Product Description

The Food Services and Restaurants Capabilities Model is a customizable, comprehensive, and in-depth set of business capabilities that capture the essence of what a food services and restaurant enterprise does. It will help companies gain a holistic perspective of their business at a foundational level and provide a business blueprint for many valuable purposes.

The Food Services and Restaurants Capabilities Model comprises about 350 capabilities across three levels.

(Note: As the Food Services and Restaurants Capabilities Model is a digital deliverable, we do not accept returns or issue refunds. So, please read the product description and the terms carefully before purchasing.)

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The Food Services and Restaurants Capabilities Model is a multilevel and granular business capability primarily focusing on the core industry-specific value chain but also decomposes the horizontal shared services.

A capabilities model is a must-have tool for business architects, enterprise architects, business and technology leaders, and project teams to fathom the nuances of the industry’s core, context, and commodity capabilities.

Food and Beverage Industry Transformation:

Several forces are driving the transformation of food and beverage companies, including changing consumer preferences, sustainability concerns, technological advancements, and regulatory pressures.

Changing consumer preferences significantly impact the food and beverage industry as people seek healthier, more nutritious, and more convenient options. As a result, the demand for plant-based and alternative protein sources, functional foods, and organic and non-GMO products has surged, pushing companies to innovate and adapt their product offerings to meet these evolving expectations.

Sustainability concerns shape the industry as businesses focus on minimizing their environmental footprint, reducing food waste, and implementing sustainable packaging solutions. In addition, companies are adopting circular economy principles and collaborating with supply chain partners to address the environmental challenges associated with food production and consumption.

Technological advancements are transforming the industry by improving efficiency and product quality. For example, adopting automation, IoT, data analytics, and blockchain in food production and supply chain management enables better inventory control, traceability, and quality assurance. In addition, innovations such as cellular agriculture, 3D food printing, and precision agriculture are driving the development of new food products and more sustainable farming practices.

Regulatory pressures influence the industry as governments implement stricter food safety, labeling, and nutritional guidelines to ensure consumer well-being. As a result, companies must stay updated with these regulations, invest in compliance measures, and adapt their products and processes accordingly.

Business Capabilities are a Foundation for Transformation

For a Food and Beverage company to transform successfully, it is essential to establish a structurally strong foundation to support change and innovation over time. This is where business architecture and business capabilities come into play. Business architecture is creating a structured model, including an abstraction of its operations, functions, systems, and resources. This model can help enterprises understand how their business operates, identify inefficiencies, and develop a plan to optimize and streamline operations. In addition, by creating a clear picture of their business architecture, companies can better understand how different business units and functions interact and how changes in one business area can impact other areas.

Business capabilities encapsulate and abstract the functions, skills, and resources a company needs to execute its business strategy successfully. By defining and organizing their business capabilities, companies can identify gaps and redundancies and develop a roadmap to address them. This helps ensure the firm has the necessary resources to execute its strategy and drive innovation over time.

Business architecture and capabilities provide firms with a framework to assess and optimize their operations, reduce costs, and drive innovation. By taking a structured approach to transformation, enterprises can build a foundation capable of supporting ongoing change and adaptation and position themselves for success in a rapidly evolving industry.

(NOTE: The current product provides a comprehensive business capability model. It does not include other business architecture artifacts.)

Food Services and Restaurants Capabilities Model Deliverables:

The Food Services and Restaurants Capabilities Model comprises ~350 capabilities across three levels and includes the following editable artifacts:

• An Excel spreadsheet with the grouping of capabilities.
• A PowerPoint format with the top three levels presented in a nested visualization.
• A Word document with capabilities in a multilevel list format.
• Capability Definitions (at Level 3)
• Capability KPIs (Key Performance Indicators) (at Level 2)

How to Use the F&B Industry Business Capabilities Map?

A business capabilities map is a fundamental and foundational deliverable in the business architecture continuum. For example, the Food and Beverage industry capabilities model encapsulates end-to-end aspects of the business with a detailed, multilevel capabilities list.

There are several benefits from business capabilities, including, among others:

• Foster alignment between business and IT using capabilities as an everyday language.
• Capabilities are a structurally sound and internally coherent abstraction of business functions.
• A capability-based roadmap eliminates redundancy and replication and focuses on capability evolution.
• Juxtaposing capabilities and systems/applications provide a footprint analysis and can lead to better application portfolio rationalization decisions.

