Samenvatting

Food loss and waste (FLW) remains a critical global challenge, particularly in the food and beverage (F&B) sector, where small and medium-sized enterprises (SMEs) operate under tight margins and fragmented supply chains. This study investigates how F&B SMEs in the Netherlands address sustainability (including tackling FLW) in the context of the "Twin Green and Digital Transition"—the simultaneous push for digitalization and sustainability—and how external enablers shape their actions across the food value chain. Using the External Enabler (EE) framework (Davidsson et al., 2020; 2022), we conducted semi-structured interviews with seven SMEs and sectoral experts to explore how external developments (e.g., policies, technologies, market trends) influence sustainability practices (i.e., FLW prevention strategies and decreasing CO2 emission). Our thematic analysis identified five interconnected domains: (1) interpretations of sustainability and digitalization, (2) the state and role of digitalization, (3) sustainability practices and motivations, (4) collaboration and networking, and (5) external drivers, barriers, and opportunities. The findings show that while SMEs widely recognize digitalization as a tool for efficiency and sustainability, their digital maturity levels vary considerably—from basic spreadsheets to exploratory use of AI. Similarly, sustainability is broadly defined, ranging from food waste prevention to CO2 emission, and local sourcing to circular packaging, though challenges like cost, regulatory uncertainty, and “greenwashing” persist. External enablers such as zero-emission zone policies, changing consumer demand, and advances in AI act as both motivators and constraints. SMEs navigate these through partnerships, knowledge-sharing networks, and intermediary platforms. Findings show that FLW prevention is both a motivator and outcome of broader sustainability efforts. SMEs aim to engage in FLW reduction through practices such as circular product design, optimized inventory and stock management, donation programs, and participation in food-sharing platforms (e.g., Too Good To Go). Digitalization enables these efforts through ERP systems, and forecasting tools that enhance transparency and reduce inefficiencies. However, adoption is uneven—barriers include limited awareness of technological options, integration costs, and the challenge of justifying investments without immediate returns. EEs—such as CSRD regulations, zero-emission transport zones, rising consumer awareness, and digital funding schemes—create both pressure and opportunity. Companies that successfully engage with these enablers often do so through networks and intermediary platforms, which help build capacity and lower the threshold for innovation. Collaboration with logistics partners, IT firms, and universities further supports process improvement and FLW tracking. By applying the EE framework to a traditionally low-digital sector, this study contributes to a more nuanced understanding of how external change agents interact with SME sustainable behavior. It underscores the need for targeted support measures that help SMEs make sense of complex external changes and translate them into actionable strategies.