It’s already proved that at the root of successful food and beverage manufacturing there is an effective supply-chain management. Food manufacturers are going to rely more and more on their supply chain to help manage both food-safety risks and regulatory compliance.
Actually, few industries are as dependent upon their supply chains as food manufacturers, but these organizations are changing because of new trends, such as the continued growth of “good food products” and the rise of private labels. In effect, healthy and organic foods require reconfiguring supplier sourcing, ingredients and final products.
Also, consumers migrate depending on their economic status and tastes: we can talk about stratified channels, where each channel has different delivery and value add requirements.
A recent research, conducted by the Manufacturing Performance Institute, has determined six key strategies that will sustain growth of the next generation of food manufacturers:
- Customer-focused innovation: to develop new markets, products and services that meet customers ‘needs
- Engage people and human capital: to secure a competitive performance by having superior recruitment system and retain talent
- Improvement focus: company-wide commitment to continuous improvement is essential for annual productivity
- Supply chain management and partnerships: to develop and manage a supply chain management and partnerships that are flexible and response time.
- Sustainability: to implement the energy-use reductions and focus on green process
- Global engagement: to secure business advantage by having people and partnerships in place to engage global market and talents
In a scenario full of new opportunities, food manufacturers must pass their supply chain based on traditional buy and seller system. Focusing on a new model of supply chain solutions will be the key to determine the difference between the success and the failure.
To achieve a world-class supplier management, food and beverage manufacturers must focus on:
- Elevating supply chain activities to a corporate level
- Adopting best practices and investing in equipment
- Monitoring progress toward world-class supply chain management and collaboration, problem-solving with customers and suppliers and recalibrating their supply chain.