I haven’t written that title because I was a strident supporter of Brexit, quite the opposite in fact and I’m still somewhat shocked about the outcome of that now infamous vote. But the result is in and we should now all deal with its consequences and opportunities alike.
While thinking about this article I couldn’t help looking back to the 2007-08 financial crisis as being the last time everything felt quite as worrying. However, this was also the time when Simon Martin and I set up Fresh Approach Produce (FAP). Despite the hugely disruptive effect of the worst financial crisis for 50 years, a deflated market, currency uncertainty and a difficult growing season, FAP grew rapidly in its first year, achieving over £10 million in turnover and growing substantially for the coming five years after grasping the opportunity.
We now face a similar time of uncertainty in produce and, to be honest, a large proportion of the food supply chain. Key issues such as the likelihood of tariffs on food imports, the impact of a weaker pound versus the euro and the potential shortage of labour to manage the UK end of the supply chain represent massive challenges.
Yet, as an entrepreneur, you have to look at this level of disruption and ask: where are the opportunities?
The retail supply chains and their supply base have been structured around the previous 30 years of evolution and revolution, including the development of large central packing locations for produce. But the world of the UK food supply chain is about to change and the question now is what is the most effective, efficient and frankly cheapest way of meeting the needs of that market.
This may not be based on the larger businesses that are focused on how to use their current fabulous infrastructure and supply chain. Too many companies will look at what they have now and how can they maximise the potential of their existing processes and programmes, especially if their investments have been both recent and substantial.
And, as I look at the coming years, I think the supply chain will change substantially from where it is now. This will be not only a shift in process but could also be a significant change in strategy. Never has the idea, concept and emotion of food being produced in Britain been such a potential opportunity. When we look at fresh food and the challenges of being able to produce more food in the UK, there has never been more reason to do it. Not just because of the cost and the ability to deliver, but because for the first time in many years, the public really cares.
So we are now in a classic situation driven by, not what or how product is delivered, but why. And the why could just be about great British food.
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