| Global Food and Beverage Survey 2012–2013: Market Trends, Buyer Spend and Procurement Strategies in the Global Food and Beverage Industry |
| Publication Date |
May 2012 |
| Publisher |
Canadean |
| Product Type |
Report |
| Pages |
154 |
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2000.00 |
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4000.00 |
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6000.00 |
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Product Synopsis
“Global Food and Beverage Survey 2012–2013: Market Trends, Buyer Spend and Procurement Strategies in the Global Food and Beverage Industry” is a new report by Canadean that analyzes how global food and beverage industry companies’ procurement expenditure, business strategies, and practices are set to change in 2012–2013. This report provides data and analysis on category-level spending outlooks, budgets, supplier selection criteria, business challenges, and investment opportunities of leading purchase decision makers in the global food and beverage industry. The report also identifies future growth of buyers and suppliers, M&A, and e-procurement in the global food and beverage industry. This report not only grants access to the opinions and strategies of business decision makers and competitors in the global food and beverage industry, but also examines their actions surrounding business priorities. The report also provides access to information categorized by region, company type, and sizes.
Introduction and Landscape
Why was the report written?
This report is the result of an extensive survey drawn from Canadean’s exclusive panel of leading global food and beverage industry executives. The report provides data and analysis on buyer expenditure, procurement, and developments within the global food and beverage industry. This report includes key topics such as global food and beverage industry buyer expenditure, and procurement behaviors and strategies. This report identifies the threats and opportunities within the global food and beverage industry, economic outlook trends, and business confidence within global food and beverage industry executives.Most secondary research reports are based on general industry drivers and do not understand the industry executives’ attitude and changing behaviors, creating a gap in presenting the business outlook of the industry. In an effort to bridge this gap, Canadean created this primary research-based report by gathering the opinions of multiple stake holders in the value-chain of the global food and beverage industry.
What is the current market landscape and what is changing?
Executives from the global food and beverage industry expect increased levels of consolidation, with 46% of respondents anticipating that there will be either a ‘significant increase’ or an ‘increase’ in mergers and acquisition (M&A) activity over the next 12 months.
What are the key drivers behind recent market changes?
M&A activity is expected to increase as a result of the lack of credit availability, increasing cost pressures, new consolidation opportunities, and the weak liquidity position of many small companies. The need to manage new cost or demand pressures, repay debts, comply with procedures, reduce operational expenses, and attain economies of scale, is also expected to drive M&A activity in the global food and beverage industry.
What makes this report unique and essential to read?
“Global Food and Beverage Survey 2012–2013: Market Trends, Buyer Spend and Procurement Strategies in the Global Food and Beverage Industry” is a new report by Canadean that analyzes how food and beverage industry companies’ procurement expenditure, business strategies, and practices are set to change in 2012–2013. This report gives you access to the category-level spending outlooks, budgets, supplier selection criteria, business challenges, and investment opportunities of leading purchase decision makers. The report also identifies future growth of buyers and suppliers, M&A, and e-procurement. This report not only grants access to the opinions and strategies of business decision makers and competitors, but also examines their actions surrounding business priorities. The report also provides access to information categorized by region, company type, and size.
Key Features and Benefits
Project industry trends and revenue growth expectations in 2012 and make informed business decisions.
Drive revenues by understanding future product investment areas and key growth regions.
Uncover key challenges and opportunities and identify key actions required to maintain and win buyer business.
Formulate effective sales and marketing strategies by identifying how buyer budgets are changing and the direction of spending in the future. Better promote your business by aligning your capabilities and business practices with your customer’s changing needs.
Secure stronger customer relationships by understanding the behavior and changing strategies of industry buyers.
Key Market Issues
Global food and beverage industry respondents identify China to be the most important region for growth among emerging markets, along with India and the Middle East. Furthermore, India and the Middle East are considered the two most important emerging markets by respondents from food manufacturing companies, while India and Brazil are identified as the two most important emerging markets by respondents from beverage manufacturing companies, with strong economic growth in both countries, along with high demand for processed and healthy foods and increased consumption of branded beverages such as wine, beer, coffee, juice, and dairy products among consumers, making them attractive to foreign investors.
