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Article

High Andean Association Producers of Organic Quinoa: A Sustainability Study Based on Competitiveness and Performance

by
Medalit Villegas-Casaverde
1,*,
Alfredo Prado-Canchari
1,
Katia Choque-Quispe
2,
John Peter Aguirre-Landa
1,
Henrry Wilfredo Agreda-Cerna
1,
Delma Diana Reynoso-Canicani
2,
Edwin Mescco Cáceres
1,
Rosa Gabriela Coral Surco
2,
Grecia Valverde Mamani
1,
Fidelia Tapia Tadeo
3 and
Julio C. Loayza-Céspedes
4
1
Business Administration Academic Department, José María Arguedas National University, Andahuaylas 03701, Peru
2
Accounting and Finance Academic Department, José María Arguedas National University, Andahuaylas 03701, Peru
3
Agroindustrial Engineering, José María Arguedas National University, Andahuaylas 03701, Peru
4
Agropecuary Engineering Academic Department, Universidad Nacional de San Antonio Abad del Cusco, Andahuaylas 03701, Peru
*
Author to whom correspondence should be addressed.
Sustainability 2025, 17(9), 3929; https://doi.org/10.3390/su17093929
Submission received: 17 March 2025 / Revised: 10 April 2025 / Accepted: 22 April 2025 / Published: 27 April 2025
(This article belongs to the Section Economic and Business Aspects of Sustainability)
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Versions Notes

Abstract

:
Quinoa, considered a superfood, is grown in the high Andean zones of Peru and Bolivia. The competitiveness, organizational capacity, and technological level of the producers limit their production. This research aimed to evaluate the influence of competitiveness on the performance of quinoa producer associations in the high Andes. The study was developed in the production period of 2022–2023 and considered associations of quinoa producers from different localities. The correlation between competitiveness (corporate identity, resources, and potential) and production performance (financial and non-financial) was studied. The data were collected through a questionnaire with closed questions and a Likert scale and presented normal distribution, and a one-factor ANOVA, Pearson′s correlation, and PCA at 5% significance were applied. Twenty-three quinoa producer associations were identified with 15 years of organic quinoa production of the varieties of Blanca de Junín, Choclito, Pasankalla, Negra, and Roja, with production ranging from 17 to 40.8 tons grown in a semi-mechanized way. It was observed that the general competitiveness of the associations was rated as moderately inadequate despite good performance; this behavior was more marked in the associations in urban areas such as Andahuaylas and San Jeronimo. Urban quinoa associations have higher quality than rural ones. Competitiveness is limited by a lack of human resources training, government commitment, and strategic alliances, which predicts low sustainability.

