Portrait of Peter Lammers

A functioning food industry is systemically important for our society. I am enthusiastically working on their future direction

Peter Lammers

Peter Lammers


Caught between margin pressure, extreme weather, and regulatory requirements

The crises of our time are concentrated in the food industry: Extreme weather events in the wake of the climate crisis, geopolitical risks such as the Ukraine war and the effects of the COVID-19 pandemic are constantly presenting companies with new challenges.

Current situation in the industry


Position for new markets

COVID-19 has permanently changed consumer behaviour. Eating habits are changing against the backdrop of the home office trend, consumers are increasingly looking for healthy and regional products. In addition, distribution forms and channels are changing and the trend towards ‘snackification’ (frequent small meals) continues. Thus, all market participants are challenged: Producers need to invest in the traceability of their supply chains, switch to organic and provide snack offerings. At the same time, restaurateurs are developing new business models with a mix of delivery concept and stationary business. And: food retailers need a sustainable and regional product offer with a high degree of digitalisation.

We draw on extensive industry knowledge, which pays off in the form of higher margins, for example, when optimising the production footprint or portfolio optimisation. The world is a different place after the pandemic, and we have to adapt to this strategically and operationally.

Peter Lammers

Peter Lammers


Respond to the climate crisis

The climate crisis has long since arrived in our latitudes – increasing weather extremes make this clear, reducing yields in agriculture and increasing costs. Overall, this means that profitability is suffering, and companies' liquidity requirements are increasing significantly. With industry-typical low reserves, this often leads to a strained financial situation. And, due to the market structures – a small number of food retailers meets a high number of medium-sized producers – prices are under pressure and companies are only competitive if they are highly efficient.

It has long been difficult to pass on rising raw material, energy and labour costs. So the question is how to achieve maximum efficiency with simultaneous flexibility in the future. We help develop targeted measures to stabilize the earnings and liquidity situation.

Karsten Schulze

Karsten Schulze

Senior Partner & Member of the Board

Observe global standards

The macro trends in the food industry are promising: a growing world population and the increasing willingness of end consumers to pay higher prices are creating growth opportunities for companies in the agri-food industry. However, business models must now be designed with a promising future in mind and strategically positioned. And: The German Supply Chain Act (Lieferkettengesetz) creates new challenges. Companies are forced to trace their supply chain completely. The processes and structures for this are often still lacking. Suppliers will also have to be replaced in individual cases.

Changes in the regulatory environment in particular are affecting companies in the food industry in a variety of ways. For example, the question arises as to how supply chains can be clearly traced and what companies must basically do now. We provide answers to these questions.

Roman Bolay

Roman Bolay

Senior Director

Success Stories

Challenges & Solutions

A look at the details – what we do for companies in the food industry:

Expert Interview

What's in store for the food industry, Peter Lammers?

What distinguishes the agricultural and food industry in Germany?

First of all, there are very many medium-sized companies, which are not infrequently family-run and have a long tradition. Some of them have long since made the leap to internationalization and have an export share of 80 percent. Others are on that threshold. We provide very differentiated advice because we know the entire value chain from producer to retailer. However, it is noticeable that many manufacturing companies have a weak liquidity and earnings situation – for example, because rising wages and high energy costs cannot be passed on to customers. To do this, you have to imagine the market as a whole: Here, many medium-sized companies negotiate with a few large retail groups. In this respect, the producers' negotiating options are limited. On the other hand, the trade cannot do without many of these producers – so they are systemically relevant. We are seeing the negotiating position of individual producers strengthen again.

What role do the regulations of politics play?

The agri-food industry is one of the most heavily regulated industries. Any change can have a massive impact in some circumstances. A good example of this is the introduction of the minimum wage in the meat industry, which has really shaken up the industry. The impact of the Supply Chain Act is similar, igniting a major impact for many small and medium-sized companies as well, as they must be able to completely trace their value chain. By the way, it is also difficult to plan new investments when new regulations keep coming up – you don't even know if a new plant can be operated in the planned way for a longer period of time.

What is the situation of the trade?

It is interesting to see the way in which the emergence of online services is changing the situation. Traditionally, it has been very difficult to implement price increases in stationary retail in Germany. However, we now find that when consumers order online (incl. delivery) of food accepted higher prices. In this respect, this opens up a huge opportunity for data-driven solutions. At the same time, the major retailers already have large volumes of data on customer shopping behaviour, but so far they have hardly been used – even though this could be used to tap into new sales potential. However, many companies find this difficult. We help them comprehensively with building an effective digital strategy.

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