Food hubs have the potential to be a key driver of success among local and regional food supply chains. Although the number of food hubs in the United States has grown over the last decade, a dominant design for these types of organizations is still emerging. This study systematically analyzes four food hubs with different organizational structures from the perspective of the entrepreneurship processes by which they were formed. We find that food hubs are social enterprises aimed at creating social and economic value simultaneously, but the social value proposition differs by food hub type.