1. Digital transformation starts with the business
One of the first insights from the discussions was that digital transformation only becomes useful when it starts from real improvement opportunities in the operation. The question is not just which system you want to implement. What matters more is where the way of working needs to become better, faster or more reliable.
In practice, that can mean more efficient planning, better access to real-time data, fewer manual steps, more control over the supply chain or better collaboration between departments and sites.
Business involvement is essential here. Ownership within the teams, clear priorities and regular alignment with the organisation make the difference between a project that is delivered technically and one that actually delivers results.
When ERP is mainly driven by IT, the impact often remains limited. When business, operations and IT start from process improvement together, ERP becomes a practical way to improve how the organisation works.
2. Processes, data and systems need to be in order first
A second takeaway from the event was just as clear: technology only works when the foundations are right.
Many companies want to digitalise faster, automate more or introduce AI over time. But without standardised processes, reliable data and clear governance, that remains difficult. The discussions confirmed that companies first need simplification and harmonisation before technology can really make a difference.
In Food & Beverage, that becomes visible very quickly. Production chains have many moving parts, quality requirements are strict and demand can fluctuate significantly. When processes differ by site, team or entity, steering the business efficiently becomes difficult.
Choosing an ERP system is therefore also a choice for more standardisation, better data quality and clearer governance.
Infor M3 is built for that need. It is designed for organisations with demanding operational environments and provides a basis to harmonise ways of working, improve data quality and support manageable growth.
The point is not to rebuild every existing process one-to-one in the system. A more sustainable approach is to align ways of working with best practices where possible and build further from there.
3. Value creation does not stop at go-live
A third takeaway: implementation is not the finish line.
Go-live is an important milestone, but the real impact often comes afterwards. Once the system is stable, it becomes clear where further optimisation is possible: refining processes, strengthening adoption, improving reporting or using better data and more consistency to unlock new opportunities.
Companies that come back together after stabilisation with business, IT and partners often get more out of their implementation. They keep people on the shop floor engaged and avoid ERP being treated as a completed project after go-live.
For Food & Beverage companies, that continuous optimisation matters. Markets change quickly, supply chains remain uncertain and operational priorities shift. An ERP landscape needs to be implemented properly, but it also needs to keep evolving with the business.
That is why a good implementation partner is more than a technical delivery partner. The right partner helps keep the roadmap clear, keeps the organisation involved and helps create additional results after go-live.
4. In a volatile market, resilience matters more than ever
A fourth insight focused on the wider context in which the sector operates today.
Geopolitical uncertainty, economic pressure, changing customer expectations and vulnerable supply chains are making operational resilience more important. Companies need to be able to respond more smoothly across sourcing, planning, production and decision-making.
In that context, ERP is no longer just a supporting back-office system. It helps companies gain more control over processes and data. A strong ERP system helps organisations respond to changes more quickly, anticipate risks more effectively and make decisions based on more reliable information.
AI was also part of the discussion, but with a clear nuance. Many companies have not yet seen many truly valuable AI use cases within ERP. The consensus was that AI only becomes relevant when data, processes and governance are mature enough, and when the use case solves a concrete business problem.
In other words: get the basics right first, then look carefully at where AI can really add value.
Why Infor M3 is relevant for Food & Beverage
The takeaways from the event closely match the challenges for which Infor M3 is often considered.
Infor often comes into the picture for companies that want to replace their current ERP because the system can no longer keep up with the scale or complexity of the business. It is also relevant for companies that want to move to the cloud, are dealing with supply chain volatility and margin pressure, or need industry-specific processes instead of heavy customisation.
That distinction matters in Food & Beverage. Generic ERP solutions can reach their limits when processes become more demanding, for example around production, inventory, planning, traceability, quality control or multi-site operations.
Infor M3 helps bring more structure, predictability and speed to environments like these. Not by putting technology at the centre, but by using ERP as a basis for standardised processes, reliable data and continuous improvement.
Our role as an Infor implementation partner
We support organisations in Food & Beverage, Distribution and Fashion with the implementation and optimisation of Infor ERP solutions, with a strong focus on end-to-end processes and supply chain integration. That approach reflects the key insights from the event: ERP works best when business, operations and IT are involved together, when processes are clear and when the project does not stop at go-live.
We combine deep Infor expertise with a business-first approach. Technology is never the starting point on its own. The main question is how to make sure the way of working is fit for today and ready to grow tomorrow.
In practice, we support companies with strategic advice, deep knowledge of Infor M3, a clear roadmap and governance, and guidance in the collaboration between business, operations and IT. As a local implementation partner in the Benelux with a strong focus on Infor M3, we understand not only the platform, but also the processes and sector-specific challenges behind it.
