gather data.

Quantitative researchers gather numeric data and identify the relationship between

variables (Serra-Aracil et al., 2022). Quantitative researchers can generalize data using a

large-scale sample (Lanka et al., 2021). Researchers select the quantitative method to

collect statistical data that are processed to be useful, are measured objectively, and

identify the relationships between variables (Firestone, 1987; Saunders et al., 2016).

Statistical data are unsuitable for gathering subjective information; therefore, the

quantitative method was not appropriate for this study.

A third research methodology is the mixed-methods approach. Researchers use

the mixed-methods approach to integrate at least one qualitative and one quantitative

research component (Kansteiner & Konig, 2020). Some researchers have found it

beneficial to use both quantitative and qualitative methods instead of viewing one as

better than the other (Serra-Aracil et al., 2022). Researchers using mixed methods can

study the relationship using both quantified variables and situational contexts (Pita

Fernandez & Pertegas Diaz, 2002; Serra-Aracil et al., 2022). Although there are benefits

to using mixed-methods research, the quantitative aspect was not necessary to address the

focus of the current study.

Research Design

Four common qualitative research designs are narrative inquiry, ethnography,

case study research, and pragmatic inquiry (Merriam & Tisdell, 2016). Researchers use a

narrative design for personal storytelling in a chronologic or sequential format (Saunders

et al., 2016). In narrative inquiry, stories are used to offer the researcher the ability to

understand the world and its people (Andrews, 2020). Narrative research was not

appropriate for the current study because it would have resulted in a large amount of

irrelevant information.

Ethnography is a research design that focuses on society and culture (Merriam &

Tisdell, 2016). Ethnography requires researchers to immerse themselves in a situation to

experience a phenomenon firsthand, allowing them to obtain a profound understanding of

the study (Bartholomew & Brown, 2019). Researchers utilize the ethnographic approach

to identify the interaction between and distinctly interpret a group or culture (Saunders et

al., 2016; Yin, 2018). The current study was focused on a variety of organic food

suppliers; therefore, an ethnography would not have contributed to answering the study’s

research question.

A case study can include a person, group, organization, association, change

process, or event, and the design is used to understand a real-life business setting

(Saunders et al., 2016). Researchers employ case studies to attain an in-depth

comprehension of the nature and intricacy of the phenomenon (Moghadam et al., 2021).

When variable data does not produce meaningful results, a case study can provide an

understanding and knowledge of a complex narrative (Gallagher, 2019). Although

researchers use case studies to obtain in-depth data on a particular phenomenon, the

design would not yield the introspective research that this study required.

The pragmatic inquiry approach is an effective method for gathering qualitative

data, and it is used to isolate a particular topic and gain intensive knowledge about it

(Waibel et al., 2015). The pragmatic inquiry design enables researchers to gain insight

from the participants’ perspective, which results in rich and specific data (Taguchi,

2018). A pragmatic inquiry was an appropriate choice for the current study because it

enabled me to understand the strategies and practices of various successful organic food

suppliers that have reduced organic food production costs.

I interviewed successful supply chain leaders at four organizations that supply

organic foods to local grocery stores in South Carolina until I reached the point of data

saturation. Data saturation is reached once researchers are no longer able to collect new

information in a study (Mwita, 2022). It is crucial for qualitative researchers to reach data

saturation because it ensures the validity and credibility of the study (Mwita, 2022). I

conducted semistructured interviews with open-ended questions until no new themes or

patterns arose from the participants’ responses.

Population and Sampling

The population for this qualitative pragmatic inquiry was successful organic food

suppliers. The sample included supply chain leaders at four organizations that supply

organic foods to local grocery stores in South Carolina and had successfully offered

organic foods at lower prices than their competition for a minimum of 5 years. Many

factors are involved in determining a sample size; however, it is crucial to keep in mind

that fewer participants are needed if the participants provide thorough and robust

information (Mthuli et al., 2022). Stake (2006) suggested that researchers include a

minimum sample size of four participants to reach data saturation. Researchers must

reach data saturation to produce dependable and credible research (Antes, 2014).

I used purposive sampling to select participants that produced appropriate

information regarding the current study. In purposive sampling, the researcher chooses

specific cases to obtain relevant information on the topic (Campbell et al., 2020). The

intention of using purposive sampling is to match the sample with the study to provide

rigorous and trustworthy data (Campbell et al., 2020). Because purposive sampling is

employed to select participants likely to generate useful information, this method allowed

me to gain more in-depth knowledge on the topic under study.

