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 2 billion unit cases of our products annually across all Coca‑Cola HBC territories. Our supply chain organisation plays a central role in managing this responsibly, making sure that in all our processes we minimise our environmental impact and consider sustainability in our value chain - from sourcing raw materials and manufacturing the end product to distributing it to our customers.

Our Integrated Competitive Supply Chain 

We have adopted an Integrated Competitive Supply Chain (ICSC) approach, which is one of the most innovative transformations our company has ever undertaken. Moving from a country-based Supply Chain model to a functionalised Supply Chain, we work with other  business units within a Planning, Manufacturing and Logistics framework.  

Infrastructure optimisation

We operate 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 efficient 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.

The advantages for the island of Ireland

Our manufacturing and logistics used to be managed separately by each country. Since moving to an ICSC model, we have direct reporting lines into regional manufacturing, planning and regional supply chain services which allows us to share best practice. 

With closer ties with our Group Supply Chain, we have a greater ability to develop our local talent and their capabilities, driving functional excellence. 

The move to an integrated supply chain has offered greater career development opportunities for our people. We are expanding capabilities through faster and more consistent sharing of best practice. Paul Gorman, Country Logistics Manager

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.