FEATURE Food & beverage
Manufacturers need to take decisive action now or risk being left behind in a rapidly evolving market. Those that lead in digital transformation will emerge stronger, more agile, and better equipped to navigate future disruptions
measures can bring new value to the food and beverage ecosystem. Take Digital Product Passports (DPPs), which will advance circularity by providing detailed, blockchain-secured information about the environmental impact of products, their composition, their production, and history. 3. Supply chain burdens Food and beverage manufacturers
are increasingly focused on improving the resilience of their operations, driven by pressure to deliver more with fewer resources. According to the IFS report, over a quarter of food and beverage manufacturers still identify supply chain disruptions as an ongoing business challenge. Cost is no longer the prime driver for supply chain decisions, instead it’s a balancing act between factors such as product lead time, quality, and reduced carbon footprints. Manufacturers are now considering geographic strategies to
optimise supply chain resilience, opting for closer or politically stable sourcing destinations.
as manufacturers realise that localisation strategies such as friendshoring and reshoring can provide greater quality control, reduce environmental impacts, protection. The IFS research found that improving
top priority for 23.8% of food and beverage companies in the next few years—and technology can make this a reality. Digital tools such as AI-driven data pattern the supply chain network, implement more rigorous risk assessment tools, and drive better supplier relationships and collaboration.
IFS
www.ifs.com
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