Tag: CPG

Sustainability in Retail and CPG: A Reactive Approach Will No Longer Work | Blog

With increasing customer preferences for environmentally friendly products and evolving government regulations, retail and consumer packaged goods (RCPG) enterprises are being compelled to embrace sustainable practices. Read on to learn how they are actively engaging with the rapidly evolving sustainability technology ecosystem to expedite their ESG journeys.

Contact us to speak to an analyst on this topic.

Sustainability has long been a pivotal issue, but changing consumer behavior, a shifting regulatory landscape, and escalating climate change impacts have intensified pressure on industries to address their Environmental, Social, and Governance (ESG) footprint. Our recent research revealed that:

79% of consumers are willing to switch brands based on their environmental and social practices.

5% of revenue is the cost of waste and waste disposal on average for retailers and CPG companies.

Companies with consistently high ESG performance tended to score more than 2x on total shareholder return than those with medium ESG performance.

The retail consumer packaged goods (RCPG) industry is now more committed than ever to sustainable practices, recognizing the urgency of integrating sustainability in retail and CPG operations. This involves mitigating climate risks, enhancing long-term resilience, and contributing to a sustainable future through technological investments, product innovation, supply chain optimization, and transparent disclosures. Many firms have embarked on the journey to become purpose-driven organizations, embedding sustainability into their core business strategies.

From our analysis, the following key areas emerge:

  1. ESG data management: Centralized systems for collecting and analyzing ESG data help companies track their sustainability performance and identify areas for improvement. These systems enhance operational efficiency by automating data collection and reporting processes.

For instance, Walmart leverages an ESG data management system to track and report its sustainability performance, focusing on monitoring energy consumption, carbon emissions, and waste management

  1. Supply chain traceability: Advanced technologies like blockchain and IoT enable companies to monitor their supply chains in real-time, ensuring transparency and accountability from source to shelf. This helps in managing ethical sourcing and reducing the risk of supply chain disruptions.

For instance, Nestlé uses blockchain technology to track milk and palm oil supply chains, ensuring sustainable and ethical sourcing while providing transparency from origin to the final product

  1. Climate risk analytics: Predictive analytics tools assess the impact of climate change on business operations, enabling companies to proactively mitigate risks. These tools support scenario planning and help attract investment by demonstrating a commitment to managing environmental risks.

For instance, PepsiCo uses predictive analytics tools to evaluate the impact of climate change on agricultural supply chains. This allows the company to develop strategies to mitigate risks related to crop yields and water availability, ensuring long-term sustainability

  1. Circular economy practices: Embracing circular economy principles, such as using recycled materials and designing products for longevity, helps reduce waste and resource consumption.

For instance, SHEIN has launched a new apparel collection made from “deadstock,” the excess, unsold, and leftover fabric inventory that is typically discarded by fashion brands. SHEIN is utilizing Queen of Raw’s proprietary software, Materia MX, to source existing materials from brands and retailers looking to responsibly clear out their excess fabric inventory rather than have it go to waste in landfills

  1. Sustainable Consumer Experience: Digital labels and QR codes provide consumers with detailed information about the sustainability attributes of products, enhancing transparency and building brand loyalty.

For instance, Patagonia uses QR codes to provide customers with detailed information about product sustainability, enhancing consumer trust and reducing the need for single-use tags, thereby promoting a more sustainable consumer experience

  1. Waste minimization: Advanced inventory management systems and IoT sensors help companies monitor stock levels in real time, reducing waste from overstocking and spoilage.

For instance, Tesco uses IoT technology for real-time inventory tracking, reducing waste from overstocking and spoilage, enhancing sustainability by ensuring products are sold before expiration

A framework to guide RCPG enterprises in their sustainable business model transformation journey

As enterprises navigate the transformation to derive more value from their sustainability investments, The Everest Group framework for guiding Retail Consumer Packaged Goods (RCPG) enterprises in sustainable business model transformation involves four key steps: Commit, Define, Invest, and Sustain. This approach provides a structured path to integrating sustainability into core business strategies.

sustainability blog

 

The outlook for sustainability in retail and CPG

Consumer demand for sustainable products continues to rise as awareness of environmental impacts grows. This drives innovation and investment in sustainable practices, resulting in new products and business models that prioritize sustainability. Companies that embrace these changes will build stronger, more resilient brands. Ultimately, successful companies will be those that integrate sustainability into their core strategies, ensuring every aspect of their operations is environmentally mindful. This approach not only contributes to a healthier planet but also creates value for stakeholders and ensures long-term success in an increasingly eco-conscious marketplace. By embedding sustainability into their business models and leveraging advanced technologies, retail, and CPG companies can achieve environmental goals while driving growth and profitability.

Everest Group will continue to follow the evolution in this space. To discuss sustainability in retail and the CPG industry, please reach out to Abhishek Mundra, [email protected], Ambika Kini, [email protected], and Shraddha Pandey, [email protected].