1. Introduction

Quinoa (Chenopodium quinoa Willd.) is a food grain from the Andes of South America. It is a pseudo-cereal eaten by the region′s people [1], although its cultivation and production are limited to traditional, non-intensive forms. In recent years, its production has increased due to national policies by the Peruvian State, through sustainable agriculture and resilient agricultural practices, allowing for the green and responsible production of this grain, giving added value not only for its potential as a superfood but for its high value in both domestic and international markets [2,3,4,5].
In 2023, quinoa production in Peru reached 120,000 tons, 5% more than in 2022. This growth was mainly in the regions of Puno (50%), Ayacucho (13%), and Apurímac (7%), followed by Arequipa and Cusco [6,7]. However, production projections for 2023 and 2024 were not met due to adverse climatic events during the 2022–2023 and 2023–2024 planting and harvesting seasons [8,9]. In exports in 2023, 40% of quinoa production was destined mainly to the United States, Canada, the United Kingdom, and the Netherlands in the form of grains. Exports represented between 0.2 and 0.25% of the total value of exports, which is between 2 and 3% of the value of non-traditional agricultural exports [8,10,11].
Domestic production does not cover all the demand for quinoa, as there are both legal and illegal imports of quinoa. Legal imports come from Bolivia because of their good presentation, larger grain size, and sometimes lower price than Peruvian quinoa [10,12]. Quinoa is now sold in supermarkets, restaurants, and by the industry (mainly the food industry) in many products and for all types of consumers. It is also sold in countries such as England, Germany, Denmark, Spain, Italy, France, Russia, Portugal, the Himalayas, Southeast Asia, and recently Africa [11,13,14].
Quinoa production systems must consider their capacity for adaptation and distribution due to different climate and soil conditions. In Peru, it is cultivated up to 3900 m of altitude, with the largest area located between 2500 and 3900 m of altitude. It is also cultivated in diverse microclimates but, in general, in a temperate-to-cold climate with frequent frosts and dependence on rainfall [15,16].
This production is limited or defined by the competitiveness of quinoa producers. In this sense, competitiveness has increased in developing countries in recent years, although the quality of production factors, availability, organizational capacity, and technological level are better in developed countries. However, judging by the results, Peru has serious competitiveness problems, mainly in rural areas, due to the lack of solid organization, leadership, a lack of knowledge of laws and regulations, and governmental neglect, which need to be solved to achieve sustainable economic growth in the country [1,13,17]. Peru ranked 55th out of 64 countries evaluated in terms of competitiveness, falling 13 places compared to the previous year due to the government′s lack of promotion of agricultural policies. This contraction of 4.1% is mainly due to factors such as fertilizer shortages, high inflation, and adverse weather conditions, although agricultural exports grew by 3.9% in 2023 [2,8,18,19].
To achieve greater competitiveness, the old concepts of economies based solely on comparative advantage must be overcome. That is, they focused only on cheap labor, natural resources, good climate, or fertile soil; these comparative advantages can easily be matched by other producers in other latitudes [19,20]. Although individual producers have formed associations to produce and export quinoa grains, this association occurs on their initiative, being empirical or subject to trial-and-error experiences.
Currently, small quinoa producers in the province of Andahuaylas have low production and therefore low profitability. This situation makes them less competitive in the market and could lead to subsistence agriculture in the future, resulting in low incomes and hindering local development.
Therefore, this study aims to collect information on the competitiveness of quinoa-producing associations in the province of Andahuaylas, considering as indicators the corporate identity, resources, and potential they have and how these affect and relate to production performance.

2. Literature Review

The sustainable competitiveness of agro-industrial companies is addressed by different theories that are framed in terms of performance and sustainability. Porter′s competitive advantage suggests that companies can improve and reduce costs through sustainable practices, while the theory of resources and capabilities suggests that it is relevant to use unique resources and local capabilities to achieve high product supply [21,22]. The triple bottom line indicates that the success of an association or producer organization is evaluated in economic, social, and environmental aspects, and the theory of open innovation indicates that the participation of external organizations such as governments or public and private institutions allows for the development of sustainable technologies [23,24]. Another theory on corporate social responsibility states that proposing positive impacts on the community allows for greater competitiveness, improving the reputation of the agribusiness organization due to timely and accurate attention to consumers [25,26]. Sustainable competitiveness in the agro-industrial sector requires an integrated approach that includes economic, social, and environmental aspects not only to improve their strategies but also to contribute to sustainability.
To achieve sustainable competitiveness in the global marketplace, organizations must implement strategies that focus on sustainability, innovation, and collaboration [26]. Studies have shown that, over time, companies with sustainability practices such as ethics, waste management, and carbon footprint reduction have been able to meet the needs of consumers and regulations in the internal and external markets in which they trade [27,28]. Similarly, embracing the concept of the circular economy allows for greater resource efficiency, ensuring long-term sustainability [29,30].
In addition, strategic communication is crucial to achieve a good brand image and expand the market. Furthermore, the integration of technologies such as IoT and blockchain has been observed to improve and optimize the supply chain, further enhancing inter-organizational relationships and strengthening resilience [26,31]. However, companies must face internal and external regulatory challenges to balance sustainability with financial viability [26]. It has been observed that quinoa producer associations lack these aspects. This implies unsustainability and low resilience in the face of market changes.
Furthermore, the performance of manufacturing companies varies considerably between developed and developing countries, especially in terms of technological, human resources, and regulatory framework factors [32,33]. Developed countries have advanced technologies and highly trained labor forces that allow for greater competitiveness and commercial and logistical reach, improving efficiency and competitiveness. In developing countries, these factors are significant limitations, in addition to a lack of adequate infrastructure, which significantly impacts productivity and performance [34]. Studies have shown that for export companies in developing countries, the opportunities for access to markets and financing are lower, in addition to little support from government agencies, so companies or organizations pay more attention to economic viability, which is its long-term sustainability [33].
Hypothesis 1 (H1).
Producer associations that properly implement and manage corporate identity, resource management, and potentiality achieve better competitiveness and sustainability.
Hypothesis 2 (H2).
Competitive disadvantage due to technological limitations, human capital, infrastructure, access to markets, and financing makes good performance impossible.