Among food manufacturers, 59% of respondents rate ‘responding to pricing pressure’ as the most important business concern in 2012, while 52% highlight ‘cost containment’. Among beverage manufacturers, ‘responding to pricing pressure’ and ‘market uncertainty’ are considered the most significant business challenges in 2012, according to 65% and 48% of respective respondents. Furthermore, respondents from global food and beverage industry companies, regardless of size, consider ‘responding to pricing pressure’ and ‘market uncertainty’ as the most important leading business concerns.
The average size of the global annual procurement budget among food and beverage industry buyers is forecast at US$184.4 million for 2012. A comparison of global procurement budgets by operating region shows that global food and beverage industry buyers with leading operations in North America have the highest average procurement budgets in 2012, at US$167.7 million.
‘Quality’, ‘price’, ‘level of service’, and ‘supplier’s record for reliability’ are considered the most important factors for supplier selection in the global food and beverage industry, while ‘supplier’s environmental record’, ‘proximity of supplier operations’, and ‘supplier’s CSR reputation’ are considered the least important. Buyer company respondents are prioritizing procurement objectives such as ‘internal operating cost reductions’, ‘locate lower cost sources of supply’, and ‘pursue joint cost reduction efforts with selected suppliers’ for the next 12 months.
The optimism level in the global food manufacturing sector is expected to be fuelled by increased consumer demand towards health and wellness oriented food products. In the case of global beverage manufacturing sector, it is due to an increased customer demand in emerging markets mainly China and India, demand for organic products, and adoption of sustainable sourcing strategies by beverage companies.
Key Highlights
An analysis of responses by food manufacturing companies reveals that ‘new product development’, ‘machinery and equipment purchase’, and ‘IT infrastructure development’ will record a significant increase in capital expenditure over the next 12 months.
An analysis of responses by beverage manufacturing companies reveals that ‘new product development’, ‘IT infrastructure development’, and ‘machinery and equipment purchase’ will record a significant increase in capital expenditure over the next 12 months.
66% of food manufacturer respondents project an increase in investment toward ‘new product development’, with an increasing focus on new flavors and product features. For example, in order to expand its snack business in the US, PepsiCo snack brand Doritos announced the introduction of its new product ‘Doritos JACKED tortillas’ in March 2012. These tortilla chips are 40% larger than its predecessor and are available in two distinct flavors, Enchilada Supreme and Smoky Chipotle BBQ.
Global food and beverage industry suppliers plan to increase capital expenditure on ‘new product development’ over the next 12 months. For example, in January 2012, Key Technology, a supplier of machineries, introduced a new, redesigned ‘Auto Dryer’ for eliminating surface water from fresh-cut produce while enabling continuous line flow. The new dryer is effective in removing moisture from fresh-cut produce gently and consistently, to improve product quality and extend shelf life.
According to 37% of respondents from food manufacturing companies, and 33% from beverage manufacturing companies, the head counts in their organizations are expected to increase steadily by up to 2% in 2012. However, 34% of respondents from food manufacturing companies and 36% from beverage manufacturing companies anticipate ‘no change’ in recruitment activity in 2012, which indicates that slow economic development in developed countries and market uncertainty could reduce recruitment activity.
