Food & Beverage

Food and Beverage organisations face unique challenges with regards to transportation, shelf-life and waste issues.

In addition to these, operating in a business environment that has increasing pressures from imports as well as the requirement for private label offerings when dealing with major supermarket chains make managing and leveraging an effective and efficient supply chain all the more onerous.

The changing retail environment is also placing pressure on the traditional route business where convenience stores are under pressure from specialty retailers as well as the supermarket chains. Building an effective transport and distribution network that leverages opportunities for sales as well as minimising costs is a significant competitive advantage for those that can do this well.

GRA’s proven tools and techniques for advanced planning can help with minimising 'damaged and dated' as well as ensuring optimum levels of inventory are planned for. Sales and Operations Planning in these environments is especially effective and GRA has specialist practitioners that can revitalize or enhance existing processes.

GRA can also assist with transportation route planning ensuring transport is optimised in order to reduce costs and emissions and help contribute to on-time deliveries.

Find out who GRA has worked with in the Food & Beverage industry.




GRA’s practical experience and delivery focus were key to the success of this program. Also their collaborative way of engaging and working with stakeholders meant that we felt they were “doing it with us” rather than “doing it to us”. Overall, GRA's deep expertise, professional approach and shared commitment to delivering results made them the perfect partner for our multi-year Procurement transformation program.

– David White, Manager Enterprise Procurement, Aurizon

Typical results

  • 20-40% inventory investment reduction
  • increased service levels ranging up to 99.9%
  • 10%-15% reduction in supply chain operating costs
  • 5%-20% spend management savings
  • the ability to fund business initiatives from operating cash flow (OCF) improvements
  • improved return on capital employed (ROCE)
  • a minimum 3:1 ROI (10:1 to 30:1 typical)