Question/objective of the work

Not only politicians are interested in shorter, more regional value chains, but also citizens show how important the establishment of regional food systems is to them with a multitude of initiatives (e.g. initiatives such as food councils, regional movements, Solawis, etc.). Part of the goal of all initiatives is to ensure food security, end hunger and promote sustainable agriculture. Short supply chains are an essential tool to incentivise sustainable agricultural production and generate environmental, economic and social benefits in the region. Due to short distances, easier and improved communication along the value chains and thus a better understanding of supply and demand on all sides, the resilience of regional food value chains can be increased. In this context, it is important to develop different sales markets. One sales market with a lot of potential, simply because of its size, is out-of-home catering (AHV), especially canteens, which feed 16.5 million people in Germany every day. The demand in AHV for regional, sustainable products is increasing. This holds great potential for supporting local agriculture. However, there is a lack of networks and structures that unite the actors from the farm sector, canteen operators and society. A common nutrition strategy is needed in which relevant information can be made available and sustainable regional value chains can be established. One possible approach as a link between all participants in a regional food value chain are so-called food hubs. A food hub is an institution that, among other things, takes care of the procurement and marketing of regionally produced food and at the same time promotes access to healthy food among the population. A suitable model is also being sought for Frankfurt and the Rhine-Main region to support farms in the region and, at the same time, to make out-of-home catering in the city more regional and ecological. The aim of the work was to break down and analyse the concept of a food hub in order to find out whether a food hub could be a suitable solution for the Frankfurt area. In order to ensure a reliable assessment, the most diverse food hub models in the United States and Canada were specifically selected, processed and compared with the project in Frankfurt in order to find out whether the models can also be applied there.

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Approach and methods

In order to adequately reflect the current state of research, a systematic literature review was conducted according to the guidelines of Brocke et al. (2009). The aim was to identify and analyse best practice examples. Secondary data on the topic of food hubs was located and searched for information relevant to answering the questions. The 5-phase framework developed by Brocke et al. (2009) served exclusively as a guide. It was supplemented by different procedures, methods and tools. As an example, the literature search was extended to include the case study research approach of Yin (2003) and Boolean operators as tools.

Results

The literature review revealed that most of the literature on food hubs is centred on the North American continent. With further research to obtain best practice examples, over 100 reference objects from the United States and Canada were elicited. Among them were successful concepts as well as already closed food hubs. For this reason, the reference objects were then divided and analysed according to three categories: General findings, detailed concept presentation of three best practice examples and reasons for food hub closure. The results of each category were compared in turn and positive as well as negative findings were elaborated. In summary, food hubs have the potential to be very resilient and multi-faceted. A successful food hub establishes several business areas in parallel and offers a product selection that also includes non-seasonal goods in order to cushion seasonal fluctuations and offer interesting offers for the AHV as well. For the city of Frankfurt as well as for comparable cities, a so-called hybrid model would offer a high degree of flexibility and independence. Through a breadth of revenue sources due to several pillars, it would not be dependent on individual clients or funding sources. An agile structure would ensure that it can quickly adapt to new market situations. The approach to establishing a food hub should be well researched and linked to healthy growth. At the beginning of the start-up, it is recommended to first get to know the market and regional agriculture better and to slowly build up a customer base and a pool of regional women producers. Dependence on only one major customer should be avoided. This leaves the possibility of being able to react to market changes and, over time, to add projects and programmes that match one's own values. As the Food Hub grows, so should the number of permanent staff, supported by volunteers. Basic funding from the city is recommended. The services are what make a Food Hub unique as well as resilient and present the values and sustainable, social and economic goals to the outside world. In addition to the functions of processing, bundling and logistics, this offers the opportunity to integrate services that support women farmers as well as the AHV.

Period

October 2020 to April 2022

Participants
Prepared by Alina Weltle
Supervised by Dr Anna-Mara Schön and Prof. Dr Michael Huth