Companies MentionedKerry, Pernod Ricard, Heineken, Anheuser-Busch, China Green, Crown Holdings, The Standards, Productivity and Innovation Board, PreGel, PepsiCo, Al Ain Dairy, Ajinomoto, Olam International, Flying Monkeys Craft Brewery, SABMiller, Jones Soda, U.S. Foodservice, Z Trim Holdings, Cloetta AB, Leaf Holland B.V., CHS, Olam International, Progida Group, Coca-Cola FEMSA, Grupo Tampico, Royal Friesland Campina, Alaska Milk Corporation, Massimo Zanetti Beverage, Sara Lee, Jamba Juice, Talbott Teas, Post Foods, Haoyue Group, Alliance Grain Traders, Glanbia, Premier Foods, Wipro, NourishCo, Tata Global Beverages, Foster's Group Pacific, Samoa Breweries Limited, Key Technology, Nu-Tek Salt, Pall Corporation, Leipurin, Now Foods, Puratos, Nestlé, Starbucks, The Bruss Company, Tyson Foods, Smithfield Packing, Smithfield Foods, Uni-President Enterprises, Zhongpin, China Grain Reserves Corp, Priya Food Products, KKR Group, Agro Tech Foods, The Scottish Shellfish Marketing Group, Chateau Lafite Rothschild, Beijing Huiyuan Juice Drinks Food, Ai Ni Group, United Breweries, Bacardi Martini, Amazon Waters, Crown Holdings, Pacific Natural Food, Udi's Healthy Foods, Müller Dairy, First Milk Cheese, Amoy, Albion Seafoods, Maple Leaf Foods, Saputo, Justerini & Brooks, Juvenex, William Grant & Sons USA, GrainCorp's, Barrett Burston Malting, GEA Process Engineering, AHD International, McCormick & Company, Knoll America, Flour Mills, Chuckanut Brewery, Baxters, Alimentos Prosalud, Calbee, Partners, Hiro Sake, China New Borun, Brick Brewing, Halewood International, SXLiquors, Brown-Forman, ConAgra Foods, Kraft Foods, Asahi Group Holdings, Glendale Foods and Calem
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 Global Food and Beverage Industry Dynamics
3.1 Revenue Growth Projections in the Global Food and Beverage Industry
3.1.1 Revenue growth projections by buyers
3.1.1.1 Revenue growth projections by buyers – food manufacturers
3.1.1.2 Revenue growth projections by buyers – beverage manufacturers
3.1.2 Revenue growth projections by suppliers
3.1.3 Revenue growth projections by region
3.1.4 Revenue growth projections by turnover
3.1.5 Revenue growth projections by senior level respondents
3.1.6 Company revenue growth optimism: cross industry comparisons
3.2 Future Developments in Business Structure in the Global Food and Beverage Industry
3.2.1 Future developments in business structure by buyers
3.2.1.1 Future developments in business structure by buyers – food manufacturers
3.2.1.2 Future developments in business structure by buyers – beverage manufacturers
3.2.2 Future developments in business structure by suppliers
3.2.3 Future developments in business structure by region
3.2.4 Future developments in business structure by company turnover
3.2.5 Future developments in business structure by senior level respondents
3.3 Merger and Acquisition Activity Projections in the Global Food and Beverage Industry
3.3.1 Merger and acquisition activity projections by buyers
3.3.1.1 Merger and acquisition activity projections by buyers – food manufacturers
3.3.1.2 Merger and acquisition activity projections by buyers – beverage manufacturers
3.3.2 Merger and acquisition activity projections by suppliers
3.3.3 Merger and acquisition activity projections by region
3.3.4 Merger and acquisition activity projections by company turnover
3.4 Capital Expenditure Forecast: Global Food and beverage Industry
3.4.1 Forecast of capital expenditure by buyers
3.4.1.1 Forecast of capital expenditure by buyers – food manufacturers
3.4.1.2 Forecast of capital expenditure by buyers – beverage manufacturers
3.4.2 Forecast of capital expenditure by suppliers
3.4.3 Forecast of capital expenditure by region
3.4.4 Forecast of capital expenditure by company turnover
3.5 Planned Change in Staff Recruitment in the Global Food and Beverage Industry
3.5.1 Planned change in staff recruitment by buyers
3.5.1.1 Planned change in staff recruitment by buyers – food manufacturers
3.5.1.2 Planned change in staff recruitment by buyers – beverage manufacturers
3.5.2 Planned change in staff recruitment by suppliers
3.5.3 Planned change in staff recruitment by region