Ethical Research

Ethical research plays a significant role in qualitative studies and is critical to

maintaining the integrity of the study (Furtak, 2022). To maintain ethical standards,

researchers should obtain informed consent, preserve confidentiality, and educate

participants on the purpose of the study and their right to continue or withdraw from the

study (Brinkmann & Kvale, 2005; Furtak, 2022). I followed all the applicable rules and

regulations, including adhering to the Belmont Report, to meet ethical standards and

protect participants. I emailed all participants with an informed consent form (see

Appendix B) before their scheduled interview. An informed consent form acts as a

contract and develops a sense of trust between the researcher and the participant (Mandal

& Parija, 2014). The informed consent form included detailed information about the

study and interview processes; provided participants with the option to participate or

withdraw from the study; and listed contact information for myself, my doctoral

committee, and the Walden University IRB (see Mandal & Parija, 2014). Participants had

the option to withdraw from the study at any time by scheduling a call with me or

sending me an email.

I complied with all guidelines for ethical research as required by the Belmont

Report and Walden University IRB. Before I contacted participants or conducted this

study, I applied for and received approval from Walden University IRB (Approval # 10-

19-24-1038874). The Belmont Report outlines ethical practices for conducting research

using human subjects and provides three basic principles required when conducting

research: respecting the participant, beneficence, and justice (U.S. Office for Human

Research Protection [OHRP], 1979). Regarding respecting the person, researchers must

treat the participant as an independent and protected agent (U.S. OHRP, 1979). To

maintain respect of my study’s participants, I administered informed consent forms as

detailed in the interview protocol (see Appendix A). The principle of beneficence

requires the researcher to not only do no harm but also to increase any potential benefit to

the participant (U.S. OHRP, 1979). I maintained strict confidentiality throughout the

interview and did not use any identifying verbiage in the study to remove any harm to

participants. The principle of justice refers to all participants receiving equal treatment

(U.S. OHRP, 1979). I used purposive sampling to select participants based on their

knowledge of a topic (see Bernard, 2013). Each participant had essential information to

provide and was treated equally as a valuable component of the study.

To further protect the information provided and the identity of the participants, I

assigned them code names. Once the interview was concluded, I stored the hard copy of

the interview recording in a locked, fireproof safe. The interview transcript was password

protected to prohibit others from viewing the information. All participant and interview

information will be kept safe for 5 years. At the end of this time, I will delete electronic

files and shred physical documents related to the study.

Data Collection Instruments

I was the primary instrument for this study. In a qualitative study, the researcher is

the primary research instrument because they conduct interviews, analyze the data, and

interpret the findings (Shufutinsky, 2020). As a researcher, I had to create a trusting and

collaborative relationship with the participants (see Soh et al., 2020). I collected data by

conducting semistructured interviews with supply chain leaders from four organizations

that supply organic foods to local grocery stores in South Carolina. In a semistructured

interview, the interviewer asks all participants the same questions in the same order, then

compares the data (McIntosh & Morse, 2015). To ensure that I asked each participant the

same questions in the same order, I printed out the list of interview questions and marked

off each question as they were asked to the participant.

Before beginning each interview, I read the opening statement of the Interview

Protocol (see Appendix A). I gave the participants a hard copy of the Informed Consent

Form (see Appendix B). After addressing any questions or concerns, I had the

participants email me the consent form with a note saying “I consent.” To begin the

interview, I turned on the recording device and asked Interview Questions (see Appendix

C). In addition to the recording device, I took notes as the participants answered

questions. At the end of the interview, I explained how member checking was utilized

and then scheduled a follow-up interview with the participant. I closed the interview by

verifying the participant’s contact information and expressing gratitude for their

participation in my study.

Reliability and validity are essential to qualitative research. Researchers strive for

validity because it demonstrates the study’s usefulness (Leung, 2015). I used member

checking to ensure a valid study. With member checking, the researcher confirms the

accuracy of their data interpretation with the participant (Gray, 2018). I employed

member checking by paraphrasing the participants’ answers and asking clarifying

questions when needed (Coleman, 2021). Researchers aim for reliability to ensure

consistent and replicable research (Leung, 2015). I used methodological triangulation to

establish reliable research. Researchers use methodological triangulation to compare data

from multiple participants to determine if similarities exist (Guion et al., 2011). I

triangulated the data from each organization by comparing the interview answers to

identify the information that coincides with the others. Compiling data from multiple

participants and identifying similarities can increase reliability and validity.

