By Viviane Martins, FALCONI’s Managing Partner
Over these 13 years working in the food sector, FALCONI has taught and learned with 120 customers from four different countries. The value that guided the work carried out in all projects was the same: management.
Only with good practice it is possible to meet the challenges and the adverse scenarios that might possibly affect the companies in the food and beverage sector.
In the current economic and political moment Brazil goes through, assertive management is essential to ensure results and to minimize any negative impacts. The food sector is one of the most resistant in the market to the economic crises and has a broad scope for action.
In an event promoted by FALCONI on Tuesday (May 17) to discuss the impact of the current scenario in the food sector, the economic consultancy Tendências predicted that between 2017 and 2018, consumption of classes D and E households should resume its growth, moderately, and the food segment tends to be one that will benefit from it.
Companies that can manage effectively optimize costs, provide agility to internal processes, keep their employees engaged and seek efficiency, the main objective to be pursued at this point that opens up opportunities on two major fronts:
Efficiency in finalistic processes: the food sector may be the one that presents the most opportunities for improvement with reduction of losses. Reduction not only on the physical production stages, such as agriculture/livestock and industrialization, but also in commercial stages. Many sales are not converted and/or accomplished with their margins falling short from their potential. In addition, several prices are poorly positioned and are out of a larger strategy.
Processes development and improvement is as important as product development itself. A system that ensures quality for the customer should go through the whole value chain, from product conception to the sale.
Efficiency in support processes: the improvement of internal processes can optimize the company’s expenses, while the quality of services provided to the customer, whether B2B or B2C, can also be improved. Other opportunities that are inherited to daily processes are in the structure of the teams.
Looking inwards is an exercise that should be done constantly, because it helps identifying and improving the indicators of the whole chain, which in turn will lead to increased productivity and better financial results.
Published on May 23, 2016, on LinkedIn Pulse.