Fuel for collective action: A SWOT analysis to identify social barriers and drivers for a local woody biomass supply chain in an Italian alpine valley.

ABSTRACT

The role of woody biomass in the clean energy transition is substantial in the EU. Forest residues are one of the main biomass sources that can be used for energy production, but their use to support the energy transition is still limited for several reasons. Research has shown that the use of forest residues in energy production can be effectively stimulated through collective actions that aim to develop short and local supply chains. This study aims to identify the barriers and drivers for the development of a local supply chain for forest residues in an Italian alpine valley, gathering and analysing the perspectives of all involved local actors, that is, (i) suppliers - the communities that own the forest resources, (ii) intermediaries - the forest professionals providing extension and advice services to owners and the harvesting companies; and (iii) the final consumers, in this case the local municipalities and hospitality enterprises. Data are analysed using a SWOT analysis. The results show that the suppliers identified opportunities especially, while the final consumers focused more on strengths, weaknesses, and threats. The SWOT categories in terms of the number of different factors were weaknesses (37 %), strengths (27 %), threats (18 %), and opportunities (17 %). Opportunities and strengths were considered as drivers, while threats and weaknesses were barriers. Several drivers emerged, such as a general predisposition toward the development of a local supply chain for forest residues, social homogeneity in terms of knowledge and management of the land, and common challenges. Barriers also emerged in the form of limited know-how on the supply chain potential, but also in limited availability to concede control between different forest owners over their property. The SWOT results are useful to design strategies to support the development of the supply chain four possible strategies, amongst which flexible cooperation processes between different categories of stakeholders, and the organisation of a buying group of the hospitality enterprises, were suggested.