After the completion of the questions, I transcribed the interviews. I interpreted

the findings and highlighted themes that were present. I presented my interpretation to the

participant in the follow-up member checking session to ensure accuracy and agreement.

The interview protocol is in Appendix A, and the interview questions are in Appendix C.

Data Collection Technique

Data collection is an essential component of a qualitative study. I utilized the

interview protocol (see Appendix A) to conduct semistructured interviews for this study.

The interview protocol is a fundamental tool in data collection and creates quality and

consistency in the data collection process (Braaten et al., 2020). Once the Walden

University IRB approved my study, I contacted the prospective participants and emailed

them the informed consent form (see Appendix B). Upon participant consent, I gave the

interviewee a choice between meeting face-to-face at a predetermined location or

virtually using Skype. At the beginning of the meeting, I introduced myself, explained the

purpose of my study, and provided the interview protocol and a hard copy of the

informed consent form. Once the consent form was signed, I turned on my recording

device and began the interview. I took notes and observed the participant during the

interview, then thanked the participant and scheduled a follow-up interview once it

ended.

I conducted semistructured interviews to gather data for this study.

Semistructured interviews are one of the most used data collection methods (Bradford &

Cullen, 2013). Although it is widely used and boasts many advantages, there are also

disadvantages to using semistructured interviews. One disadvantage of conducting

semistructured interviews is that the researcher’s perspective may dictate the interview

questions and influence the interpretation of the data (Diefenbach, 2009). To combat this

potential misinterpretation, researchers should adequately identify the study’s purpose

and devise a plan to obtain relevant information to restore the quality of the study

(Mahat-Shamir et al., 2021). Another disadvantage of employing semistructured

interviews is that the researchers cannot always test the findings because of the

uniqueness of participants’ experiences and answers (Diefenbach, 2009). Although, being

able to test and verify the findings is not always a disadvantage. Semistructured

interviews allow researchers the opportunity to see an extraordinary phenomenon through

the participant’s view (Price & Smith, 2021). A semistructured interview, using open-

ended questions, is advantageous and beneficial in research as it allows the researcher to

obtain a deeper understanding of the phenomenon and view an experience through the

lens of the participant.

I used member checking to ensure accuracy in my interpretation of the interview

data. Member checking allows researchers to demonstrate validity in their study by

confirming their interpretation with the participant (Brear, 2018). Following the

interview, I transcribed the data and interpret the participant’s responses. I emailed a

copy of my notes to the participant and scheduled a time to review the accuracy of my

interpretation. I finalized the data once the participant approved my interpretation.

Data Organization Technique

Practical organization is an essential aspect of properly analyzing collected data.

Collecting and organizing data can be a lengthy process (Yin, 2018). However, data

collection is more convenient now, thanks to technological advancement (Janssen et al.,

2020). My primary data consists of typed notes in Microsoft Word and a recording of the

interview. I utilized Microsoft Excel to organize the interview and participant data

further. I saved a hard copy of my notes and recordings locked in a fireproof safe. I saved

all remaining information on a password-protected external hard drive. I will save all data

and documents for 5 years, at which point I will delete all electronic data and shred all

physical data.

Data Analysis

Analyzing data allows the researcher to effectively interpret the research findings.

The primary goal of data analysis is to establish valid and correct data interpretation

(Aldahwan & Ramzan, 2022). I will use thematic analysis to analyze this qualitative

pragmatic inquiry. Researchers use thematic analysis to identify common themes or

patterns amongst the participants (Coghill et al., 2022). Identifying common themes can

allow the researcher to properly interpret qualitative data.

Researchers use triangulation to increase the validity and reliability of the

research findings. I used methodological triangulation for this study. Researchers use

methodological triangulation when collecting data from multiple research methods that

explore the same phenomena (Maria Mercedes, 2022). I triangulated data from each

interview to ensure similarities existed within the research. Triangulating data and

identifying similarities help create more credible and trustworthy data.

