Henri in ‘t Veld, Head of Product Management, Rademaker

Considering the market volatility, supply chain disruptions, energy costs, and workforce scarcity, what does this past year look like for your company when you draw the line? 

As for most companies, 2022 was a challenging year for us due to the various external aspects that have changed. Prices significantly increased, but also a shortage in the supply chain was something that we needed to handle. It was sometimes difficult for materials to be delivered on time or to arrange timely shipment of our machinery to clients. Furthermore, internally we had to deal with high energy costs. Luckily, four years ago we started to upgrade our supply chain and created more sustainable internal processes, so we could flexibly adjust ourselves to the market circumstances.

We are happy that due to fruitful partnerships that we have with our customers, suppliers, and our employees, we could handle the challenges together. 

What are your expectations for next year, keeping in mind the legacy of 2022, but also the current challenges?

We see opportunities because more than ever there will be a need for efficient, automated bakery solutions and this is where we stand out. 

Looking at Rademaker: from time to time, it will be a challenge to deal with the availability of the materials needed for our machinery and to get them delivered on time to install them on our machines. That is why our purchasing department has adjusted the working flow to handle this situation and to build even closer relationships with our suppliers. We also started partnerships with new, alternative suppliers just to make sure that we will be supplied with the required materials. 

What is the most important lesson you have learned in recent times? 

One of the most important lessons we have learned is to be flexible as a company in order to adapt to a changing environment. 

What do you consider to be the most valuable asset you have in 2023 as a company?

Internal bonding with our employees, the product innovation within the company and the strong relationship we have with our customers. We think this is the proper combination of assets to create a valuable company.  

As part of your growth strategy, how do you prioritize your investments versus your R&D efforts?

In order to keep up with market expectations, we focus on our existing organisational and development roadmaps. We are convinced that this focus, together with multiple customer partnerships will yield an optimal and sustainable growth of our company.

What was unexpected in 2022 and how did it impact your business?

The war that has started was perhaps the most unexpected thing that happened. We already have seen the increase of prices of raw materials and ingredients, but also the shortage of materials and growing uncertainty in various markets had a major impact.

Which are the most important drivers of change for your business in 2023? How do you plan to prepare for them?

Scarcity of materials in combination with the effect of energy prices will remain an important factor in our overall business approach. In 2023 also the ongoing actions in order to reach our sustainability goals will determine a significant part of our strategic targets. A key aspect of this strategy is to continue building strategic partnerships with suppliers as well as customers.

What would you like to see happening in 2023 for your stakeholders and business environment (in terms of policy, regulations, and market) in order for your business to thrive more? 
For 2023, we hope the global market will become more stable again. In particular, ingredient and energy prices but also the various supply channels, will hopefully return to pre-COVID levels. This should provide more room for leading companies in the bakery industry to take an important step towards further sustainable innovation.

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