Horticulture, short food supply chains and area-based collaboration

Amped took the initiative to explore how short food chains can strengthen the connection between greenhouse horticulture and the local food system in the Metropolitan Region of Amsterdam. Through their Living Lab, they collaborated with seven horticultural producers, supported by the advisory expertise of SIGN, a foundation dedicated to innovation in greenhouse horticulture, led by Dewi Hartkamp. Together, they investigated practical ways to make local food production more sustainable, resilient, and better connected to local communities.

The added ecological, economic, cultural and social values in the short food chain of greenhouse horticulture, and its relationship to the development of regional food systems and region-focused collaboration.

The short food chain has offered greenhouse businesses several good prospects. These prospects bring opportunities for the future of individual growers, the sector, and parties in their region facing major spatial transformation tasks. Relationships with the local environment, citizens, and governance networks are decisively important. The greenhouse sector brings much added value (ecologically, economically, culturally, and socially), but unfortunately, this value is not sufficiently acknowledged, recognised, or leveraged in region-focused collaboration. Like in the past, greenhouse horticulture offers perspective for today and, certainly, the future. Policymaking is shaped by broad societal and economic developments centring on regionalisation. The European legal framework of the Regions, regional investment programs, and geopolitical developments are all grounded in regional structures.

The challenge is to translate this added value into a monetary benefit for the grower, the value on the citizen’s plate and in their wallet, and to simultaneously embed this in the minds of policymakers. Amped, commissioned by SIGN, conducted research on the opportunities presented by this promising perspective. Three central questions were investigated:

  • The relationship with the environment
  • Future plans
  • The role of technology and data in the regional context

Based on several interviews with horticulture/greenhouse entrepreneurs, the following businesses were featured:

  • Tuinderij (greenery) Vahl
  • Sem Broersen
  • Kok Strawberries
  • Buysman Herbs
  • Arnoud van Dijk Holland
  • Bob van de Voort Biofood
  • Osdorp Nursery
  • Overvecht Garden Center

Tuinderij Vahl

The Vahl brothers are deeply rooted in the region. Historically, they have repeatedly left their mark on the landscape and the community. There is considerable evidence of their role in the past, outlining a perspective for today. The company has provided employment for thousands of local residents over the past 75 years. In sustainability, the business has earned its stripes and leads the way wherever possible—a role needed for the future as well. The company is concerned about unreasonable government measures and aims to anticipate and influence them proactively. It’s regrettable that their sustainability efforts aren’t recognized by society. Active collaboration is ongoing in existing short food chains, through their company Posthuma, supplying the country store network, Oregional, and Local2Local. Governance relations with local authorities are solid.

Sem Broersen Strawberries

A wonderful discussion with a strawberry grower whose entire business is built on local sales, serving as a model for the possibilities. In addition to strawberries, asparagus is grown to complement the assortment, now that the country store is fully operational and makes a substantial contribution. Products from other local growers are also sold. The business demonstrates how local sales can support its viability. Strong connections with the environment and significant sustainability strides have been made. The company acts as a connector in its potent regional network, benefiting from large groups of consumers, hospitality entrepreneurs, and local farmers. Activities like regional dinners regularly unite groups of customers. Sustainability leaps in greenhouse production have been significant, contributing economically to the region. Future plans focus on a new sustainable greenhouse to boost production and opportunities for diversification. Future support is desired for crafting a smart activation strategy, possibly turning customers into investors and increasing governance support long-term by demonstrating the company’s contributions—past and future—to the region. Family relationships and sponsorships anchor them in the region.

Buysman Herbs

Buysman Herbs has a rich history, showing that quality and entrepreneurship pay off. Seven herb varieties are currently grown. The company has shown over the years that innovating and focusing on quality engenders a healthy business, making Buysman one of the most successful short-chain greenhouse operations. They market directly to end customers without intermediaries, doing so based on quality, durability, and adapting to market demand, which ensures future readiness.

Buysman’s historical networks are robust, being active locally for over a century, providing jobs and sponsorship, and earning the family governance credits. A book is being written on the region’s last 100 years and the company’s connection to it; all this is useful, including the values the company will contribute for the future.

