Challenges

Differentiation

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Differentiation

Consumers have increasing demands on food quality. Today, freshness, freedom from artificial additives and preservatives, natural flavor intensity and healthy ingredients are expected from every product. At the same time, consumer preferences are moving in two diverging directions. On the one hand, the market share of discounters is stable at around 40 percent. On the other hand, demand is growing for high-end labels that position food as an essential aspect of a quality-conscious philosophy of life and redefine the understanding of luxury and food innovation. Both market areas follow different logics and each require specific business models, supply chains and manufacturing concepts to address them successfully and profitably despite increasing demands in manufacturing. Food producers must therefore position themselves clearly with regard to this development and move out of the middle segment, which is coming under increasing pressure. 

 

Our ROI-EFESO solution approach

Sustainability

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Two parallel trends are leading to an ever greater relevance of sustainability in the food industry. The first is growing consumer awareness of the social and ecological safety of products. Not only proof of origin of products and raw materials, but also complete transparency about manufacturing conditions and regionality are becoming decisive purchasing criteria. At the same time, food producers have to cope with an increasingly dynamic and demanding regulatory environment and meet complex national and international Standards. The development of an integrated sustainability strategy and its implementation in organization, processes, research and supply chain management will therefore become one of the central tasks for the food industry in the coming years.

 

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Multi-channel

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E-commerce models are gaining relevance in the food market at an above-average rate - increasingly also in the difficult area of fresh produce with short best-before dates. The advantages offered by convenient round-the-clock shopping outweigh fixed habits - and calls on manufacturers who have so far relied only on stationary distribution to take action. Increasing openness to digital shopping processes, demographic change and the need to secure basic supplies in rural areas or car-free big cities are additionally driving the trend. At the same time, e-commerce approaches in food retailing also offer completely new opportunities to supplement food with diverse, individual services. Against this background, setting up and efficiently operating a multichannel architecture is becoming a challenging task. The key success factors, product characteristics and customer journeys in bricks-and-mortar retail (PoS) and e-commerce must be balanced and product-service bundles optimally suited to the respective channel must be defined. On the other hand, the management of supply and production chains must be adapted to the specific requirements and high speed of online retailing and rolled out on scalable, secure and high-performance technological platforms. Organizing the diversity and differentiation of sales channels and linking them with suitable services is therefore one of the most important future tasks in the food industry.

 

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Individualization

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In the coming years, consumers will increasingly expect personalized foods tailored to their individual lifestyles and health situations. The extreme differentiation of products towards "batch size 1" follows several directions. Package size, delivery conditions, packaging, product-accompanying service offers and even the ingredients of the food can be increasingly individualized. On the one hand, this development offers additional revenue potential and opens up options for the further development of existing business models and the establishment of new ones. At the same time, it confronts producers with an explosion of complexity that must be managed at various levels: From product and service development to sales and operations planning (S&OP) to the design of purchasing, manufacturing, logistics and IT.

 

Our ROI-EFESO solution approach

„ROI-EFESO clearly recognized the importance of Emmi's Operational Excellence program as a key factor in its growth ambitions. Working closely with ROI-EFESO at multiple levels of our organization and at different locations around the world, across multiple disciplines, has truly empowered and enabled our people to achieve Emmi's strategic goals.“

Philipp Schilliger, Head of International Operations Emmi Group

Emmi Group

„Initially, the pressure from ROI-EFESO was uncomfortable and the goals set seemed unrealistic. 3 years later, the own demand is greater than the external pressure and the goals have been exceeded. Still enough ideas and potentials are visible to 'make good things better'.“

Christoph Steiner, Division Manager Bischofszell Nahrungsmittel AG

Bischofszell Nahrungsmittel AG

„I would like to mention the cooperation at eye level and the strict focus on results as particularly positive. Visible improvements across the entire influenceable supply chain confirm that ROI-EFESO activates the crucial potentials that distinguish "very good" from "excellent" results.

Philipp Allemann, Head of Production / Procurement, Bell Schweiz AG

Bell Schweiz AG

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