This report uncovers the challenges that today’s food and
beverage manufacturers face, as well as the capabilities they
have enabled through ERP to improve compliance, profit
margins, and customer satisfaction.
DON'T BE CAUGHT OFF GUARD:
PROACTIVELY MANAGE FOOD SAFETY AND
COMPLIANCE WITH INTEGRATED ERP
December, 2014
Nick Castellina, Research Director,
Business Planning and Execution
Report Highlights
48% of food and
beverage
manufacturers noted
that ensuring
compliance with
current and future
regulations is their
top pressure.
Leaders are over four
times as likely to
make proactive
management of
compliance a top
strategy.
70% of Leaders have
traceability of
materials both up-
and downstream.
Leaders are over
three times as likely
to have a process for
mock or real recalls.
p3 p4 p5 p7
www.aberdeen.com
Don't Be Caught Off Guard: Proactively Manage Food Safety and
Compliance with Integrated ERP
2
Recent Aberdeen research uncovered that food and beverage
manufacturers list the need to ensure compliance and the
negative effects of non-compliance among their top pressures.
In these industries, mandates such as the Food Safety
Modernization Act and GS1 standards are constantly evolving
and changing, making it difficult for manufacturers to enforce
compliance and avoid fines. Further, threat to brand reputation
due to non-compliance exists as an equally legitimate threat.
Both of these challenges can cost a food and beverage
manufacturer significantly.
Unfortunately, avoiding these challenges adds cost and
complexity to operations. In these cases, top performers must do
what they typically do when attempting to reduce cost and
complexity: rely on their business systems. These systems can
range from ERP to PLM, and they all help food and beverage
manufacturers to communicate standards and provide visibility
to help monitor compliance on an ongoing basis.
By implementing an integrated ERP solution, though, top
performers can proactively manage compliance, while keeping
costs low and delivering high-quality, consistent products. This
report uncovers the challenges that today’s food and beverage
manufacturers face as well as the capabilities they have enabled
through ERP to improve compliance, profit margins, and
customer satisfaction.
The New Regulatory Environment
Aberdeen's Environment, Health, and Safety Survey identified
the top challenges facing food and beverage manufacturers
today (Figure 1, next page). Unsurprisingly, regulatory
compliance and food safety issues provide the biggest challenge.
By implementing an
integrated ERP
solution, top
performing food and
beverage
manufacturers can
proactively manage
compliance, while
keeping costs low
and delivering high-
quality, consistent
products.
www.aberdeen.com
Don't Be Caught Off Guard: Proactively Manage Food Safety and
Compliance with Integrated ERP
3
Figure I: Compliance and Safety Pressures from Customers
and Regulators
Survey takers were asked to select their "top two" pressures. In
food and beverage manufacturing, regulatory requirements that
are frequently changing are the most significant. For example,
the Food Safety Modernization Act is a relatively recent, and
evolving, mandate that requires manufacturers to focus on
preventing contamination rather than simply containing it. This
caused manufacturers to significantly change how they design
products and acquire materials. Concurrently, global standards
designed to improve visibility in supply chains across a
worldwide, and varied, landscape are frequently changing,
requiring updates to reports and processes. Not only do these
concerns bring the potential of the negative impact of
noncompliance such as fines and reputation, but also the
potential cost of change to operations and technology.
At the same time, food and beverage manufacturers are wary of
the demands of their customers. Increased competition makes
quality and safety competitive differentiators, but at the same
time the risk of damaged reputation due to noncompliance and
recalls is substantial. Therefore, food and beverage
manufacturers have additional pressure beyond regulatory
16%
24%
24%
24%
32%
48%
0% 20% 40% 60%
Concerns about high cost of avoidance
Enable product sales in global markets
Need to respond to customer demand
Respond to competitive pressures
Reduce the risk of product recalls
Ensure compliance to current and future
regulations
Percentage of Respondents, n = 26
Food and Bev
Source: Aberdeen Group, October 2013
www.aberdeen.com
Don't Be Caught Off Guard: Proactively Manage Food Safety and
Compliance with Integrated ERP
4
In this report, Aberdeen groups
respondents into two maturity
classes:
• Leaders: Top 35% of
respondents based on
average performance in
metrics listed below
• Followers: Bottom 65% of
respondents based on
average performance in
metrics listed below
In Aberdeen’s Environment, Health,
and Safety Survey, respondents were
ranked on the following criteria:
• Percentage of time that
audit action items are
completed on time:
o Leaders - 96%
o Followers - 73%
• Operating margins:
o Leaders - 20%
o Followers - 3% loss
• Overall Equipment
Effectiveness:
o Leaders - 89%
o Followers - 74%
• Recordable injury frequency
rate:
o Leaders - .47
o Followers - 1.41
compliance to do all they can to proactively manage compliance
and provide visibility internally and externally.