3. Materials and Methods

3.1. Research Design

The research was conducted in 2023 with data from the 2022–2023 quinoa production campaign between November 2022 (quinoa planting) and May 2023 (harvest). Data were collected from 23 quinoa producer associations recognized by the Chamber of Commerce of Apurímac, Peru, with 422 partners in total, as described in Table 1.
The level and type of research were descriptive, correlational, and cross-sectional. Qualitative and quantitative data were collected through a structured and closed-ended survey.

3.2. Study Site Description

Quinoa producing associations from 5 districts of the province of Andahuaylas were considered, and their geographic locations are shown in Table 2.
JMA, Pacucha, and Pacobamba districts are rural, with annexes and population centers, low population density, lacking basic services, medical centers, and drinking water in most cases, and exposed to environmental risks, mainly due to climate change. The inhabitants of this area are engaged in agricultural (mainly potato and quinoa farming) and livestock activities, although in the last 5 years, artisanal, illegal, and informal mining has developed, which generates risks to human health and soil. San Jeronimo and Andahuaylas districts are urban areas, although their annexes and population centers lack the same disadvantages.
On the other hand, the emigration of their young people (mainly of university age) to urban areas and large cities has not allowed for a dynamic and sustainable development of associations and communities. This has limited, to a medium extent, the innovation of cultivation and organization techniques, leaving this responsibility to the people with little or no academic studies. As a result, these activities are currently mostly empirical in terms of the cultivation and organization of associations. Similarly, the systematization of document management has not been observed, so they lack current digital technology tools.

3.3. Instruments Used

Questionnaires were prepared to collect information from the associations. The first part consisted of eight open-ended questions related to the general characteristics of the producer associations (time of operation, number of members, and form of participation) and the characteristics of quinoa production (varieties, use of agrochemicals, sown area, quantity and form of quinoa production). The second part addressed aspects of the competitiveness and performance of the associations and consisted of thirty closed-ended structured questions with multiple answers as follows: strongly disagree (1 point), disagree (2 points), agree (3 points), and strongly agree (4 points).
To collect information on competitiveness, three dimensions were structured as follows, each with seven questions: (i) corporate identity of the association, which allowed us to demonstrate the vision, mission, objectives, goals, projects, export plan, and identified markets; (ii) resources, referring to the characteristics of the association’s staff, such as commitment, training, research and development, production technology, technical knowledge, knowledge of demand, and distribution systems; and (iii) potential, referring to the qualities of an organization, such as the analysis of export markets, product catalogs, and specifications, the proposal of new varieties, customer requirements, expansion plans, reputation, and quality programs.
In terms of performance, the following aspects were analyzed: (i) the financial aspect focused on sales, profits, and growth rate and (ii) the non-financial aspect considered the achievement of objectives, success achievement, level of partner satisfaction, export satisfaction, and business achievements. All the questions in the questionnaire were structured with the interrogative “Does the association have...”.
Five experts on the organization of export associations from the Universidad Nacional José María Arguedas, Andahuaylas, Peru, evaluated the validity and reliability of the questionnaire. The validity of the questionnaire was assessed using the following indicators: functionality, objectivity, organization, clarity, sufficiency, consistency, coherence, and applicability, with the levels grouped as excellent (81–100%), very good (61–80%), good (41–60%), fair (21–40%), and poor (0–20%), with a score of 90% indicating that the questionnaire is excellent. The reliability or homogeneity of the questionnaire was evaluated through Cronbach’s alpha (α), whose result was 0.875, which is an indication that it is reliable and applicable.