Sustainability credentials come from conviction, not subsidy, and are recognized. The company is concerned about unreasonable government measures and aims to anticipate and influence them where possible. With their own consumer packaging line and direct communication, they reach consumers flexibly. A direct relationship is thus built with large consumer groups. Societal developments include the “true-price/true-cost” discussion, health trends, and nutritive value; Buysman is well positioned for plant vitality and can benefit the sector, serving as an information source for other growers. In these opportunities, digitization and data are fundamentally important, with Buysman seeing itself as a key player for recognition of plant health value. The rollout of a robust, regional, and regenerative food system in the AMA offers opportunities to mobilize green consumers, students, and institutions—potentially with the Bionutrient Meter as a crucial tool.

Kok Strawberries

A prime example of a successful short food chain with a stand-out product, Kok Strawberries, in Zwaagdijk, sells the freshest, most delicious strawberries, and 95% of sales are through the short food chain. The development of new residential areas in Hoorn has increased demand, and COVID gave the business a boost. The personal touch and commitment to quality bring customers back. Future ambitions: ongoing quality improvement and strengthening customer relationships. No major plans for expansion or new products, though jams and other strawberry offerings exist. No plans for a country store, keeping focus on strawberries and customer attention. As the company has intensive end customer relationships and nearby municipalities plan new residential areas, there may be opportunities for participatory involvement, like geothermal installations or consumer investors. The company’s main function is inspiring other growers involved in urban development, showing how sustainable, high-quality products make viable businesses. In the context of urban expansion, Kok is a highly reproducible example for new greenhouse construction around Utrecht and Amsterdam.

Bob van de Voort

A wonderful conversation with Bob on the potential of 1.5 hectares of greenhouse horticulture for products catering to Almere’s cultural majority. Bob, an organic grower, is ambitious about sharing the organic story but hasn’t been able to take the risk of hiring a social media professional to inspire young people. He seeks a way to share the challenges of current market forces. Bob wants to engage the greenhouses with the local community through co-creation. The surrounding area has seen successful consumer gardens. Attempts to connect with the Surinamese community have so far failed, and being a member of Flevofood Association hasn’t helped. The help request is clear: assist connecting with the neighborhood and support the needed process. Various regional programs in metropolitan Amsterdam can financially contribute to this ambition, which extends beyond Bob’s 1.5 ha—the nursery can be a vital social connection point. The proposal is to link Bob to Surinamese leaders in the region and start a collaborative process, via partnerships in Amsterdam Zuidoost and nearby ROC. There are opportunities for Bob to join food movements like Herenboeren, Land van Ons, and Aardpeer, benefitting from new insights and participatory consumers. Thorough engagement could be achieved through membership in the rollout of a robust, regional, and regenerative food system in the AMA, which bundles parties and networks efficiently.

Arnoud van Dijk

A very constructive and surprising talk was held with Arnoud van Dijk, an entrepreneur who, originally from the Westland, moved to West-Friesland for business. His company is large and export-oriented, not seeing great prospects for the short food chain. Main concerns come from trade—particularly unfair competition and excessive, uncontrolled government regulation, which are major risks. The unfair playing field may be the biggest obstacle, although Arnoud feels he must cope. The instrument of “true-price/true-cost” could help. Arnoud’s principle: “Better to adapt and find your way than protest in The Hague. Now we must show what we can do, and for this, help is needed.” The company’s impact is substantial, an inspiration and a source of evidence for change processes, sustainability, and region-based participation. It’s a learning and working environment for young talent, supports social initiatives financially, and organizes complex collaborations. Van Dijk’s value has proven itself repeatedly and should not be overlooked in major transformation processes. The company set up an energy cooperative in the region for joint investment in a geothermal plant, crucial for local construction plans. The business has improved its energy use and crop protection methods enormously, is high-tech, and has built living units for workers from abroad, relieving local housing pressure. A perfect example of entrepreneurship, problem-solving, and immense impact on the region. It’s crucial the sector recognizes these activities. Amped sees in this showcase a development perspective for new urban environments based on participation and multiple value creation. Entrepreneurs like Arnoud are indispensable for “Netherlands 3.0” and can truly put the sector on the map for spatial challenges. It’s important that involvement doesn’t demand too much time and adds to the company’s long-term earning potential.

