SUPPLY CHAIN MANAGEMENT


sustainable ingredients has pushed bakeries to rethink how their supply chains operate. The focus now needs to be on resilience – building supply chains that can flex, adapt, and deliver consistency even when trading environments may be difficult. Given all these pressures, no


bakery manufacturer is able to manage supply-chain risk in isolation. Collaboration – both vertically with suppliers and distributors, and horizontally with peer companies or shared service providers – is therefore vital to ensure greater resilience. Such collaborations can be simplified through the use of strong collaborative planning, forecasting and replenishment (CPFR) strategies which should see suppliers, manufacturers and retailers sharing data about demand forecasts, inventory levels and production schedules. Such visibility will allow all parties to adjust procurement, production and delivery plans in a proactive manner.


In essence, the CPFR process consists of four key steps: Planning: This step requires trading partners to collaboratively develop sales and inventory plans based on shared data – such as historical sales, market trends, and promotional activities. This alignment helps ensure that all parties are working towards common goals.


COLLABORATION – BOTH


VERTICALLY WITH SUPPLIERS AND DISTRIBUTORS, AND HORIZONTALLY WITH PEER COMPANIES OR SHARED SERVICE PROVIDERS – IS


VITAL TO ENSURE GREATER RESILIENCE


Forecasting: This step requires relevant information to be shared, such as point-of-sale data, inventory levels, and promotional plans. Using this shared data, it is possible to collaboratively refine demand forecasts and make any necessary adjustments that relate to consumer demand.


Replenishment: This requires sales and inventory plans and demand forecasts to be co-ordinated. It involves determining optimal replenishment quantities, timing and transportation modes to ensure an efficient and cost-effective inventory flow.


Execution: Executing the collaboratively developed plans and continuously monitoring performance metrics will


require (KPIs)


key performance


indicators to be tracked. Any deviations


need to be identified and necessary adjustments made to improve future planning and forecasting efforts. The effectiveness of any CPFR


strategy will require a well-defined methodology that uses technology, data integration, trust-building, and continuous improvement. It is a strategy that can be greatly simplified by the use of technology platforms and tools that enable seamless information sharing and collaboration among trading partners, including integrated software systems, cloud-based solutions, and data exchange protocols that facilitate real-time data sharing and coordinated decision-making.


Finding a cohesive solution For most bakeries demand can vary by the day of the week and by the season. Having fresh-baked products on the shelves every day makes planning a complex task. Recognising this challenge, Finsbury Food Group – a speciality bakery manufacturer, set out to find a single, cohesive way of working to support future growth across all of its multiple facilities in the UK and Europe.


Each of these facilities has, traditionally used its own processes and systems. Partnering with Optimum PPS – a


UK-based ERP consultant – Finsbury launched a business


transformation


programme centred around the adoption of a new enterprise resource planning (ERP) software solution from Infor. The project aimed to align people, processes, and technology across the group, standardising workflows and improving overall visibility, from raw materials to finished products. The Infor M3 EPR solution was chosen


for use in the Finsbury project. It was developed to provide industry-specific process support and functionality built on good practices and user experience for medium to large national and global organisations. A combination of advanced analytics


technology and pre-packaged, industry- specific content makes this ERP solution a useful tool in developing actionable


DECEMBER/JANUARY 2025/26 • KENNEDY’S BAKERY PRODUCTION • 35


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