3.4. Data Analysis Techniques

Data were analyzed using descriptive statistics. Data follow a normal distribution evaluated using the Shapiro–Wilk test (0.94273) at 5% significance. The Pearson correlation test and multivariate PCA at 5% significance were analyzed using OriginPro 2025 software and Excel spreadsheets. The relationship between production, competitiveness, and performance factors in the cultivation areas was evaluated using the CIRCOS graph (https://mk.bcgsc.ca/tableviewer/visualize/, accessed on 16 March 2025).

4. Results and Discussion

4.1. Characteristics of Quinoa Production in Associations

The altitudes and microclimates of the production areas allow for the production of different varieties of quinoa. It was observed that all the associations produce quinoa of the variety Blanca de Junín, followed by the varieties Roja, Choclito, Negra, and Pasancalla (Table 3). These varieties, in addition to having high protein content, present bioactive compounds, antioxidants, and fibers, which are desirable by the consumer [5,35]. Although the variety with the most exports is Blanca de Junín [6], the Negra variety in recent years has shown an increase due to its better nutritional qualities and exotic characteristics [2,35,36,37]. This grain is more resistant to pests and requires soils with lower nutrient demands, making it a heavy grain that allows for the application of sustainable practices [1,38,39].
The associations of the districts of Andahuaylas and JMA reported productions of 326 and 126 MT, representing 77.6% of the total production, whose cultivation areas corresponded to 311 and 131 ha, respectively (Table 4). The associations with the highest production were found in these districts, reaching maximums of 120 and 40 MT with maximum areas of 100 and 40 ha, respectively, although the average production rate is similar for all associations (total production/total area). This difference with the associations of the districts of Pacucha, Pacobamba, and San Jeronimo is due to the conformation and organization of the associations, since the associations of Andahuaylas and JMA have personnel with technical and scientific knowledge, which is a competitive advantage in production [21,40].
The Circos chart was proposed to visualize data analysis in Gemonics, but it has been extended in various fields of science and business logistic analysis. In principle, Circos relates the magnitude and interaction of several variables, the outer circular axis indicates the percentage that represents this magnitude, while the inner axes indicate the intensity of the relationship of the magnitude of each variable, represented by the thickness of the ribbon (https://mk.bcgsc.ca/tableviewer/visualize/, accessed on 16 March 2025).
JMA and Andahuaylas districts stand out for cultivating the majority of quinoa varieties, with a larger cultivation area and higher production (thicker ribbons in Figure 1a). Pacobamba and JMA are characterized by cultivating the Choclito variety. Production of the Negra variety predominates in San Jerónimo and Pacucha.

