Sustainability in the Global Food and Beverage Industry 2012–2013: Trends and Opportunities, Budgets, Food and Beverage Industry Procurement, and Marketing Initiatives

Published: October 2012

Publisher: Canadean Ltd

Product ref: 151623

Pages: 119

Format: PDF

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Price:$ 2000.00In stock

Price: $ 2000.00

Report description

Product Synopsis
“Sustainability in the Global Food and Beverage Industry 2012–2013: Trends and Opportunities, Budgets, Food and Beverage Industry Procurement, and Marketing Initiatives” is a new report by Canadean that analyzes what sustainability means to the global food and beverage industry and how it is being implemented. Furthermore, this report grants access to the opinions and strategies of business decision makers and competitors, and examines their actions surrounding sustainable procurement practices and marketing green initiatives. This report provides a comprehensive account of how executives in the global food and beverage industry perceive sustainability, and also explores the key drivers and challenges of sustainability management; furthermore, it attempts to forecast the change in demand for various sustainable products and services in different markets across the globe. The report provides access to information categorized by region, company type, and size.

Introduction and Landscape
Why was the report written?
This report is a result of responses derived from an exclusive B2B panel of senior decision making respondents, and helps in understanding the implementation of sustainability in the industry and its impact on business. It also includes analysis of responses from senior stakeholders, including detailed segmentation, which helps the reader to make well-informed business decisions.The high number of responses from C-level or equivalents ensures optimum credibility and is responsible for accurate snapshots of the industry’s best sustainability practices.

What is the current market landscape and what is changing?
57% of buyer respondents identified that their company is voluntary involved in industry initiatives such as ‘Hazard Analysis and Critical Control Points (HACCP)’, and 44% of respondents identified ‘Good Manufacturing Practices (GMP)’ to be important.

What are the key drivers behind recent market changes?
Overall, ‘cost savings and operational efficiency’, ‘consumer influence and demand’, and ‘strengthening competitive position’ are the key drivers that influence buyers’ and suppliers’ organizational sustainability practices.

What makes this report unique and essential to read?
“Sustainability in the Global Food and Beverage Industry 2012–2013: Trends and Opportunities, Budgets, Food and Beverage Industry Procurement, and Marketing Initiatives” is a new report by Canadean that analyzes what sustainability means to the global food and beverage industry, and how it is being implemented. Furthermore, this report grants access to the opinions and strategies of business decision makers and competitors, and examines their actions surrounding sustainable procurement practices and marketing green initiatives.

Key Features and Benefits
To identify the most popular or universally accepted indices or practices used in measuring and monitoring sustainability implementation.

To understand the set specific cost saving targets to be achieved when implementing sustainability.

Uncovers the leading concerns of companies in the effective implementation of sustainable practices.

Formulate effective procurement strategies by identifying how sustainability procurement budgets are changing and where expenditure will be directed in the future.

Identify the specific marketing strategies and channels competitors use to win business.

Key Market Issues
‘Adopting video-conferencing’, ‘emission control systems’, and ‘low carbon emitting machinery’ are the key energy efficiency measures implemented by global food and beverage manufacturers and suppliers.

In total, 33% of food and beverage manufacturer respondents use ‘change in energy usage’ to monitor and measure the implementation of sustainability initiatives.

Overall, 60% of respondents each consider the UK and Germany as the fastest-growing regions for sustainable products and services; the US is also expected to be one of the fastest growing regions, as identified by 59% of respondents.

On average, buyer sustainability management budgets are expected to rise over the next 12 months by 6.6%, compared to an expected increase of 9% in 2011.

Respondents from food and beverage organizations consider the ‘reduction of energy consumption’, ‘ability to track sustainability in its supply chain’, and ‘effective minimization of water consumption’ to be critical factors for supplier selection.

Key Highlights
Overall, ‘avoid excess packaging’, ‘long term supplier engagement’, and ‘local sourcing’ are the most-implemented sustainable procurement practices, as identified by 58%, 53%, and 49% of buyer respondents respectively.

‘Corporate and brand websites’, ‘email and newsletters’, and ‘public relations’ are considered to be the most important marketing channels by 47%, 44%, and 38% of survey respondents respectively.

Buyer respondents seek packaging suppliers who prioritize the ‘use of lightweight material’, who place high importance on the ‘percentage of recycled material used’, and who provide ‘reduced layers of packaging’.

On average, buyer companies in the food and beverage industry plan to allocate 26.3% of their total procurement budgets for 2012–2013 for sustainable products and services.

‘Including sustainability as a section in corporate website’, sending ‘educational marketing messages’, and ‘explaining cost-benefit of sustainability to clients’ are considered the most important steps to be taken by supplier companies in order to market their green credentials to clients.