I used semistructured interviews to collect data from at least four participants. I

recorded and used Microsoft Word to transcribe the interviews word-for-word and then

paraphrased the transcript for member checking. I sent my interpretation to the

participant and scheduled a time to discuss its accuracy. Once the data interpretation was

approved, I used Microsoft Excel and NVivo software to organize my data and recognize

themes. Researchers use NVivo because it provides flexible data categorization and takes

less time than analyzing data manually (Alam, 2021). I spotlighted key themes from the

interviews and direct observation during the analysis. I used coding to help demonstrate

meaning from the collected data (Clark & Veale, 2018). The NVivo software will assist

me in the coding process.

I used thematic analysis to recognize common themes within the data and themes

that are related to my conceptual framework. Researchers use thematic analysis to

interpret and understand data by identifying patterns in qualitative research (Maguire &

Delahunt, 2017). Braun and Clarke (2006) outline a six-step approach to thematic

analysis: (a) become familiar with the data, (b) generate codes, (c) identify themes, (d)

review themes, (e) define and name themes, and (f) write up the report (Mihas, 2023).

This six-step framework allowed me to recognize common themes in my research to

interpret the data correctly.

I utilized Braun and Clarke’s six steps to identify repeating patterns within my

data. I read the transcripts multiple times to familiarize myself with the data. Once I was

familiar with the data, I used Microsoft Excel and NVivo software to code portions of the

data that were relevant to my research question. Then, I analyzed the codes and identified

the related themes. In the fourth step, I color coded and analyzed each theme to ensure

they were useful in my research. I then described each theme and showed if and how they

related to each other. Finally, will wrote up the report, which is in Section 3. Following

this six-step framework allowed me to identify recurring supply chain themes that

correlate to strategies that can reduce organic food production costs and are related to the

RDT.

Reliability and Validity

Reliability

Creating reliable and dependable data significantly contributes to establishing

rigor and trustworthiness in qualitative research (Janis, 2022). Verifying reliability can

sometimes be difficult as there are no statistical tests as there are with quantitative data

(Sutton & Austin, 2015). I utilized member checking to create reliability in my study. To

encourage member checking, I paraphrased interview data, asked for clarification when

needed, and obtained participant verification of my interpretation (Coleman, 2021). I also

followed the interview protocol (see Appendix A) to provide consistency throughout the

various interviews.

Validity

Establishing validity in qualitative research can be challenging. However, creating

credible, transferable, and confirmable research can assist in reaching validity

(FitzPatrick, 2019). Researchers can ensure credibility by utilizing member checking

(Yin, 2018). After the interviews, I sent the transcripts to the participants to determine the

accuracy of the data interpretation. Qualitative researchers can also use triangulation to

achieve validity (Caretta & Perez, 2019). I compared data from multiple interview

transcripts to ensure that each participant provided adequate answers pertaining to the

research question. Another method to build validity is transcribing interviews using audio

recordings instead of the researcher’s notes (Coleman, 2021). Using recordings guarantee

that transcribed data are accurate, restoring credibility.

With transferability, the researcher should understand that although research

cannot be completely replicated, patterns and themes should exist within the data (Stahl

& King, 2020). It is also important to understand that one participant’s thoughts and

stories are not always the same as others’ (Connelly, 2016). I documented all aspects of

the research process and utilized data coding to establish transferability (Saunders et al.,

2016; Yin, 2018). Researchers implement confirmability to draw conclusions and

interpret the findings of the data (Yazan, 2015). To create confirmability, I retained

detailed notes of the decisions and analyses throughout the research process and apply

member checking (Connelly, 2016).

Qualitative researchers should collect data until they reach the point of data

saturation, which is when no new themes are present. When a researcher utilizes multiple

data collection tools, more data will be collected, giving the researcher a higher chance of

reaching the data saturation point (Mwita, 2022). Consistency and dependability are key

factors in obtaining data saturation (Janis, 2022). To promote validity, I used

triangulation, member checking, and open-ended interview questions. To reach data

saturation, I continued interviews and gathered data until no new information emerged.

Transition and Summary

I started Section 2 of this study by restating the purpose statement and introducing

the role of the researcher and the participants. For this study, I interviewed supply chain

leaders at four organizations that supply organic foods to local grocery stores in South

Carolina. I utilized the interview protocol (see Appendix A) and interview questions (see

Appendix C) to conduct the interviews. Section 2 also contained a discussion of the

research method and design, population and sampling, ethical research, data collection

instruments and technique, and data analysis. Section 2 concluded with an analysis of the

reliability and validity of my study.