4.2. Association Competitiveness

Corporate identity for quinoa producer associations considers elements that define who they are as a collective, i.e., what distinguishes them from other similar organizations and how they want to be perceived in their environment, serving as a fundamental differentiator in competitive markets, establishing consumer confidence [41,42]. This aspect is important as an organizational differentiator; the quinoa producers in the district of San Jerónimo state that this aspect is adequate in their associations, that is, the partners consider that the vision, mission, goals, export plans, and the identification of markets are adequate, because these aspects have been formulated and socialized by the members of the association, which allows them to have functional knowledge of these aspects. The active participation of the members, not only in the operation of an organization but also in its foundations, allows its members to have a broad knowledge of the organizational identity, which leads to the generation of solidity with sustainability, while in the other associations, this aspect is not adequate (Table 5), although the producers in Andahuaylas and Pacobamba show the best behavior (Figure 1b).
This gap can be overcome by addressing cultural diversity and the need for cohesive communication strategies, something that is not commonly perceived in the high Andean areas [43]. The lack of training and adaptation to current technologies does not allow for the improvement of this aspect, even more so, the governmental disinterest. The proposal of a clear and current mission and vision, a flexible positioning that allows for adapting to the dynamic reality of the market, and registered brand strategies such as “organic product”, “green product”, “sustainable product”, and “product that contributes to the circular economy” have improved this aspect in other realities [1,22,44,45].
The personal, technical, and cultural characteristics of the associations′ partners are the intangible resources that affect the performance of an organization; the criteria evaluated for this aspect were reported as negative (in disagreement) in all the associations (Table 5), although with a lower incidence in the JMA and Pacucha associations (Figure 1b). The commitment of the personnel is vital, since it strengthens community cohesion, reduces the desertion of partners, and ensures the useful life of the organization; this must be accompanied by training and the improvement of production techniques, which would improve the competitiveness, sustainability, and profitability of the company [40,41], although the culture and academic level of the partners, the topography of the cultivation areas, and the cultivation technologies used in quinoa production are aspects that greatly limit the producers.
The lack of training and updating in cultivation techniques for producers has been a limitation, especially in developing countries. Added to this is the lack of technology they have, mainly the use of medium-sized machinery during cultivation and manual fertilization systems. This problem is widespread in the production areas of the Amazon and the Peruvian Andes [46,47,48].
Another important aspect of the competitiveness of producer associations is the potential, that is, the qualities of an organization. It has been observed that producer associations consider that this aspect is not adequate (Table 5); however, better behavior was observed in the producer associations of the Andahuaylas district and JMA (Figure 1b). This indicates that they lack potential in terms of export market analysis, that is, they are unaware of the appropriate methodologies and techniques to identify potential external markets, since in most cases, the grains of the quinoa varieties are sold to collectors. This could be related to the little or no description of the varieties of quinoa grains they produce, i.e., marketing techniques are little used in addition to not having a scientific basis on the characteristics of these grains, which does not allow for attracting new customers. This results in the lack of an expansion plan, since export volumes do not increase, making them producers with little credibility [25,36,48].
This could lead to organizational deterioration and cause discontent among partners, financial losses, poor brand image, and ultimately a decrease in the long-term success and sustainability of the organization [49]. Although timely identification of these factors can boost growth, increase competitiveness, and strengthen the company′s reputation, the key is to continuously monitor these factors and adapt to market changes and customer needs, as has happened in numerous agro-industrial export organizations [14,50,51,52].
In general, the competitiveness of quinoa producers in the province of Andahuaylas is not adequate, although it is slightly better in the producer associations of Andahuaylas, San Jerónimo, and Pacucha (Figure 1b). This could lead to the loss of the market and customers, as despite producing organic quinoa, they are organizationally unsustainable. This could be due to the lack of government commitments, human resource training, and strategic alliances with importing countries.

4.3. Association Performance

Organizational performance has a strong impact on the sustainability and competitiveness of organizations, allowing them to define their ability to compete and grow and their long-term sustainability, especially in the export agro-industrial sector.
The financial aspect of the associations is seen as adequate by the producer partners (Table 6), although better results were observed in the districts of Andahuaylas, Pacucha, and San Jerónimo (Figure 1b). This is due to the organization that they present, since the partners that comprise them have superior academic knowledge, while the associations of the other districts are located in rural areas whose management of their organization is generally empirical. These results allow associations to expand cultivation areas, innovate, increase profits, and improve financing capacity as a result of good cost management [49,52].
Adequate non-financial aspects have been observed in the producing associations (Table 6), that is, the achievement of objectives, achievement of success, level of partner satisfaction, export satisfaction, and business achievements, which are well perceived by the partners of the organizations, being more noticeable in the associations of the districts of Andahuaylas and San Jerónimo. This fact is attributed to the fact that these associations are located in urban areas, which allows the association and its members to have greater advantages due to the availability of technological tools and ease of training, while the associations in rural areas are composed of farmers with low levels of education, as has been reported in the JMA associations (Figure 1b).
These aspects are crucial to the sustainability of companies, as they generate a commitment to quality and commercial seriousness [24,53]. The achievements obtained by the activities carried out generate a motivating environment for partners, allowing them to focus on creating not only a good working environment but also one of commitment to the organization, which leads to improving the organizational reputation [21,54].
In general, the performance of the associations is adequate (Table 6), with more emphasis on the associations in urban areas such as Andahuaylas, Pacucha, and San Jerónimo (Figure 1b). Although performance has commonly been considered as a response to the financial aspect, it is vital to take into account non-financial aspects, which allows for observing the growth and sustainability of the association comprehensively and allowing for success, an increase in reputation, and continuous and long-term innovation; otherwise, it could hasten the dissolution and loss of identity of companies [21,23,55,56].

