**4. Results**

*4.1. Understanding the Case Being Investigated*

Grupo Nabeiro, the owner of Delta Cafés, was established in 1961 by Rui Nabeiro in the town of Campo Maior in a small warehouse. Without many resources, the company's activity started with just two small roasters with a capacity of 30 kg. In 1984, with a substantial investment in technology, NovaDelta began. The process of internationalization began with new companies within the group for different industry sectors, such as equipment and services for hotels, restaurants, and distribution, among others. The group

favors raw materials and social questions, through loyalty and support to its suppliers, promoting associations and technological spaces, and events, such as festivals, highlighting the importance of values.

Grupo Nabeiro has been a member of International Coffee Partners since 2018, promoting the improvement of the quality of life of coffee-producing families [54]. The group acquires certified coffees, contributing in various ways to environmental and social sustainability, and with three certifications in its portfolio [54]: (i) bio and organic coffee (two products)—values natural agriculture, promotes the health of consumers and the environment, as well as soil health and biodiversity while ensuring sustainable consumption of water and electrical resources; (ii) fair trade coffee (one product)—fairer trading conditions and opportunities for producers in developing countries so that they can invest in their business and communities for a sustainable future; and (iii) UTZ coffee (one product)—increases the training of farmers, giving them greater profitability, productivity, and sustainability. Besides these certifications, the organization has a policy that more than 60 varieties of coffee from different origins are acquired to promote biodiversity [56] and preserve the ecosystems where they are produced [54].

#### *4.2. Analysis of the Supply Chain and Purchasing Policies*

The values in the culture of the organization's purchasing department are sustainability, quality, productivity and efficiency, maintenance, biodiversity, and profitability. Throughout the process, from the purchase of the raw material to the product transformation and reaching the final consumer, these values always influence the purchasing policies and, consequently, the decision-making. Delta's purchasing department is part of Grupo Nabeiro's purchasing center. The coffee bean selection process enables the enterprise to obtain excellent products and high-quality blends adapted to different markets. In international markets, Delta is assisted by various distributors, ensuring that quality meets consumers' preferences.

#### *4.3. Organization of the Purchasing Department*

Delta Cafés' purchasing department is structured by buyers and managemen<sup>t</sup> assistants organized by suppliers' companies and purchasing types. Thus, they are responsible for purchasing raw materials, subsidiary materials, and packaging. They must choose and find the right supplier, which can simultaneously achieve quality, quantity, deadline, and price, without forgetting the company's culture and values. Grupo Nabeiro has a wide range of suppliers that may respond quickly to its needs without disrespecting its values. They are divided into two categories: (i) raw material suppliers, which own the plantations, harvest, and dry the coffee beans; and (ii) subsidiary material suppliers, which are packaging, palletize coffee, paper, cardboard, sugar, and cinnamon suppliers. When purchasing materials for Delta, the purchasing department, with the help of a supplier qualification system, manages to simplify the decision process, which allows a quick analysis of the necessary criteria for decision-making. It helps solve problems and creates a relationship of partnership and grants managemen<sup>t</sup> of the supply chain involving the various suppliers. The main guiding factors in this decision-making are sustainable development, regulatory integrity, responsible innovation, quality, health, respect for human rights, condemnation of child labor, sustainability at its origins, environmental responsibility, and free competition. After evaluating the quality system HACCP, the environmental managemen<sup>t</sup> system, health and safety at work, social responsibility, years of experience, nationality, financial risk, deadlines, and evaluation of results, the decision is made, always considering the group's values: efficiency, sustainability, and solidarity, based on privileging small producers. An example of combining suppliers and their environmental values for a well-functioning supply chain is shown in Figure 3.

#### *4.4. Application of the ARA Model*

As explained in Section 2.5, the approach of the ARA model [48] can provide a holistic view of practices that allow achievement of a sustainable purchasing policy. Grupo Nabeiro implements a culture of innovation and shared knowledge based on eco-design principles that allow market leadership and sustainable financial returns. The managemen<sup>t</sup> model values entrepreneurial capacity and the spirit of continuous improvement, integrating actors to coordinate activities to make resources renewable. The key factors (actors, resources, and activities) are related and used in the purchasing policy, which leads to the company's success, as will be explained next.

First, a combination of internal and external actors contributes to the control of available resources. The company buys from small producers that ensure sustainable growth and contributes to conscious coffee production, which reduces environmental impacts, while also improving the economic and social conditions of these producer communities. With the encouragemen<sup>t</sup> of the revitalization of the coffee sector, this company contributes to Angola by promoting the quality of life of small coffee producers through technical and commercial training actions.

Second, actors develop and augmen<sup>t</sup> resources and create new resources and activities. Commitment to the safeguard of natural resources, the forest, and biodiversity guarantees the existence of a quality product in the necessary quantity to meet the growing demand

for coffee. The diversity of the origins and varieties of coffee the company buys is what sets them apart in this sector. This occurs with the awareness of customers about the diversity of coffee origins, with the launch of new products and certifications.

Third, new resources emerge when actors control the company's activities. The purchase of sustainable materials enables the company to identify opportunities that increase the circularity of materials present in the value chain. Thus, all resources are managed, enhancing their value and usefulness, promoting reuse, increasing efficiency, developing new business models, and giving new life to all components. This occurs with the valorization of Delta Q capsules in a recycling program that separates the coffee grounds from the packaging material, transforming it into compost and raw material for a new industrial process, and replacing some of the plastic materials with paper and certified wood.
