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Purpose The objective of this paper is to describe a corporate implementation and application of a “sustainable business cycle”. Design/methodology/approach The study is based on a single case study of a regional producer of dairy products in Sweden. The data were collected from non‐structured interviews with managers and available corporate documentation. Findings The company's “sustainable business cycle” may be divided into nine stages beginning with the arable land through to the dairy and transportation of products to market, where the final two stages involve external retailers and consumers, all of which is important to fulfilment of the earlier seven internal stages. Research limitations/implications The findings stress the importance of connecting and reconnecting not just to immediate environmental concerns of business, but also to planet Earth, which is under non‐sustainable pressure and evidently faces an unpleasant destiny. Practical implications The case highlights advantages and challenges facing a small to medium‐sized enterprise (SME) tasked with implementing a sustainable business cycle for a commodity product in a highly competitive market, dominated by powerful retailers. Social implications Changing consumer behaviours and purchasing patterns, as well as state interventions imposed at top political levels worldwide, will gradually increase the necessity to create sustainable business cycles. Originality/value The main contribution of this article is to present a rare detailed case study of a sustainable, organic milk supply chain. It highlights the areas where sustainability is effective. It also illustrates the challenge for an SME trying to extend the reach and to create awareness of added value to the consumer. Hopefully some lessons will be learned and emphasized in this case study.
Svensson et al. (Fri,) studied this question.