What Does WEF say About the Future of Food Supply Chains?

As the World Economic Forum (WEF) convenes in Davos, the spotlight has turned sharply towards the fragility of global food supply chains.

In a new whitepaper published in collaboration with Bain & Company, WEF addresses Chief Executive Officers (CEOs) and procurement leaders, outlining urgent strategies to safeguard food systems against a convergence of geopolitical instability, population growth, and accelerating climate change.

The paper explores recent issues to the food supply chain and offers keen insights into strategy changes.

A need for strategy

The report, titled 'First Movers Coalition for Food: CEO Lessons for the Future of Food Procurement', argues that the era of stability in food supply chains is over. Designed for a predictable world, these networks are now buckling under the strain of unpredictable financial environments and shifting consumer demands. For supply chain professionals, procurement can no longer be a back-office function; it must be a strategic driver of resilience.

The whitepaper draws on interviews with Chief Procurement Officers (CPOs) to demonstrate how sourcing decisions made today will determine the viability of food systems tomorrow. Børge Brende, President and CEO of the World Economic Forum, and Ramon Laguarta, Chairman and CEO of PepsiCo, emphasise that while solutions exist, implementation is lagging.

"Proven solutions, from regenerative farming practices in row crops to water management and lower-methane approaches in rice, are ready to expand. Yet too many fail to move past the pilot stage," explain Børge and Ramon.

"Often, what's missing is bold demand-side leadership: strong, credible buying commitments that unlock finance, align value chain partners and give farmers the confidence to invest.

"These approaches can be successful if they are accompanied by consistent dialogue with suppliers and farmers. The lessons outlined in this paper show that understanding their needs, recognising their challenges, supporting relevant services, building relationships and improving soil resilience are all integral to the future of food supply."

All supply chain, sustainability, Scope 3 and net zero leaders should attend:

• Procurement and Supply Chain LIVE: The Net Zero Summit - QEII Centre, London, March 4-5
• Procurement and Supply Chain LIVE: The US Summit - Navy Pier, Chicago, April 21-22

Co-located with Sustainability LIVE, these events brings together CSCOs, CSOs and senior decision-makers at a moment when sustainability, supply chains and commercial performance are increasingly interconnected.

Tickets can be booked online today for The Net Zero Summit and The US Summit. Group discounts available.

Supply chain risks

The urgency of this shift is underscored by recent market disruptions. The report highlights that industrialised agriculture, while productive, has degraded the very resources it relies on – contributing to 30% of global emissions and 90% of tropical deforestation.

The consequences are already visible in commodity markets; throughout 2025, coffee prices hovered near 50-year highs as droughts devastated harvests in Brazil and Vietnam, major producers responsible for a significant portion of global supply.

To counter these risks, the First Movers Coalition for Food (FMC for Food) – a group of 60 organisations with a combined revenue of nearly US$1tn – is championing a transformation in procurement.

Prioritising change

Consumer sentiment is also driving this shift, creating a market imperative alongside the operational one. A Bain & Company survey of 14,000 consumers revealed that 63% would purchase sustainable products more frequently if affordability were addressed.

Furthermore, 68% of buyers indicated they would prioritise suppliers with thorough sustainable operations by 2028, a significant jump from the previous year. This data suggests that sustainable procurement is not just a risk mitigation tool, but a competitive advantage.

For supply chain leaders looking to replicate this success, the report outlines a "maturity ladder" to embed resilience. This involves moving beyond transactional relationships to strategic partnerships.

The authors suggest businesses identify specific sourcing pathways, such as "spec-anchored" sourcing, where sustainability is written into product specifications, or "decoupled" sourcing, which separates sustainability investments from immediate procurement needs.

By calibrating these strategies and strengthening collaboration across corporate functions, procurement teams can transition from reacting to disruptions to proactively building a future-proof supply chain.