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From complex tank planning to data-driven efficiency at Barry Callebaut

About Barry Callebaut

The Barry Callebaut Group produces high-quality chocolate and cocoa products and is the global market leader in its sector. The company operates in 138 countries and employs more than 13,000 people, with 66 production facilities and 26 Chocolate Academies.

The factory in Wieze, Belgium, is the largest chocolate factory in the world. Every day, the site produces around 1,000 tonnes of liquid chocolate, representing a value of over four million euros per day. From this facility, Barry Callebaut supplies international brands such as Mondelez, Nestlé, Hershey, Unilever and Tony’s Chocolonely.

The challenge

In 2022, Barry Callebaut was confronted with a salmonella contamination in a batch of lecithin from a supplier. As lecithin is used in all chocolate recipes, the company decided, as a precaution, to temporarily shut down the factory in Wieze.

After the restart, quality procedures were significantly tightened. Each delivery of liquid chocolate had to undergo a testing procedure before being sent to customers. The testing time is approximately 24 hours.

For deliveries to more distant markets, this is not an issue. Transport times there often take several days.

For customers in the Benelux, where transport times are often only a few hours, this created a complex planning challenge.

Chocolate therefore had to be temporarily stored while awaiting test results.

Storage in tanks was limited by available capacity. Letting trucks wait on-site was an expensive alternative. During peak periods, up to 60 trailers would be parked in a waiting zone, representing a cost of up to €60,000 per day.

“We could not justify these costs to the senior leadership team. We needed to find a way to structurally solve this challenge while at the same time reducing costs.”

Sumit Gupta, Supply Chain Planning Manager, Barry Callebaut

The solution

Barry Callebaut worked together with supply chain architects from valueXstream to develop a data-driven solution.

The goal was to optimally combine tank capacity and transport flows during the waiting time for test results.

Based on operational data, valueXstream designed a blueprint for the most cost-efficient way to temporarily store chocolate in tanks or trucks.

By combining partial loads and making smarter use of tank capacity, waiting costs could be significantly reduced.

ValueXstream then developed a planning tool that automates the process.

The tool provides operators with clear instructions on:

  • where chocolate should be temporarily stored
  • when it can be released for transport
  • how transports can be optimally combined

This way, all teams work with one central plan for tank capacity and deliveries.

Changes at customer level are also immediately processed, so operators always work with the most up-to-date information.

“Operators now work with the most up-to-date information. This makes the tool reliable and very user-friendly.”
Sumit Gupta

Fast implementation

In this project, valueXstream applied a pragmatic and flexible approach. The solution was developed based on existing operational data and in close collaboration with the teams in Wieze.

Within three months, the planning tool was fully implemented.

As a result, Barry Callebaut was able to quickly respond to stricter quality procedures without disrupting daily production and deliveries.

The result

By optimising tank capacity and transport planning, Barry Callebaut was able to drastically reduce waiting costs.

The costs related to waiting for test results decreased by more than 60 percent.

In addition, the planning tool brought more structure and transparency to daily operations.

Operators no longer need to make complex decisions based solely on their experience. Instead, they follow a clear process based on data and optimisation.

Collaboration between different teams also became easier, as everyone works with the same planning.

“We now have full visibility of the planning of our tank capacity. Our employees know exactly what they need to do and when.”
Sumit Gupta

Key benefits

Optimised planning of tank capacity
The planning tool provides clear guidelines for the storage and release of liquid chocolate.

Factory processes aligned with business objectives
Waiting time for quality control is efficiently integrated into operational planning.

Cost savings of more than 60 percent
Through optimisation and automation of the planning process, waiting costs are drastically reduced.

Fewer human errors
The tool automates complex planning decisions and increases the reliability of the process.

From Intuition to Data-Driven Craftsmanship at Bio Bakkerij De Trog

Bio Bakkerij De Trog proves that craftsmanship and scalability do not have to be opposites. By translating traditional baking expertise into structured processes and reinforcing it with data-driven insights, the company successfully expanded into international markets without compromising on quality, taste, or its authentic identity.

The challenge: scaling up without compromising quality and expertise

Bio Bakkerij De Trog combines organic baking rooted in traditional methods with a fast-growing export business. As demand increased, so did operational complexity. Much of the essential know-how lived in the experience of seasoned bakers. Recipes, production flows, capacity planning, and seasonal variations were largely managed through implicit knowledge.

That approach worked well while the organisation remained relatively compact. As the team expanded, food safety requirements became more stringent and production volumes increased, it became clear that experience and intuition alone were no longer sufficient. In an organic bakery, consistency is non-negotiable. There is simply no room for approximation.

