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Distribution has become progressively strategic with respect to foods. With the development of the commercial approach of non-profit organizations, those operating in this sector are subject to constraints. In this paper, we focus, through the case of a nunnery, on the operational strategies that have led to a religious organization integrating an agrifood distribution channel. An empirical study reveals that the integration of distribution channels is the result of deliberate and emerging strategies stemming from changes relating to competition. However, the implementation of strategies and the integration of the distribution channel are focused on a minimum level of performance.