Food & Beverages

Soon the Food & Beverage sector will become more and more complex, fast, volatile, cost-sensible, regulated, segmented (consumer) and concentrated (trade, sub suppliers, competitors).

Your solution from Plaut

The combination of an excellent delivery readiness level, highest quality at an accurate price combined with optimised processes and structures is the foundation for a successful future. It is the right time for a reorganisation which enables you, under difficult conditions of the market and cost pressure, to react flexible on market changes.

Do you have questions?

Pavel Duda

Pavel Duda
Senior business Development Manager

More Info:

NOW it is the right moment to set yourself apart from others!

Are you a food and/or beverage producer?
Are you a food and/or beverage producer?
Do you want to optimise your processes?
Do you want to optimise your processes?
How do you want to react on this development?
How do you want to react on this development?
What can you do NOW?
What can you do NOW?

Production

How challenges of cost pressure can be handled, and the planned growth be achieved at the same time? It can be assumed that your raw materials and packing materials, energy, staff costs, logistics and environment measures become more and more cost-intensive. Many companies leave the day-to-day operation to “cost change”, but 70-80% of the costs expected are influenceable.

Do you consider the following questions?

  • Are you in detail aware of your product(ion)-related costs (f.ex. dairy industry, brewing industry, meat processing)?
  • Are you missing details regarding the profitability of your products?
  • Are you aware of the “cost traps” within your production process?
  • Are „small batches“ illustrated correctly in the cost accounting and the income statement?
  • Does calculation correctly consider co-products and ingredients?
  • In what manner does the raw material evaluation and the assessment of semi-finished products happen?
  • Are your stocks too high and too inflexible in different locations? (finished products, raw materials, semi-finished products) Are you stuck with „C products“?
  • Do you suffer from intransparent performance parameters within your decentralised production units or locations?
  • Are you complaining about non-productive processes in administration as well as in production scheduling?
  • Do you have the impression that the operative handling of different procedures is too extensive and error-prone? Are you aware of the failure and consequential costs which appear through the correction of errors? Are you aware of the performance of your internal standard procedures?
  • Do you desire an integrated Supply Chain management, especially regarding the alignment between capacity and sales, and the implementation of new products or the integration of new markets? Are you complaining about “bullwhip“ effects in your Supply Chain? Do you want to bring in line the demand and production plan, also in a supply network?

Supply-Chain

The entire Supply Chain is exposed to a high results and cost pressure. In this respect „added value“ also must be generated in the future. How increasing complexity, higher flexibility, a faster innovation spiral and high cost pressure can be handled? This requires among others an integrated plan, strong focus and a high degree of integration ability.

Do you consider the following questions?

  • Are your supply chain costs constantly rising? Would you like to rate or simulate the costs of your sourcing and distribution scenarios? Do you know the "cost traps" within your manufacturing process and logistics? Are sales and logistics costs reliably and transparently assigned to customers and articles?
  • Do you focus on the correctness of the different target figures in meetings instead of talking about measures to achieve the sales and profitability goals? Do you have the impression that purchasing, production, sales and marketing are not sufficiently integrated? Does it happen that delivery bottlenecks occur due to uncoordinated processes?
  • Are you complaining about overcapacity, ad-hoc orders or overtime? Are your inventories in different locations too high and inflexible? Are you struggling with faulty product information and specifications? Are you missing a structure in recipe management? Are your data coming from different sources?
  • Can you be certain that your traceability process would work well in the event of a product incident?

PLMIV - advantages at a glance

Integrated management of the LMIV master data in connection to the SAP article master

Controlled release of verified data through a four-eye principle

Mutual data exchange between manufacturer and GS1 via Excel

Excel data exchange eliminates the need to access across firewall boundaries

Plaut solution to the food information regulation (LMIV)

Since 2014, the Food Information Regulation (LMIV) has been in force within the EU. This regulates a number of mandatory information for the sale of food. Manufacturers are required by law to provide certain consumer-relevant information about their products to distribution partners from the retail trade and the catering trade.

The data exchange for this information is regulated by GS1, a global organization that strives to set standards in the supply chain. In Austria, the data is made available between producers and retailers via the national organization of GS1 Austria and exchanged via the GS1 Sync service. GS1 Sync is a web portal in which article data can be entered manually or via Excel upload. With the SAP enhancement PLMIV, you can efficiently manage and exchange information relevant to the products you have manufactured or traded via Sync.

With PLMIV, you can manage your data on the LMIV in your existing SAP system and link it to your article master data. It enables the management of different versions of LMIV. Using a four-eye principle, the collected data is checked and released for transmission.

Profitable growth

Mostly profitable growth can only be reached through innovation. A “make the difference“ mentality is the key concept. An innovation does not necessarily have to be a component of R&D. Innovative companies are characterised by cooperative customer processes, flexible channels of distribution, geographical expansions, business restructuring and internal process innovations. During this they always pay attention to their cost targets and their productivity. For this purpose, they need appropriate structures, processes, key figures and standards to lead the transition efficiently to a profitable growth.

Are you concerned with the following questions?

  • Based on your business model, have you prepared your strategic plans for your products, marketing, areas of responsibility, market positioning, value chain? Have you also developed tools to measure success regularly and through standardized procedures?
  • Would you like to increase your contribution margin? Do you know your product (ions) -related costs in detail? Do you derive your sourcing, sales and pricing strategies?
  • Are you missing details about the profitability of your products with individual customers? Are you planning to merge with another business partner and at the same time optimize the processes?
  • Are you complaining about a restructuring over non-productive processes?
  • Do you miss an up-to-date customer plan during the sales talk and a possibility to simulate the sales measures on site and to agree them immediately?
  • Are sales and logistics costs reliably and transparently assigned to customers and articles?
  • Do you know the performance of your internal (especially expensive) standard procedures?
  • Is your trading partner complaining about a low level of service? Especially about your action implementation?