Time to Be Proactive
In order to combat compliance issues that are presented by
regulators and customers, top performers are placing emphasis
on a variety of strategies. It is interesting to note the top
strategies that Leading process manufacturers cited when asked
to select their "top two" strategies (Figure 2).
Figure 2: Leaders are Proactive and Attentive
Two main themes emerge. First, there is a substantial difference
between Leaders and Followers in strategies related to proactive
management of compliance. Forty-percent (40%) of Leaders
plan to build compliance into the product development process.
This is to ensure that product standards are compliant from the
beginning. An example of this practice could include the
selection of required suppliers. Further, even after the product
goes into production, Leaders are more likely to be on the
lookout for noncompliance events, possibly through the use of
alerts, rather than waiting for someone else to discover a
problem.
24%
18%
6%
21%
27%
20%
25%
25%
30%
40%
0% 10% 20% 30% 40% 50%
Create / Improve collaboration across internal
and external groups
Improve documentation / evidence of
compliance
Proactively monitor for compliance
Create / Improve visibility into product data
across the enterprise
Build compliance into the product design /
new product development processes
Percentage of Respondents, n = 53
Process Leaders
Process Followers
Source: Aberdeen Group, October 2013
www.aberdeen.com
Don't Be Caught Off Guard: Proactively Manage Food Safety and
Compliance with Integrated ERP
5
In Aberdeen’s Creating a Modern,
Effective Manufacturing Environment
with ERP, respondents were ranked on
the following criteria:
• Complete and on-time
delivery:
o Leaders - 96%
o Followers - 82%
• Improvement in profit
margins over the past two
years:
o Leaders - 14%
o Followers - 4%
• Internal schedule
compliance:
o Leaders - 93%
o Followers - 81%
• Inventory accuracy:
o Leaders - 97%
o Followers - 87%
48%
53%
35%
70%
50% 53%
27%
33%
15%
54%
33% 33%
0%
10%
20%
30%
40%
50%
60%
70%
80%
Real-time
visibility into
status of all
processes
Reports can be
accessed in a
self-service
capacity
Data is
integrated with
the extended
enterprise
Traceability of
components
and items
throughout the
purchasing,
manufacturing,
and sales
processes
Automatic
notification
when scheduled
activities fail to
occur or defined
conditions are
met
Centralized
management of
work
instructions,
documentation,
best practices,
and reports
Pe
rc
en
ta
ge
o
f R
es
po
nd
en
ts
, n
=
8
9
Leaders Followers
Source: Aberdeen Group, August 2014
The second main theme that emerges is that Leaders emphasize
strategies to improve visibility. This includes the ability to view
and trace product data across the supply chain for decision-
makers. It also includes improving documentation, making it
easier for the organization to interpret, compose, and share that
information with key stakeholders, including regulators. Proper
documentation is essential for compliance and can be useful for
competitive differentiation when used in marketing campaigns.
The Foundation for Success in Food and Beverage
In order to support these strategies, food and beverage
manufacturers must rely on their technology to provide
improved visibility and communication. Managing many
materials from multiple suppliers for many products, shipping to
an increased amount of customers would be basically
impossible using purely paper or spreadsheets. And providing
those reports to external bodies accurately would prove equally
impossible. Instead, data collected for Aberdeen's Creating a
Modern, Effective Manufacturing Environment with ERP
identifies the top capabilities that Leading manufacturers have
implemented which food and beverage manufacturers could rely
on (Figure 3).
Figure 3: Providing Visibility for Action and Reporting
www.aberdeen.com
Don't Be Caught Off Guard: Proactively Manage Food Safety and
Compliance with Integrated ERP
6
From Field to Fork
There are many critical areas
where food and beverage
manufacturers need traceability.
Organizations need to be able to
follow a product through every
critical node. These include:
• Suppliers
• Raw materials
• Certificates of Analysis
• WIP
• HACCP
• Employee qualifications /
sign-offs
• Inspection
• Customer compliance
First, Leaders are 78% more likely to have real-time visibility into
all processes. It's all about making that information as easy as
possible to access for those that need it. For example, they can
share this information with the extended enterprise, both
upstream and downstream. This is essential for providing
traceability, a capability that 70% of Leaders have implemented.
