欧洲消费品行业调查

过去两年，欧洲消费品行业的商业环境经历了巨大的冲击波：与英国脱欧相关的不确定性、COVID-19 全球健康危机、乌克兰战争，以及现在的能源和通胀危机。

这导致了持续不断且不可预测的重叠危机，造成了广泛的不确定性和破坏性，所有消费品制造商都需要应对这些问题。

这些危机需要迅速采取行动并灵活调整复杂的供应链，同时也增加了行政方面的挑战，以确保必要的原材料和配料到达生产基地进行改造并最终交付给欧洲消费者。

项针对食品/饮料、家庭护理和个人护理消费品行业 664家制造商的调查1表明，这些不断变化的挑战的影响是强大的，并且在所有规模的企业中都是一致的。

AIM ?

在接受调查的造商中：

EUROPEANBRANDS664 家制

25% 中小企业

全球营业额低于 5000 万欧元41%

全球营业额低于 3.5 亿欧元49%

全球营业额低于 10 亿欧元

供应链中断和成本增加意味着 2022 年消费品制造商的格局将发生重大变化

商品/原材料

的公司有
这些组件的成本膨胀超过 30%。
14%
的公司有
这些组件的成本膨胀超
过 60%。

1. 在 AIM、AISE、CosmeticsEurope 和 FoodDrinkEurope 的支持下，泛欧调查于 2022 年 7 月至 11 月进行。

的公司有经历了超过 30% 的包装成本膨

61%的公司有修改包装，因为他们无法找到它。

的公司有
胀。经历了超过 60% 的包装成本膨胀。

56%

的公司的能源成本增加了至少30%。

27%
的公司的能源成本增加了至少
60%。

劳动力短缺

不低于70%

的公司在某种程度上面临劳动力短缺，近四分之一 (23%) 的人经历了劳动力成本通胀翻倍的情况。

运输与物流

31%

的公司在运输和物流方面经历了超过 30% 的成本膨胀。

客户延迟付款

近三分之一 (31%) 的制造商面临下游客户逾期付款的风险，这对上游供应商产生了连锁反应。

9%

的公司在这方面经历了超过60% 的成本膨胀。

31%

处于价值链的中心意味着吸收来自各方的冲击

面对这些挑战，一些消费品制造商不得不迅速做出艰难但不可避免的决定。对于处于价值链中心的消费品制造商来说，这是一个特别的挑战，上游供应商努力满足对

成分、组件、包装和构成消费品创造一部分的所有其他因素，下游零售商加剧了供应链内的压力，需要通过分担成本负担来减轻这种压力。

83%

的公司不得不
由于成本膨胀的影响而做出改变以维持其生产。

的公司不得不减少他们的一些产品的生

57%

面对增加和意外的成本，制造商直在与

获得：

零售客户负责任地将部分增加的生产成本反映到他们的定价中。然而，这直很难

96% 的公司不得不吸收

2022 年的计划外成本，因为只有 4% 的公司能够将价值链下游的通货膨胀成本全部转嫁给零售商。

AIM?

I√

这些压力是在 COVID-19 的艰难岁月之后出现的，当时一些通往市场的路线长期关闭，对旅游和酒店业造成了特别负面的影响。一条保持开放的市场途径
是零售杂货市场
–尽管一些服装零售商因强制封锁而经历了严峻挑战。

对于一些人来说，绝对拒绝帮助吸收其中一些成本导致了困难，特别是因为他们仅依赖活跃在高度集中市场中的几家主要零售商：

#

我们2家最重要的零售商没有提高关税意味着我们在45%上亏损
我们的营业额

27% 的制造商在讨论期间受到客户威胁并（部分）退市：

不愿意接受供应链中断的现实，迫使人们做出不同类型的经济决策：

#

成本增加
(40-45%）我们体验到制造商的价格涨幅远远超过 (15%)零售接受：我们只能减少生产
避免破产 A

每个人都在吸收成本。只有三分之的制造商转嫁了高达 50% 的成本增长，这意味着大多数制造商不仅通过投入成本吸收成本膨胀，而且还使供应链适应所需的所有变化的成本。

对消费者价格有连锁反应吗？2

消费者价格由零售商根据其经营所在的竞争环境设定。

比利时消费者组织 Test-Achats最近发现，“您在法兰德斯的Colruyt商店支付的费用平均比在布鲁塞尔或瓦隆的Colruyt商店少”

35%
的国际零售商4有
提高消费价格，价格水平高于与厂
家协商的价格。

只有其他零售商的五分之已将价格定在较高水平。

1

杂货店客户的消费价格上涨幅度往往超出需要

对投资的未来影响

为了维持他们的活动并管理经济上可行的业务：

的公司已经减少了其产品种类的生产。

76%

的公司如果无法找到分担成本负担的方法，则计划进一步减产。

的公司，尤其是中小企业，将不得不削减成本，无论成本增加是否会转嫁。

对未来的影响

成本膨胀是供应链面临的众多问题之一。它对投资和就业产生了直接影响。到 2022 年，32% 的受访者暂停研发，23% 的受访者裁员，42% 的受访者减少计划投资/资本支出。到 2022 年，资源减少意味着投资和创新减少，从而影响 2023 年的前景。

SURVEY OF EUROPE’S CONSUMER GOODS INDUSTRY

EUROPEAN BRANDS ASSOCIATION

The business environment for the consumer goods industry in Europe has experienced dramatic shockwaves in the past two years: the uncertainties linked to Brexit, the COVID-19 global health crisis, the war in Ukraine, and now the energy and inflation crisis.

