WEF: Can CEOs Secure the Future of Global Food Supply?

CEOs are confronting a critical challenge as global food supply chains face unprecedented pressure from geopolitical instability, climate change, population growth and natural disruptions.

The convergence of these forces could demand a fundamental shift in how business leaders approach procurement and supply chain resilience.

The World Economic Forum, in collaboration with Bain & Company, has published research offering strategic insights for execs navigating sustainability imperatives while safeguarding food supply chain continuity.

Drawing on Chief Procurement Officer interviews and case studies, the findings provide a potential roadmap for leaders seeking to align procurement strategies with long-term resilience.

"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," say Børge Brende, President and CEO of World Economic Forum and Ramon Laguarta, Chairman and CEO of PepsiCo.

"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."

The white paper, titled 'First Movers Coalition for Food: CEO Lessons for the Future of Food Procurement', examines procurement pathways that could address persistent food supply chain vulnerabilities.

Food supply chains were historically designed for stability, yet recent disruptions have exposed structural weaknesses.

Climate volatility, economic uncertainty, geopolitical tensions and shifting consumer expectations are testing global systems in ways that could require executive-level intervention.

Strategic procurement as risk management

For CEOs, procurement is emerging as a strategic lever for managing supply chain risk rather than merely an operational function. The decisions procurement leaders make today could determine future resilience, making supplier relationships and sourcing methods critical considerations at board level.

Børge and Ramon say that successful approaches require "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."

The First Movers Coalition for Food comprises 60 leading food-system organisations, including 26 major buyers with combined revenue approaching US$1tn.

The coalition aims to transform food procurement by sharing insights and proven pathways for implementing practices that could establish supply chain resilience.

The business case for change

The food system provides more than 40% of global employment and accounts for approximately 10% of worldwide GDP. However, external shocks and internal system challenges are placing this economic contribution at risk.

While industrialised agriculture has boosted productivity to meet demand, it has simultaneously contributed to resource depletion, climate change and biodiversity loss.

According to the World Economic Forum, agrifood systems produce nearly 30% of global emissions. Agriculture contributes to 90% of tropical deforestation and accounts for 70% of global freshwater withdrawals. These environmental impacts are creating feedback loops that could threaten supply stability.

Supply disruptions are becoming more frequent, affecting both yields and pricing. In 2024 and early 2025, coffee prices remained near 50-year highs as droughts hit major producers.

Brazil, which supplies approximately 40% of global coffee, experienced ruined harvests, while Vietnam recorded a 20% production drop in 2024. Weather concerns are making production increasingly unpredictable.

Responding to stakeholder expectations

Government, investor and consumer priorities are shifting towards sustainable farming, creating both pressure and opportunity for CEOs.

Research from Bain & Company surveying 14,000 consumers across eight countries found that 63% of respondents would purchase sustainable products more often if pricing were more competitive.

A separate study indicated that 68% of buyers would opt for suppliers with comprehensive sustainable operations by 2028, up from 39% the previous year.

CEOs willing to adapt procurement strategies early could experience enhanced market positioning. The World Economic Forum identifies four critical approaches:

• Building sourcing maturity through a three-step ladder that embeds resilient and sustainable sourcing across operations
• Identifying strategic pathways between spec-anchored sourcing (embedding sustainability requirements directly into specifications) and decoupled sourcing (separating sustainability investments from procurement specifications)
• Calibrating strategy by understanding sourcing context and characteristics
• Strengthening partnerships through cross-functional collaboration and peer engagement.

By positioning resilience and sustainability as core sourcing priorities, leaders could establish clearer strategies while opening opportunities for collaboration and smarter supplier relationships that could protect both supply continuity and competitive advantage.