Restaurant and food services organizations have adapted their services in recent times by investing in cloud-based restaurant point of sale and its capacity to integrate across locations with emerging technology. A big trend within that has been in POS integrations with mobile and self-serve solutions that allow guests to manage their own orders. This is particularly pertinent in an era of social distancing. But even before that became central to how restaurant and food service organizations engage with guests, the modern restaurant guest sought out channels where they can manage the details of their orders themselves in favor of the traditional staff-operated POS terminal. That trend was driven by how culture and technology converged.

Self-directed ordering is particularly relevant now when minimizing contact is so important to feeling safe and secure when interacting with brands. The organizations that are winning right now are embracing that by giving up control over managing the details of an order and leaving it to those who know about those order details better than anyone – the guests themselves. What kinds of benefits does this trend represent for the restaurant and food service industries in this era of change? What does it mean for organizations ahead in the 2020s? Let’s take a look.

The food and beverage industry is ripe with complexities, and the journey from idea to commercialization is long and arduous for food technologists. New product ideas or packaging developments have to endure rigorous data collection, testing, and certifications to make it to consumer shelves—processes carried out by food technologists working with manual tools, creating a wide margin for potential error.

Excel and pen-and-paper methods are common ways to record data and make calculations regarding research and development, quality standards, raw supplies orders, and dozens of other variables associated with the manufacturing process. Luckily, the industry has seen an uptick in the adoption of digital transformation methodologies. Accessible, commodity-based technologies are making it easier to accurately record data and make mission-critical calculations.

The world has changed dramatically since March 2020. Supply chain models and concepts that we took for granted have been stretched, and in some cases, broken. New business models, new market opportunities, and new ways of working have emerged. As has been said by many, the world will never be quite the same. A recent report by McKinsey, “The future of work after COVID-19,” highlights that e-commerce has grown 2 to 5 times faster than before the pandemic, and that about 20% to 25% of the workforces in advanced economies could work from home between 3 and 5 days per week without a loss in productivity.

So, what is your company’s strategy for the future? Has your business model changed or evolved? Have your employee work patterns, procedures, and expectations changed? Have agility and innovation become more important? While many businesses are wrestling with these and other strategic questions, the important situation to avoid is the old, “Alice in Wonderland” scenario:

The future of planning is connected, intelligent, and continuous. Yet many companies remain so far away from this vision, it often seems unachievable. With many planning processes being so siloed and disconnected from execution, they can feel ineffective.

Fortunately, evaluations of the planning landscape reveal many organizations are adopting technologies that move towards a de-siloed, network-based approach to planning. For these companies, the primary goal centers around connecting planning capabilities to “a single version of the truth.” To optimize planning capabilities, it crucial to achieve this connection at the enterprise level as well as into the broader supply network.

But to do this involves using integrated business planning (IBP) or sales and operations planning (S&OP) to collaborate and analyze, perform demand planning to improve forecasting, optimize supply planning, and facilitate synchronization. Each of these areas are critical to a successful planning process and are more powerful when integrated and connected across a network.

Only a few generations ago, most people harvested vegetables from their backyard and bought meat from the local farm. This provided simple and direct traceability. Trust across one’s food supply was inherent. With food supply chains expanding, reduced food costs, and easier access to ingredients and ready-made meals, the time-consuming vegetable garden has become less common with food and beverage producers meeting most people’s needs.

Product information and safety regulations play a larger role in food production today. In the last decade we’ve seen innumerable initiatives to introduce healthier mass-produced food, like sugar-free beverages and ready-to-eat meals made with less salt. Regulators in many countries have enacted laws to enforce these changes. The FDA, EU, and local country legislation are driving more transparency in product labeling, especially when it comes to serving sizes, calories, daily value percentages, added sugars, and more.

In the past, creating product labeling information could be easily achieved. Suppliers provided their specifications, and food processors then calculated nutritional values and listed the allergens that needed to be printed on the product packaging. It was straightforward if you didn’t change suppliers.

