COST REDUCTION & INCREASED EFFICIENCY IN FOOD AND BEVERAGE PRODUCTION

Reducing production costs in the food industry and increasing profitability

The food industry is confronted with declining purchasing power and price sensitivity among consumers as well as rising wage costs and unfavorable price trends for raw materials, energy, operating resources and logistics.

This development can only be offset to a very limited extent by growth strategies in stagnating and increasingly fragmented food markets. To protect and further increase their margins under these difficult conditions, companies must systematically examine every area of their value chains and production networks for potential savings. The aim is to identify cost levers that neither negatively impact their ability to act and innovate nor weaken their market position by compromising on quality and competitive differentiation.

ROI-EFESO ensures that cost and efficiency potentials in the food and beverage industry are consistently leveraged, and that resources and capacities are focused on growth topics:

  • Operationalization of strategy: transformation of strategic targets into a system of key figures for holistic and efficient cost and revenue management, implementation in the organization and development of a multi-level management system for the operational management of initiatives and ongoing processes.
  • Supply chain: use of forward-looking, data-supported supply chain management methods to ensure high process efficiency, consistent interface optimization and precise, near-real-time planning.
  • Productivity increase: optimization of machine and system utilization and reduction of costs through the implementation of intelligent production concepts, reduction of personnel requirements through automation of manual processes. Increase in system effectiveness and availability (OEE) through troubleshooting, standardization of system parameters and predictive maintenance.
  • Resource efficiency and waste reduction: lowering resource consumption and reducing the waste of raw materials by introducing innovative, digitally supported production and packaging processes.
  • Leadership and organizational development: empowerment of employees and managers, introduction of effective, digitally supported management instruments such as digital shopfloor management and continuous increase in work productivity.

COST REDUCTION & INCREASED EFFICIENCY –
Designing and establishing transparent, lean, and efficient processes in production and supply chain management 


CONTACT

Kai Magenheimer

Dr.-Ing. Kai Magenheimer

Partner
Tel.: +49 89 1215 90-0

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Clients

Logo Bell
Logo UNILEVER
Logo Bahlsen
Logo Nestle
Logo Emmi
Logo Lindt
Logo Bel group
Logo Danone
Logo Friesland Campina
Logo Heineken
Logo MARS
Logo JDE Jacobs Douwe Egberts

Case Studies

Case Study

The ROI-EFESO case study describes how a confectionery manufacturer is expanding its competitive position with a comprehensive digitalization initiative. With ROI-EFESO, it is expanding the successes already achieved by its WCOM (*World Class Operations Management) program in the direction of highly digitalized production.

Case Study

An international brewery group achieved significant OEE improvements in a WCOM pilot project with ROI-EFESO. ROI-EFESO's case study describes how this success was continued throughout the company's global value network, leading to improvements and savings.

Case Study

A dairy group identifies the topic of energy efficiency as a lever to cushion cost pressure from falling production volumes. The case study explains, how the company determines with ROI-EFESO suitable starting points for one of its plants. The potential of the measures in terms of possible energy savings, their CapEx and their amortization are specifically quantified.

Case Study

A dairy company is continuing its success story with a clear vision: After times of war and factory fires, it is building the most technologically advanced "Future Factory" in its region. With ROI-EFESO, the company is developing a concept for the factory, which is to be built on 70,000 square meters by 2030 - and is combining this planning with a digitization/Industry 4.0 initiative for ongoing production