Section 3 will start with an introduction followed by the presentation of the

findings, applications to professional practice, and implications for social change. I will

conclude Section 3 with recommendations for actions, recommendations for further

research, and reflections.

Section 3: Application to Professional Practice and Implications for Change

Introduction

The purpose of this qualitative pragmatic inquiry was to explore the processes

supply chain leaders use to supply organic foods to local grocery stores. The data were

collected using semistructured interviews, consisting of seven open-ended questions, with

four organic food suppliers that sell organic foods to grocery stores in South Carolina. I

used member checking to ensure that my interpretation of the data was correct. The

findings indicated the struggles within the organic food supply chain and suppliers’

successful strategies aimed at reducing organic food costs.

Presentation of the Findings

This qualitative pragmatic inquiry aimed to answer the overarching research

question: What strategies do organic food supply chain leaders use to effectively reduce

organic food production costs? To answer this question, I conducted semistructured

interviews with four supply chain managers who sold organic food to grocery stores in

South Carolina. I invited supply chain managers to participate in this study through an

approved interview request template sent by email. Before taking part in the study

potential participants had to reply to an email with the phrase, “I Consent,” if they

consented to the study’s process and expectations. I then scheduled phone interviews

with them by email. The interviews were audio recorded using a digital recorder.

I transcribed and coded the interviews using NVivo software, Microsoft Word,

and Microsoft Excel. Member checking was then performed by emailing the participants

an interpretation of the interview data for their feedback. To protect the identities of the

participants, I replaced their personal names with the codes: P1, P2, P3, and P4.

Participants’ names, identifying information, and answers to interview questions will

remain confidential.

Data saturation occurred after the fourth interview when no new data were found.

Data analysis resulted in six emergent themes: organic certification, food appearance,

expensive freight costs, speed of food distribution, labor, and relationships with farmers.

The emergent themes were validated when compared to the literature review and the

conceptual framework of Pfeffer and Salancik’s RDT. The interviews confirmed the

importance of supply chain member relationships, as identified through the RDT.

Theme 1: Organic Certification

The participants discussed different factors that increase the price of organic

foods compared to conventional foods. One major cause of the heightened organic food

price, and the first theme to emerge from the data analysis, was the cost of certification to

be USDA-certified organic. The actual cost of receiving USDA organic certification

ranges from $250 to $13,680 (California Certified Organic Farmers [CCOF], n.d.).

Several factors, such as the organization’s size, type, and complexity, determine the

actual fees charged to each company (USDA, n.d.a). To recuperate some of the costs

incurred from receiving USDA organic certification, P1 stated that many organic food

producers add the certification fees to the price of the produce. This accession is one of

the initial fees that increases organic production costs.

Participants noted that in addition to the costs, there are other factors associated

with obtaining USDA organic certification that also contribute to the increased price of

organic foods. P3 stated that the process and time it takes to be certified organic increases

the price of organic foods. P3 then added that scheduling an inspection of the farm

escalates the wait time, which is another expense that is included in the price of organic

foods. With organic farming being such a labor-intensive process, these additional fees

and costs can significantly escalate production costs.

As stated in the RDT, organizations depend on other organizations, and organic

farms depend on the USDA certification to ensure that all farming processes are being

performed accurately. Although this is an additional fee that, in turn, increases the

organic food price, the certification process ensures food that is high in quality and free

of toxins. Having this reassurance in the USDA organic label justifies the price for some

consumers. However, although many people want to have healthier food options, the

increased price of organic foods oftentimes makes it unattainable for all of society.

Theme 2: Food Appearance

The second theme identified was the assessment of consumers and grocery store

buyers of the quality of the produce based on its appearance. P1 stated “the biggest

barrier to a more efficient supply chain is our specifications on the appearance of food.”

Similarly, Jaros et al. (2000) found that food’s color and physical form are linked to the

perception of the food quality. Additionally, P1 said that “many of the specifications that

grocery stores have are not consistent with the taste or the nutrition of the produce and,

instead, are purely cosmetic.”

