New business models, declining demand in traditional “best-selling” segments such as brewing, and regulatory sustainability requirements are fundamentally transforming the beverage industry. In response to multiple transformation drivers, many plants are already using their existing equipment more flexibly for innovative products in order to optimize capacity utilization. At the same time, success can also depend on achieving a fast ramp-up of new factories.

How more than 1,000 companies from 68 countries are dealing with current market trends was the focus of drinktec 2025. In line with the motto “Grow with the flow” of this year’s leading global trade fair for the beverage and liquid food industry, we spoke with market leaders and newcomers about the present and future of the sector. Five trends, in particular, play a crucial role in strengthening competitive positioning.

Trend 1: Expansion in core markets through portfolio diversification

The development of the global beer market illustrates the disruptions facing the beverage industry: per-capita consumption is declining in key markets such as Germany and the United States. A turnaround is not in sight, with forecasts predicting only small, single-digit growth rates for traditional beer sales over the coming years.

At the same time, changing consumer preferences and the shift toward healthier lifestyles may drive significant growth in alcohol-free variants and mixed beverages. Companies should respond with greater diversification of their portfolios – not limited to alcohol-free varieties. Regional specialties, for example, offer opportunities to tap into new target groups. From a production perspective, this often requires investments in equipment that enables flexible, efficient manufacturing of smaller batches and varied product lines.

“Delays in the start of production increase the pressure on new business models, which often depend on a fast ramp-up.

For 40 years, we have stood for successful ramp-up processes, efficiency improvements, and cost reductions in the F&B industry – and we bring this experience to every project we undertake.”

Sebastian Diers, Managing Director, EFESO Management Consultants

Trend 2: Expansion into New Markets with New Production Sites
Some industry players are leveraging growth opportunities by building new production facilities—both within Germany and internationally. However, ramping up new factories is highly demanding. A significant share of value creation depends on how quickly and efficiently new plants reach full performance.

Solutions include data-driven commissioning and the standardization of ramp-up processes with clear KPIs to shorten start-up times. In addition, modern planning and control systems are critical to success, as they enable better synchronization of value creation processes across production, supply chain, and sales markets.

Trend 3: Professionalizing CapEx Management
In the face of rising costs, high market volatility, and shorter innovation cycles, beverage companies must strategically prioritize their investments and ensure their effectiveness. As a result, targeted and efficient CapEx management is becoming increasingly important across the industry. Current investment trends favor selective, high-impact measures—for example in automation, sustainability, or the expansion of regional production capacities.

With regard to the production topics mentioned above, beverage manufacturers should consider the option of “retrofit instead of new build” by modernizing existing assets to reduce capital commitments. Additionally, systematically improving OEE (Overall Equipment Effectiveness) can reduce—or even eliminate—the need for new investments.

However, professional CapEx management extends beyond machines, equipment, and buildings: establishing a cross-functional CapEx governance model is an effective way to connect production, supply chain, and finance processes early on and increase transparency. Scenario-based investment planning is equally recommended, as it anticipates market developments and minimizes risks.

"Industrial digitalization must transcend functional boundaries to achieve above-average results.

Our clients use digitalization as a performance driver – reducing CapEx investments in beverage projects by up to 20 percent and operating costs by up to 30 percent."

Dr. Kai Magenheimer, Partner, EFESO Management Consultants

Trend 4: AI-Supported Production Planning

Volatile demand, seasonal fluctuations, and supply chain risks will continue to shape everyday operations in the beverage industry. Even with a low level of digital maturity on the shop floor, exploring AI technologies has become essential—particularly in production planning. AI-driven systems enable dynamic adjustments to production volumes, optimize resource utilization, and reduce waste.

For example, one company in the soft drink industry uses AI-based forecasting models that incorporate PoS data, weather conditions, and social media trends. This allows them to more accurately predict demand for products with strong seasonal variation, such as iced tea or energy drinks, helping to avoid overproduction and reduce storage costs. Other AI pioneers in the sector use existing technologies for simulations and scenario analyses to identify operational risks early and develop alternative planning options. Breweries, for instance, can dynamically forecast their requirements for hops, malt, and packaging materials.

“Alongside modernization, classic OPEX measures – such as implementing standards, accelerating processes, and training machine operators – remain key to success. 

In a run-to-target OPEX project, we achieved an average OEE increase of 8% for our customer at five of their bottling lines."

Matthias Rott, Senior Consultant, EFESO Management Consultants

Trend 5: Securing Industrial Sustainability

Demand-driven planning conserves resources and is therefore closely linked to the broader trend of sustainability. According to industry studies, significantly more climate-friendly production and further reductions in CO₂ emissions are high priorities for many companies. At the same time, the beverage industry must comply with existing and new packaging regulations, including the use of recyclable and bio-based packaging materials.

Potential starting points in production include retrofitting existing machinery and equipment with IoT sensors to prevent, for example, energy or compressed-air losses. Modular plant concepts are also gaining importance, enabling resource-efficient upgrades of existing lines.

From an operations perspective, Operational Excellence (OPEX) should serve as the guiding vision. Companies align their structures, leadership, processes, technologies, and cultural attributes toward continuous improvement. In meeting sustainability requirements, a strict focus on reducing and eliminating waste can play a decisive role.

Authors

Sebastian Diers, Managing Director, EFESO Management Consultants

Sebastian Diers is Managing Director of EFESO Management Consultants in Germany, Austria, and Switzerland. His consulting focus is on strategy cascading, resilience development in organizations, transformation, and operational excellence in national and international companies.

Dr. Kai Magenheimer, Partner, EFESO Management Consultants

Dr. Kai Magenheimer is partner at EFESO Management Consultants. He supports internationally operating companies in the strategic design and evaluation of manufacturing and supply chain networks, as well as in the conception and global implementation of Operational Excellence programs. 

Matthias Rott, Senior Consultant, EFESO Management Consultants

Matthias Rott is a senior consultant at EFESO Management Consultants. As part of the Food & Beverage team, he works with companies in the food and beverage industry to implement efficiency improvements and transformation projects along the entire value chain.

Weitere Informationen

Our consulting services for the beverage industry >

Realignment of a global brewery network with OPEX / WCOM >

Insight: F&B Excellence in Central Eastern Europe >