Table of contents

1 Introduction
1.1 What is this Report About?
1.2 Definitions
1.3 Methodology
1.4 Profile of Survey Respondents
1.4.1 Profile of buyer respondents
1.4.2 Profile of supplier respondents
2 Executive Summary
3 Sustainability in the Global Food and Beverage Industry
3.1 Key Drivers of Sustainability
3.1.1 Key drivers of sustainability - manufacturers
3.1.2 Key drivers of sustainability - suppliers
3.1.3 Key drivers of sustainability – region
3.1.4 Key drivers of sustainability – turnover
3.2 Major Barriers to Sustainability
3.2.1 Major barriers to sustainability - manufacturers
3.2.2 Major barriers to sustainability - suppliers
3.2.3 Major barriers to sustainability - region
3.2.4 Major barriers to sustainability - turnover
3.3 Key Markets for Growth
4 Implementation of Sustainability
4.1 Key Energy Efficiency Measures
4.2 Industry Initiatives
4.2.1 Industry initiatives - manufacturers
4.2.2 Industry initiatives - suppliers
4.2.3 Industry initiatives - region
4.2.4 Industry initiatives - turnover
4.3 Effective Monitoring of Sustainability
4.3.1 Effective monitoring of sustainability - manufacturers
4.3.2 Effective monitoring of sustainability - suppliers
4.3.3 Effective monitoring of sustainability - region
4.3.4 Effective monitoring of sustainability - turnover
5 Financial Implications of Sustainability
5.1 Cost Saving Expectations
5.1.1 Cost saving expectations - manufacturers
5.1.2 Cost saving expectations - suppliers
5.1.3 Cost saving expectations - region
5.1.4 Cost saving expectations - turnover
5.2 Planned Change in Sustainability Budgets
5.2.1 Planned change in sustainability budgets - manufacturers
5.2.2 Planned change in sustainability budgets - suppliers
5.2.3 Planned change in sustainability budgets - region
5.2.4 Planned change in sustainability budgets - turnover
6 Sustainable Procurement
6.1 Critical Factors for Supplier Selection
6.1.1 Critical factors for supplier selection - manufacturers
6.1.2 Critical factors for supplier selection - senior level respondents
6.2 Expenditure on Sustainable Procurement
6.2.1 Expenditure on sustainable procurement - manufacturers
6.2.2 Expenditure on sustainable procurement - region
6.2.3 Expenditure on sustainable procurement - turnover
6.3 Sustainable Procurement Practices
6.3.1 Sustainable procurement practices – manufacturers
6.3.2 Sustainable procurement practices - region
6.3.3 Sustainable procurement practices – turnover
6.4 Criteria for Packaging Supplier Selection
6.4.1 Criteria for packaging supplier selection - manufacturers
6.4.2 Criteria for packaging supplier selection - region
6.4.3 Criteria for packaging supplier selection - turnover
7 Marketing Green Initiatives
7.1 Drivers of Green Marketing
7.1.1 Drivers of green marketing - region
7.1.2 Drivers of green marketing – turnover
7.1.3 Drivers of green marketing – senior level respondents
7.2 Marketing of Green Credentials
7.2.1 Marketing of green credentials - region
7.2.2 Marketing of green credentials - turnover
7.3 Effective Channels of Promotion
7.3.1 Effective channels of promotion - region
7.3.2 Effective channels of promotion - turnover
7.3.3 Effective channels of promotion - turnover by senior level respondents
8 Appendix
8.1 Survey Results – Closed Questions
8.2 About Canadean
8.3 Disclaimer


