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Social Life Cycle Assessment of a Coffee Production Management System in a Rural Area: A Regional Evaluation of the Coffee Industry in West Java, Indonesia

Author

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  • Devi Maulida Rahmah

    (Faculty of Agricultural Industrial Technology, Universitas Padjadjaran, Bandung 40132, Indonesia)

  • Dwi Purnomo

    (Faculty of Agricultural Industrial Technology, Universitas Padjadjaran, Bandung 40132, Indonesia)

  • Fitry Filianty

    (Faculty of Agricultural Industrial Technology, Universitas Padjadjaran, Bandung 40132, Indonesia)

  • Irfan Ardiansah

    (Faculty of Agricultural Industrial Technology, Universitas Padjadjaran, Bandung 40132, Indonesia)

  • Rahmat Pramulya

    (Faculty of Agriculture, Teuku Umar University, Meulaboh 23681, Indonesia)

  • Ryozo Noguchi

    (Graduate School of Agriculture, Kyoto University, Kyoto 606-8502, Japan)

Abstract

The demand for coffee in the local and global markets has encouraged massive production at upstream and downstream levels. The socioeconomic impact of coffee production still presents an issue, primarily related to the social benefit and economic value added for farmers. This study aims to identify the social impact of the coffee industry in rural areas in three different coffee industry management systems. Many coffee industries exist in rural areas, with various management systems: farmer group organizations, middlemen, and smallholder private coffee production. This study performed the social organization life cycle assessment to identify the social impact of the coffee industry in rural areas according to the management systems. The results indicated that the coffee industry managed by farmers is superior in providing a positive social impact to four stakeholders: workers, the local community, society, and suppliers, as indicated by the highest social impact scores of 0.46 for the workers, 0.8 for the local community, 0.54 for society, and 0.615 for the suppliers. The private coffee industry provides the highest social impact to consumers (0.43), and the middlemen were very loyal to the shareholders, with a total social impact score of 0.544. According to this social sustainability index analysis, the coffee industry managed by the farmer group has the highest endpoint of social impact at 0.64, which is categorized as the “sustainable” status. Meanwhile, the coffee industry managed by private companies and middlemen is categorized as “neutral or sufficient”. The coffee industry should implement improvement strategies to increase their social impact to all stakeholders in their business supply chain.

Suggested Citation

  • Devi Maulida Rahmah & Dwi Purnomo & Fitry Filianty & Irfan Ardiansah & Rahmat Pramulya & Ryozo Noguchi, 2023. "Social Life Cycle Assessment of a Coffee Production Management System in a Rural Area: A Regional Evaluation of the Coffee Industry in West Java, Indonesia," Sustainability, MDPI, vol. 15(18), pages 1-21, September.
    • Handle: RePEc:gam:jsusta:v:15:y:2023:i:18:p:13834-:d:1241645
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    References listed on IDEAS

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    1. Rebolledo-Leiva, Ricardo & Moreira, María Teresa & González-García, Sara, 2023. "Progress of social assessment in the framework of bioeconomy under a life cycle perspective," Renewable and Sustainable Energy Reviews, Elsevier, vol. 175(C).
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    1. Madriaga, Zyreen Camill T & Felix, Jerry G. & Liasos, Ronaline B. & Acar, Mae Angela M. & Agacer, Kenneth Paolo B. & Adducul, Sheryl A., 2024. "Sustainability Practices and Financial Performance of Coffee Producers in Nueva Vizcaya," International Journal of Research and Innovation in Social Science, International Journal of Research and Innovation in Social Science (IJRISS), vol. 8(2), pages 2363-2388, February.

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