Rethinking Manufacturing Amid Global Disruptions

Marina DE BARROS, EVP Customer Management Europe & Central Asia of Sidel, is a seasoned leader, armed with 25 years of experience in Strategic Development, Business Transformation and Business Management. Having a background in business, Marina has worked in industrial consulting for over 12 years and has been a part of the development in packaging industry.

In a recent conversation with the Global Woman Leader Magazine, Marina speaks about the manufacturing industry, supply chain disruptions and the challenges in adapting new equipment. She also emphasises on R&D with a focus on AI models in the food and beverage manufacturing industry. Discussing about packaging industry, Marina also articulates the industry's P&L performance while making a compelling case for diversity driving growth.

Read out the article to know more.

How is customer management evolving in today’s manufacturing industry? What major shifts are you witnessing in customer expectations?

Our customers' expectations have not changed. Customers want to ensure their production assets perform at their best to respond to market demand in a reactive and cost-effective way. This means OEMs like Sidel need to listen to customer needs, anticipate, and be responsive despite potential supply chain risks. Customers also want to quickly adapt to market needs by adding new capacity or changing equipment if products evolve, requiring adaptations.

We faced challenges in the last two years in adapting quickly or bringing new equipment due to supply chain disruptions, and customers had to make early bets on the future, often outside traditional budgeting cycles. Lead times are now progressively returning to pre-crisis levels, which is encouraging. Our supply chains have evolved, and we have learned a lot from the crisis, making us more prepared to adapt to potential future events.

Given the evolution in supply chain dynamics and rise of automation, what do you see as the next frontier in aligning customer experience with operational efficiency in manufacturing?

The major driver forcing us into more automation is linked to the lack of qualified personnel in the manufacturing space. Manufacturing is no longer the dream sector, and it's getting harder to find qualified staff willing to work in shifts or on weekends. Automation will help us avoid some of the more painful tasks in manufacturing and add value by collecting knowledge and know-how. It can also drive more interesting aspects in manufacturing jobs, shifting from manual operations to supervisory roles, troubleshooting, and continuous improvements.

Sidel is dedicating a significant part of its R&D to help the industry move in this direction. We hear customers' concerns daily about having the right skills in their assets. The rise of automation will enable OEMs like Sidel to be even more relevant in their interactions with customers. Regarding customer experience, automation, data collection, and AI will help us optimize operations in real time and anticipate trends through the AI models we are developing.

This will add significant value to our offering. There will be no more lost time understanding issues. We will be able to quickly make suggestions and provide solutions backed by strong data, making us even more relevant.

How can manufacturing companies redefine their approach to deliver consistent P&L results? What specific shifts in leadership and management are necessary to steer organizations through today’s volatility?

The current market is complex because it is very volatile. Customers' needs are changing rapidly, as mentioned before, and the context around us is evolving as well. One day access to supply is a challenge, and another day prices evolve suddenly. Managing manufacturing costs has become an obstacle for customers. They need to provide their products at the best-in-class production cost, combined with the ability to be flexible, adapt production schedules, and meet new demand. This requires adapting production lines, sometimes amidst changing regulations.

Cost competitiveness now comes together with adaptability and flexibility—two notions often in contradiction. To drive P&L results, it’s not only about managing costs but also about flexibility and ensuring timeliness in the overall supply chain.

In terms of leadership, the largest food and beverage manufacturers are empowering local teams to adapt to this evolving environment. At the same time, strong standardization from corporate teams is essential. In the past, local teams had more freedom to drive their business based on needs. Now, with the need to be more predictive and cost-effective, central teams provide stronger support for robust execution. Many global customers are forming corporate teams to support local teams with better execution. Long-term planning acts as a guideline toward a destination, with teams adapting as needed to get there.

What are some underutilized strategies that leaders in the manufacturing industry could leverage to create a competitive edge especially in markets as diverse as Europe and Central Asia?

Even though Europe and Central Asia is a mature market, they are an amazing source of opportunities. In some countries, consumption is still growing, and we see entrepreneurs introducing products from other areas of the world and being very successful there. Others take the opportunity to launch innovations ahead of some more mature markets. It’s interesting to see that they are bolder and less risk-averse. In countries with high consumption and established habits, new regulations bring challenges in industrial planning but also offer opportunities for innovators and early starters to set new trends and engage customers in new ways of consuming. At SIDEL, we continue investing in innovation. We believe opportunities are there. Sustainability and digitalization are at the core of the solutions we are placing in the market, and we believe these will help our customers make a difference in their markets by being more cost-effective, flexible, and circular.

What specific challenges are manufacturers encountering in defining and executing long-term strategic plans? How will it impact the industry's P&L performance over the next 5 years?

SIDEL has the ambition to lead the transformation of the packaging industry. This is a clear North Star for the leadership team and our employees. At the same time, the five-year plan seems less relevant now as things are moving fast. Despite this, we update our three-year plan every year, look at evolving trends, listen to customers, and adapt to the changing world while keeping our North Star in sight. Long-term planning is becoming more of a guideline than a rigid roadmap.

Food safety will continue to be crucial. We need to become more circular and cost-effective. The consumer products of tomorrow will differ from today's, requiring adaptation. We believe our proximity to global customers will drive the right innovation, while our experience enables local players to be more effective and successful in their markets. We aim to stay close to both key accounts and local markets with a two-sided approach.

Ensuring the P&L is a result of day-to-day work, adapting to situations, and implementing a portfolio strategy aligned with evolving trends. Having an adaptable portfolio and the ability to upgrade is crucial. Retaining and attracting talent is essential in a business where expertise is key to the value we provide and the long-term relationships we maintain. Our business is based on trust, and talent—both technical expertise and customer management—is a critical factor in making a difference.

Message To Readers

My belief is that diversity can bring much more value to our industry. We need to keep the heritage and experience, but we also need to question and renew ourselves. Women leaders add a different perspective, even though they've been in business in the lower layers of our companies for many years. They will help drive a new way of thinking, and propel more innovative ideas. I think the same about diversity in opinions and nationalities. We can bring much more innovation and a new way of thinking by being more diverse. Our consumers and customers are diverse, so we need to to be.