Skip to content

Mårdskog & Lindkvist

Mårdskog & Lindkvist wasportat founded by Tage Mårdskog and Fredrik Lindkvist in Huskvarna, Sweden, in 1961. Before founding the business, Tage and his wife sold sausage at a kiosk, whereas Fredrik was working in the wholesale sector for baking products. In that period, Sweden was in great need of wholesalers, as there were only three major wholesalers in the whole country. 

One of the wholesalers was from the region and invited Tage and Fredrik to start a new wholesale business to cover the increasing demands of the market. The two founders saw great growth potential from this opportunity and thus decided to accept the invitation and start their own business named after their respective family names.  The two founders complemented each other well. Tage was a natural salesperson, while Fredrik was good at finance and accounting. Under their collaboration, they have grown their businesses rapidly from first using Tage’s house as the warehouse to later building warehouses in Jönköping and Norrköping. The revenue has also grown from around six million SEK to approximately 700 million SEK today. 

The business delivers various produce and products to their customers, mostly restaurants, in the southeastern part of Sweden, including Jönköping, Linköping, Norrköping, and Kalmar. Although it is challenging to enter larger cities such as Stockholm, Göteborg, and Malmö, where major wholesalers (with revenue of more than 60 billion SEK) dominate, Mårdskog & Lindkvist has a strong foothold in the southeastern area where the founding family has strong and long-lasting relationships with their customers. The firm has today around 150 employees (during the high season).

The business is now completely owned and managed by the Mårdskog family after Fredrik retired in 1976 and Tage bought out his shares, around one-third of the company shares. Meanwhile, Tage has started engaging his two sons, Reine and Thommy, into the business. Reine entered the business earlier than Thommy by working as a driver. Thommy entered the business after graduating from university and having worked outside the family business for a few years. As Thommy was more interested in taking over the leadership position than his brother, their parents decided to give Thommy more shares than Reine when they transferred the business to their children. 

Later, when Reine retired, he split his shares with his two sons, Thomas and Andreas, both of whom are currently working in the business. Thommy has also engaged his son, Marcus, into the business. In March 2024, Thommy, the largest shareholder, transferred the CEO position to his nephew, Thomas, the second largest shareholder, while continuing to work as a senior manager in the firm. Andreas has only a minority share and works in a non-managerial position in the firm. Marcus does not have any shares yet, but he holds managerial responsibility in the firm. 

Country

Sweden

Greening processes

Energy Efficiency

Greening input

Sustainable raw materials

Greening workplace

Sustainable transport

Company size headcount

<250

Company size turnover

around €50m

Interviewed

Incumbent (senior generation), Successor (next generation)

Industry

Wholesale and Retail Trade

Sustainability transition

Regulation and reporting

The family started several different sustainability practices around ten years ago when the local government, Jönköping Municipality, started promoting recycling and environmental certifications for businesses in the food sector. For instance, the government has required companies to report the use of different ingredients, such as paper, plastics, metals, and so on, they use in their operation more frequently—from an annual report to quarter reports—to have a better overview of the material usage in the region. Such frequent detailed tracing of material use benefits the company by reducing food waste and providing more accurate inventory management. 

 

Demand for local produce

In addition to the government’s requirement, the market has also demanded more local produce from the region. Although local producers account for a small portion of the firm’s sales, they tend to have a price premium. As the family is well recognized and connected in the region, it is easy for the family to collaborate with the local farms and sell local produce to the local restaurants. Family members and nonfamily employees can simply pick up the produce on their way to work since the amount of local produce (around a few kilograms per farm) is not so large that would otherwise have required lorries. 

 

Energy efficiency

As the family firm has limited resources, the family is primarily concerned with operational efficiency. They pay particular attention to energy efficiency, especially regarding storage and delivery. For instance, when they built the new warehouses between 1988 and 1991, they ensured that the warehouse design incorporated energy recycling by using the heat from the freezers to warm the other parts of the buildings, reducing the energy demand. They have also installed an alarm system to closely monitor the temperature in the warehouse to ensure that the temperature is controlled at a specific level to control energy usage and preserve produce quality. 

 

In addition, the family has invested in improving transportation efficiency. They have replaced the previously single-deck lorries with double-deck lorries to carry more loads in each delivery. This improves delivery speed and reduces the environmental footprint by reducing the number of deliveries per time. Moreover, the family has experimented with five new lorries fueled by biogas. Such lorries are not only more environmentally friendly than those fueled by fossil fuel but can also be an effective marketing tool to promote the sustainable image of the family firm. 

 

In the future, the family plans to further improve their energy efficiency by installing solar panels on the warehouses to ensure that their energy source is more sustainable. As the roof of their current warehouses is not strong enough to bear the weight of the solar panels, they may need to wait for a few more years when they need to renovate the warehouses. In addition, the family plans to replace their current lorries with electrical ones when the price is much lower than they are now. The goal is to further minimize the environmental footprint of their transportation.

Learning points and actions to consider

When taking sustainable practice, the family should consider its impact on the life cycle of stakeholders. For instance, how could the family business provide better food to parents with new babies and patients in the hospital, children at schools, and other adults going to restaurants? 

 

“The first meal you get and the last meal you get in your life in Sweden comes from our market, which means that we have a responsibility for almost everybody in this country.” (Marcus)

 

 It’s important to consider how family business impacts society. The family has also highlighted the need to balance financial and social goals. Although sustainability is the right thing to do, it must also be cost-effective and not threaten the financial position of the family firm. Therefore, the family tends to follow rather than lead the market, as Thommy shares, 

 

“If you are a small company, you have to adjust to the reality. You can look at the others. You can see what they do. If it is good, you can do it as well.” Hence, when the family has limited resources, they tend to follow the norm in the industry. 

 

However, when following the industry, it is important to consider multiple alternatives before taking on specific practice. For instance, the family could have looked for more options before they decided to invest in lorries fueled by biogas, which has become too expensive after a few years, such that the family has switched back to the lorries on fossil fuels. If the family had considered more options before making the investment, the sustainable practices might have been more lasting.

Reflections

  • What will be the impact of the sustainable practices you adopt on society?
  • How can I balance costs and the adoption of green practices for my company?