“Running a business on intuition and experience is powerful, but not always efficient. ‘Close enough’ simply is not good enough.”
Hendrik Durnez, zaakvoerder en meesterbakker

The core question became increasingly clear: how do you scale an artisanal production process without compromising quality?

The approach: structure first, then systems

When transitioning to a new version of Navision in 2016, De Trog made a deliberate choice. Through their implementation partner, they were introduced to valueXstream. Their starting point was clear: digitalisation only delivers impact when the organisation and its processes are clearly defined.

Together, we mapped the company’s foundations in detail. Product categories, volumes, cost structures, lead times and capacities were made explicit. These building blocks created the basis for measurement, steering and targeted improvement.

The approach was pragmatic and closely aligned with shop floor reality. Investments were not driven by a pursuit of perfection, but carefully evaluated based on their tangible added value.

Embedding quality through the Green Label

Within the existing ERP system, valueXstream introduced the Green Label. For each product carrying this label, clear instructions were defined for every production step. These standards were developed and supported by the people on the shop floor themselves.

The result was consistent quality, reduced dependency on individual expertise and faster onboarding of new and temporary employees. Feedback from production was actively used to further refine both processes and products.

One concrete outcome was the extension of the shelf life of vacuum-packed sandwiches from 45 to 60 days. This improvement opened the door to new export markets.

Data-driven planning and cost management

Digitalisation at De Trog was primarily introduced to strengthen operational control. A clear example is the hourly labour cost indicator, which gives planners insight into the impact of decisions regarding shift schedules, temporary workers and overtime.

That level of transparency helped reduce the average hourly labour cost from 108 to 103. This had a noticeable impact on total labour costs, while preserving operational flexibility. Customers can still place orders until 1 p.m. for next-day delivery.

Analytical accounting also plays a crucial role. It enables the team to quickly detect deviations and make well-founded decisions based on reliable data.

Learning, engaging and continuously improving

The digital transformation did not go unnoticed. Bio Bakkerij De Trog was awarded Factory of the Future twice and received the Datanews Award for the most innovative digital project.

Training played a crucial role in that journey. In collaboration with valueXstream, the company invested in innovative learning solutions, beginning with gamified learning formats and later introducing mobile microlearning.
This made knowledge sharing accessible, measurable and engaging, including for non-native speakers and temporary employees.

This approach led to concrete improvements that helped employees adapt to change more quickly and effectively. In this case, we show how De Trog leverages a learning app to train employees in an intuitive and engaging way.

Result: scaling up while protecting product excellence

Today, Bio Bakkerij De Trog produces six to seven times more baguettes than in the past. This increase in output was achieved with the same number of employees and without compromising quality, taste or texture.

Automation supports repetitive and physically demanding tasks. The real added value still lies with the people.

“Customers are willing to pay for added value. The key is knowing where automation adds value, without compromising quality.”
Hendrik Durnez

The combination of deep expertise, structured processes and data-driven management positions Bio Bakkerij De Trog for continued growth, with sustained respect for quality, its people and the environment.

Trog app: merging training with playing

Bakery De Trog wanted to keep the knowledge level of all their staff as high as possible, so that they could also take on new employees on a temporary basis in an efficient manner. To this end, the company started using an interactive and adaptive app: BattleBakery. The valueXstream solution teaches De Trog’s processes, policies, and rules in a fun and competitive way.

Organic bakery De Trog from Ypres has been baking traditional bread with organic ingredients for more than 40 years, using both B2C and B2B brands. The range includes fresh, prepackaged, or frozen breads and pastries. De Trog supplies products to various shops and, for example, fills more than half of the bread racks of the Bio-Planet retail chain. In recent years, the company opened the first CO2 neutral bakery in Belgium and sent thousands of loaves of bread to Ukraine to support people living in the war zone.

Well-trained (temporary) employees

To be able to run seven days a week, the bakery supplements the permanent team with flexi roles. But how can you train temporary staff quickly and efficiently and onboard them effectively? For a food company like De Trog, hygiene and food safety are key, as is quality. The challenge is to guarantee that quality in a multilingual environment with ever-changing temporary staff. At the same time, the permanent staff need to regularly refresh their knowledge in an interesting and engaging way. When De Trog changes its way of working, it must immediately integrate this into its training.

BakeryBattle: the app that makes learning fun

valueXstream mapped out a full cost-benefit analysis of the project. “We compare the potential sales increase against the costs, such as the costs of the warehouse, utilities, and picking costs. That forecast revealed that holding stock locally would increase sales by 25% within 10 years,” says Van Hoeck. “In the longer term, we are more flexible with regard to phasing in and phasing out the product range.”

