Loblaw Sustainable Seafood: Transforming the Seafood Supply Chain through Network Development and Collaboration

Abstract

Abstract Purpose This chapter explores the evolution of a network, initially based on providing sustainable seafood through Loblaw’s supply chain, to a network that is collectively working to improve ocean health. It describes the role of the CEO and key managers, the internal changes taken by Loblaw to become a more sustainable organization, and the external partnering that resulted in a more coherent network with shared goals. Design The chapter describes models and theories of sustainable organizations, issue nets, and collaboration and then applies the concepts to understand Loblaw’s sustainability journey and the creation of a network. Findings The model of the evolution to a sustainable organization is extended to include the journey to sustainable issue or domain networks. What Loblaw and the partnering organizations were able to create suggests that there are increasing levels of collaboration around changing a domain, if there is the courage to take a leap of faith and increase an organization’s time horizon beyond immediate financial demands. Originality and value The findings of this chapter will help senior executives with responsibility for shifting supply chains to become more sustainable. In addition, this case provides a new level of detail in describing the journey to sustainability, shifting from a company focus to an issue focus.