P3 stated that the demand for cosmetically perfect food results in increased food

waste. Food waste is a significant concern because approximately one third of produce is

wasted in the supply chain process from producer to consumer (Gustavsson et al., 2011;

Sutinen & Narvanen, 2022). When consumers and grocery store purchasers choose

produce based solely on its appearance, it slows down the transport of food and increases

the amount of food waste. Reducing the need and desire for food free of imperfections is

a significant step toward eliminating some of the high amount of wasted food.

Theme 3: Expensive Freight Costs

The third theme to emerge was the need to reduce expensive freight costs. P1

stated that freight costs are a significant portion of organic food prices. The necessity of

speedy and precise shipping for fresh produce has always been an added expense in the

cost of organic foods; however, the costs have been even higher since the COVID-19

pandemic. Since the second half of 2020, freight costs have risen over 500% compared to

the prepandemic rates (Carriere-Swallow et al., 2023). These increased transit costs

constitute a significant hurdle in reducing organic food costs.

The RDT was helpful in looking at this situation because to the theory helps

understand the relationships between members of the organic food supply chain.

According to the RDT, there is often a reciprocal dependency between organizations in

the supply chain (Drees & Heugens, 2013). Organic food producers rely on freight

companies to transport their produce, just as the freight companies rely on organic farms

to supply food for them to transport. The key for organic producers to reduce freight costs

is to develop involved relationships with the transit organizations and be creative in the

strategies used to transport produce.

The participants all shared strategies that they use to reduce expensive freight

costs. P1 mentioned finding the cheapest transit organizations for each shipment because

the prices vary depending on several factors. P4 stated that they have implemented

coriding. In coriding, the organic producers share space in the same vehicle with other

producers. P4 shared that the benefits of coriding are that the organizations split the fare

cost, which reduces freight charges and gets the produce to consumers faster. P2 stated

that they “decrease delivery dates for produce sold to restaurants and try to consolidate as

much as they can in each order.” P4 reported that they piggyback multiple deliveries on

one truck to save on fuel costs. P3 has implemented backhauling as well as using their

own trucks when making deliveries. P3 explained backhauling by saying that after they

make deliveries, they try to pick up produce from other locations so that their trucks do

not come back empty, which also eliminates an additional trip. P3 also shared that they

“use their own box trucks to make deliveries whenever it is appropriate.” When using

their own trucks, P3 said that they “fill them up as much as possible, which saves money

reduces the environmental footprint.” These strategies all seem to be successful in

reducing some of the freight costs.

Theme 4: Speed of Food Distribution

The fourth emergent theme was the criticalness of distributing organic food as

quickly as possible. All produce has a window of the length of time it will stay fresh;

organic food has an even smaller timespan. Effective inventory management,

transportation, and distribution are critical elements to delivering organic foods

expeditiously and reducing food waste (Leithner & Fikar, 2022). Several of the

participants shared their strategies in trying to get their produce out expeditiously. P4

stated that one of their techniques for reducing costs and waste is quickly getting their

produce to the market. P2 shared that since they cannot get their produce to customers as

promptly as they need to, they often use a distribution hub, saying they “deliver their

produce to a regional hub that can distribute it to a much larger area.” This strategy

enables the produce to be distributed considerably faster and allows P2 to get their

produce out to markets they would otherwise not be able to reach.

Like other participants, P1 said they send some of their produce to a distribution

hub; however, when possible, P1 shared that they sometimes bypass the usual distribution

chain and send the produce directly to the grocery store from the producer. Directly

shipping the produce allows the farm to transport the food as soon as it is ready. P1 also

said they “schedule distribution as close to the pack date as possible.” Distributing

produce immediately after being packed lengthens the shelf life and reduces product

waste.

Theme 5: Labor

The fifth theme that emerged from the data was the amount of labor that goes into

organic farming. Organic farming requires a significant amount of time and maintenance,

which results in additional costs for production. To maintain USDA organic certification,

farmers cannot use any synthetic pesticides, herbicides, or fertilizers (Dat et al., 2020). P3

stated that “the lack of viable herbicides requires more labor, which is one of the most

expensive inputs in organic farming.” Furthermore, Lanini (2010) found that organic

herbicides work best when used in high volumes and concentrations; however, these

herbicides are costly, limiting their affordability for commercial crop production.

