In 2024 the Coca-Cola “system” in Morocco—which comprises The Coca‑Cola Company together with its authorised bottlers, distributors, local suppliers and retailers—delivered an estimated US $724 million in value-added economic activity across its value chain. The finding comes from a detailed socio-economic study conducted by global consultancy Steward Redqueen and publicly announced during the inauguration of two new production lines at the Equatorial Coca‑Cola Bottling Company (ECCBC) facility in Casablanca.
This figure underscores how a major corporate ecosystem reaches far beyond its direct operations into the broader economy.
The study reveals that the Coca-Cola system in Morocco supported more than 37,000 jobs in total, combining direct and indirect employment across sectors such as retail, agriculture, manufacturing, transport and services. Among these jobs:
- Approximately 2,273 direct jobs are within the Coca-Cola system itself (bottlers, brand operations, direct company staff).
- Around 35,000 jobs are supported indirectly via the supply chain, partner firms, logistics, retail dispensing, and other intermediary services.
This means that for every one direct job created by the Coca-Cola system in Morocco, around 15 additional jobs are sustained in the wider economy. - These figures reflect how the corporate value-chain works not only through company payrolls but also through subcontractors, suppliers, downstream distributors, retailers and local service markets.
A key finding of the study is that in 2024 the Coca-Cola system purchased approximately US $302 million worth of goods and services from Moroccan suppliers. This figure covers a broad range of sectors including:
- Agricultural inputs (for example sugar production)
- Packaging manufacturing (bottles, cartons, plastic, labels)
- Transportation and logistics services (moving raw materials, finished goods)
- Marketing and distribution services (retailers, wholesalers, local promotion)
Such levels of local procurement demonstrate strong integration into Morocco’s industrial and service ecosystems, reinforcing local industry strength rather than relying predominantly on imports.
This integration also shows that the value-chain impact is not isolated to one segment (e.g., bottling) but spans multiple, connected sectors.
Morocco is identified by Coca-Cola’s leadership as one of their “most strategic markets” in Africa—reflecting decades of presence and investment locally. The head of Coca-Cola Morocco described the country as central to the company’s vision of “refreshing the world and making a difference” by supporting entrepreneurship, livelihoods and community resilience.
In the past five years, ECCBC has deepened its presence in Morocco through the acquisition of a local bottling company (Atlas Bottling Company). This move signals a commitment to local production, distribution, and job creation, rather than simply importing finished goods.
Additionally, beyond the immediate economic footprint, the Coca-Cola system’s contribution in Morocco aligns with broader sustainability and community development efforts—such as the Africa Water Stewardship Initiative (which aims to invest nearly US $25 million by 2030 across 20 African countries to enhance water security, protect local water resources, and build community climate resilience).
Such elements reinforce the “authoritativeness” and “trustworthiness” of the business’s narrative—not just as a beverage company, but as a partner in national growth.
The study by Steward Redqueen measured three types of impacts: direct, indirect, and induced economic effects. In practical terms:
- Direct impact refers to activities within the Coca-Cola system (company operations, bottling plants, direct employees).
- Indirect impact arises through the supply chain—local procurement of goods and services (agriculture, packaging, transport).
- Induced impact covers the wider economic circulation of income and employment generated by the system—e.g., retail jobs supported by consumer spending by those employees, or additional services enabled by greater economic activity.
To perform this analysis, the consultancy combined operational data provided by the Coca-Cola system in Morocco with trusted third-party economic sources (national statistics, input-output modelling of sectors) to map how spending and activity flow through the economy.
According to Steward Redqueen, this kind of modelling shows not just how many jobs or how much procurement, but explicitly quantifies how one dollar of value added in a company’s chain ripples into multiple sectors. - Industrial value-chain strengthening: By sourcing US $302 million locally, the Coca-Cola system demonstrates how multinationals can anchor local industrial capacity—boosting sectors such as agriculture (e.g., sugarcane growers), packaging, transport/logistics and retail.
- Job creation beyond the bottling plant: The ratio of ~15 jobs supported for every direct job highlights that employment impact is not confined to corporate payrolls. It spans across the economy—from farmers to factory workers to local shop employees.
- Economic multiplier and value-chain linkages: The US $724 million value-added figure conveys that Coca-Cola’s impact isn’t just about its own revenue—it includes how its operations increase income for other businesses, generate tax revenue, and support household incomes through downstream employment.
- Sustainability and community partnerships: Beyond jobs and procurement, the study emphasises that Coca-Cola’s role in Morocco includes initiatives around water security and community resilience—which aligns with wider ESG and shared-value frameworks.
- Benchmark for other companies: This level of detailed impact assessment sets a benchmark: it shows how a global brand can quantify its local footprint, and how governments/industry stakeholders can ask for similar transparency in supply-chain and economic-development contributions.
- Caveats worth noting: The “value-added economic activity” is not the same as gross revenues—it reflects the contribution to GDP after factoring out costs. “Jobs supported” includes indirect and induced employment—so it does not necessarily mean full-time, permanent roles exclusively with Coca-Cola; many may be in supply-chain firms or retail. The projection of future benefits (such as water-initiative investments) is less certain and depends on execution, partnerships, and policy environment.
- US $724 million: total value-added economic activity generated by the Coca-Cola system in Morocco (2024)
- ~37,000 + jobs: combined direct and indirect employment supported
- 2,273 direct jobs: approximate direct employees within the Coca-Cola system in Morocco
- US $302 million: procurement from Moroccan suppliers in 2024
- ~15 jobs supported per 1 direct job: employment multiplier ratio
As the Coca-Cola system in Morocco ramps up production (illustrated by the inauguration of two new lines in Casablanca), the company is signalling further investment and expansion of its local value chain. This presents a window of opportunity for local suppliers, service-providers, logistics firms and retailers to deepen engagement with the brand’s ecosystem.
For policy-makers and local economic development agencies, these figures suggest that collaborations with global value-chains can deliver more than direct jobs—they can strengthen entire segments of the economy and support inclusive growth.
For the company itself, the robustness and transparency of this study enhance its licence to operate: demonstrating measurable local impact, not just in sales metrics, but in shared value, community engagement and sustainability.
