A few words about the Food & Beverages Industry

De voedings- en drankenindustrie blijft zoeken naar dynamische nieuwe manieren om te innoveren, winst te maximaliseren en marktaandeel op te bouwen in een zeer concurrerend landschap. Pandemiegerelateerde uitdagingen in de toeleveringsketen, gezondheidsrisico's en thuisblijvende bestellingen hebben de sector ontwricht en hebben zowel de cruciale rol van de sector in onze sterk onderling verbonden wereld als de veranderlijkheid van de door de consument gestelde eisen blootgelegd.

At Kepner-Tregoe, we help companies and associations in the food and beverage industry to maintain efficient operations despite disruption and change. We help organizations meet regulatory challenges, pursue new product development, improve operations, and smoothly integrate acquisitions. Our structured, analytic approaches to problem solving, decision making, risk management, and opportunity development, have helped organizations build successful continuous improvement initiatives, enter and expand new markets, and significantly increase profit margins. KT is the “way work gets done” in many organizations.

The value of our critical thinking processes is initially introduced in production facilities and then becomes the way work is conceptualized and done throughout the organization from new product development to supply chain management to human resource management, all the way up to the executive suite. In an increasingly digitized landscape, our processes bring a laser focus to resolving issues by helping individuals and teams to identify and use the right data, accelerate issue resolution, and prevent a crisis. Ultimately intuitive critical thinking skill development helps to build confidence in decision making and reduce risk.

To learn more about Kepner-Tregoe consulting and training for the Food and Beverage industry, contact Kepner-Tregoe.



After a major capital investment at its biscuit factory at Papakura, Griffin’s needed to address several variables impacting overall conversion cost. The site was struggling with high waste, high downtime, and planning deficiencies; and overall workflow was not conducive to producing at the lowest possible conversion cost.


Verbetering van de operationele efficiëntie


Verbetering van het productietempo


For overall results, Operational Efficiency (OE) was used to measure success. To achieve an OE of 100%, the line must run at its maximum theoretical throughput rate with zero plant downtime and product waste. At the conclusion of the KT engagement the plant achieved:


Reduction in change over time


A food products company worked with Kepner-Tregoe to redesign their product development process defining new roles and responsibilities and new commercialization activities.


Months for program implementation


Project managers trained


The product development program was complex and demanding. The KT team helped the client stay on course, guided by clear objectives and metrics. The project was completed on time and on budget.


Leaders of an international beverage company were dealing with chronic project overload and lackluster project performance that was hampering new product success. To improve product development, they turned to Kepner-Tregoe.


A new process approach has resulted in the integration of the product development process into systems software that incorporates the process into day-to-day operations. In addition, criteria have been established to drive decision-making in postponing or terminating off-strategy projects, thus avoiding project overload.


Recall Remediation

What a company does both publicly and with the FDA is critical to its ability to survive and thrive. This article provides effective courses of action to take to successfully manage current recall status and prevent future recalls.

Corrigerende en preventieve maatregelen (CAPA's) zijn in ontwikkeling: CAPA's voor voortdurende verbetering

Het is niet langer aanvaardbaar om op audits en product recalls te reageren met CAPA's die alleen betrekking hebben op punten van zorg op korte termijn. Het gaat er nu om CAPA's en continue verbeteringsprocessen op elkaar af te stemmen.

Applying continuous improvement to your production management processes

Beginning and sustaining an improvement journey can often mean fighting naysayers, inertia and reluctance to change work routines, even the bad ones. Yet, the perfect marriage of a continuous improvement culture and effective production management creates consistent, world-class performance.

De gevolgen van een keuze: de laatste stap in het besluitvormingsproces

De negatieve gevolgen van elke actie zijn even tastbaar als de voordelen ervan, en soms zelfs nog tastbaarder. Alvorens een beslissing te nemen, is het absoluut noodzakelijk het risico te overwegen: de mogelijke negatieve gevolgen van haalbare alternatieven.


Onze Experts
in Food & Beverage Industry

Ingrid Dueck
Head of Delivery - Noord-Amerika
Noord Amerika
Tim Roberts
Business Solutions Senior Consultant
Jeng Yi Choong
Business Solutions Senior Consultant
Daisuke Aso
Consultant bedrijfsoplossingen

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