FOOD & BEVERAGE Agility over assets: Serving the future
of the food & beverage industry Streaming media, cloud storage, property and vehicle rentals have all contributed to a wider shift in how we think about ownership. Increasingly, usership has become an alternative model, offering businesses and consumers the ability to access what they need without owning the asset outright. By Neil Smith, Sales Engineer for Ireland, Atlas Copco Rental
I
n industrial environments, the decision between ownership and usership is also becoming a more considered one. Both ownership and usership models offer distinct advantages, and the right approach will vary depending on an organisation’s operational requirements. The decision ultimately comes down to three key considerations: cost, utilisation and agility.
The value of ownership is closely linked to how often equipment is used. If demand fl uctuates and utilisation falls, the return on the initial investment reduces. Therefore, when considering the best approach to fulfi lling equipment needs, it’s critical to consider the percentage of utilisation taking into consideration any instances when equipment may not be required continuously. If there is likely to be variable usage then rental may be the best solution, if there will be continuous and consistent usage then ownership may be the most viable option. Our experience has shown that once the rate of utilisation drops to 40 per cent or less, the fl exibility afforded by renting makes it the overwhelming favourite.
And as with any signifi cant business purchase, cost
and budget are important considerations. Traditional ownership typically means capital expenditure (CapEx), requiring an upfront investment and often involving longer procurement cycles, but ultimately resulting in ownership of the asset. Rental equipment, by contrast, can move these costs into operational expenditure (OpEx), allowing businesses to pay for what they use, when they use it, without tying up capital. However, it is important to remember that
the true cost of ownership extends beyond the initial purchase price. Transport, labour, energy consumption, maintenance, repairs, technical support, installation and the potential cost of downtime can all contribute to the overall fi nancial investment across an equipment’s lifecycle. The balance can therefore depend on what is included alongside the equipment itself. Where transport, installation, maintenance and support can be managed in-house, the overall cost of ownership may be relatively straightforward. Where these responsibilities need to be outsourced, or where they are included within a rental arrangement, the
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fi nancial comparison can look quite different. And the third important consideration is agility. Access-based models can enable organisations to respond more quickly to changing operational demands, whether scaling capacity during peak periods or adjusting resources during periods of lower production.
HOW CHANGING MARKETS AND PRIORITIES ARE RESHAPING EQUIPMENT DECISIONS
In an increasingly unpredictable market, agility has become a key consideration for many businesses. Fluctuating demand, evolving legislation, sustainability targets and changing supply chains mean food and beverage businesses need the ability to adapt quickly. Flexible equipment strategies can help organisations scale capacity when required, respond to market changes and avoid being limited by fi xed assets. Similarly, access to newer, more effi cient technologies is another factor infl uencing this shift. As equipment continues to advance, organisations are increasingly looking for ways to benefi t from improved performance, effi ciency and sustainability without necessarily committing to long-term
ownership. Operational simplicity is another key driver. Managing equipment involves a range of responsibilities, from logistics and certifi cation to maintenance and technical support. Reducing these administrative demands can allow teams to focus on core operations while ensuring equipment remains reliable and available when needed.
INDUSTRIAL CHILLERS: AN EXAMPLE OF THE FOOD AND BEVERAGE INDUSTRY’S EVOLVING NEEDS
Supporting professional development
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Take industrial chillers, for example, which are widely used across the food and beverage industry for a breadth of applications, from dairy processing to beverage manufacture. Chillers are utilised when there is a requirement for extra cooling power, such as cooling down a production line, handling peak loads or stabilising temperatures across a building (when paired with an air handling unit). And yet whilst they are critical to maintaining
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optimum temperatures and ensuring product safety, demand can fl uctuate greatly in response to seasonal shifts, production increases and declines to name but a few reasons.
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