May 16, 2020

Cargill acquires pet food manufacturer based in Ohio

Cargill
Pet-Pro
US
US
Sophie Chapman
1 min
Cargill to acquire Pet-Pro
One of the world’s largest pet food and animal feed companies in the world, that reported revenue of $109.7bn last year, has acquired a pet food manuf...

One of the world’s largest pet food and animal feed companies in the world, that reported revenue of $109.7bn last year, has acquired a pet food manufacturer from Ohio.

In a bid to expand its business Minnetonka-based Cargill Inc. will buy Pro-Pet, it announced on 2 January.

“Cargill's vast resources and competency in sourcing of commodities, along with their reputation in the agricultural retail business sector, makes Cargill the natural and best partner for Pro-Pet,” commented President and CEO of Pro-Pet, Jim Wiegmann.

“There is no organization that can leverage the strengths and capabilities of Pro-Pet better than Cargill, which will enhance our ability to serve retail partners and pet food brand owners.”

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Pro-Pet employs 150 in St Marys, Ohio, where it manufactures pet food for private labels, including Black Gold.

“The pet food category continues to change, as indicated by the increased focus on premium offerings,” reported Mark Lueking, US Managing Director for Cargill Feed and Nutrition.

“Pro-Pet has the capability to satisfy this market need, and our mutual passion for serving customers make us a strong cultural fit.”

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May 12, 2021

Gartner: Leaders Lack Skilled Smart Manufacturing Workers

SmartManufacturing
DigitalTransformation
DigitalFactory
ConnectedFactory
2 min
57% of manufacturing leaders feel that their organisations lack the skilled workers needed to support smart manufacturing digitalisation

With organisations rapidly adopting industry 4.0 capabilities to increase productivity, efficiency, transparency, and quality as well as reduce cost, manufacturers “are under pressure to bring their workforce into the 21st century,” says Gartner.

While more connected factory workers are leveraging digital tools and data management techniques to improve decision accuracy, increase knowledge and lessen variability, 57% of manufacturing leaders feel that their organisations lack the skilled workers needed to support their smart manufacturing digitalisation plans.

“Our survey revealed that manufacturers are currently going through a difficult phase in their digitisation journey toward smart manufacturing,” said Simon Jacobson, Vice President analyst, Gartner Supply Chain practice.

“They accept that changing from a break-fix mentality and culture to a data-driven workforce is a must. However, intuition, efficiency and engagement cannot be sacrificed. New workers might be tech-savvy but lack access to best practices and know-how — and tenured workers might have the knowledge, but not the digital skills. A truly connected factory worker in a smart manufacturing environment needs both.”

Change Management

Surveying 439 respondents from North America, Western Europe and APAC, Gartner found that “organisational complexity, integration and process reengineering are the most prevalent challenges for executing smart manufacturing initiatives.” Combined they represent “the largest change management obstacle [for manufacturers],” adds Gartner.

“It’s interesting to see that leadership commitment is frequently cited as not being a challenge. Across all respondents, 83% agree that their leadership understands and accepts the need to invest in smart manufacturing. However, it does not reflect whether or not the majority of leaders understand the magnitude of change in front of them – regarding technology, as well as talent,” added Jacobson.

Technology and People

While the value and opportunities smart manufacturing can provide an organisation is being recognised, introducing technology alone isn’t enough. Gartner emphasises the importance of evolving factory workers alongside the technology, ensuring that they are on board in order for the change to be successful.

“The most immediate action is for organisations to realize that this is more than digitisation. It requires synchronising activities for capability building, capability enablement and empowering people. Taking a ‘how to improve a day in the life’ approach will increase engagement, continuous learning and ultimately foster a pull-based approach that will attract tenured workers. They are the best points of contact to identify the best starting points for automation and the required data and digital tools for better decision-making,” said Jacobson.

Long term, “it is important to establish a data-driven culture in manufacturing operations that is rooted in governance and training - without stifling employee creativity and ingenuity,” concluded Gartner.

Discover Gartner's Five Best Practices for Post COVID-19 Innovation' in manufacturing.

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