Traceability means that the organization can track product data
through purchasing, manufacturing, and sales. They can
therefore understand and report where materials came from,
how old they are, and if they are safe. This is important because
the organization will be able to quickly trace lots in the case of a
recall and be able to put products on hold. With instant access to
information related to compliance data, decision-makers can be
agile, which is why Leaders are 52% more likely to have
automated alerts. As a result, public health can be protected,
consumers are reassured, and negative financial and
reputational impact is minimized.
Be Proactive with Compliance Standards
But it's not just about providing visibility into information
related to ongoing operations. The benefit of having a
technology foundation that supports a single source of truth is
that best practice standards, recipes, and requirements can be
communicated and enforced. Leaders are 61% more likely to
have a centralized repository of this information. Of course, the
standardization of procedures and products is a perfect
opportunity to be proactive in managing compliance.
The ability to be proactive helps to ensure that food and
beverage manufacturers are not caught off guard when it comes
to compliance issues. This is why top performers build in
compliance from the very beginning with proactive design and
procurement (see sidebar on next page). Forty-four percent
(44%) of Leaders have a standardized process for designing,
www.aberdeen.com
Don't Be Caught Off Guard: Proactively Manage Food Safety and
Compliance with Integrated ERP
7
Proactive Design and
Procurement
In Aberdeen's Environment,
Health, and Safety Survey,
Leading process manufacturers
are more likely than Followers to
have implemented capabilities
that set a foundation for
compliance, safety, and quality:
• Standardized processes
for designing, sourcing,
and validating products
for materials compliance:
44% vs. 33%
• Established process to
generate a roll up
assessment of material
composition of the entire
product (bill of
substances): 56% vs.
38%
• Integration of PLM
software with regulatory
analysis or content for
automated compliant
design process: 22% vs.
13%
• Procurement team
establishes best practices
for sourcing from
compliant suppliers: 44%
vs. 33%
• Standardized process for
monitoring product
composition against
regulatory requirements:
67% vs. 57%
sourcing, and validating products for materials compliance. On
the design side, Leaders are 47% more likely to have a process to
assess the composition of the product. Additionally, they can
confirm that these designs are compliant through integration of
PLM solutions with ERP and regulatory bodies. And on the
procurement side, Leaders are more likely to establish best
practices for sourcing from compliant suppliers. These
capabilities ensure that product compliance is a priority from the
beginning.
After the foundation for compliance has been built in product
design and procurement, Aberdeen's Creating a Modern,
Effective Manufacturing Environment with ERP finds that
Leading manufacturers can utilize visibility to improve the
processes most essential in ensuring excellence in food and
beverage (Figure 4).
Figure 4: Improved Food and Beverage Processes
Leaders are 86% more likely to have standardized procedures for
production planning and execution. They can therefore ensure
that compliance standards are adhered to on the shop floor as
well as keep products at a consistent level of quality. Similarly,
enhancing visibility between manufacturing operations and
product design can ensure that issues and best practices are
80%
59% 63%
40%
77%
43%
30% 31%
13%
43%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
Standardized
procedures for
production
planning and
execution
Manufacturing
operations are
integrated with
product design
Monitoring of
regulatory
compliance
Process for a
mock or real
recall
Demand
planning and
forecastingPe
rc
en
ta
ge
o
f R
es
po
nd
en
ts
, n
=
8
9
Leaders Followers
Source: Aberdeen Group, August 2014
www.aberdeen.com
Don't Be Caught Off Guard: Proactively Manage Food Safety and
Compliance with Integrated ERP
8
The Importance of Demand
Planning
Leaders are 79% more likely to be
able to plan and forecast for
demand. In food and beverage,
this is an essential skill in order to
manage perishable materials to
keep costs low.
shared. These capabilities indicate that enhanced visibility
improves the ability to share and enforce standards across the
product lifecycle.
The other way that visibility can come in handy for food and
beverage manufacturers comes in the ability to provide
compliance information on an ongoing basis. Due to product
traceability and instant alerts, Leaders are over twice as likely to
be able to monitor for regulatory compliance. Additionally, these
capabilities can enable the organization to execute on recalls.
While any recall situation can bring damaged reputation, or
worse, to the organization, relying on full traceability to perform
quick and thorough recalls can help to minimize the impact.
Hesitation can be more damaging in the long run. Mock recalls
combined with a robust traceability system allows for food and
beverage manufacturers to reduce the time to execute a recall
down from days to hours. These capabilities are the keys to
ensuring compliance on an ongoing basis.
