We have a proven track record of helping Asian agribusinesses scale their ambitions beyond traditional agricultural offerings. We have also supported global consumer goods companies through a wide range of projects, including competency development that encompasses areas such as consumer insights as well as sustainability. Building on this foundation, we are now expanding our perspective to encompass organizational performance, organizational development and SME operating models.
Case Stories & Highlighted Learnings
Most global consumer goods companies aim to reduce their carbon footprint across both operations and supply chains while aligning with international sustainability standards such as SBTi, GHG Protocol, TCFD, TNFD, CDP and GRI. To achieve this, firms set science-based decarbonization targets and develop enterprise-wide transition strategies ensuring sustainability is embedded at every level of the business. An example of the same is the creation of supply chain decarbonization libraries, which model material value chains and identifies initiatives to reduce the embedded carbon in procured components and raw materials thereby enabling low-carbon innovation. Today, the challenge is no longer designing frameworks or mechanisms but executing it effectively on the ground, particularly as tier-n suppliers can consider rapidly building their capabilities needed to implement high-level sustainability solutions.
The Challenge
Many consumer goods firms have leadership concentrated in one geography while their supply chains stretch across several others, creating a natural distance between decision-making and on-ground realities. This is not a reflection of leadership shortcomings but a structural challenge of operating at global scale. As firms adopt adaptive networks with a strong global core, empowered regional teams, and digital feedback loops, firms increasingly recognize the need to better support across their tier-n supply chain partners. The real question is how these evolving models can be harnessed to achieve sustainable growth.
Adopting a Platform Approach as demonstrated by Leading Players
Leading players have experimented with digital tools integrated with physical infrastructure to build comprehensive ecosystems that enhance productivity and improve market access for their tier-n supply chains. However, in-house platforms still face significant gaps in data ingestion, cleaning, mapping to proprietary factors, and generating tailored recommendations that support prioritization of both immediate and long-term actions. Additionally, many widely discussed recommendations remain difficult to implement on the ground. In this context, it becomes increasingly important to either strengthen in-house capabilities through our expertise or leverage widely available tools, including those offered by our competitors, to fully capitalize on these digital capabilities.
Channeling Consumer Goods Perspectives for the Future
Within a decade, tier-n traceability and end-to-end tracking of all supply chain metrics will become standard across the industry. The key question will be how traditional players can harness this advantage as effectively as digitally native new entrants. Reach out to us to explore fresh perspectives and actionable strategies for the consumer goods sector.