SUPPLY CHAIN MANAGEMENT
insight and can help minimise risk. Its supply chain practices create and control demand-driven supply networks that are more resilient to disruptions. Multi-site enterprise planning capabilities can help synchronise supply processes – lowering inventory, optimising resource utilisation and improving customer service. The results became evident very quickly after the system went live at Finsbury Food Group. Automated processes reduced manual effort, consistent reporting enabled better forecasting, and integrated planning tools improved traceability across the entire supply chain. “For bakeries, the supply chain is the
heartbeat of the business. When every link is connected through shared systems and data, teams can plan better, waste less, and respond faster to demand,” says Steve Wilson, Managing Partner at Optimum PPS: To sustain progress for Finsbury Food
Group, Optimum PPS went on to develop a detailed strategic roadmap designed to keep the business evolving. This defined clear actions and priorities for continuous improvement, ensuring every site continues to build on the efficiencies gained through standardisation. Finsbury’s successes highlight how
investment in digital systems, when paired with a clear vision for change, can deliver long-term results. The company now operates with improved forecasting accuracy, stronger cross-site collaboration, and faster decision-making, which is based on reliable, real-time data. Its journey offers a clear message – the most effective innovations often come from improving how people, processes and systems work together. “When people and data are able to connect seamlessly, the decision-making process becomes smarter, and innovation naturally follows. We helped teams at Finsbury to see the bigger picture and understand how their daily actions supported the wider supply chain,” concludes Steve.
Linking downtime with supply chain planning A significant portion of unplanned downtime in bakeries can be traced back to supply chain planning gaps that have nothing to do with parts shortages or mechanical failures, according to RELEX, a provider of supply chain planning solutions. These downtimes occur
when strategic plans fail to translate effectively into day-to-day operations on the factory floor, resulting in inefficient scheduling, improper sequencing, and misaligned resources. The answer, according to RELEX, is
to ensure that production planning and supply chain planning are not treated as separate functions. To reduce and optimise controllable downtime the use of AI-powered integrated planning software can connect strategic goals
with everyday execution on the shop floor in a more effective way. Many bakeries will create excellent
monthly and weekly plans but can struggle to translate them for day-to-day use. When this translation is a manual process, someone needs to convert plans into spreadsheets, and this can introduce time lags and human errors that can result in unnecessary downtimes. Today, data and visibility gaps can further exacerbate planning challenges.
36 • KENNEDY’S BAKERY PRODUCTION • DECEMBER/JANUARY 2025/26
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