From deforestation and conversion-free to resilient production and supply chains

We’re halfway through 2025, a milestone year for many companies who set targets to achieve deforestation and conversion-free (DCF) supply chains for agricultural commodities. We recently convened our expert nature team from across the globe at one of Proforest’s regular technical exchange sessions. As we reviewed the progress made on DCF and the issues remaining to be addressed, it was clear that we need to pivot from the current focus on deforestation and conversion-free supply chains towards positive outcomes not only for forests, but also for nature more widely, as well as for climate and people. This builds on our broader work on nature, which spans far beyond DCF supply chains – from regenerative agriculture and landscape and jurisdictional initiatives to high conservation values (HCV) and voluntary sustainability systems.

Progress on achieving deforestation and conversion free supply chains 

There’s been a lot of progress on DCF over the past decade: for example, 83% of members of the Consumer Goods Forum Forest Positive Coalition (CGF FPC) reported on their commitments to DCF supply chains in 2024¹. In many commodity supply chains, we’ve seen significant improvements in traceability, better transparency in reporting, and stronger collective action through groups like the CGF FPC, the Palm Oil Collaboration Group, and the Soft Commodities Forum.  

Despite many leading companies successfully approaching their 2025 targets, there is not yet universal progress. Most end-user companies still don’t have public DCF commitments, and deforestation and conversion continue unchecked for commodities such as beef, where traceability is limited. New commodities such as durian and sugarcane are increasingly driving deforestation and conversion.  

Given this picture, many companies will fall short of their 2025 targets. This is not always a sign of failure – in part this reflects a broader scope of reporting that includes complex supply chains (e.g. complex derivatives, animal feed), as well as more robust DCF methodologies. But it highlights the need for continued action from more companies, including updated ambitions and credible, transparent transition plans that focus not only on DCF volumes but progress on tackling deforestation on the ground. It also represents an important moment to reflect on what “DCF strategies” have and haven’t worked – and to pivot to ensure future strategies maximise impact in an increasingly volatile world.  

Companies still working towards DCF supply chains should strive to rapidly fulfil their existing commitments, in line with the AFI statement on Supply Chain Target Dates². However, this should not be done by simply externalising deforestation or conversion risks or excluding independent smallholders from supply chains. Strategies adopted by a minority of companies, which exclude high risk suppliers (smallholders or others) risk undermining farmers’ livelihoods and simply transfer the DCF risks to markets with less demanding requirements, resulting in no net positive impact on deforestation on the ground. 

From DCF to resilient supply chains 

Meeting DCF targets must not be the endpoint – it should be seen as a baseline for a broader transformation towards resilience. That means going beyond “do no harm” and due diligence, and working toward positive outcomes for people, nature and climate. 

For Proforest, DCF is a foundation, but true resilience in agri-food systems means ensuring stable, inclusive supply chains that can adapt to climate, market and policy shocks. This requires a change of approach away from a focus on monitoring compliance and towards active support for transition by directing resources to: 

• Regenerative agriculture practices that recognise and build on existing best practice and enhance soil health, water security, and climate resilience 
• Landscape and jurisdictional approaches that align action beyond the supply chain, through collaboration with producers, governments, and civil society 
• Smallholder inclusion and a just transition, ensuring farmers’ livelihoods are strengthened as standards rise 
• Nature-positive action that goes beyond reducing harm to actively restoring ecosystems for the services that protect crops from flooding, support soil fertility and enhance water retention. 

Resilience is not just environmental – it’s also social and economic. It means that farming systems can adapt to changing rainfall patterns or that producers can earn a decent income without resorting to unsustainable practices. All of which enables supply chain companies to ensure stable supply and prices over time.

Moving forwards: from individual action to sector transformation

Going forward from 2025, we strongly encourage companies to:

• Fulfil and communicate progress on DCF targets, with updated milestones where needed that place a greater focus on sectoral progress, reporting on how suppliers are supported to transition & measuring companies’ contributions to tackling deforestation on the ground  
• Integrate resilience and nature-positive goals into sourcing strategies 
• Collaborate across landscapes and jurisdictions, using pooled resources to support systemic change  
• Invest in inclusive approaches that support smallholders and producer-country systems.  

Because only through integration – environmental, social and economic – can we build agricultural systems that are truly regenerative and resilient. By doing so, companies won’t just manage risk – they will ensure supply continuity, and contribute meaningfully to a nature-positive, climate-resilient future. 

 

---

¹ Forest Positive Coalition 2024 Highlights Report https://www.theconsumergoodsforum.com/publications/forest-positive-coalition-2024-highlights-report/  

² AFi Statement on Supply Chain Target Dates Related to Deforestation and Conversion May 2025. https://accountability-framework.org/news-events/news/article/afi-statement-on-supply-chain-target-dates-related-to-deforestation-and-conversion/