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The Consumer-Packaged Goods/Food & Beverage (CPG/F&B) Industry is changing. Demand is fluctuating wildly as a result of the COVID-19 pandemic and associated lifestyle changes. Local and microbrands are becoming ever more important. New channels, such as Amazon, must be assimilated. And, long-term trends, such as the increasing role of private labeling, co-packers, and contract manufacturing, continue to reshape the industry.

In the face of this turbulence, CPG/F&B companies are – like so many other industrial enterprises – looking at Industrial Transformation (IX) as a means to drive change. One-half of industrial enterprises report they have embarked on an Industrial Transformation (IX) journey. Companies are going beyond standard practices to seek out step-change improvement in industrial operations with several companies already reporting “dramatic results.” The Leaders in IX have found very real benefits in the form of increased revenues, lowered Cost of Goods Sold (COGS), and increased operating margins. Yet, the CPG/F&B Industry is falling behind. So, what are the CPG/F&B companies doing differently? Why, exactly, are they falling behind? What are the “big” things they are trying to accomplish? And what, if anything, is delivering significant improvement even in CPG/F&B?

Overall, the newest data clearly shows that Industrial Transformation is working and that now is the time for Consumer Products/Food & Bever- age companies to pursue such a program proactively and correctly.

The research presented by LNS in this eBook explores:

The advancing trends in Industrial Transformation (IX)
Characteristics of IX “Leaders” and “Followers”
How Advanced Technologies like AI and IX Platforms are providing the missing link to IX success
Actionable recommendations

LNS Research: Enable Operational Agility with a Digitally Connected Workforce

eBooks

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For industrial organizations, operating in the world before the COVID-19 crisis was no walk in the park. Complexity, change, and uncertainty were the order of the day, presenting a continually evolving risk environment to be dealt with. In response, companies embraced Industrial Transformation (IX) – the digital transformation of industrial operations – as the strategic framework to drive step change performance improvement and competitive advantage. The main effect of disruption in global operations and supply chains caused by the pandemic has been not so much to change the nature of the extant business drivers, trends, and initiatives but rather to intensify and accelerate them.

This research in this eBook focuses on how industrial organizations are implementing Connected Worker initiatives as a core pillar of their IX programs, and how the COVID-19 crisis has accelerated these investments. Frontline workforce issues are among the top strategic priorities in industrial operations, specifically addressing a severe talent shortage, and improvement of safety and EHS performance. The research presented herein shows that Connected Worker digital initiatives are increasingly being used to enable the operational agility needed to address these business problems through a competent, safe, and engaged workforce; and that the pandemic has preferentially accelerated these initiatives.

The research presented by LNS in this eBook explores:

How Connected Worker initiatives are a key component of Operational Strategy
The synergy of EHS and Connected Worker projects in driving safety, quality, and productivity improvements
A solution architecture model for achieving the important goal of alignment with current and future IX initiatives
Data on the business value of such investments, including positive impact on IX success, profitability, and operational performance metrics such as Overall Equipment Effectiveness (OEE)
Actionable recommendations