The food and beverage industry business capabilities map decomposes components up to three levels. Created by business architects and industry domain experts, the capabilities list is detailed, in-depth, and conforms to the construct of MECE (mutually exclusive and collectively exhaustive).

Who should use the F&B Capabilities Matrix?

The food and beverage industry business capabilities matrix is a generic model; hence, it is a starting point, not the final product. (Please note that a generic map covering multiple areas will not be specific to your specific company or business model; that is where our professional services can help customize and detail the capability model. Or you can modify and tailor it to your needs internally.) The primary users encompass:

• Business architects and enterprise architects.
• Leaders focused on business transformation.
• Product and program managers enabling capabilities.

The Food and Beverage industry is vast and complex and includes companies specializing in niche areas to global giants spanning every subsector. With modifications and customization, you can use the F&B industry capabilities matrix for the following sectors.

1. Packaged foods: This subsector includes the production and distribution of packaged food products, such as snacks, ready-to-eat meals, canned foods, frozen foods, and shelf-stable items.
2. Beverages: The beverage subsector consists of the production and distribution of various types of drinks, including soft drinks, juices, bottled water, tea, coffee, and functional beverages.
3. Dairy products: This subsector focuses on the processing of milk and milk-based products like cheese, yogurt, butter, and ice cream.
4. Meat and poultry: This subsector includes the processing and distribution of various types of meat and poultry products, such as fresh and frozen cuts, processed meats, and value-added meat products.
5. Seafood: The seafood subsector deals with the processing and distributing various types of fish and shellfish products, including fresh, frozen, canned, and value-added seafood items.
6. Bakery products: This subsector encompasses the production and distribution of bakery items, such as bread, pastries, cakes, cookies, and other baked goods.
7. Confectionery: The confectionery subsector includes the production and distribution of sweet treats, such as chocolate, candy, and gum.
8. Fresh produce: This subsector distributes and sells fresh fruits and vegetables directly from the producer or through intermediaries like grocery stores and markets.
9. Specialty foods: The specialty foods subsector focuses on the production and distribution of niche or premium food products, such as organic, gourmet, ethnic, and artisanal items.

Why Purchase a Business Capabilities Map?

Defining business capabilities from a blank slate takes time and effort and delays time to value. Instead, a pre-built and customizable business capability map helps provide 60-80% of capabilities allowing internal teams to focus on what is missing or unique to their companies.

And the cost is less than an inexpensive team dinner or the loaded cost of 4-5 team members brainstorming for an hour.

And far less than the deliverables consulting firms produce at over $100,000 or more, and compared to that number, the cost of our capabilities models is a fraction (a rounding error.)

Even if you already have a capability map, you could use our version to compare, validate, and potentially include missing capabilities.

A Note About the Artifacts:

• Business Capabilities Matrix: A functional area occupies one box in many business capability maps. Some may wonder why we decomposed the capabilities into 100X or more capabilities. We humbly submit that one box or entry in a one-page diagram is Wall Art, not an implementation tool. Decomposing capabilities into a nested list of granular items will help understand a capability’s depth, breadth, scope, and importance. It is also possible that some capabilities in our matrix may not be relevant to you. Similarly, we may have captured and documented some relevant and essential capabilities of your firm.
• Capability Definitions: We include capability definitions at Level 3. Please feel free to modify it to your company’s needs.
• Capability KPIs (Key Performance Indicators): We added a few KPIs for capabilities (mostly at Level 2) to get you started. You may not measure these KPIs in your company and have an entirely different set of metrics. Again, use them as a springboard, and not debate the applicability to your firm.

Fine Print:

• We sell digital products, so there are no returns, refunds, or replacements. Therefore, please read the product description carefully before making a purchasing decision.
• A generic set of deliverables and templates may or may not fit your needs, or the content relevance will vary substantially.
• Sold on an as-is basis and without any implied or explicit warranties
• Consultants and firms wanting to use it for their clients have a different pricing models.
• The sale is for digital products only and does not include customization or implementation help.
• Please review our standard terms of service.