List of Tables
Table 1: Total Global F&B Industry Survey Respondents by Company Type, 2012
Table 2: Global F&B Industry Manufacturer Respondents by Job Role (%), 2012
Table 3: Global F&B Industry Manufacturer Respondents by Region (%), 2012
Table 4: Global F&B Industry Manufacturer Respondents by Turnover (%), 2012
Table 5: Global F&B Industry Supplier Respondents by Job Role (%), 2012
Table 6: Global F&B Industry Supplier Respondents by Region (%), 2012
Table 7: Global F&B Industry Supplier Respondents by Company Turnover (%), 2012
Table 8: Key Drivers of Sustainability by Global F&B Industry Manufacturers (%), 2012–2013
Table 9: Key Drivers of Sustainability by Global F&B Industry Suppliers (%), 2012–2013
Table 10: Global F&B Industry: Key Drivers of Sustainability by Region (%), 2012–2013
Table 11: Global F&B Industry: Key Drivers of Sustainability by Turnover (%), 2012–2013
Table 12: Major Barriers to Sustainability by Global F&B Industry Manufacturers (%), 2012–2013
Table 13: Major Barriers to Sustainability by Global F&B Industry Suppliers (%), 2012–2013
Table 14: Global F&B Industry: Major Barriers to Sustainability by Region (%), 2012–2013
Table 15: Global F&B Industry: Major Barriers to Sustainability by Turnover (%), 2012–2013
Table 16: Global F&B Industry: Key Markets for Growth in 2012–2013 (% All Respondents)
Table 17: Global F&B Industry: Key Energy Efficiency Measures in 2012–2013 (% All Respondents)
Table 18: Industry Initiatives by Global F&B Industry Manufacturers (%), 2012–2013
Table 19: Industry Initiatives by Global F&B Industry Suppliers (%), 2012–2013
Table 20: Global F&B Industry: Industry Initiatives by Region (%), 2012–2013
Table 21: Global F&B Industry: Industry Initiatives by Turnover (%), 2012–2013
Table 22: Effective Monitoring of Sustainability by Global F&B Industry Manufacturers (%), 2012–2013
Table 23: Effective Monitoring of Sustainability by Global F&B Industry Suppliers (%), 2012–2013
Table 24: Global F&B Industry: Effective Monitoring of Sustainability by Region (%), 2012–2013
Table 25: Global F&B Industry: Effective Monitoring of Sustainability by Turnover (%), 2012–2013
Table 26: Global F&B Industry: Cost Saving Expectations by Manufacturers (%), 2012–2013
Table 27: Cost Saving Expectations by Global F&B Suppliers (%), 2012–2013
Table 28: Global F&B Industry: Cost Saving Expectations by Region (%), 2012–2013
Table 29: Global F&B Industry: Cost Saving Expectations by Turnover (%), 2012–2013
Table 30: Planned Change in Sustainability Budgets: Global F&B Industry Manufacturers (%), 2010–2012
Table 31: Planned Change in Sustainability Budgets by Global F&B Industry Suppliers (%), 2010–2012
Table 32: Global F&B Industry: Planned Change in Sustainability Budgets by Region (%), 2012–2013
Table 33: Global F&B Industry: Planned Change in Sustainability Budgets by Turnover (%), 2012–2013
Table 34: Global F&B Industry: Critical Factors for Supplier Selection by Manufacturers (%), 2012–2013
Table 35: Global F&B Industry: Critical Factors for Supplier Selection by Senior Level Respondents (%), 2012–2013
Table 36: Global F&B Industry: Expenditure on Sustainable Procurement by Manufacturers (%), 2012–2013
Table 37: Expenditure on Sustainable Procurement by Region (%), 2012
Table 38: Global F&B Industry: Expenditure on Sustainable Procurement by Turnover (%), 2012
Table 39: Global F&B Industry: Sustainable Procurement Practices by Manufacturers (%), 2012–2013
Table 40: Global F&B Industry: Sustainable Procurement Practices by Region (%), 2012
Table 41: Global F&B Industry: Sustainable Procurement Practices by Turnover (%), 2012
Table 42: Global F&B Industry: Criteria for Packaging Supplier Selection by Manufacturers (%), 2012–2013
Table 43: Global F&B Industry: Criteria for Packaging Supplier Selection by Region (%), 2012
Table 44: Global F&B Industry: Criteria for Packaging Supplier Selection by Turnover (%), 2012
Table 45: Global F&B Industry: Drivers of Green Marketing by Suppliers (%), 2010–2012
Table 46: Global F&B Industry: Drivers of Green Marketing by Region (%), 2012–2013g
Table 47: Global F&B Industry: Drivers of Green Marketing by Turnover (%), 2012–2013
Table 48: Global F&B Industry: Drivers of Green Marketing by Senior Level Respondents (%), 2012–2013
Table 49: Marketing of Green Credentials by Global F&B Industry Suppliers (%), 2012–2013
Table 50: Global F&B Industry: Marketing of Green Credentials by Region (%), 2012–2013
Table 51: Global F&B Industry: Marketing of Green Credentials by Turnover (%), 2012–2013
Table 52: Effective Channels of Promotion by Global F&B Industry Suppliers (%), 2010–2012
Table 53: Global F&B Industry: Effective Channels of Promotion by Region (%), 2012–2013
Table 54: Global F&B Industry: Effective Channels of Promotion by Turnover (%), 2012–2013
Table 55: Effective Channels of Promotion by Senior Level Respondents (%), 2012–2013
Table 56: Survey Results