Sales / Purchase

You know best how you can achieve the difference regarding your competitors. The focus lies in an excellent delivery service, in powerful and efficient operative processes towards the customer and not least in the effectivity of your profit- and turnover-furthering sales measures. During this you always have an eye on the long-term success in the relationship with the customer.

Do you consider the following questions?

  • Do your trading partners wish more service, especially during the operation period?
  • Are your customers satisfied with the efficiency of your order and invoicing process? Are you complaining about non-productive (internal and external) processes?
  • Do your customers give a negative feedback about quality of your product data information and data sheets? Do they complain about errors?
  • Are you aware of the performance key figures which trade uses for the evaluation of suppliers?
  • Are you measuring them steadily? Are you exchanging views at a sales conversation with your customers about the measures related? Have you installed a continuous improvement process?
  • Shall your external work / your publisher / your distributors process-technically be integrated with you?
  • Does trade want to implement innovative and ECR-compliant processes with you? Do you think that your processes correspond to the trends and requirements of trade?
  • Are you searching for transparency in the condition system? Are you missing details regarding profitability of your products at single customers?
  • Do you wish a convincing and rolling transparency in turnover and profitability (currently and planned)?
  • Do you want to increase effectivity of sales conversation ad-hoc and on site using latest business data (turnover, plan, simulation of measures, real-time agreement, investment planning, product information and folders)?

Cost efficiency

How challenges of cost pressure can be handled, and the planned growth be achieved at the same time?

A sustainable improvement is a step-by-step process. A process with milestones and targets. “You get what you measure!“ Complexity and uncertainty about future development should not be underestimated. Simulating the future creates more transparency. With “what if scenarios“ you can see the possible (cost) influence. Your company can work even more efficiently when it establishes the principle „pull & integration“ within the business but to also in living it together with your partners.

For this purpose, you need transparency and standards. Suitable solutions are needed. Plaut can support you to:

In Planning
  • to establish and systems-technically realise business planning
  • to develop an integrated rolling business planning / sales planning (sales, production, procurement) = “one figure for all“
In Production
In Supply Chain
In Sales
In Controlling

Customer Service

How challenges of cost pressure can be handled, and an excellent service level be achieved at the same time? For the customer, benefit is in the fore (trade, industry partner) – “what is in there for your customer?“ It starts with the “basics“–“make it right first time!“ Success in the long run is just reachable through cooperation. Suitable solutions are needed. Plaut can support you to:

  • In Planning

    • to achieve a high product availability through an integrated rolling business planning / sales planning (sales, production, procurement)
  • In Supply Chain

    • to establish a coordination between production, sales and as required customers to reduce overcapacities or bottlenecks
    • to implement a sales & operations process with the respective system solution
    • to streamline quality management processes and to replace them by standardised IT-supported procedures (tracking & tracing, incident management)
  • In Sales

    • to implement a mobile Account Cockpit (turnover, profit, simulation of activities) for sales conversations
    • to realise a daily real-time turnover cockpit (plan, previous year, customer’s point of view, different segments)
    • to increase quality of agreements through the optimisation of the condition system and system-technical transparency and to reduce complaints
    • Unified product core data pool with mobile technology to facilitate the presentation and integration of newly listed products
    • to implement mobile sales ordering tools
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  • In the customer service

    • to implement a customer Performance Measurement System (internal, external parameters)
    • to use the standardised core data pool according to customers’ needs (for ex. GDS)
    • to develop an order management workflow, possibly with a logbook, in the customer service area
    • to optimise and standardise customer critical procedures and to increase their efficiency with system-supported workflows (reclamations, complaints, invoice receipt, deduction management, …)
  • In cooperation with trade

    • to identify common Service Performance KPIs with trade (Plaut Performance Scorecard) and to enshrine it in their systems and processes
    • to optimise their stocks (and those of customers)
  • To optimise their stocks (and those of customers)

    • to commonly and ECR-compliantly optimise the process “order to cash“ with trading partners. (incl. the usage of EDI data exchange)
    • to identify industry-specific process solutions for an integrated end-to-end Supply Chain
    • to implement customer-specific replenishment models (f.ex. VMI, CPFR, cross-docking)
    • to change information (EDI) alongside the Supply Chain
    • to develop diverse mobile transaction solutions
    • to ensure integrated and transparently structured core data (materials, customers, suppliers, products) – as a precondition for all processes
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Business Controlling

A more and more rapidly changing industry needs effective and quick decisions. The effective management of your business is influenced by all concerned parties. All contribute to success - „It‘s not only controller‘s job!“ For this purpose suitable solutions are needed. Plaut can support you to:

In Planning
  • to establish and systems-technically realise business planning
  • to develop an integrated rolling business planning / sales planning (sales, production, procurement) = “one figure for all“
  • to introduce key figures for the planning process
  • to implement a cross-departmental coordination between sales, planning and production incl. planning key figures (sales & operations planning process incl. system-relevant solutions)
  • concepts of „differentiated planning“ = different and efficient planning approaches for different product groups, distribution channels and lead times and „added value planning“ = apply planning with the aid of predefined “alerts”
In Production
In Supply Chain
In Sales
In Controlling
Integration within the company

Need more information? We are happy to help you.

Contact us now!

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Pavel Duda

Pavel Duda
Senior business Development Manager