Integrating for Compliance
It's been established that standards and visibility are the keys for
remaining proactive to ensure compliance, but this can truly
only be accomplished by relying on technology. In order to
provide full visibility, top performers aim to provide one single
source of truth to employees, with ERP as the foundation. Sixty-
six percent (66%) of Leaders have integrated business systems
that serve as a complete and auditable system of record (Figure
5). This means that no matter what selection of technology is
available to users, it is easily accessed and utilizes on consistent
set of data. Therefore, end-to-end supply chain traceability is
enabled for fast responses to recall events, which would not be
possible with siloed systems. An integrated environment can
enable food and beverage manufacturers to supplement ERP
with technology that can help them manage their challenges,
www.aberdeen.com
Don't Be Caught Off Guard: Proactively Manage Food Safety and
Compliance with Integrated ERP
9
such as business analytics, CRM, or ecommerce. Ultimately, this
is why Leaders are 2.7 times as likely to enable data to be shared
across applications seamlessly.
Figure 5: Relying on an Integrated Technology Environment
Of course, just as any manufacturer needs to continuously
improve their operations, their technology environment must be
able to improve with them. ERP is the foundation of an
organization and must change to support new processes,
products, business units, and regulations. For some
organizations, managing ERP change can be disruptive and
difficult. Therefore, Leaders are over twice as likely to select an
ERP solution that can be quickly modified in order to support
business change. This is particularly valuable in highly regulated
industries such as food and beverage, where mandates
frequently change and must be supported within ERP. The FSMA
has already been updated since 2011 and will be changing more
in the future; ERP must reflect these changes.
To round out the technology environment, Leaders have
identified a selection of technologies that can be a part of the
integrated environment (Figure 6). This is an opportunity to beef
up the landscape with integrated technology that can support
their industry specifically. This report has noted that food and
beverage manufacturers need to improve quality and
66%
57%
32%
46%
52% 53%49%
33%
23% 25% 19%
25%
0%
10%
20%
30%
40%
50%
60%
70%
Integrated
business
applications serve
as a complete and
auditable system
of record
Business analytics
/ intelligence
integrated into
ERP
Customer
Relationship
Management
integrated into
ERP
Ecommerce
integrated into
ERP / order
management
Data shared
across
applications
seamlessly and
transparently
ERP solution can
be quickly
modified to react
to business
change
Pe
rc
en
ta
ge
o
f R
es
po
nd
en
ts
, n
=
8
9
Leaders Followers
Source: Aberdeen Group, August 2014
www.aberdeen.com
Don't Be Caught Off Guard: Proactively Manage Food Safety and
Compliance with Integrated ERP
10
compliance by being proactive in product design and supply
chain management. Note that Leaders are more likely to
integrate supply chain management, quality management, and
product lifecycle management into their technology
environment.
Figure 6: Technology Enablers of Leaders
Results
Integrated ERP is the foundation that food and beverage
manufacturers can use to proactively manage compliance. This
may be reflected by the fact that manufacturers with ERP have
40% more of their customers report better than average
satisfaction (Table 1). But this is only one of the quantifiable
benefits of ERP. Real time visibility and the enforcement of
process standards can lead to improvements in metrics such as
inventory accuracy, internal schedule compliance, complete and
on-time delivery, and, ultimately, profits. These metrics provide
a compelling case for manufacturers to select a solution that
they can fully extend across their organization.
6%
31%
14%
13%
9%
29%
44%
40%
35%
38%
40%
42%
44%
48%
52%
67%
0% 20% 40% 60% 80%
Supplier Relationship Management (SRM)
Quality Management System (QMS)
Product Lifecycle Management (PLM)
Manufacturing Execution System (MES)
Transportation Management
Supply Chain Planning
Enterprise Data Interchange (EDI) translator
Customer Relationship Management (CRM)
Percentage of Respondents, n = 89
Leaders
Followers
Source: Aberdeen Group, August 2014
www.aberdeen.com
Don't Be Caught Off Guard: Proactively Manage Food Safety and
Compliance with Integrated ERP
11
Table 1: The Benefits
Source: Aberdeen Group, August 2014
Key Takeaways and Recommendations
The threat of noncompliance is substantial for today's food and
beverage manufacturers. Constantly changing regulations bring
the pressure of potential fines as well as the cost of altering
processes and supporting technologies to accommodate
mandates. But a successful food and beverage manufacturer
should not be dragged into compliance kicking and screaming.
