Management Consultancy
Food
Background
The client, a prominent regional leader in the ready-to-eat and frozen food sectors, was facing a decline in profit margins despite maintaining stable revenue levels. The volatility of raw material prices and disruptions within the supply chain had adversely affected operational efficiency. Concurrently, there was a noticeable shift in consumer demand towards healthier and sustainably sourced food options. Internally, the organization lacked a well-defined sustainability roadmap and had not fully leveraged available financing tools to facilitate investments in green transitions.
Furthermore, the alignment of its debt maturity profile and capital allocation decisions with long-term strategic objectives was inadequate, thereby increasing risk exposure in a fluctuating economic landscape. Consequently, the management team sought external expertise to reevaluate their strategic positioning, optimize their financial structure, and integrate sustainability into their core operations.
Case Study
The Problem
At the core, the client’s challenge was a multi-dimensional misalignment: operational inefficiencies driven by market shifts, an outdated financing structure, and an absence of a coherent sustainability strategy.
The business was not effectively capturing value from ESG opportunities nor communicating long-term resilience to stakeholders.
Financial pressures were being exacerbated by the inability to access favorable funding instruments tied to environmental or social performance, and strategic planning lacked the analytical rigor needed to prioritize investment in sustainable innovation.