Practical effect

valueXstream offered De Trog a solution in the form of an app: BakeryBattle. Innovation agency NewBird integrated all the necessary knowledge into the app, which encourages repeated use through play. The employees install the app on their smartphone or tablet or access it on their PC, and challenge each other to a battle. A BattleQuiz consists of several questions, with or without illustrations, and the players immediately see the correct answer after answering.

“People like to measure themselves against each other. We use that in the game,” says Marc Van Hoeck of valueXstream. “With BattleQuiz, employees can compete while also learning important information. The app has different levels of difficulty, from easy to advanced, so that staff can progress to a higher level. New employees play BakeryBattle as part of their onboarding. In addition, each employee plays BakeryBattle three times a year during three to four weeks to keep their knowledge completely up to date.”

A handy poll to see the level of knowledge

More than 100 employees, suppliers, and external technicians play BakeryBattle. De Trog sees several advantages to the app. New employees can be deployed in the short term because they learn a lot quickly. An evaluation is also attached to the game results, so management can closely monitor the knowledge level of each employee and provide specific additional training when necessary. The evaluation could even lead to the revocation of access to the factory or the withdrawal of a staff member from certain activities. But that doesn’t prevent the players from having fun with the app. They appreciate the game format and its user-friendliness. Finally, the game also creates a good atmosphere among staff.

Technical environment

The software is a web application that runs as an app on iOS and Android. The app is developed with Backbone, Angular, and Cordova.

15% more turnover thanks to optimization of the supply chain at importer of southern specialty foods

Until recently, an importer of southern specialty foods was faced with a serious challenge. They didn’t deliver from stock, so customers had to wait up to a week for their orders. The result? Customers ordered small volumes to ensure that their delivery was fresh. valueXstream put their supply chain through a thorough overhaul to achieve efficiency gains and increased turnover.

The premise

Belgian catering suppliers love southern specialty foods, from tapenades and hummus to pesto and oven-dried tomatoes. So the client’s low order volumes had nothing to do with a lack of demand from the market. “The problem was in the supply chain,” says Marc Van Hoeck of valueXstream. “Our client wasn’t holding stock in Belgium, so customers had to wait at least a week for their orders. To ensure fresh products and to prevent waste, they only placed small orders. This meant the company’s turnover stagnated.”

The solution

A logistics assessment was done to discover how the company could deliver faster, with the aim of boosting order volumes. “This exercise showed that setting up a warehouse would drastically shorten delivery times.” A survey of catering suppliers made it clear that this effort would lead to bigger orders.

Cost-benefit analysis

valueXstream mapped out a full cost-benefit analysis of the project. “We compare the potential sales increase against the costs, such as the costs of the warehouse, utilities, and picking costs. That forecast revealed that holding stock locally would increase sales by 25% within 10 years,” says Van Hoeck. “In the longer term, we are more flexible with regard to phasing in and phasing out the product range.”

Practical effect

Based on valueXstream’s research, it turned out that the best solution was to outsource the warehouse management to a logistics partner. valueXstream prepared a request for quotation (RFQ) detailing all requirements in terms of packaging, software, labeling, traceability, and quality control. “We also chose the warehouse location. By documenting everything in detail, we were able to objectively compare the various logistics services providers,” continues Van Hoeck.

“Having their own warehouse and being able to purchase larger volumes meant the company could negotiate better terms from their suppliers. In addition, freight costs also decreased.”

Efficient inventory management and restocking of the local market

The valueXstream experts found major differences in rotation speed. They divided the inventory into three product groups (fast, medium, and slow) to create a more efficient restocking methodology. Each product group has its own order schedule. Fast products, for example, are done per week and per full pallet. For small quantities, the customer negotiated a discount when they order 14 days in advance.

SLA, labeling, and electronic order system

The customer bundles all agreements with its suppliers in a service level agreement (SLA). “To support the client, we created a methodology in Excel,” adds Van Hoeck. “It takes into account historical sales figures, delivery terms, and minimum order quantities.” valueXstream helped the company set up an in-house labeling system and implement an electronic ordering system. “Finally, we also made sure the catering suppliers knew about the faster delivery time,” concludes Van Hoeck.

The result

✔️ From 14 days delivery time to one day for Belgium and two days for the Netherlands. Thanks to the local stockholding and better terms with producers, the company can deliver to its customers much faster.

✔️ Because customers are receiving their orders faster, turnover has grown by 15%. Thanks to faster delivery, catering suppliers can order last-minute in good weather, which has led to a 15% increase in turnover.

✔️ A better overview of stock and order patterns has led to up to 30% less waste in the chain due to longer shelf life. By purchasing larger quantities more cheaply, driving full trucks, and reducing administration, logistics costs were reduced by almost 15%. This saving meant extra cost of stockholding turned out to be almost zero.