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希少性と重要性:飲食品における資源生産性のベンチマーキング

Scarcity and Materiality: Benchmarking Resource Productivity in Food and Beverage

発行 Lux Research 商品コード 345629
出版日 ページ情報 英文 24 Pages
納期: 即日から翌営業日
価格
本日の銀行送金レート: 1USD=115.27円で換算しております。
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希少性と重要性:飲食品における資源生産性のベンチマーキング Scarcity and Materiality: Benchmarking Resource Productivity in Food and Beverage
出版日: 2015年10月19日 ページ情報: 英文 24 Pages
概要

資源不足の時代に入り、飲食品が中心の消費財メーカーは長年続いているブランド製品の生産において課題に直面しています。

当レポートでは、リスク管理、革新的技術の実現、および各オペレーションの改善にとっての優れた戦略を特定する詳細なベンチマーキングおよび分析の必要性について議論しています。

エグゼクティブサマリー

概況

  • 持続可能性に対する注目が際立っているものの、消費者の製品需要を巡って争う資源生産性により企業の利益は最小限にとどまる。現在の基準は永続的な企業戦略にほとんど適応していない。

分析

  • 企業は現在、可用性および社会的需要に基づいて資源を測定。今後、業界はオペレーションと財務的影響を結ぶエコシステムへの影響を測定する必要がある。

将来展望

巻末注

図表

目次

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
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