At a Glance
- An Indian food manufacturing leader faced challenges in production planning and sales force effectiveness.
- Renoir partnered with the client to implement operational excellence, strategic planning, and sales performance enhancement.
- The partnership with Renoir resulted in a 60% improvement in order fulfilment and the implementation of systems and processes in Sales, Distribution, and Planning.
Key results
Order fulfilment rate improved by 60%
Super stockist and distributor networks expanded by over 12% and 8% respectively
IT-enabled planning and sales management systems implemented across functions
Background
The food manufacturing (food processing) industry in India is one of the largest and fastest-growing sectors, playing a vital role in linking agriculture with industry and contributing significantly to the economy. It accounts for about 32% of the country’s total food market and is expected to reach a production value of approximately $535 billion by 2025-26, with the overall food industry projected to hit $1.2 trillion in sales by 2026.
The client established its operations in the 1930s and has since experienced substantial growth. This growth included the founding of a manufacturing facility and the development of one of the largest sales and distribution networks in India.
Analysis
An in-depth analysis of the client’s internal processes, including observational studies, revealed several key issues:
- Daily production planning was reactive rather than demand-driven
- Sales officers lacked structured training and spent insufficient time on core selling activities
- Sales and distribution teams lacked clear visibility on targets, performance, and backlogs
- Channel partners operated without unified guidance or performance monitoring systems
- These issues presented opportunities for improvement in sales team training, standard operating procedures, logistics, and the supply chain.
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Project Approach
A transformation initiative was launched with clear objectives to improve performance across key areas: to better meet consumer demand while managing production and logistics constraints and to make the sales team more agile, proactive, and data-driven to grow market share and coverage.
A project steering committee was set up to guide the initiative at a senior level. Cross-functional teams were formed to lead improvements in production, planning, and sales operations.
The overall strategy focused on aligning product supply with market demand through a centralised, data-driven planning system. For sales, the approach included capturing market demand insights, improving sales force effectiveness, and expanding the distribution network. On the operations side, the focus was on increasing order fulfilment rates and maximising capacity through better maintenance practices and more accurate production planning.
Renoir applied its Focus Process® to define clear performance targets, develop practical solutions, and implement changes that actively involved the wider organisation, ensuring sustainable results and measurable improvements.
“We all know that lack of clarity could put the brakes on any journey of success-but with Renoir’s help we have gained significant clarity in terms of our vision and actions.”
-Managing Director
Implementation
The implementation phase involved several key activities across operations, planning, and sales.
Operations
- Conducted extensive capacity mapping across manufacturing plants.
- Introduced a production loss accounting system to track and minimise inefficiencies.
- Established dashboards and maintenance trackers for real-time performance monitoring.
- Enhanced quality control and maintenance routines to support reliable operations.
Planning
- Transitioned from experience-based to data-driven production planning.
- Integrated demand aggregation from super stockists into the planning cycle.
- Introduced key performance indicators (KPIs) for production alignment and introduced a dedicated sales and operations coordinator.
Sales
- Delivered a nationwide sales training program focusing on best practices in FMCG selling.
- Rolled out an IT-enabled interface to track and monitor sales KPIs.
- Introduced a field audit system to ensure ongoing adherence to best practices.
- Improved coverage and performance through data-backed sales management.
“The systematic approach guided by Renoir set us on a path of continuous improvement. Working with Renoir on this journey was also a rewarding experience for me.”
– Associate Director, Operational Excellence
Results
The partnership with Renoir resulted in significant organisational transformation and measurable performance improvements.
- Order fulfilment rates increased by 60%, improving both customer satisfaction and inventory turnover
- The super stockist and distributor networks expanded by 12% and 8%, respectively, increasing market penetration
- A unified, IT-enabled platform was implemented across sales, distribution, and planning, allowing data to drive decision-making
- Robust management control systems were embedded across core functions, positioning the client for sustainable, long-term growth
This transformation has laid the groundwork for the client’s aggressive growth strategy while reinforcing its market leadership in the food manufacturing sector.
*Client-specific details have been intentionally omitted to maintain strict discretion.
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