Osdorp Nursery and Overvecht Garden Center

At the edge of Amsterdam-West lies the Osdorperweg greenhouses (“Damsco”), owned by the City of Amsterdam, co-developed with the surrounding neighborhood into community farms. This involves creating community greenhouses, growing novel vegetables for the cultural majority, and building communities.

In 2019, Amped began the rollout of a robust, regional, and regenerative food system in the Amsterdam Metropolitan Area (AMA). This system involves four active short-chain networks, B2B and B2C buyer networks, and a stakeholder network including the City of Amsterdam, Hogeschool van Amsterdam, Vrije Universiteit Amsterdam, AMS Institute for Metropolitan Sustainable Solutions, and over 130 partners.

In collaboration with the international EU4Advice consortium, the Living Lab aims to evolve into an innovation hub for regional food challenges, integrating the social, ecological, and economic value of greenhouse horticulture in development programs such as “De Groene Stelling,” using the narrative of security and cultural heritage for transition tasks.

On the edge of Utrecht, the Overvecht Garden Center operates as a garden center and an innovation breeding place, in a so-called “power neighborhood.” The Scherrenberg family are established Utrecht entrepreneurs with strong links to business and governance networks. The garden center has transformed into Steck Utrecht, a hub for sustainable, green initiatives, hosting networks such as De Clique, a country shop, a waste rescue network, and food projects including Operation Food Freedom. Collaboration with Steck and Bob Scherrenberg led to the rollout of a robust, regional, and regenerative food system in Utrecht, with three cooperating short food chains, B2B and B2C, and a large stakeholder network (over 100) working for a connected regional food system and a healthy Utrecht landscape.

Partners include Utrecht Municipality, Jaarbeurs, Utrecht University, and Utrecht University of Applied Sciences. Noorderpark Utrecht is the development site. Prior heritage collaborations involved the fortifications, with the Province of Utrecht. The project “Utrecht Food Freedom” includes youth networks of Amped Academy and Grounded Comunity.

The aim of the EU4Advice Living Lab in Utrecht and Amsterdam is to become an innovation center for regional food challenges, integrating greenhouse horticulture’s social, ecological, and economic values in city and regional development, drawing from narratives of security and cultural-military heritage for transition issues.

General Summary

The short food chain was initially intended for trade but has evolved, offering additional dimensions that reaffirm greenhouse horticulture’s future relevance, especially in the face of challenges like housing construction, climate change and adaptation, development toward region-based collaboration, food security, and health issues. Growers see many opportunities but fear government regulation in a rapidly changing world. The solution lies in deepening values (“do”) and dignity (“be”) together in the regional context. Conversations yielded various values: economic, data/impact evidence, cultural history, technical innovation, and regional collaboration.

  • Economic chain: Greenhouse horticulture has historically delivered massive economic impact—employment, sponsorship, regional investment in infrastructure. Reflecting on past financial and innovation contributions shows the sector’s legacy and promises for future interventions. Consumer networks offer intriguing financing sources for new investment and refinancing opportunities. The sector is accustomed to substantial, long-term investments in energy, greenhouse systems, buildings, and regional actions.
  • Data/technological chain: Worldwide, there are demands for proof of sustainable production, in both rural and urban settings. The greenhouse sector is a leader in digital infrastructure, offering vital developmental functions to other production types and land use.
  • Cultural-historical chain: Greenhouse horticulture has deep historical connections to the region, networks, and its inhabitants, contributing large-scale economic and industrial innovation. These chains provide familiar relationships and lobbying opportunities, building a solid foundation for new narratives.
  • Impact/innovation chain: Within agriculture, greenhouse horticulture is the only sector with advanced technological integration and production input/output recording. This infrastructure offers huge alignment opportunities with urban settings. Greenhouse growers are well ahead in impact and innovation; it’s vital to show how far they have come and how they’re leading societal developments.
  • Regional chain: Greenhouse growers are powerfully connected with their environment, in governance and socially. This provides opportunities to mobilize networks for current and future challenges and build support.

All values and conditions are present to not only be right but to have that right recognized. This is accomplished by bringing together these chains in an area-focused collaborative process. The legal framework of Europe of the Regions may serve as the instrument to counter unreasonable, non-factual government regulation.