P1 shared that since organic farmers cannot use the chemicals that conventional

farmers use, they cannot produce the same amount of organic crops as conventional

crops. So, in addition to the increased labor costs, organic farmers are producing fewer

fruits and vegetables. P4 added that educating consumers on the labor and process that

goes into organic farming is imperative. Organic farming is lengthy, expensive, and labor

intensive, which leads to higher prices when compared to conventional foods

(Pawlewicz, 2020). The extensive labor required to grow organic crops is another

expense that results in the increased cost of organic food production. However,

consumers might be more willing to pay a premium price for organic foods if they

understand the breakdown of costs associated with production and the supply chain

process.

Theme 6: Relationships With Farmers

The sixth and final theme identified in the current study was the dire need to

develop a relationship with organic food producers. The food supply chain comprises

farmers, distributors, wholesalers, and retailers (Bhat et al., 2022). To create efficiency in

the organic food supply chain, distributors must establish relationships not only with the

wholesalers and retailers but with the farmers as well. P1 stated that they constantly

communicate with their farmers and do in-depth product planning. P1 shared that

“frequent communication and planning allows them to determine the amount of produce

they will take from each farmer per month.” Knowing the amount of produce that P1 will

receive from each farm enables them to develop a plan for distribution to their

wholesalers and retailers.

In addition to the relationship between farmer and distributor, it is also essential

that organic food producers develop relationships with each other. P2 shared that

“organic farmers should view other farmers not as competitors but as collaborators.” P2

stated that this view enables farmers to shift the distribution chain and expand their

outreach. Viewing other farmers as collaborators can benefit organic producers by

allowing them to share struggles and work with similar or compatible farms.

Connection to the Literature and Conceptual Framework

The RDT was useful in identifying the importance of relationships within the

organic food supply chain. The RDT enables organic supply chain members to

understand the relationships between the organization and the external environment

(Drees & Heugens, 2013). Understanding the organization-environment relationship can

allow supply chain members to develop an open mind regarding the need to be dependent

on other organizations. In the RDT, it was proposed that an organization’s survival

depends on its ability to acquire resources from other organizations (Pfeffer & Salancik,

1978; Pu et al., 2020). The overarching research question for this study revolved around

the strategies that organic food supply chain leaders use to reduce organic food

production costs effectively. After discovering the emerging themes utilizing the RDT, I

identified several strategies that can successfully reduce organic food production costs.

These strategies will be highlighted in the Recommendations for Action subsection.

Applications to Professional Practice

The findings of this study and the exhaustive literature review may contribute to

organic food suppliers by helping them reevaluate their current strategies to identify any

changes they may need to implement to increase efficiency and reduce costs. The

expansive body of literature showed that the cost of organic produce is significantly

higher than that of conventional foods. Additionally, the literature revealed compelling

health and environmental benefits to growing and consuming organic foods. Identifying

successful strategies to reduce organic food production costs is advantageous not only to

organic farmers but also to retailers and consumers.

The themes that emerged from this study all provide meaningful data for organic

food supply chain suppliers. The six themes (i.e., organic certification, food appearance,

expensive freight costs, speed of food distribution, labor, and relationships with farmers)

show the major costs and inefficiencies with organic food production and distribution.

The strategies shared are realistic approaches to the organic food distribution process that

are proven to reduce organic food production costs. Each participant assessed the

strategies used and found them to be effective.

Implications for Social Change

Identifying strategies that organic food supply chain members use to reduce

production costs is vital to the community. The findings of this study stand to contribute

to positive social change by decreasing organic food production costs to make organic

produce more price effective for consumers. Ismael and Ploeger (2020) found that one of

the reasons that individuals do not purchase organic foods is the elevated price. The

current study provides numerous techniques that organic food producers and suppliers

can implement to alleviate some of the high production costs.

Conventional foods are grown using synthetic and chemical-filled pesticides, and

studies have shown that these pesticides have tremendous adverse health effects on

humans, such as causing cancer and even death (Hassaan & Nemr, 2020). However,

many consumers cannot afford organic produce due to the increased price when

compared to conventional foods. The findings from the current study provide ample

suggestions regarding strategies that organic suppliers can implement to reduce organic

food production costs, thus making organic options more easily attainable and affordable

for consumers. Making organic food more attainable promotes economic growth as well

as healthier and safer food options for society.