This has led to constant and unpredictable overlapping crises, causing widespread uncertainty and disruption, which all consumer goods manufacturers need to navigate.

Requiring swift action and agility to adapt complex supply chains, these crises have also increased administrative challenges to ensure that the necessary raw materials and ingredients reach production sites to be transformed and ultimately delivered to Europe’s consumers.

A survey1 of 664 manufacturers in the food/beverages, homecare, and personal care consumer goods sectors, shows that the impact of these evolving challenges is strong and consistent across all sizes of business.

Of the 664 manufacturers surveyed:

25% SMEs

Global turnover below €50 million 41%

Global turnover below €350 million 49%

Global turnover below €1 billion

Supply chain disruption and increased costs mean a significantly changed landscape for consumer goods manufacturers in 2022

COMMODITIES / RAW MATERIALS

of companies have experienced sourcing challenges to find components.

57% of companies have therefore had to make modifications.

of companies have experienced over 30% cost inflation of these components.

14% of companies have experienced over 60% cost inflation of these components.

PACKAGING

of companies have experienced over 30% cost inflation of packaging.

of companies have had to modify packaging because they could not source it.

of companies have experienced over 60% cost inflation of packaging.

SURVEY OF EUROPE’S CONSUMER GOODS INDUSTRY

ENERGY

56%

of companies have experienced an increase in energy costs of at least 30%.

27%

of companies have experienced an increase in energy costs of at least 60%.

EUROPEAN BRANDS ASSOCIATION

TRANSPORT & LOGISTICS

of companies have experienced over 30% of cost inflation in transport and logistics.

9%

of companies have experienced over 60% of cost inflation in this area.

LABOUR SHORTAGE

No less than

70%

of companies have been exposed to labour shortages to some degree, with nearly a quarter (23%) of them experiencing a doubling of labour cost inflation.

LATE PAYMENTS BY CUSTOMERS

Nearly a third (31%) of manufacturers have been exposed to late payments from customers downstream, which has had a knock-on effect on suppliers upstream.

31%

Being at the centre of the value chain means absorbing shocks from all sides

Faced with these challenges, several consumer goods manufacturers have had to take hard, but unavoidable, decisions – and quickly. This is a particular challenge for consumer goods manufacturers who are in the centre of the value chain, with suppliers upstream striving to meet continued demand for ingredients, components, packaging, and all else that forms part of the creation of consumer goods, and retailers downstream exacerbating the pressure within the supply chain that needs to be alleviated through sharing the cost burden.

83%

of companies have had to make changes to maintain their production because of the impact of cost inflation.

57%

of companies have had to reduce their production for some of their products.

Confronted with increased and unexpected costs, manufacturers have been negotiating with

reflect part of the increased cost of production into their pricing. However, this has been difficult to obtain:

96% of companies have had to absorb unplanned costs in 2022,

as only 4% of companies have been able to pass on the full cost of inflation downstream in the value chain to retailers.

→

These pressures come after the difficult years of COVID-19, where some routes to market were closed for long periods of time, with a particularly negative impact in the tourism and hospitality sector. The one route to market that remained open was the retail grocery market – although several retailers in apparel experienced severe challenges through imposed lockdowns.

AIM?

For some, an absolute refusal to help absorb some of these costs has led to difficulties, particularly because they rely on just a few main retailers active in highly-concentrated markets:

#

no tariff increase by our 2
most important retailers
means we are losing
money on 45%
of our turnover
27% of
manufacturers have
been threatened
and (partially)
delisted by
customers during
discussions:
Lack of willingness
to accept the
realities of the
supply chain
disruptions is
forcing different
kinds of economic
decisions:

EUROPEAN BRANDS ASSOCIATION

#

retailers threaten to delist products if we don’t keep the price the same

#

the cost increase (40-45%) we experience as manufacturers far exceeds the price increase (15%) retail accepts: we can only reduce productionto avoid insolvency 个

Everyone is absorbing costs. Only one third of manufacturers have passed on up to 50% of those cost increases, which means that the majority of manufacturers are absorbing not just cost inflation with input costs, but also the cost of adapting the supply chain to all changes required.

Is there a knock-on impact on consumer prices?2

Consumer prices are set by retailers based on the competitive environment in which they operate.

Belgian consumer organisation Test-Achats recently found that “you pay on average 7% less in a Colruyt store in Flanders than in a Colruyt store in Brussels or Wallonia” 3

35%

of international retailers4 have increased the consumer price at a price level higher than the price negotiated with manufacturers.

20%

Only one fifth of other retailers have set prices at a higher level.

#

Grocery customers increased their consumer prices very often more than needed

Future Implications for Investment

IN ORDER TO SUSTAIN THEIR ACTIVITIES AND TO MANAGE AN ECONOMICALLY VIABLE BUSINESS:

of companies have already reduced production of their assortment.

76%

of companies plan further reduction of production if they cannot find some way of sharing the cost burden.

of companies, particularly SMEs, will have to make cuts, regardless of whether or not the cost increase will be passed on.

Impact for the Future

Cost inflation is one of the many issues facing the supply chain. It has had a direct impact on investment and employment. For 2022, 32% of respondents have suspended R&D, 23% of them have reduced their workforce, and 42% of them have reduced planned investment/Capex. In 2022, less resources meant less investment and innovation, impacting 2023 prospects.

欧洲消费品行业概况-8页