Capacity Increase Challenge
Building a decision-ready roadmap to scale capacity for 2030 demand embedding an industrial vision and performance mindset
A growing demand, a finite footprint, and decisions that could not wait.
A leading food manufacturer faced a simple challenge: based on both conservative and optimistic demand scenarios for 2030, demand could increase from 100 million units in 2025 to as much as 150 million units by 2030.
However, increasing capacity was not simply a matter of adding new lines. OEE losses, workforce availability, storage constraints, changeovers and layout limitations all influenced the plant’s true production potential.
The key question became: how much capacity can be recovered from existing production lines, where is new equipment unavoidable, and which scenario gives the plant enough room to grow without overcommitting CAPEX, OPEX or execution risk?
11production lines
4technologies
350product SKUs
160direct labor
Results
+40%
capacity unlocked
+12% existing lines
OEE gains, line speed increase, work organization optimization
+28% new lines
2 new production lines instead of 4 initially planned
Avencore Approach
Start with the reality of plants, then make the investment discussion decision ready.
Avencore started from operational reality. Production data was consolidated, bottlenecks were quantified with plant teams and capacity scenarios were translated into concrete performance improvement, staffing, storage and investment decisions.
01
Rebuild the baseline
Reconcile production, workforce and organizational data to establish the plant’s true capacity.
02
Agree on market demand
Alignment across Sales, Marketing and Operations on demand scenarios for the next 10 years.
03
Optimize existing line
Quantify OEE, speed, changeover and staffing levers.
→ 40+ opportunities
04
Size new lines
Define where and when new production capacity is required.
05
Compare scenarios
Assess layout, storage, CAPEX, OPEX and operational / organizational risks.
06
Sequence ramp-up
Build a 2026-2030 roadmap
→ 2035 scalability secured
Develop a plant digital twin to simulate all the scenarios
Practical Outputs
Concrete evidence supporting decisions and execution
Capacity model
A simulation logic connecting demand, product mix, line allocation, opening time, line speed, changeovers and warehousing.
Opportunities portfolio
A quantified portfolio of line performance, changeover, maintenance, staffing and bottleneck-removal levers.
New capacity assessment
A multi-criteria analysis of additional required production assets to meet the demand (technology, CAPEX, layout, etc.).
Scenario scorecards
A comparison of industrial options across CAPEX, OPEX, storage, scalability, reversibility and execution risk.
Ramp-up roadmap
A 2026-2030 implementation roadmap combining performance, new capacities and organization.
“The challenge was not only to produce more. It was to decide what to improve, what to build, when to invest without locking the plant into the wrong industrial setup.”
Plant General Manager
Key Learnings: From Observations to Solutions
OBSERVATION
Fragmented production data made capacity decisions difficult
SOLUTION
Established a single source of truth and a shared capacity baseline
OBSERVATION
Significant capacity remained available on existing assets
SOLUTION
Identified performance, changeover, maintenance and workforce levers before considering new CAPEX
OBSERVATION
Workforce shortages had a direct impact on effective capacity
SOLUTION
Integrated staffing considerations into the ramp-up strategy
OBSERVATION
Storage constraints could become a bottleneck before production capacity
SOLUTION
Assessed storage optimization and expansion scenarios alongside production investments
OBSERVATION
Multiple industrial options existed with different risk and cost profiles
SOLUTION
Compared scenarios across CAPEX, OPEX, scalability, reversibility and execution risk
OBSERVATION
Future capacity requirements were highly dependent on demand and product mix
SOLUTION
Developed a digital factory model to support ongoing investment and ramp-up decisions