Number of Pages : 57 leaves
Adviser : Prof. Nestor O. Rañeses
Abstract
Starting up a food manufacturing plant requires high capital investments, resources and time. It usually takes at least one year to build a plant before a company can fully launch a product. One of the most critical activities of a start-up is in its ability to speed up time to market. Thus, this study aims to determine a holistic view of the critical factors contributing to the success of a food manufacturing plant.
The assessment was focused on a start-up food manufacturing plant, which was established through a joint venture between a foreign and local company. This study used a qualitative benchmarking method through site evaluation, documentation review and interviews with the pioneering team. Additionally, tools such as the lean canvas business model, tree diagram, Gantt chart and Michael Porter's value chain activities emphasized the necessary conditions to launch a product.
There were six identified steps to leap from ideation to commercialization in six months. The first step included the creation of a pioneering team with the entrepreneurial mindset that drove the business. Secondly, the creation of a business venture set the overall direction, organizational structure and culture of the company. A viable business plan was advanced with the establishment of a marketing strategy. Two main considerations in the Philippines were product and pricing for consumers in market class B and C. The next step included building the supply chain management. This covered two phases from design to commissioning and commissioning to commercialization. The fifth step was the recruitment of the organization. The necessary conditions in the acquisition were to gather talents with bounce that can share their skills and expertise to the start-up, talents that can be built upon and individuals with stability. The last step was to protect the intellectual assets to ward off competitors.
By plotting these activities in its corresponding timeframes, it has been proven that a start-up food manufacturing plant can speed up time to market in six months.
The assessment was focused on a start-up food manufacturing plant, which was established through a joint venture between a foreign and local company. This study used a qualitative benchmarking method through site evaluation, documentation review and interviews with the pioneering team. Additionally, tools such as the lean canvas business model, tree diagram, Gantt chart and Michael Porter's value chain activities emphasized the necessary conditions to launch a product.
There were six identified steps to leap from ideation to commercialization in six months. The first step included the creation of a pioneering team with the entrepreneurial mindset that drove the business. Secondly, the creation of a business venture set the overall direction, organizational structure and culture of the company. A viable business plan was advanced with the establishment of a marketing strategy. Two main considerations in the Philippines were product and pricing for consumers in market class B and C. The next step included building the supply chain management. This covered two phases from design to commissioning and commissioning to commercialization. The fifth step was the recruitment of the organization. The necessary conditions in the acquisition were to gather talents with bounce that can share their skills and expertise to the start-up, talents that can be built upon and individuals with stability. The last step was to protect the intellectual assets to ward off competitors.
By plotting these activities in its corresponding timeframes, it has been proven that a start-up food manufacturing plant can speed up time to market in six months.
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