Recent events have challenged restaurants and food services industries to be flexible, adaptive, and more aware that being able to anticipate what’s to come is a vital component for staying competitive in the present. It’s also taught the industry that that status quo and the legacy systems that prop up outdated assumptions work directly against those efforts. A movement towards digitalization that has been happening over the last few years and embraced by restaurant and food service industry leaders has helped businesses to build a solid foundation for success.

Cloud infrastructure, SaaS, and cloud technology for restaurants and food services deployed to all brand locations has helped organizations to address the seismic shift that the industry is facing right now. How has this technology done this? How do the challenges and successes of the present point the way to resilience in the future? Let’s take a look.

Cloud technology in the hospitality industry is changing the way that hotels, resorts, and gaming organizations serve guests. The deciding factor to success is in how simple it is for a guest to get what they want from a hotel via their own personal devices even before they arrive at a location. Essential mobile-based technology enables them to book a room, to set arrival times, to upgrade a room, add services, and more, all without necessarily having to make contact with staff.

That call for contactless solutions delivered via cloud PMS is a priority for the industry right now. This is for convenience reasons. Yet it also has social implications in an era of maintaining distance and limiting contact. How do cloud-based solutions make that easier than legacy on-premises solutions? Let’s take a look at some of the details.

As fashion organizations grow to introduce new products or clothing lines, acquire other companies, shift priorities, and change channels to market, key stakeholders can be left out of the conversation. A networked approach to running your company can solve these problems. Collaborative networks work because they engage internal and external partners, workers, and stakeholders, helping to incentivize and execute supply chain processes more effectively than ever before.

New insights will continue to emerge as consumer behaviors shift and production opportunities evolve, but a continuously synchronized and updated network can keep you agile from sketch to store by making critical information accessible to colleagues, organizations, suppliers, and customers. Collaborative networks work to improve customer service, maximize margins, and minimize loss attributed to miscommunications such as missed inventory targets, downtime, spoilage, and other challenges. 

As industry attitudes and consumer behaviors change, so does the challenge of sustaining a business in the fashion industry. The global health crisis has accelerated the need for fashion and retail brand owners to reconsider their current business models to satisfy their digitally native consumers while maintaining omni-channel supply and ensuring sustainable production.

Whether large or small, fashion brands can turn these challenges into opportunities by transforming their business models. How does your organization meet the expectations and desires of today’s digital consumers? Are you still using old technology that might have served you well in the past but is now beyond its shelf life? If you already have an ERP system in place, there’s a good chance it’s no longer able to keep up with your business needs and growth aspirations.

Digitizing core processes in combination with trading partner connectivity, helps supply chain leaders increase responsiveness and adaptability. As more organizations look to remove manual tasks from their operations, the ability to update suppliers and trading partners in real-time allows supply chain processes to become more efficient. Here are three scenarios where moving to a network platform have helped companies generate additional value across their supply chain.

• A footwear provider experiencing rapid growth realized spreadsheets and manual processes were no longer sufficient to support increase demand and future progression. The brand digitally transformed sourcing, procurement, accounts payable, finance, and supplier management processes to support scale. The ability to digitally collaborate on orders, invoices, settlements, and ASN creation was foundational to the transformation. Witnessing 4X growth, the company today has 99.8% invoice accuracy and spends approximately 30 minutes per day processing invoices.

• A major global sports apparel brand sought to solidify the health of its supply base by ensuring access to capital. Utilizing a multi-enterprise network allowed the company to connect all parties and digitized document flow, enabling automated financing and settlement. A diverse portfolio of finance providers was plugged in to create a significant pool of credit and programs to meet varying needs. In doing so, the brand was able to enhance the financial health of its suppliers while deploying its own capital preservation program.

• An outdoor gear manufacturer having automated its PO, invoice, and settlement processes to generate efficiency was seeking further avenues to improve margins. It leveraged existing transaction data to auto-populate ASNs and packing and shipping instructions, enabling direct shipments from the factory. As a result, plans for new distribution center were deemed no longer necessary due to increased efficiency.