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Written by Gary F. Smith
Publish Date: 2024-11-01

Harvard Case - The AAK Kolo Nafaso Programme: Securing an Alternative Shea Supply Chain

"The AAK Kolo Nafaso Programme: Securing an Alternative Shea Supply Chain" Harvard business case study is written by Amitava Chattopadhyay, Jean Wee, Pierre-Yann Dolbec, Rajesh Nanarpuzha. It deals with the challenges in the field of Business Ethics. The case study is 23 page(s) long and it was first published on : Jun 29, 2020

At Fern Fort University, we recommend that AAK implement a comprehensive strategy to address the challenges and opportunities presented by the Kolo Nafaso programme, focusing on building a sustainable, ethical, and transparent shea supply chain. This strategy should prioritize corporate social responsibility, stakeholder engagement, and long-term value creation, while mitigating risks and ensuring compliance with relevant regulations.

2. Background

This case study focuses on AAK, a global leader in the production of specialty vegetable fats and oils, and their Kolo Nafaso programme. The programme aims to secure a sustainable supply of shea butter from West Africa, specifically Burkina Faso, by directly sourcing from women's cooperatives. The case highlights the complexities of operating in an emerging market with limited infrastructure, challenging social and political dynamics, and the need to balance economic benefits with ethical and sustainable practices.

The main protagonists are:

  • AAK: A global company seeking to secure a sustainable supply of shea butter for its growing business.
  • Women's cooperatives: The primary source of shea butter in Burkina Faso, facing challenges like low prices and lack of access to markets.
  • Local communities: Beneficiaries of the program, but also facing potential risks from environmental degradation and social conflicts.
  • Government: Playing a role in regulating the shea industry and facilitating economic development.

3. Analysis of the Case Study

This case study can be analyzed through the lens of stakeholder theory, emphasizing the importance of considering the interests of all parties involved. AAK's success hinges on building trust and positive relationships with its stakeholders, including:

  • Customers: Seeking high-quality, sustainably sourced shea butter.
  • Investors: Expecting strong financial performance and ethical practices.
  • Employees: Seeking fair compensation and safe working conditions.
  • Suppliers: Seeking fair prices, access to markets, and improved livelihoods.
  • Local communities: Seeking economic development, environmental protection, and social justice.
  • Government: Seeking economic growth, tax revenue, and social stability.

AAK's corporate strategy should be aligned with its corporate social responsibility goals, ensuring that its operations are ethical, sustainable, and contribute to the well-being of its stakeholders. This requires a holistic approach that considers:

  • Supply chain management: Implementing robust traceability systems, ensuring fair prices for shea butter, and promoting sustainable harvesting practices.
  • Organizational culture: Fostering a culture of ethical leadership, transparency, and accountability.
  • Risk management: Identifying and mitigating potential risks, including environmental degradation, social conflict, and regulatory non-compliance.
  • Stakeholder engagement: Building strong relationships with all stakeholders, including local communities, women's cooperatives, and the government.
  • Innovation: Exploring new technologies and approaches to improve efficiency, reduce costs, and enhance sustainability.

4. Recommendations

AAK should implement the following recommendations to address the challenges and opportunities presented by the Kolo Nafaso programme:

1. Strengthen the Kolo Nafaso Programme:

  • Develop a comprehensive sustainability framework: This framework should define clear objectives, metrics, and reporting mechanisms to measure the programme's social, environmental, and economic impact.
  • Improve transparency and traceability: Implement a robust traceability system to track shea butter from origin to final product, ensuring that consumers can trust the source and quality of the product.
  • Enhance stakeholder engagement: Establish regular communication channels with women's cooperatives, local communities, and government officials to address concerns, gather feedback, and build trust.
  • Invest in capacity building: Provide training and support to women's cooperatives on sustainable harvesting practices, quality control, business management, and financial literacy.

2. Expand the Supply Chain:

  • Diversify sourcing: Explore sourcing shea butter from other regions in Burkina Faso and neighboring countries to reduce reliance on a single location and mitigate risks.
  • Develop partnerships with other stakeholders: Collaborate with NGOs, research institutions, and other businesses to share knowledge, resources, and best practices.
  • Explore new technologies: Investigate technologies that can improve shea processing, reduce waste, and enhance efficiency.