Consumer Packaged Goods (CPG) IT Services PEAK Matrix® Assessment 2024

Consumer Packaged Goods (CPG) IT Services

Despite economic uncertainties and margin pressures, Consumer Packaged Goods (CPG) enterprises are modernizing their IT systems across the entire value chain. These enterprises primarily focus on personalizing customer experience, streamlining supply chains, and emphasizing digital commerce using technologies such as AI/ML, cloud, IoT, and automation. Key priorities also involve fortifying data security, ensuring compliance, and automating manual processes to enhance overall efficiency. With widespread technology adoption, enterprises are increasingly leveraging digital strategies to enhance their competitive edge, increase operational efficiency, optimize processes, deliver personalized experiences to consumers, and drive growth.

Consumer Packaged Goods

What is in this PEAK Matrix® Report

In this report, we assess 23 providers featured on the CPG IT Services PEAK Matrix®. Each provider profile offers a comprehensive picture of its service focus, key Intellectual Property (IP) / solutions, domain investments, and case studies.
 

Contents:

  • This report features detailed assessments, including strengths and limitations, of 23 providers that focus on IT transformation services in the CPG industry.

Scope

  • Industry: CPG
  • Geography: global
  • The assessment is based on Everest Group’s annual RFI process for the calendar year 2023, interactions with leading providers, client reference checks, and an ongoing analysis of the CPG IT services market

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What is the PEAK Matrix®?

The PEAK Matrix® provides an objective, data-driven assessment of service and technology providers based on their overall capability and market impact across different global services markets, classifying them into three categories: Leaders, Major Contenders, and Aspirants.

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CPG GBS Leadership Exchange: Journey to the Future of GBS | CPG GBS Leadership Community Event

CPG GBS Leadership Community EVENT

CPG GBS Leadership Exchange: Journey to the Future of GBS

November 29, 2023 |
10:00 AM EST | 8:30 PM IST

Over the years, GBS organizations in the consumer packaged goods (CPG) industry have risen as a competitive differentiator for their global enterprises. From supporting a wide array of service segments to housing critical capabilities, the GBS organization’s influence has only become stronger.

In this session, Everest Group will host a gathering and open discussion for the CPG GBS community and discuss findings from Everest Group’s recently concluded flagship research on the CPG GBS industry. Conversations will cover key imperatives across areas such as talent employability, service innovation, the future of work, and more.

Participants will explore:

• The latest CPG GBS market trends
• Common priorities among CPG GBS peers
• Learnings and best practices

Who should attend?

• CPG GBS leaders
• CPG GBS strategy heads

Virtual Roundtable Guidelines

The only price of admission is participation. Attendees should be prepared to share their experiences and be willing to engage in discourse.

Participation is limited to enterprise leaders (no service providers). Everest Group will approve each attendance request to ensure an appropriate group size and mix of participants. The sessions are 90 minutes in duration and include introductions, a short presentation, and a facilitated discussion.

Aggarwal Rohitashwa B
Partner
Everest Group
Arora Jimit B
Partner
Everest Group
Kops Deborah
Sourcing Change, Principal
Everest Group

The Evolving Role of Retail and CPG Shared Services Centers | Blog

Over the past few years, India has emerged as an attractive destination for both the expansion of existing shared services centers – or Global In-house Centers (GICs) – and new GIC setups by retail and CPG enterprises. This change is due largely to access to skilled talent, especially for digital services, and the relatively low operating costs. Today, India accounts for 20-25 percent of offshore retail and CPG GICs, of which roughly 50 percent were set up in the last five years.

While these GICs initially focused on the delivery of services such as IT, HR, F&A, and contact center, the need for digital integration to obtain faster results and innovation is driving retail and CPG GICs to help deliver core operations by leveraging next-generation technologies such as AI, advanced analytics, and automation.

In recent years, India-based retail and CPG shared services centers have started to deliver complex, judgment-intensive work such as sourcing and procurement, merchandising and inventory planning, sales and marketing, supply chain and logistics, and customer experience management; this work was earlier managed in-house by enterprises themselves.

In fact, best-in-class GICs have been aggressively pushing the envelope by building capabilities to deliver niche/complex processes for core operations. For instance, an American multinational CPG that set up its GIC in India in 2019 focuses only on the delivery of core services such as consumer science, packaging, and product development from the facility.

And that’s only one among many examples of enterprises leveraging shared services centers to deliver core functions. In the sales and marketing function, for example, India-based retail and CPG GICs are delivering some of the most niche/complex processes within the function. Here’s a look at these processes and the extent of GIC adoption for process delivery.

Processes managed by India based retail and CPG GICs

As you see, India-based centers are increasingly delivering processes like customer engagement and site merchandising, and there’s significant delivery potential for processes such as promotion management, marketing communication, and channel management.

Of course, the availability of skilled talent is key for the successful delivery of these core processes from India. Even when most companies globally face an acute talent shortage, best-in-class India-based GICs have been quick to scale up niche talent to deliver both core operations and digital services by hiring resources from adjacent industries. For instance, an American retailer’s shared services center has hired employees with TV, visual media, and digital content experience from the domestic advertising industry to support less-adopted processes such as promotion management and marketing communication. The GIC plans to establish structured upskilling programs to familiarize these new hires with global delivery operations.

Over the coming years, we expect this trend of GICs delivering core operations to continue and, in fact, increase significantly. Doing so will drive accelerated innovation, as the centers’ talent will have the advantage of deeper business context.

To learn more about the growing synergies between enterprises and GICs, please reach out to Bharath M or Ranjith Reddy.

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