Food & Beverage Industry

Optimizing Ingredients for Supply Chain Success

Contact UsSelf-Assessment

Managing ingredients and finished goods through a Food and Beverage supply chain is inherently complex.

Aligning supply and demand with the special treatment ingredients and finished goods often required when receiving, storing, picking, handling, packing, and shipping, can be tough. Add challenges like recipe complexity, capacity constraints, material spoilage and shortage, batch management, tracking and tracing, conditional storage, shelf-life limitations, tight margins, and the magnitude of the supply chain task can be tasteless.

Is it possible to manage all this complexity effectively and efficiently in SAP, without spreadsheets and manual workarounds?

Yes. SAP is designed to handle the complexities of the Food and Beverage industry, and Reveal has deep industry expertise and experience applying best practices to optimize SAP to deliver superior business outcomes.

Success Stories

See what some of your industry peers have achieved and how Reveal has enabled their success.
Employee story: Rutul Thakkar


  • Saved $53M in end-to-end supply chain working capital
  • Reduced inventory by over 39% and improved inventory turns by 38%
  • Increased material availability throughout the supply chain to 97.8%
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Employee story: Rutul Thakkar

Delicato Family Wines

  • Reduced overall supply chain exceptions and inefficiencies by 53%
  • Increased demand signal accuracy by 96% 
  • Optimized 84% of average value of targeted raw materials
Watch video
Johnsonville Success Story


  • Ability to perform a batch recall in 2 hours 
  • Rapidly search multiple batches against various material types: raw, work-in-process, by-products, rework, and finished good materials
  • Realtime visibility to received quantity, on hand inventory, consumption, and shipment details of the materials being reviewed.
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Next Step

Take a step towards optimizing your SAP enabled supply chain by contacting us or completing a supply chain self-assessment which includes top tips.
Contact usSelf-assessment


Q: What is the biggest benefit to Food and Beverage companies in consolidating all key processes and data in SAP?

A: When Food and Beverage companies embrace the use of an ERP like SAP they need to embrace the single source of truth philosophy. This is critically important to ensure the supply chain competitive advantage so needed for this industry. Dealing with the complexities of shelf life, special handling, material availability, capacity constraints and production scheduling requires all the data to be “connected” and “trusted”. Sadly, most Food and Beverage companies start with that philosophy in mind, but slowly but surely move away from it by infiltrating the single source of truth connected processes with spreadsheets and workarounds that break the integrated nature of the SAP system and detracts from the competitive advantage.

Q: What are the key risks and exposures of working outside of SAP system and using spreadsheets to manage aspects of a supply chain?

A: The immediate risk to a supply chain that does not use the SAP system effectively due to the proliferation of spreadsheets and 3rd party tools, is the loss of agility. The loss of agility exposes the supply chain to disruption and disturbances to the flow of material. Agility gives a business the ability to truly adjust to the change in the micro- or marco-supply chain disruptions. An agile supply chain is dependent on a single source of truth (ERP), accurate information and relevant business rules.  Layered on top of that we need the supply chain to work in unison and not in siloes. When we are able to build that foundation, the organization can proactively manage by exception and adjust rapidly to the changes in the market.

Q: What are some of the most critical considerations when embarking on a supply chain optimization project?

A: Supply chain optimization efforts require a clear understanding of the supply chain outcomes we are targeting, and then applying the technology to achieve these goals. However, a smart use of the technology depends on our knowledge of the inner working and capabilities the system has. Knowing what dials to turn to optimize inventory, or what rule to adjust to increase service levels, or what data point to change to increase schedule attainment is at the heart of an optimization effort. Developing knowledge workers is the magic sauce in being an agile supply chain. Your ability to use the system to meet the business objectives is measured against a 5-level maturity model.