Super Group Ltd Ar

Super seeks to create value firstly from gaining Market Power. The main strategy that Super adopts is Vertical Integration, where it produces its own inputs and owns its own source of output distribution.

Food Supply: In 1993 he invested in a production line for cereal flakes and before long was building his own plants to produce coffee-mix ingredients–including soluble coffee powder and nondairy creamer–so he could manage quality and supply.

says the 62-year-old father. “It’s all in-house technology, from manufacturing to branding, from hardware to software. We know how to build sophisticated systems very efficiently and economically,

2012:

2012: Integrated Business Model; Sustainable Growth

The integrated business model is reaping benefits for the Group’s plan to build and maintain a sustainable business built on growth. Both business segments, Branded Consumer and Food Ingredients, have synergies which the Group is continually leveraging. This is evident, for instance, in the recently completed freeze-dried coffee production line and the upcoming botanical herbal extract production facility whose products can be used by both Food Ingredients and Branded Consumer business segments. For the Branded Consumer business segment, these new food ingredients can be used to deliver new product variants targeted at affluent consumers.

The Group is also on track to complete the construction of its factory extension at the existing Tuas plant, which will house all of the Group’s business and production operations in Singapore. By having all operations at a single site, the Group aims to drive cost and operational efficiencies. The expanded Tuas plant will also serve as the Group’s Headquarters and Research & Development Centre, it is expected to be ready by early 2014.

Going ahead, the Group will drive business growth and developments with very strong branding at both product and corporate levels as part of its long-term goal of building brand-loyal customers. The Group will also maintain its focus on driving cost efficiencies through higher productivity, and be fast on the market with product innovations and grow its product portfolio.

2013: STRENGTHENING FUNDAMENTALS

Our business and operational fundamentals are sound and we would continue to build on them as we further develop both our BC and FI segments.

Our integrated business model with two thriving business lines had proven to be a strategically sound decision. The Super Group is now widely recognised in Asia as a leading integrated food and beverage player. Since FY2009, the Group’s total sales had grown an average CAGR of 17 per cent per year. There are tremendous potential for productivity gains, operational improvement, greater innovations, marketing effectiveness and higher sales by exploring and leveraging on synergies from closer integration of the two businesses.

As we roll out our branding efforts across the region, we would standardise the 'SUPER' brand identity across all regions and product platforms. A single brand identity would enhance the mutual growth potential of the two businesses segments.

We are currently expanding our production facilities in Malaysia and China. Our state-of-the-art production facilities are located in close proximity so as to better integrate the production of food ingredients and instant beverage products, which would ultimately lead to improved productivity, more effective costs management and higher quality products. In addition to deploying advance production systems, we also incorporated the latest food technologies in our production processes.