4.4. Factor Correlation Analysis

It has been observed that competitiveness as well as its components of corporate identity and potential reported a high correlation with performance and its financial and non-financial components (Figure 2a); this is a characteristic in sustainable organizations, since they play a crucial role in determining a company′s market position and its overall success [57,58]. The correlation reported in the study suggests that both variables have the same magnitude, that is, the associations must significantly improve their competitiveness and performance to achieve better positioning [59].
A strong corporate identity enables premium pricing and greater internal strength, while organizational potential improves processes and enables innovation. Both aspects drive favorable financial and non-financial results (talent retention and customer loyalty) [24,58]. Although competitiveness is a multifaceted concept, quinoa producing associations must implement integrated measurement systems and develop adaptive and innovative capacities to maximize this correlation through inter-institutional and governmental cooperation [9,23,60].
On the other hand, a strong correlation has been observed between the area of quinoa production, the years of operation, and the number of associations with the competitiveness and performance in the quinoa-producing associations of the province of Andahuaylas; this is a peculiar characteristic of quinoa-producing organizations in the Andes [61,62]. A sign of competitiveness is the greater amount of production coming from well-organized associations, and this is closely related to performance [61].
Likewise, it has been observed that associations with a higher number of members have achieved higher performance (0.6), which is evident because the driving force of a production unit is the number of members, which allows them to contribute greater skills, knowledge, and experience, facilitating the distribution of responsibilities, innovation, and decision-making [57], which generates greater competitiveness in associations (0.5). Similarly, the operating time has a positive relationship with the number of members (0.4), i.e., in established companies, members are more committed, which allows for optimizing processes and building solid relationships with suppliers and customers, which has an impact on better performance (0.8), moderately on competitiveness (0.1), and negatively on the resources of the associations (−0.4), i.e., nothing ensures that time allows for improving the capacities of members in quinoa-producing associations. However, new companies have better agility and ability to adapt quickly to market trends, which can be a competitive advantage [22].
It was observed that the number of partners and the resources of the associations reported a moderate correlation (0.6); this is because most of the partners lack training and technological development, technical knowledge, and distribution systems. In the same way, the performance of the associations is related to the non-financial aspect (1.0), that is, the members consider the results obtained and the satisfaction of the teamwork more important. This would be related to the living customs of the inhabitants of the area, especially the rural associations, since through these organizations, they find a reason for meetings and social behavior. Similarly, the financial aspect shows a strong correlation; this is because the members of the associations have expectations about the dynamics of the internal and external market.
The PCA showed that the producer associations in the district of Andahuaylas are better organized and, to a lesser extent, those in San Jeronimo (Figure 2b). While those in rural areas lack adequate organization, namely JMA, Pacobamba, and Pacucha, this confirms the analysis carried out in the present study.
However, the study did not take into account aspects such as climate change and its adaptability, the scarcity of water resources in growing areas, the indiscriminate use and management of agrochemicals, the overexploitation of mining deposits, and the little or no application of the circular economy, which jeopardizes the potential for organic production and export of these grains. Therefore, it is foreseen that the current associations would not be able to respond to these drastic changes, making them entities with low sustainability and resilience.

5. Conclusions

Sustainable competitiveness in agribusiness requires addressing economic, social, and environmental issues. Innovation, public and private participation, and the adoption of sustainable practices are essential to improve performance and adapt to global market scenarios. The production of quinoa in the province of Apurímac is one of the main agricultural activities that generates income for the inhabitants of the area, and these are organized through associations registered with the Chamber of Commerce of Peru. There are associations in different districts of the province, including Andahuaylas, San Jerónimo, José María Arguedas, Pacobamba, and Pacucha. These associations have been active for around 15 years, cultivating organic quinoa varieties such as Blanca de Junín, Choclito, Pasancalla, Negra, and Roja. The Blanca de Junín variety is the most cultivated under a semi-mechanized system. The organization of these associations revealed that the partners declare competitiveness as inadequate, evaluated through corporate identity, resources, and potential. At the same time, performance and its financial and non-financial components are adequate. This relationship was more noticeable in associations in urban areas such as Andahuaylas and San Jerónimo. In contrast, associations in rural areas lack organization mainly due to the lack of government commitments, training of human resources, and the lack of strategic alliances with importers of quinoa grains. The limited availability and disorganized documentation of the associations during data collection do not allow us to demonstrate the influence of social factors on the competitiveness and performance of quinoa producer associations. The study reveals producer associations′ low sustainability in rural Peruvian Andes areas.