3.5.4 Planned change in staff recruitment by company turnover
4 Global Food and Beverage Industry Market Growth Outlook
4.1 Global Food and Beverage Industry: Demand in Emerging Markets
4.1.1 Demand in emerging markets by buyers
4.1.1.1 Demand in emerging markets by buyers – food manufacturers
4.1.1.2 Demand in emerging markets by buyers – beverage manufacturers
4.1.2 Demand in emerging markets by suppliers
4.1.3 Demand in emerging markets by region
4.1.4 Demand in emerging markets by company turnover
4.2 Global Food and Beverage Industry: Growth Expectations in Developed Markets
4.2.1 Growth expectations in developed markets by buyers
4.2.1.1 Growth expectations in developed markets by buyers – food manufacturers
4.2.1.2 Growth expectations in developed markets by buyers – beverage manufacturers
4.2.2 Growth expectations in developed markets by suppliers
4.2.3 Growth expectations in developed markets by region
4.2.4 Growth expectations in developed countries by company turnover
5 Threats and Opportunities for the Global Food and Beverage Industry
5.1 Global Food and Beverage Industry: Leading Business Concerns for 2012–2013
5.1.1 Leading business concerns by company type
5.1.1.1 Leading business concerns by company type – food manufacturers
5.1.1.2 Leading business concerns by company type – beverage manufacturers
5.1.2 Leading business concerns by suppliers
5.1.3 Leading business concerns in 2012–2013 by region
5.1.4 Leading business concerns by company turnover
5.2 Global Food and Beverage Industry: Key Supplier Actions to Secure Business
5.2.1 Actions to maintain and secure business–buyer respondents
5.2.2 Actions to maintain and secure buyer business by region
5.2.3 Actions to maintain and secure buyer business by turnover
5.2.4 Actions to maintain and secure buyer business by procurement budget
6 Food and Beverage Industry Buyer Spend Activity
6.1 Annual Procurement Budgets in the Global Food and Beverage Industry
6.1.1 Annual procurement budgets by company type
6.1.1.1 Annual procurement budgets by company type – food manufacturers
6.1.1.2 Annual procurement budgets by company type – beverage manufacturers
6.1.2 Revenue growth vs. annual procurement budget
6.1.3 Annual procurement budgets by region
6.1.4 Annual procurement budgets by company turnover
6.2 Global Food and Beverage Industry: Planned Change in Procurement Expenditure
6.2.1 Planned change in procurement expenditure by company type
6.2.1.1 Planned change in procurement expenditure by company type – food manufacturers
6.2.1.2 Planned change in procurement expenditure by company type – beverage manufacturers
6.2.2 Planned change in procurement spend by region
6.2.3 Planned change in procurement spend by company turnover
6.2.4 Planned change in procurement expenditure: cross industry comparison
6.3 Planned Change in Procurement Expenditure by Product and Service Category
6.3.1 Planned change in expenditure by product and service category – food manufacturers
6.3.2 Planned change in expenditure by product and service category – beverage manufacturers
6.4 Global Food and Beverage Industry: Variations in Regional Supplier Prices
6.4.1 Variations in regional supplier prices by company type
6.4.1.1 Variations in regional supplier prices by company type – food manufacturers
6.4.1.2 Variations in regional supplier prices by company type – beverage manufacturers
6.4.2 Variations in regional supplier prices by region
6.4.3 Variations in regional supplier prices by company turnover
7 Global Food and Beverage Industry: Procurement Behaviors and Strategies
7.1 Critical Success Factors for Supplier Selection
7.1.1 Critical Success Factors for Supplier Selection by buyers – food manufactures
7.1.2 Critical Success Factors for Supplier Selection by buyers – beverage manufactures
7.2 Future Procurement Objectives in the Global Food and Beverage Industry
7.2.1 Future Procurement Objectives by buyers – food manufactures
7.2.2 Future Procurement Objectives by buyers – beverage manufactures
7.2.3 Future procurement objectives by region
7.2.4 Future procurement objectives by company turnover
7.3 E-Procurement in the Global Food and Beverage Industry
