Expanding Jamaica Blue Mountain Coffee in the EU

Getting Serious About Supply

Expanding Jamaica Blue Mountain coffee in the EU Windward Commodities 30th June 2022

7.6. Case study: When Supply Chain Interventions Work

Falcon Coffees

Falcon Coffees is a good example of this working with joint ventures on the ground or with established exporters. Falcon stress the importance of a strong relationship with an existing exporter – their interest is in buying coffee that means something, and shared values

with supply chain partners are critical for long term sustainability. ‘In the absence of values, all decisions are made for profit’ (Falcon Coffees) Similar to other speciality traders, Falcon have established an approach to investing

and working with origins. Falcon’s Blueprint project working with farmers and partners to ensure environmental, social and governance in coffee supply chains. Relevant case studies below:

Step change in quality in Peru: In order to support farmers to drive for quality not quantity and change the reputation of the coffee industry Falcon registered as an export company and opened a small warehouse with a quality control laboratory. Farmers brought dry parchment for quality analysis in Jaen, Cajmara province, and some tasted their own coffee for the first time. They received a cup score and a price immediately, which they could accept or refuse and on average are paid double the commercial price of parchment coffee. This started with a relationship with 35 farmers and in 2021 is with 420 registered farmers. As Falcon controls the supply chain from farmer to roaster the coffees qualify for the Blueprint label.

JV with Siruma in Colombia: Falcon have an ongoing JV with exporter with Siruma Falcon buy 98% of the coffee. Seruma do all the work on the ground and Falcon provide funding and credit lines. The project sources qualities that range from core regional lots (84+), through to exceptional microlots (85+), including experimental processes and exotic cultivars. Establishing the partnership with farmers is done in four main stages:

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Identify the farmer group: conduct meetings with the farmer(s) to explore their interest in implementing a specialty supply chain.

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Once identified, we aim to understand the farmer(s) or their association’s goals, interests, and needs, along with any potential commercial opportunities.

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Next a baseline survey is conducted at farm level to determine production potential, harvest/post-harvest, and sustainability practices.

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Depending on the results, a farmer support plan will be designed. This can include individual farm visits, group workshops or larger, funded, training days with the aim of exploring how to optimise quality and production.

44 | Time to Wake Up and ‘Cup’ the Coffee