Hepil Doshi, Assistant Vice-President – Digital Transformation, Bikaji Foods
Digital transformation has become the defining force reshaping the consumer-packaged goods (CPG) sector. From rethinking processes and deploying automation to embracing artificial intelligence (AI) and sustainability, companies in the sector are navigating a journey that is as complex as it is necessary. In August 2025, tele.net organised a webinar on the “Digital Transformation Journey of CPG Enterprises”, which brought together industry leaders to share their perspectives on this shift. The experts discussed digital maturity, smart factories, IT-OT integration, sustainability and the future roadmap for technology-driven growth. Key takeaways from their insights…
Over the past few years, the CPG sector has gradually embraced digital transformation. Earlier, the industry largely functioned in silos, with each department using its own software and relying on the management information system (MIS) department to compile information and generate reports for management. That approach delayed decision-making. Now, around 60-70 per cent of the industry has begun its digital journey.
At Bikaji Foods, we are transforming our enterprise resource planning (ERP) by moving to a more robust and controllable system on cloud, which gives us greater flexibility and efficiency. Alongside ERP, we are deploying tools that convert physical data into digital forms. Analytics is still a challenge across the sector, but we have taken some steps to address this. One initiative involved developing a master data management (MDM) tool. It ensures a single source of truth across all plants and locations, centralising data management so that every decision is based on accurate, consistent information. Parallelly, in manufacturing, daily production data is critical, and recording it accurately and on time is often a challenge. To improve this, we introduced a mobile-based daily production reporting (DPR) tool. The results include higher yields, increased transparency and a more empowered workforce.
Moreover, business continuity in the CPG sector depends heavily on the reliability of manufacturing equipment. If equipment breaks down frequently, production and deliveries are disrupted. We, therefore, focus on quality assurance from the ground up, ensuring that our manufacturing facilities follow strict guidelines. Using standard-grade products also reduces the likelihood of machine failure, lowering breakdowns and preventing production stoppages.
When we evaluate digital projects, we measure their impact across three parameters: people, process and productivity. Each initiative must either help people, improve processes or increase productivity. If it does not meet one of these benchmarks, it does not serve its purpose. For people, the goal is to automate repetitive work. For example, we now use optical character recognition technology to scan invoices and automatically generate entries in the system. For processes, we want to ensure that tasks are completed on time, quality measures are properly captured and standard operating procedures are followed across all facilities. For productivity, yield is the critical measure. How well we control waste and how effectively we improve yield determine the success of any initiative. Every improvement in productivity directly translates to business growth.
As we move towards more connected operations, our aim is to have centrally driven systems with a single source of truth. We already use ERP across plants under the same standard operating procedures, ensuring uniformity and control. Simultaneously, we remain conscious of the risks that come with exposing data across locations and geographies. Cybersecurity is, therefore, a major priority. We focus on ensuring that data is not only accessible but also secure and used responsibly.
Further, automation has played an equally important role in Bikaji’s growth story. Historically, our brand was known for handmade bhujia. As the name suggests, the production was handmade and hence limited. And scaling would not have been possible without automation. Today, with automated systems in place, we are able to produce nearly 150 tonnes of bhujia per day with the best quality and the same taste. While capex requirements for industrial automation are high, we do not see them as a challenge once the return on investment is clear.
Another area we are focusing on is driving the adoption of digital tools within the organisation. For every digital initiative, we assign a single point of contact. This sense of ownership and accountability has helped us to drive adoption more effectively and quickly.
Looking ahead, I see the next phase of digital transformation in the CPG industry as one of exploration, validation and experimentation. In the past IT was an expense, now IT is a support function and in the near future IT will drive the business. Not every solution fits every company or use case, but if we do not try, we risk missing opportunities. The approach must be to identify specific needs, innovate, design solutions and deliver them in a way that supports business objectives. By validating business cases carefully, we can ensure that technology adoption expands visibility, strengthens operations, and contributes to overall growth.
In short, digital transformation for us is not about adopting every new technology that comes along. It is about creating an ecosystem where data is accurate, processes are standardised, equipment is reliable and technology adoption is meaningful.