7.3.1 E-procurement in the global food manufacturers’ industry
7.3.2 E-procurement in the global beverage manufacturers’ industry
7.3.3 E-procurement by region
7.3.4 E-procurement by company turnover
8 Appendix
8.1 Survey Results – Closed Questions
8.2 About Canadean
8.3 Disclaimer
List of TablesTable 1: Total Global F&B Industry Survey Respondents by Company Type, 2012
Table 2: Global F&B Industry Buyer Respondents by Job Role (%), 2012
Table 3: Global F&B Industry Buyer Respondents by Region (%), 2012
Table 4: Global F&B Industry Buyer 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: Revenue Growth Optimism (% All Buyer and Supplier Respondents), 2010–2012
Table 9: Revenue Growth Optimism in the Global Food Manufacturers' Industry (%), 2010–2012
Table 10: Revenue Growth Optimism in the Global Beverage Manufacturers' Industry (%), 2010–2012
Table 11: Revenue Growth Optimism by Global F&B Industry Suppliers (%), 2010–2012
Table 12: Revenue Growth Optimism in the Global F&B Industry by Region (%), 2012
Table 13: Revenue Growth Optimism in the Global F&B Industry by Turnover (%), 2012
Table 14: Global F&B Industry: Revenue Growth Optimism of Senior Level Respondents (%), 2012
Table 15: Global Food Manufacturers’ Industry: Key Expected Changes in Business Structure(%), 2012
Table 16: Key Expected Changes in Business Structure: Global Beverage Manufacturers (%), 2012
Table 17: Key Expected Changes in Business Structure by Global F&B Industry Suppliers (%), 2012
Table 18: Key Expected Changes in Business Structure by Region: Global F&B Industry (%), 2012
Table 19: M&A Activity by Buyers (% All Buyer Respondents), 2010–2012
Table 20: M&A Activity in the Global Food Manufacturers' Industry (%), 2010–2012
Table 21: M&A Activity in the Global Beverage Manufacturers' Industry (%), 2010–2012
Table 22: M&A Activity by Global F&B Industry Suppliers (%), 2010–2012
Table 23: M&A Activity by Region: Global F&B Industry (%), 2012
Table 24: M&A Activity by Turnover: Global F&B Industry (%), 2012
Table 25: Forecast of Capital Expenditure by Global Food Manufacturers' Industry (%), 2012
Table 26: Forecast of Capital Expenditure by Global Beverage Manufacturers' Industry (%), 2012
Table 27: Forecast of Capital Expenditure by Global F&B Industry Suppliers (%), 2012
Table 28: Global F&B Industry: Forecast of Capital Expenditure by Region (%), 2012
Table 29: Global F&B Industry: Forecast of Capital Expenditure by Turnover (%), 2012
Table 30: Global Food Manufacturers' Industry: Planned Change in Staff Recruitment (%), 2012
Table 31: Global Beverage Manufacturers' Industry: Planned Change in Staff Recruitment (%), 2012
Table 32: Global F&B Industry: Planned Change in Staff Recruitment by Region (%), 2012
Table 33: Global F&B Industry: Planned Change in Staff Recruitment by Turnover (%), 2012
Table 34: Global Food Manufacturers' Industry: Demand in Emerging Markets (%), 2012
Table 35: Global Beverage Manufacturers' Industry: Demand in Emerging Markets (%), 2012
Table 36: Global F&B Industry Suppliers: Demand in Emerging Markets (%), 2012
Table 37: Growth Projections in Developed Markets: Global Food Manufacturers' Industry (%), 2012
Table 38: Growth Projections in Developed Markets: Global Beverage Manufacturers (%), 2012
Table 39: Growth Projections in Developed Markets: Global F&B Industry Suppliers (%), 2012
Table 40: Global F&B Industry: Leading Business Concerns (% All Respondents), 2010–2012
Table 41: Leading Business Concerns for Global Food Manufacturers(%) 2010–2012
Table 42: Leading Business Concerns for Global Beverage Manufacturers(%), 2010–2012
Table 43: Leading Business Concerns for Global F&B Industry Suppliers (%) 2012–2013
Table 44: Global F&B Industry: Leading Business Concerns by Region (%), 2012–2013
Table 45: Global F&B Industry: Leading Business Concerns by Company Turnover (%), 2012–2013
Table 46: Global F&B Industry: Securing Buyer Business: Buyer vs. Supplier Responses (%), 2012
Table 47: Global F&B Industry: Securing Buyer Business by Region (%), 2012
Table 48: Global F&B Industry: Securing Buyer Business by Turnover (%), 2012