Recommendations for Action

Knowledge of strategies used in the organic food supply chain process is a

fundamental constituent of the survival of organic food suppliers. Organic food suppliers

should be aware of competitors’ strategies to reduce production costs. This is not to say

that these suppliers should change their process to mimic their competition, but they

should use these techniques to evaluate the process they are currently using.

This study provides many suggestions that organic food producers can utilize to

reduce organic food production costs. The six emergent themes from this study were

derived from successful organic food suppliers who sell to grocery stores in South

Carolina. Based on the study findings, my recommendations for action are:

• Organic food suppliers should educate consumers on the differences between

the quality of food and the appearance of food. Consumers associate the taste

and quality of food based on its appearance, resulting in high amounts of food

waste.

• Organic food suppliers should implement transportation strategies, such as

coriding, piggybacking, and backhauling, to reduce expensive freight costs.

With freight being one of the most significant costs in the organic food supply

chain process, even a small savings in cost can positively impact total

production expenses.

• In designing a transportation strategy, organic food suppliers should also

consider an approach to decrease the time it takes for produce to get from the

farm to the retailer. Reducing the time it takes for produce to get in the

grocery stores will lengthen the shelf life and reduce food waste.

• Organic food suppliers should create an open and healthy relationship with the

farmers as well as other suppliers. As stated in the RDT, no organization is

fully self-sufficient (Pfeffer & Salancik, 1978). If suppliers work with each

other and the producers, the organic food supply chain can become more

efficient, reducing costs.

I will disseminate the findings of this study and the recommendations of action to

interested stakeholders during conferences, seminars, and workshops. I also plan on

distributing the results of this study in business and academic journals.

Recommendations for Further Research

This qualitative pragmatic inquiry aimed to explore the processes supply chain

leaders use to supply organic foods to local grocery stores. In this study, I acknowledge

three possible limitations. The first limitation is that participants may not share thorough

supply chain strategies, limiting the accuracy of the data. Ensuring confidentiality and

stressing the value of obtaining this information can alleviate the participants’ hesitation

in sharing industry information. The second limitation is that the strategies used for one

participant may not be successful for other participants. It is true that all organizations

operate differently and may have contrasting results when implementing similar

strategies. A good idea in the future would be to implement suggested strategies in other

organizations to see if similar results emerge. The final limitation is that although some

businesses may have sufficient supply chain strategies, the costs associated with organic

food labeling may prevent a reduction in organic food costs. The costs associated with

the USDA organic certification are a significant cost and, unfortunately, is one that is

unavoidable.

I recommend expanding the population to include organic food suppliers in other

states for future research. It would be valuable to this topic to identify issues that exist in

other areas and the successful strategies utilized. Future research on organic food waste

would also complement the findings of this study.

Reflections

Throughout this process, not only did I learn about organic food supply chain

strategies, but I also learned many other things. I now fully understand how extensive and

demanding growing organic crops is. I also learned about the many health benefits of

consuming organic foods and saw how passionate the organic food suppliers are about

getting their products on the market. Because of this, I feel even stronger about the

importance of consuming an organic food diet. Finally, I learned to look past the

appearance of produce and purchase items that are not cosmetically perfect.

In addition to industry knowledge, I have also grown in my research process

knowledge. The DBA doctoral study process has allowed me to gain a great

understanding of how to collect and analyze data. Furthermore, this program has taught

me the importance of evaluating data without imposing my own biases to obtain accurate

data. This process has helped me grow as a student, teacher, professional, and person.

Conclusion

The purpose of this qualitative pragmatic inquiry was to explore the strategies

supply chain leaders use to effectively reduce organic food production costs. There is a

significant price difference between organic and conventional foods. Organic foods

sometimes cost more than 5 times as much as conventional foods (Dangi et al., 2020;

Schlatter et al., 2020). This price differential decreases the attainability of organic

produce for many consumers. Identifying strategies that successful organic food suppliers

implement to reduce production costs is essential in creating a more efficient supply

chain and making organic foods more accessible.

I conducted semistructured interviews with supply chain leaders at four

organizations that supply organic foods to local grocery stores in South Carolina. Using

the RDT as the lens through which I conducted this study, the findings fill a gap in the

relevant literature regarding the organic food supply chain. This study and its findings

contribute to organic food supply chain research and provide practical strategies for

reducing organic food production costs.

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