Food & Beverage
Manufacturing discipline, retail speed, and a shelf life. We help our clients manage all three, often mid-merger.
A Partner Built for Food & Beverage
Food and beverage companies carry the operational demands of manufacturing and distribution alongside pressures neither sector faces alone. Product has a clock on it. Consumer taste moves faster than production planning cycles. Regulatory obligations touch everything from sourcing through labeling. And in a sector that consolidates as steadily as this one, many of our clients are managing all of that while absorbing an acquisition, completing a merger, or adjusting to life as a public company.
Percipio has worked with breweries, beverage companies, and food manufacturers across the Pacific Northwest and beyond. We have integrated an acquired manufacturing facility in 30 days, guided two independent breweries through a merger on a six-month deadline, and recovered a beverage company's ERP implementation while delivering $3 million in operational savings inside the first year. Our approach blends strategic thinking, technological capability, and human-centered design, because in this industry the operational answer and the organizational answer are rarely separable.
M&A Integration on Compressed Timelines
Consolidation in food and beverage arrives with a deadline attached, and the deadline is rarely generous. Percipio integrated a newly acquired manufacturing facility into its parent company's enterprise environment in 30 days, extracting a site embedded in a multi-entity architecture and deploying an untested pre-implementation ERP with restricted pre-close visibility. Day 1 arrived with zero disruption to production, shipping, or payroll. Two independent breweries merged on a six-month clock, with the same approach applied across three locations, aligning systems, financial controls, and post-merger roles.
ERP Implementation, Stabilization, and Recovery
An ERP program in this sector is never only a technology program. It is a decision about how the business will operate afterward. Percipio leads these from requirements through adoption, and we are equally often called in when a go-live has already happened and gone badly. For one beverage company living with critical defects, we resolved every issue in the finance module and centralized order processing, stabilizing a platform the business had stopped trusting.
Demand Planning & Supply Chain Maturity
Food and beverage operations often run for years without reliable answers to basic questions: what is on hand, what is actually available to promise, whether bottling operations can meet the plan. For a beverage client we established a Demand Planning and Sales & Operations Planning Center of Excellence that generated more than $300,000 in incremental savings, and launched Vendor Co-Managed Inventory operations fully integrated into the ERP platform.
Rapid, Measurable Operational Savings
Some engagements need to prove their value before the year is out. Percipio begins with a clear-eyed assessment of maturity and improvement opportunities across supply chain, technology, finance, and sales operations, then converts it into a governed portfolio with owners and deadlines. For a beverage company pursuing growth on an aggressive timeline, our Day 100 Savings Portfolio delivered $3 million in operational cost reductions within the first year.
Common Challenges We Help Clients Address
- Separating and integrating an acquired facility on a 30-day timeline without disrupting production, shipping, or payroll
- Extracting a site deeply embedded in a multi-entity system architecture, with limited pre-close visibility
- Completing a merger on a fixed deadline while both organizations continue to operate
- Moving two organizations onto a common ERP platform and establishing who owns what afterward
- Recovering from an ERP implementation that left critical defects and operational data no one trusts
- Establishing reliable visibility into orders, inventory on hand, product availability, and production viability
- Adapting to the regulatory and reporting obligations that come with becoming publicly held
- Building stakeholder buy-in ahead of major change rather than announcing it afterward