Table 49: Actions to Maintain and Secure Buyer Business by Procurement Budget (%), 2012
Table 50: Global F&B Industry: Annual Procurement Budgets by Buyers in US$ (%), 2010–2012
Table 51: Global Beverage Manufacturers : Annual Procurement Budgets in US$ (%), 2010–2012
Table 52: Global F&B Industry: Increase in Revenue Growth vs. Procurement Budget (%), 2012
Table 53: Global F&B Industry: Annual Procurement Budgets in US$ by Region (%), 2012
Table 54: Global Food Manufacturers: Planned Change in Total Procurement Expenditure (%), 2012
Table 55: Global Beverage Manufacturers: Planned Change in Procurement Expenditure (%), 2012
Table 56: Global F&B Industry: Planned Change in Procurement Expenditure by Region (%), 2012
Table 57: Global F&B Industry: Planned Change in Procurement Expenditure by Turnover (%), 2012
Table 58: Planned Change in Procurement Expenditure: Cross Industry Comparison (%), 2012
Table 59: Global Food Manufacturers: Change in Spend on Products and Services (%), 2012
Table 60: Global Beverage Manufacturers: Change in Spend on Products and Services (%), 2012
Table 61: Global Food Manufacturers: Variations in Regional Supplier Prices (%), 2012
Table 62: Global Beverage Manufacturers: Variations in Regional Supplier Prices (%), 2012
Table 63: Global F&B Industry: Variations in Regional Supplier Prices by Region (%), 2012
Table 64: Global F&B Industry: Variations in Regional Supplier Prices by Turnover (%), 2012
Table 65: Critical Success Factors for Supplier Selection: (Index Score), 2012
Table 66: Critical Success Factors for Supplier Selection: Beverage Manufacturers (Index Score), 2012
Table 67: Global Food Manufacturers: Future Procurement Objectives (%), 2012
Table 68: Global Beverage Manufacturers: Future Procurement Objectives (%), 2012
Table 69: Global F&B Industry: Future Procurement Objectives by Region (%), 2012
Table 70: Global F&B Industry: Future Procurement Objectives by Company Turnover (%), 2012
Table 71: Global Food Manufacturers: Implementation of E-Procurement (%), 2012
Table 72: Global Beverage Manufacturers: Implementation of E-Procurement (%), 2012
Table 73: Global F&B Industry: Procurement Budget Increase vs. E-Procurement (%), 2012
Table 74: Global F&B Industry: E-Procurement by Region (%), 2012
Table 75: E–Procurement: Level of Implementation by Company Turnover (%), 2012
Table 76: Survey Results - Closed Questions
List of FiguresFigure 1: Revenue Growth Optimism (% All Buyer and Supplier Respondents), 2010–2012
Figure 2: Revenue Growth Optimism in the Global Food Manufacturers' Industry (%),2010–2012
Figure 3: Revenue Growth Optimism in the Global Beverage Manufacturers' Industry (%),2010–2012
Figure 4: Revenue Growth Optimism by Global F&B Industry Suppliers(%),2010–2012
Figure 5: Revenue Growth Optimism in the Global F&B Industry by Region (%), 2012
Figure 6: Revenue Growth Optimism in the Global F&B Industry by Turnover (%), 2012
Figure 7: Global F&B Industry: Revenue Growth Optimism of Senior Level Respondents (%), 2012
Figure 8: Company Revenue Growth Optimism: Cross Industry Comparisons (%), 2012
Figure 9: Global Food Manufacturers’ Industry: Key Expected Changes in Business Structure(%), 2012
Figure 10: Key Expected Changes in Business Structure: Global Beverage Manufacturers (%), 2012
Figure 11: Key Expected Changes in Business Structure by Global F&B Industry Suppliers (%), 2012
Figure 12: Expected Changes In Business Structure by Senior Level Respondents (%), 2012
Figure 13: M&A Activity by Buyers (% All Buyer Respondents), 2010–2012
Figure 14: M&A Activity in the Global Food Manufacturers' Industry (%),2010–2012
Figure 15: M&A Activity in the Global Beverage Manufacturers' Industry (%),2010–2012
Figure 16: M&A Activity by Global F&B Industry Suppliers (%), 2010–2012
Figure 17: M&A Activity by Region: Global F&B Industry (%), 2012
Figure 18: M&A Activity by Turnover: Global F&B Industry (%), 2012
Figure 19: Forecast of Capital Expenditure by Global Food Manufacturers' Industry (%), 2012
Figure 20: Forecast of Capital Expenditure by Global Beverage Manufacturers' Industry (%), 2012
Figure 21: Forecast of Capital Expenditure by Global F&B Industry Suppliers (%), 2012
