Presentation Information
[ctkh3Px5-05]Practical Project-Based Learning Education toward Co-Creative Branding across Coffee-Producing and Coffee-Consuming Countries
*Maiku Abe1, Hyunjung Lim1 (1. Department of Intercultural Studies, Yamaguchi Prefectural University (Japan))
Keywords:
Specialty Coffee,Project-Based Learning Education,Transformational Leadership
Background
Coffee has become an essential beverage in everyday life. Market coffee is broadly classified into three categories: commercial coffee traded as commodity futures, premium coffee distinguished by brand name, and specialty coffee certified through cupping tests. Specialty coffee accounts for approximately 5% of total distribution and commands high prices, with the flavor-rich Arabica variety predominating. Through direct trade, specialty coffee has contributed to improving livelihoods of primary producers in developing countries. However, Western-led grading systems and disparities between producing and consuming countries persist, and specialty coffee support has remained largely a form of servant leadership. A further critical challenge is the "2050 Problem," whereby climate change is projected to render approximately 50% of current Arabica-growing regions unsuitable for cultivation. Under the existing business model, crop transitions and development of new production areas risk being hastily pursued without adequate consideration for local producers, potentially rendering accumulated expertise obsolete.
Objectives
This study focuses on Indonesia and aims to transition from consumer-country-led servant leadership to transformational leadership based on shared vision and collaboration between consuming and producing countries. Specifically, it seeks to sustain small-lot specialty coffee production with smallholder farms while strengthening Japan-Indonesia partnerships through PBL education to maintain and enhance brand value.
Methods
The PBL program operates along two tracks: a coffee distribution education program for Japanese students and a Japanese language program for local agricultural workers, fostering bidirectional exchange. Quality assessment of the coffee beans will be conducted with domestic specialty coffee businesses, with Japan designated as the primary export destination to enhance the global standing of both countries. A network with local smallholder farms is already established, and an MoU with the local counterpart was signed last year. This presentation reports on the progress of these initiatives.
Coffee has become an essential beverage in everyday life. Market coffee is broadly classified into three categories: commercial coffee traded as commodity futures, premium coffee distinguished by brand name, and specialty coffee certified through cupping tests. Specialty coffee accounts for approximately 5% of total distribution and commands high prices, with the flavor-rich Arabica variety predominating. Through direct trade, specialty coffee has contributed to improving livelihoods of primary producers in developing countries. However, Western-led grading systems and disparities between producing and consuming countries persist, and specialty coffee support has remained largely a form of servant leadership. A further critical challenge is the "2050 Problem," whereby climate change is projected to render approximately 50% of current Arabica-growing regions unsuitable for cultivation. Under the existing business model, crop transitions and development of new production areas risk being hastily pursued without adequate consideration for local producers, potentially rendering accumulated expertise obsolete.
Objectives
This study focuses on Indonesia and aims to transition from consumer-country-led servant leadership to transformational leadership based on shared vision and collaboration between consuming and producing countries. Specifically, it seeks to sustain small-lot specialty coffee production with smallholder farms while strengthening Japan-Indonesia partnerships through PBL education to maintain and enhance brand value.
Methods
The PBL program operates along two tracks: a coffee distribution education program for Japanese students and a Japanese language program for local agricultural workers, fostering bidirectional exchange. Quality assessment of the coffee beans will be conducted with domestic specialty coffee businesses, with Japan designated as the primary export destination to enhance the global standing of both countries. A network with local smallholder farms is already established, and an MoU with the local counterpart was signed last year. This presentation reports on the progress of these initiatives.
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