3. Address Ethical and Legal Concerns:

  • Develop a comprehensive code of conduct: Establish clear ethical guidelines for all stakeholders involved in the shea supply chain, including fair labor practices, environmental protection, and anti-corruption measures.
  • Ensure compliance with relevant regulations: Maintain compliance with local and international laws and regulations related to labor rights, environmental protection, and data privacy.
  • Implement a robust whistleblowing mechanism: Create a safe and confidential channel for reporting ethical concerns and violations, ensuring that all allegations are investigated thoroughly.

4. Promote Sustainability:

  • Invest in reforestation and agroforestry: Support initiatives that promote the sustainable management of shea trees and protect biodiversity.
  • Develop sustainable harvesting practices: Encourage the use of tools and techniques that minimize environmental impact and promote the long-term health of shea trees.
  • Promote fair trade practices: Ensure that women's cooperatives receive fair prices for their shea butter and have access to fair trade certification.

5. Basis of Recommendations

These recommendations are based on the following considerations:

  • Core competencies and consistency with mission: AAK's mission is to provide sustainable and high-quality vegetable fats and oils. The Kolo Nafaso programme aligns with this mission by ensuring a sustainable supply of shea butter.
  • External customers and internal clients: Customers are increasingly demanding sustainable and ethically sourced products, while employees and investors expect the company to operate in a responsible and ethical manner.
  • Competitors: AAK's competitors are also seeking to secure sustainable shea butter supplies. By implementing these recommendations, AAK can gain a competitive advantage by demonstrating its commitment to ethical and sustainable practices.
  • Attractiveness ' quantitative measures if applicable: The recommendations are expected to generate long-term value for AAK by reducing costs, improving efficiency, and enhancing brand reputation.
  • Assumptions: These recommendations assume that AAK is committed to long-term sustainability and is willing to invest in building a strong and ethical supply chain.

6. Conclusion

By implementing these recommendations, AAK can transform the Kolo Nafaso programme into a model for sustainable and ethical sourcing in the shea butter industry. This will not only secure a reliable supply of shea butter for AAK's business but also contribute to economic development, social justice, and environmental protection in West Africa.

7. Discussion

Alternative approaches could include:

  • Outsourcing shea butter sourcing: AAK could choose to outsource its sourcing to third-party suppliers, but this would require careful due diligence to ensure that suppliers are operating ethically and sustainably.
  • Focusing solely on economic benefits: AAK could prioritize short-term economic gains over long-term sustainability and ethical considerations, but this would likely damage the company's reputation and alienate stakeholders.

Key risks and assumptions:

  • Political instability: Political instability in Burkina Faso could disrupt the shea supply chain and pose risks to AAK's operations.
  • Environmental degradation: Over-harvesting of shea trees could lead to environmental degradation and threaten the long-term sustainability of the shea industry.
  • Social conflict: Conflicts between different stakeholders, such as women's cooperatives and local communities, could disrupt the shea supply chain.

8. Next Steps

AAK should implement the following next steps:

  • Develop a detailed implementation plan: This plan should outline specific actions, timelines, and responsibilities for each recommendation.
  • Secure necessary resources: AAK should allocate sufficient financial and human resources to implement the recommendations effectively.
  • Establish a monitoring and evaluation framework: AAK should develop a system for tracking the progress of the recommendations and measuring their impact.
  • Communicate progress to stakeholders: AAK should regularly communicate its progress to stakeholders, including women's cooperatives, local communities, and investors.

By taking these steps, AAK can ensure the success of the Kolo Nafaso programme and build a sustainable, ethical, and transparent shea supply chain that benefits all stakeholders.

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Case Description

The Kolo Nafaso programme was started in 2009 in Burkina Faso by AAK, a 140-year-old Swedish supplier of vegetable fats and oils. AAK created a direct link with the producers - women in West Africa who traditionally harvested shea nuts - and cut out the middlemen. The aim was to improve productivity and pay a fair price. As a cocoa butter equivalent, the oil from the nuts was a major ingredient for chocolate manufacturers, who could then claim that their products were made from traceable ingredients and a sustainable supply - a growing concern for consumers and investors. As the programme expanded from Burkina Faso to Ghana, AAK met several obstacles: maintaining the loyalty of the shea producers when local competitors offered higher prices, operational challenges associated with expansion, ensuring a stable supply despite political unrest in Burkina Faso, rising costs, and realising the potential brand value of Kolo Nafaso.

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