Rather, top performers must commit to providing quality,
consistent, and safe products. It's not just about avoiding a
damaged reputation, but about making customers happy. Food
and beverage manufacturers should consider the following steps
to success:
Stay on top of changing mandates and regulations.
Regulatory mandates can be varied, confusing, and
constantly changing. Of course, they are mandatory and
must be followed. Therefore, the onus is on the food and
Average Performance ERP No ERP
Percentage of customers that
report better than average
satisfaction
77% 55%
Complete and on-time delivery 89% 80%
Improvement in profitability over
the past two years
8% 7%
Internal schedule compliance 88% 85%
Inventory accuracy 92% 84%
Percentage of accurate reports
over the past 12 months
94% 88%
www.aberdeen.com
Don't Be Caught Off Guard: Proactively Manage Food Safety and
Compliance with Integrated ERP
12
beverage manufacturer to understand and enforce them.
This includes changing both processes and technology.
Leaders are over twice as likely to select an ERP solution
that can be quickly modified in order to support business
change.
Build in compliance from the beginning. Compliance
begins with product design and is reinforced through
sourcing. Leaders are 33% more likely to have
standardized processes for designing, sourcing, and
validating products for materials compliance.
Additionally, food and beverage manufacturers should
build in tools and processes so that the organization is
not caught off guard when a recall is necessary.
Track and manage materials. It is important to know
where materials came from and where they went in
addition to information such as shelf life and any special
restrictions. Having this information can help food and
beverage manufacturers to manage inventory, but also to
use the information in crisis situations. Seventy percent
(70%) of Leaders have traceability of materials both up-
and downstream.
Communicate with the extended enterprise.
Communication with regulatory bodies, customers, and
suppliers enables better reporting, improved sourcing,
and better demand planning. Utilizing ERP as a source of
data sharing, enhanced communication can make the
difference in inventory costs and the ability to manage a
recall.
Be transparent. If a crisis situation hits and a recall is
necessary, do not try to hide anything. The technology
environment should provide the organization with the
www.aberdeen.com
Don't Be Caught Off Guard: Proactively Manage Food Safety and
Compliance with Integrated ERP
13
information it needs to keep customers aware of what
happened and should go a long way towards diminishing
the negative impact on noncompliance.
Don't hesitate. With automated alerts, food and
beverage manufacturers can react immediately when
needed. Indecision will only harm the organization. But
by relying on ERP, these organizations can be confident
that they are making the right decision.
By following these steps, food and beverage manufacturers can
take a proactive approach to compliance and never be caught
off guard.
www.aberdeen.com
Don't Be Caught Off Guard: Proactively Manage Food Safety and
Compliance with Integrated ERP
14
For more information on this or other research topics, please visit www.aberdeen.com.
Related Research
Creating a Modern, Effective Manufacturing
Environment with ERP; October 2014
Best-in-Class Product Compliance: Going Beyond
the Four Walls; July 2014
ERP in Food and Beverage: Tracing the Path to
Success; December 2013
ERP in the Process Industries: Functional
Ingredients to Create a Good Mix; February 2013
Author: Nick Castellina, Research Director, Business Planning and Execution
([email protected])
About Aberdeen Group
For 26 years, Aberdeen Group has published research that helps businesses worldwide improve performance. We
identify Best-in-Class organizations by conducting primary research with industry practitioners. Our team of
analysts derives fact-based, vendor-agnostic insights from a proprietary analytical framework independent of
outside influence. The resulting research content is used by hundreds of thousands of business professionals to
drive smarter decision making and improve business strategy.
Aberdeen's content marketing solutions help B2B organizations take control of the Hidden Sales Cycle through
content licensing, speaking engagements, custom research, and content creation services. Located in Boston, MA,
Aberdeen Group is a Harte Hanks Company.
This document is the result of primary research performed by Aberdeen Group. Aberdeen Group's methodologies provide for objective fact-based research and represent the best
analysis available at the time of publication. Unless otherwise noted, the entire contents of this publication are copyrighted by Aberdeen Group, Inc. and may not be reproduced,
distributed, archived, or transmitted in any form or by any means without prior written consent by Aberdeen Group, Inc.
Proactively Manage Food Safety and Compliance with Integrated ERP
This report uncovers the challenges that today’s food and beverage manufacturers face, as well as the capabilities they have enabled through ERP to improve compliance, profit margins, and customer satisfaction.
Latest in Home
The World's Largest 3D Printer is Making Houses in Maine
April 23, 2024