Vishal Jain, Head IT Infra and Security, Delmonte 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…
Digital transformation is a must-have requirement for the FMCG sector. From taking orders via apps to processing products and invoicing, everything is digitised. What this really means is that technology is the backbone of how businesses are run. In the past, our focus was on increasing business efficiency through process automation and digitalisation at the function and plant levels. Every step can benefit from data-led insights, and companies that ignore this are bound to lose competitiveness.
Building on that, operational technology has become a key enabler. Predictive analysis for machinery maintenance helps reduce problems and increase efficiency. Our own journey began four years ago with robotic process automation for simple, repetitive back-office tasks, which we then gradually extended across business lines. Today, we are exploring agentic AI to save time and cost. Management strongly appreciates this, understanding the industry requirement for analytics and time saving. These gains also build trust between business and IT, showing that digitalisation is not an abstract investment but a tangible enabler of growth.
Adoption becomes easier when initiatives are tightly aligned with business priorities. This helps formulate solutions that fit business needs, not just IT preferences. Culture is another element that strengthens digitalisation. We run an initiative called “WOW: War on Waste,” a whole-organisation approach where each department is responsible for saving costs, reducing wastage in time, efficiency or processes, and reviewing workflows. Efforts like this maximise the impact of digital programmes because transformation is not just a chief information officer’s agenda – it belongs to the entire organisation.
Sustainability is also inseparable from digital transformation. We consume a lot and generate carbon dioxide emissions. It is our responsibility to reduce them and propose sustainable solutions that lower the carbon footprint globally. This is part of our environmental, social and governance goals and a global initiative affecting organisation, plants and manufacturing. Every new system we design is assessed not only for cost or efficiency but also for its environmental impact. Whether it is energy monitoring in plants or reducing paper-based processes, sustainability is embedded in decision-making.
That said, challenges remain. Return on investment (ROI) should be measurable, and the value-add and total cost of ownership must be clear. Digital projects cannot survive only on intent; they need clear metrics that show business value. For example, automation must demonstrate productivity gains or reduced downtime, otherwise it becomes difficult to justify future investment.
When it comes to next-generation tools such as GenAI, the industry is curious but cautious. GenAI is promising, but adoption is still early. It is too immature for measurable outcomes. The pragmatic approach is to monitor developments closely, experiment with small pilots and avoid betting the organisation on it just yet. Traditional AI use cases such as image recognition, demand forecasting and predictive maintenance are already delivering measurable results and will remain the base layer for now.
Adoption of digital technologies also depends on effective change management. User training is essential. In my organisation, we communicate extensively with teams and departments and encourage user training, not just in IT, but across all users adopting new technology. A few years ago, we implemented OneDrive. We had to change habits around local backups and file management. Gradually, adoption improved.
Looking ahead, digital transformation is not a destination but a journey. From both organisational and national perspectives, we need the right infrastructure, security and training. It is continuous. Leaders expect live plant, sales and operational metrics on handheld devices. Achieving this requires the right vendors and solutions, but it also requires clarity of vision. The CPG sector, in particular, cannot rely on legacy models when demand cycles are short and customer expectations are high.
What we see emerging is an ecosystem approach. Instead of isolated tools, companies will move toward connected, scalable platforms that link operations, supply chain and sales. The winners will be those who not only invest in technology, but also embed it into business culture, processes and long-term goals. For FMCG, the next few years will determine who adapts fast enough to stay competitive. For us, the focus remains on agility, measurable ROI, sustainability and preparing our workforce to think digital-first. That, in essence, is how the journey will unfold.