Author Contributions

Conceptualization, M.V.-C., K.C.-Q. and J.P.A.-L.; methodology, M.V.-C., H.W.A.-C., J.P.A.-L. and J.C.L.-C.; software, K.C.-Q. and G.V.M.; validation, J.P.A.-L., F.T.T. and H.W.A.-C.; formal analysis, F.T.T. and H.W.A.-C.; investigation, M.V.-C., K.C.-Q., J.P.A.-L., A.P.-C., D.D.R.-C., J.C.L.-C., R.G.C.S., G.V.M. and E.M.C.; resources, E.M.C.; data curation, M.V.-C. and D.D.R.-C.; writing—original draft preparation, M.V.-C., K.C.-Q. and A.P.-C.; writing—review and editing, M.V.-C., K.C.-Q. and A.P.-C.; visualization, J.P.A.-L. and R.G.C.S.; supervision, H.W.A.-C.; project administration, M.V.-C. and E.M.C. All authors have read and agreed to the published version of the manuscript.

Funding

This research received no external funding.

Institutional Review Board Statement

Not applicable.

Informed Consent Statement

Not applicable.

Data Availability Statement

Data can be requested from the authors.

Acknowledgments

The authors would like to thank the Vice-Rectorate for Research of the José María Arguedas National University, the Chamber of Commerce of Andahuaylas, and the quinoa producers of the province of Andahuaylas, Peru.

Conflicts of Interest

The authors declare no conflicts of interest.

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Sustainability 17 03929 g001
Figure 1. Circos diagram. (a) Characteristics of the production of associations by districts; (b) influence of the dimensions of competitiveness and performance of associations by districts.
Figure 1. Circos diagram. (a) Characteristics of the production of associations by districts; (b) influence of the dimensions of competitiveness and performance of associations by districts.
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Figure 2. (a) Correlogram of quinoa production factors, competitiveness, and performance; (b) PCA of competitiveness and performance in quinoa-producing associations.
Figure 2. (a) Correlogram of quinoa production factors, competitiveness, and performance; (b) PCA of competitiveness and performance in quinoa-producing associations.
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Table 1. General data of the producer associations.
Table 1. General data of the producer associations.
DistrictAssociations Association YearsNo. of Partners
No.%MinMaxMinMax
Andahuaylas834.8215334
José María Arguedas (JMA)730.427730
Pacobamba28.72121818
Pacucha313.035723
San Jerónimo313.0551721
Total23100.0
Table 2. Geographical and climatic characteristics of the study areas.
Table 2. Geographical and climatic characteristics of the study areas.
DistrictCoordinatesAverage Altitude (m)Köppen ClassificationAverage Temperature (°C)Average Annual Precipitation (mm)Average Annual Humidity (%)
Andahuaylas13°39′25″ S, 73°23′12″ W2926Cwb10–22600–80065–70
JMA13°38′51″ S, 73°36′05″ W3500Cwb8–20700–90065–75
Pacobamba13°57′15″ S, 73°36′24″ W3000Cwb5–22800–100070–75
Pacucha13°36′31″ S, 73°20′42″ W3100Cwb8–22700–85065–75
San Jerónimo13°38′53″ S, 73°22′04″ W3000Cwb10–22600–80065–70
Table 3. Quinoa varieties, agrochemical use, and cultivation form.
Table 3. Quinoa varieties, agrochemical use, and cultivation form.
DistrictQuinoa Varieties Grown (%)Chemical Product UseCultivation Form
Blanca De JunínChoclitoPasancallaNegra Roja
Andahuaylas100.038.025.025.063.0NoSemimecanizada
JMA100.043.014.014.057.0NoSemimecanizada
Pacobamba100.0100.00.00.050.0NoSemimecanizada
Pacucha100.033.00.033.067.0NoSemimecanizada
San Jerónimo100.033.00.033.033.0NoSemimecanizada
Table 4. Quinoa production.
Table 4. Quinoa production.
DistrictQuinoa Production (tons)Cultivation Area (ha)Partner Participation
TotalMinMaxAverage%TotalMinMaxAverage%
Andahuaylas326.010.0120.040.856.0311810038.954.1Todos
JMA126.06.040.018.021.613164018.722.8Todos
Pacobamba40.010.030.020.06.940103020.07.0Todos
Pacucha38.010.018.012.76.540102013.37.0Todos
San Jerónimo52.010.027.017.38.953102517.79.2Todos
Table 5. Competitiveness and its dimensions for district associations.
Table 5. Competitiveness and its dimensions for district associations.
DistrictCorporate IdentityResourcesPotentialCompetitiveness Is Adequate
x ¯ s(±)CVAdequate x ¯ s(±)CVAdequate x ¯ s(±)CVAdequate
Andahuaylas2.40.626.2Disagree2.10.627.9Disagree2.40.833.3DisagreeDisagree
JMA2.10.630.1Disagree2.20.627.7Disagree2.10.839.0DisagreeDisagree
Pacobamba2.30.835.4Disagree1.70.633.1Strongly disagree2.10.732.2DisagreeDisagree
Pacucha2.10.419.9Disagree2.20.729.4Disagree2.20.731.5DisagreeDisagree
San Jerónimo2.60.831.5Agree2.10.419.9Disagree2.20.628.1DisagreeDisagree
x ¯ , arithmetic mean; s, standard deviation; CV, coefficient of variability.
Table 6. Performance in associations by districts.
Table 6. Performance in associations by districts.
DistrictFinancialNon-FinancialPerformance Is Adequate
x ¯ s(±)CVAdequate x ¯ s(±)CVAdequate
Andahuaylas3.10.27.3Agree2.70.623.7AgreeAgree
JMA2.80.26.4Agree2.40.833.0DisagreeAgree
Pacobamba2.90.38.7Agree2.50.728.3AgreeAgree
Pacucha2.80.620.7Agree2.50.728.0AgreeAgree
San Jerónimo2.80.620.4Agree2.50.727.3AgreeAgree
x ¯ , arithmetic mean; s, standard deviation; CV, coefficient of variability.
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Villegas-Casaverde, M.; Prado-Canchari, A.; Choque-Quispe, K.; Aguirre-Landa, J.P.; Agreda-Cerna, H.W.; Reynoso-Canicani, D.D.; Mescco Cáceres, E.; Coral Surco, R.G.; Valverde Mamani, G.; Tapia Tadeo, F.; et al. High Andean Association Producers of Organic Quinoa: A Sustainability Study Based on Competitiveness and Performance. Sustainability 2025, 17, 3929. https://doi.org/10.3390/su17093929