Figure 22: Global F&B Industry: Forecast of Capital Expenditure by Region (%), 2012
Figure 23: Global F&B Industry: Forecast of Capital Expenditure by Turnover (%), 2012
Figure 24: Global Food Manufacturers' Industry: Planned Change in Staff Recruitment (%), 2012
Figure 25: Global Beverage Manufacturers' Industry: Planned Change in Staff Recruitment (%), 2012
Figure 26: Planned Change in Staff Recruitment by Global F&B Industry Suppliers (%), 2012
Figure 27: Global F&B Industry: Planned Change in Staff Recruitment by Region (%), 2012
Figure 28: Global F&B Industry: Planned Change in Staff Recruitment by Turnover (%), 2012
Figure 29: Global F&B Industry: Top Ten Growth Regions (%), 2012
Figure 30: Global F&B Industry: Top Five Emerging Markets, 2012
Figure 31: Global Food Manufacturers' Industry: Demand in Emerging Markets (%), 2012
Figure 32: Global Beverage Manufacturers' Industry: Demand in Emerging Markets (%), 2012
Figure 33: Global F&B Industry Suppliers: Demand in Emerging Markets (%), 2012
Figure 34: Global F&B Industry: Demand in Emerging Markets by Region (%), 2012
Figure 35: Global F&B Industry: Demand in Emerging Markets by Turnover (%), 2012
Figure 36: Global F&B Industry: Top Five Developed Regions by Growth, 2012
Figure 37: Growth Projections in Developed Markets: Global Food Manufacturers' Industry (%), 2012
Figure 38: Growth Projections in Developed Markets: Global Beverage Manufacturers (%), 2012
Figure 39: Growth Projections in Developed Markets by Region (% 'Increase' Responses), 2012
Figure 40: Growth Projections in Developed Markets by Turnover (% 'Increase' Responses), 2012
Figure 41: Global F&B Industry: Leading Business Concerns (% All Respondents), 2012
Figure 42: Global F&B Industry: Top Five Leading Business Concerns, 2012–2013
Figure 43: Leading Business Concerns for Global Food Manufacturers(%) 2012–2013
Figure 44: Leading Business Concerns for Global Beverage Manufacturers(%) 2012–2013
Figure 45: Leading Business Concerns for Global F&B Industry Suppliers (%) 2012–2013
Figure 46: Global F&B Industry: Securing Buyer Business: Buyer vs. Supplier Responses (%), 2012
Figure 47: Global F&B Industry: Securing Buyer Business by Turnover (%), 2012
Figure 48: Global F&B Industry: Annual Procurement Budgets by Buyers in US$ (%), 2010–2012
Figure 49: Global Food Manufacturers’ Industry: Annual Procurement Budgets in US$ (%),2012
Figure 50: Global Beverage Manufacturers: Annual Procurement Budgets in US$ (%), 2012
Figure 51: Global F&B Industry: Annual Procurement Budgets in US$ by Turnover (%), 2012
Figure 52: Global Food Manufacturers: Planned Change in Total Procurement Expenditure (%), 2012
Figure 53: Global Beverage Manufacturers: Planned Change in Total Procurement Expenditure (%), 2012
Figure 54: Global F&B Industry: Planned Change in Procurement Expenditure by Region (%), 2012
Figure 55: Global F&B Industry: Planned Change in Procurement Expenditure by Turnover (%), 2012
Figure 56: Global Food Manufacturers: Change in Spend on Products and Services (%), 2012
Figure 57: Global Beverage Manufacturers: Change in Spend on Products and Services (%), 2012
Figure 58: Global Food Manufacturers: Variations in Regional Supplier Prices (%), 2012
Figure 59: Global Beverage Manufacturers: Variations in Regional Supplier Prices (%), 2012
Figure 60: Global F&B Industry: Variations in Regional Supplier Prices by Region (%), 2012
Figure 61: Global F&B Industry: Variations in Regional Supplier Prices by Turnover (%), 2012
Figure 62: Supplier Selection: Food Manufacturers vs. Suppliers (Index Score), 2012
Figure 63: Supplier Selection: Beverage Manufacturer vs. Suppliers (Index Score), 2012
Figure 64: Global Food Manufacturers: Future Procurement Objectives (%), 2012
Figure 65: Global Beverage Manufacturers: Future Procurement Objectives (%), 2012
Figure 66: Global Food Manufacturers: Implementation of E-Procurement (%), 2012
Figure 67: Global Beverage Manufacturers: Implementation of E-Procurement (%), 2012
Figure 68: Global F&B Industry: E-Procurement by Region (%), 2012
Figure 69: E–Procurement: Level of Implementation by Company Turnover (%), 2012
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