Client
A global tea and beverage manufacturer with a rapidly expanding product portfolio. The company manages hundreds of ingredients, multiple suppliers, and a wide range of packaging and regulatory requirements across multiple markets.
Situation
The global tea company was preparing for a digital and ERP transformation but lacked clarity on how data, systems, and workflow fragmentation were limiting scalability. Critical processes such as batch release, scheduling, and co-manufacturing coordination relied on spreadsheets, email, and tribal knowledge instead of systems. There were eight unintegrated applications with no single source of truth, inconsistent naming and version control, and a product data model designed around fixed-weight BOMs, limiting flexibility and scale.
Approach
Frame and Flight led a structured master data discovery and strategic roadmap initiative.
Frame and Flight applied its Digital Manufacturing and Master Data Strategy methodology to uncover the root causes behind operational inefficiency and prepare the company for sustainable digital transformation.
Aligned Business and IT – Delivered a business case that connected investment decisions to measurable value, sequencing digital and system initiatives in a logical, risk-mitigated order.
Mapped Current State – Conducted a full assessment across people, process, data, and technology to identify manual workarounds, redundant tools, and disconnected workflows.
Analyzed Product Data Model – Evaluated recipe and formula structures to determine how the existing weighted BOM model constrained scaling, manufacturing flexibility, and ERP readiness.
Defined Data Ownership and Governance – Established governance roles, ownership structures, and a stewardship model to maintain consistent data quality and control.
Built a Transformation Roadmap – Designed a phased roadmap connecting business capability needs to technology enablement. The roadmap included master data remediation, governance activation, digitization of key workflows, integration architecture, and analytics enablement.
Results
| Before | After |
|---|
| Disconnected systems, manual approvals, and heavy spreadsheet use | Clear path to a single source of truth and digitized workflows |
| Rigid, fixed-weight BOMs preventing scalability | Defined approach to percent-based BOMs enabling flexible formulation and scaling |
| Reliance on tribal knowledge and inconsistent data ownership | Governance model and stewardship roles defined across functions |
| Fragmented data and reporting | Integration blueprint linking PLM, ERP, and other enterprise systems |
| Unclear investment and sequencing | Phased roadmap for governance, digitization, integration, and analytics |
The engagement provided leadership with visibility into process gaps, data dependencies, and system interconnections. It also created an actionable plan for how to modernize without disruption and how to build toward an ERP-ready, digitally enabled future.
Outcome
Frame and Flight helped the global tea company understand the true nature of its process and data challenges by applying deep expertise in digital manufacturing. Rather than simply implementing new systems, the engagement clarified the business context, defined the master data structure, and built a strategy for enabling meaningful technology investment.
The company now has a cohesive vision, a sequenced roadmap, and a governance framework to move confidently toward digital maturity. They are equipped to implement future systems that enhance decision-making, compliance, and operational efficiency, while maintaining flexibility to grow.