AMA Style

Villegas-Casaverde M, Prado-Canchari A, Choque-Quispe K, Aguirre-Landa JP, Agreda-Cerna HW, Reynoso-Canicani DD, Mescco Cáceres E, Coral Surco RG, Valverde Mamani G, Tapia Tadeo F, et al. High Andean Association Producers of Organic Quinoa: A Sustainability Study Based on Competitiveness and Performance. Sustainability. 2025; 17(9):3929. https://doi.org/10.3390/su17093929

Chicago/Turabian Style

Villegas-Casaverde, Medalit, Alfredo Prado-Canchari, Katia Choque-Quispe, John Peter Aguirre-Landa, Henrry Wilfredo Agreda-Cerna, Delma Diana Reynoso-Canicani, Edwin Mescco Cáceres, Rosa Gabriela Coral Surco, Grecia Valverde Mamani, Fidelia Tapia Tadeo, and et al. 2025. "High Andean Association Producers of Organic Quinoa: A Sustainability Study Based on Competitiveness and Performance" Sustainability 17, no. 9: 3929. https://doi.org/10.3390/su17093929

APA Style

Villegas-Casaverde, M., Prado-Canchari, A., Choque-Quispe, K., Aguirre-Landa, J. P., Agreda-Cerna, H. W., Reynoso-Canicani, D. D., Mescco Cáceres, E., Coral Surco, R. G., Valverde Mamani, G., Tapia Tadeo, F., & Loayza-Céspedes, J. C. (2025). High Andean Association Producers of Organic Quinoa: A Sustainability Study Based on Competitiveness and Performance. Sustainability, 17(9), 3929. https://doi.org/10.3390/su17093929

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