List of Figures
Figure 1: Key Drivers of Sustainability by Global F&B Industry Manufacturers (%), 2012–2013
Figure 2: Key Drivers of Sustainability by Global F&B Industry Suppliers (%), 2012–2013
Figure 3: Global F&B Industry: Key Drivers of Sustainability by Region (%), 2012–2013
Figure 4: Global F&B Industry: Key Drivers of Sustainability by Turnover (%), 2012–2013
Figure 5: Major Barriers to Sustainability by Global F&B Industry Manufacturers (%), 2012–2013
Figure 6: Major Barriers to Sustainability by Global F&B Industry Suppliers (%), 2012–2013
Figure 7: Global F&B Industry: Major Barriers to Sustainability by Region (%), 2012–2013
Figure 8: Global F&B Industry: Major Barriers to Sustainability by Turnover (%), 2012–2013
Figure 9: Global F&B Industry: Key Markets for Growth in 2012–2013 (% All Respondents)
Figure 10: Global F&B Industry: Key Energy Efficiency Measures in 2012–2013 (% All Respondents)
Figure 11: Industry Initiatives by Global F&B Industry Manufacturers (%), 2012–2013
Figure 12: Industry Initiatives by Global F&B Industry Suppliers (%), 2012–2013
Figure 13: Global F&B Industry: Industry Initiatives by Region (%), 2012–2013
Figure 14: Global F&B Industry: Industry Initiatives by Turnover (%), 2012–2013
Figure 15: Effective Monitoring of Sustainability by Global F&B Industry Manufacturers (%), 2012–2013
Figure 16: Effective Monitoring of Sustainability by Global F&B Industry Suppliers (%), 2012–2013
Figure 17: Global F&B Industry: Effective Monitoring of Sustainability by Region (%), 2012–2013
Figure 18: Global F&B Industry: Effective Monitoring of Sustainability by Turnover (%), 2012–2013
Figure 19: Global F&B Industry: Cost Saving Expectations by Manufacturers (%), 2012–2013
Figure 20: Cost Saving Expectations by Global F&B Suppliers (%), 2012–2013
Figure 21: Global F&B Industry: Cost Saving Expectations by Region (%), 2012–2013
Figure 22: Global F&B Industry: Cost Saving Expectations by Turnover (%), 2012–2013
Figure 23: Planned Change in Sustainability Budgets: Global F&B Industry Manufacturers (%), 2012–2013
Figure 24: Planned Change in Sustainability Budgets by Global F&B Industry Suppliers (%), 2010–2012
Figure 25: Global F&B Industry: Planned Change in Sustainability Budgets by Region (%), 2012–2013
Figure 26: Global F&B Industry: Planned Change in Sustainability Budgets by Turnover (%), 2012–2013
Figure 27: Global F&B Industry: Critical Factors for Supplier Selection by Manufacturers (%), 2012–2013
Figure 28: Global F&B Industry: Critical Factors for Supplier Selection by Senior Level Respondents (%), 2012–2013
Figure 29: Global F&B Industry: Expenditure on Sustainable Procurement by Manufacturers (%), 2012–2013
Figure 30: Expenditure on Sustainable Procurement by Region (%), 2012
Figure 31: Global F&B Industry: Expenditure on Sustainable Procurement by Turnover (%), 2012
Figure 32: Global F&B Industry: Sustainable Procurement Practices by Manufacturers (%), 2012–2013
Figure 33: Global F&B Industry: Sustainable Procurement Practices by Region (%), 2012
Figure 34: Global F&B Industry: Sustainable Procurement Practices by Turnover (%), 2012
Figure 35: Global F&B Industry: Criteria for Packaging Supplier Selection by Manufacturers (%), 2012–2013
Figure 36: Global F&B Industry: Criteria for Packaging Supplier Selection by Region (%), 2012
Figure 37: Global F&B Industry: Criteria for Packaging Supplier Selection by Turnover (%), 2012
Figure 38: Global F&B Industry: Drivers of Green Marketing by Suppliers (%), 2010–2012
Figure 39: Global F&B Industry: Drivers of Green Marketing by Region (%), 2012–2013
Figure 40: Global F&B Industry: Drivers of Green Marketing by Turnover (%), 2012–2013
Figure 41: Global F&B Industry: Drivers of Green Marketing by Senior Level Respondents (%), 2012–2013
Figure 42: Marketing of Green Credentials by Global F&B Industry Suppliers (%), 2012–2013
Figure 43: Global F&B Industry: Marketing of Green Credentials by Region (%), 2012–2013
Figure 44: Global F&B Industry: Marketing of Green Credentials by Turnover (%), 2012–2013
Figure 45: Effective Channels of Promotion by Global F&B Industry Suppliers (%), 2010–2012
Figure 46: Global F&B Industry: Effective Channels of Promotion by Region (%), 2012–2013
Figure 47: Global F&B Industry: Effective Channels of Promotion by Turnover (%), 2012–2013
Figure 48: Effective Channels of Promotion by Senior Level Respondents (%), 2012–2013

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