Supply chain overview

Our supply chain plays a central role in our business, ensuring that, in all our processes, we minimise our environmental impact and ensure sustainability in our value chain.

We produce and distribute more than EUR 153 million units of our products annually and we source our ingredients and packaging only from approved suppliers. They represent an important link in our value chain and they are our partners in our mission to conduct a sustainable business.

 

  • 3 plants
  • 15 production lines
  • 18 warehouses
  • 1,733 total suppliers

Focus on quality

In our own business, we are developing a culture where quality is a core value across the entire organisation. We have re-stated our zero tolerance for failure to meet standards and deployed a maturity continuum measurement to enable us to move our quality and food safety-focused culture to the next level.

This approach extends to our suppliers, too. Coca‑Cola HBC requires tier 1 suppliers to gain certification to the following standards: ISO 9001 (quality), ISO 14001 (environment) and OHSAS 18001 (health and safety). Ingredient and packaging suppliers must also achieve certification to FSSC 22000 for food safety and the Global Food Safety Initiative (GFSI).

Quality and food safety remain our top priorities, to make sure we meet customer and consumer expectations while delivering against our cost leadership commitments.

We have stringent processes in place to minimise the occurrence of quality issues. However, when they do arise, we have robust processes and systems in place so we can deal with them quickly and efficiently, ensuring that our customers and consumers retain confidence in our products.

Infrastructure optimisation

Our group operates in a vast territory that stretches from County Kerry, Ireland, to Russia’s Pacific coast and from the Arctic Circle to the tropics of Nigeria. While providing us with great opportunity, this footprint also challenges us to constantly optimise our operational infrastructure.

Our aim is to build a borderless supply chain than will supply our territory at optimum cost and have the capability to imbed innovative technologies, fast.

We’re continuously looking for opportunities to optimise our infrastructure, aiming to build or transform our existing plants into mega-plants that can effectively serve a country or an entire region. Optimisation like this takes into consideration the Group supply chain as a whole, from the number of plants and the number and nature of our filling lines to how many distribution centres and warehouses we have.