Cover Image
市場調查報告書

稀少性和重要性:食品和飲料的資源生產率的基準

Scarcity and Materiality: Benchmarking Resource Productivity in Food and Beverage

出版商 Lux Research 商品編碼 345629
出版日期 內容資訊 英文 24 Pages
商品交期: 最快1-2個工作天內
價格
Back to Top
稀少性和重要性:食品和飲料的資源生產率的基準 Scarcity and Materiality: Benchmarking Resource Productivity in Food and Beverage
出版日期: 2015年10月19日 內容資訊: 英文 24 Pages
簡介

進入資源不足的時代,以食品和飲料為中心的消費品廠商面臨長年持續的品牌產品生產中的課題。

本報告提供對風險管理、創新技術的實現,及各營運的改善而言出色的策略識別的詳細基準及分析的必要性討論。

摘要整理

概況

  • 雖然代表關注永續性,但是圍繞消費者的產品需求競爭的資源生產率使企業的利益停留在最小限度。目前的標準幾乎沒有適應永續企業策略。

分析

  • 企業現在,依據可用性及社會需求來檢測資源。今後,需要測量繫結產業與營運財務影響對生態系統的影響。

未來展望

尾註

圖表

目錄

As we enter an era of increasing resource scarcity, consumer product companies focused on food and beverage face increasing challenges in producing their often-longstanding branded products. The combination of dwindling traditional resource access, increasing consumer awareness and activism, and changing environmental regulations make critical product inputs like water, materials, energy, packaging, and transport undergo ever greater scrutiny, with corresponding impact to the bottom line. To protect sales and margins for established products, companies seek ways to increase their resource productivity and ensure resource security by controlling total input cost variability. Thus, the search for resource productivity is really one of materiality: Which input variables are desirable and feasible to control for optimized economic impact? In this report, we demonstrate a need for detailed benchmarking and analysis that identifies superior strategies to manage risk, enables innovative technologies, and improves individual operations.

Table of Contents

EXECUTIVE SUMMARY

LANDSCAPE

  • The spotlight on sustainability shines bright, yet industry players report minimal gains as resource productivity vies with consumer product demand. Current standards demonstrate little in the way of permanent corporate strategy.

ANALYSIS

  • Companies currently measure resources based on availability and societal demands. Moving forward, the industry needs a measurement of impact to ecosystem that connects operations to financial impact.

OUTLOOK

ENDNOTES

TABLE OF FIGURES

  • Figure 1: Graphic Many CPG Companies Have Widely Varying Product Lines
  • Figure 2: Graphic High-level Segmentation of CPG Companies into Cohorts by Product Platform
  • Figure 3: Graphic Five-year Revenue Window for Food Cohort
  • Figure 4: Graphic Revenue as a Function of Core Water Usage
  • Source: Source: Lux Research Inc.
  • Figure 5: Graphic Diversified Non-alcoholic Beverage Makers Average $493/kL Water
  • Figure 6: Graphic Brewers Average $254/kL Water
  • Figure 7: Graphic Water Usage in Non-alcoholic Drink Producers
  • Figure 8: Graphic Water Usage in Alcoholic Drink Producers
  • Figure 9: Graphic The Food Industry Improves Its Energy Resource Productivity
  • Figure 10: Graphic A Look at General Mills and J.M. Smucker through an Energy Input Lens
  • Figure 11: Graphic Revenue per MWh Electricity Use for Beverage Platform Companies
  • Figure 12: Graphic Reducing In-plant Water Use Ratios
  • Figure 13: Graphic Managing to the Pareto Frontier
  • Figure 14: Graphic The Water Footprint of a Cola Drink
  • Figure 15: Graphic The Value Chain as Ecosystem
  • Figure 16: Graphic Merging Multiple Information Streams to Determine Siting and Placement Risk and Reward
  • Figure 17: Graphic Megatrends in Both Problems and Opportunities
Back to Top