FOOD SECTOR
COMPILED BY Prashanthi Cooray
INVESTING IN SUPPLY CHAINS
Ameena Ziauddin appraises the trends shaping the food production sector
Q: How would you describe the current state of the food production sector in Sri Lanka and the South Asian region?
A: The food production sector in Sri Lanka and the South Asian region is undergoing a marked transformation. Driven by shifting consumer expectations and the aftershocks of the COVID-19 pandemic, the sector is becoming more agile, innovative and responsive to market demands.
There’s also a notable rise in strategic collaborations – mergers, acquisitions and cross border partnerships – that are reshaping the competitive landscape and opening up opportunities for growth.
Furthermore, international lifestyle trends are influencing local consumer behaviour. Exposure to content through platforms such as Netflix, social media and culinary shows is redefining taste preferences, food presentation and purchasing habits.
As a result, the market is not only responding to these trends but learning to anticipate them. This intersection of local resilience and global influence presents both challenges and opportunities for the region’s food production sector.
Q: How has the sector adapted to global disruptions such as the pandemic, geopolitical uncertainties or climate related pressures?
A: Sri Lanka has always demonstrated remarkable resilience and the food sector is no exception.
During the pandemic, we saw an extraordinary level of adaptability. Consumers became more self-reliant, and businesses responded with speed and creativity. For instance, local platforms such as PickMe swiftly evolved to deliver essential goods, and supermarkets transitioned to online shopping and home delivery models to meet urgent demand.
In the context of geopolitical uncertainties, Sri Lanka holds a strategic advantage. With access to both European and Asian markets, the country was able to pivot during global supply chain disruptions by leveraging regional trade routes and importing from Asia when other channels were strained.
Even during the economic crisis, the food sector found opportunity amid adversity. With reduced imports, local producers stepped up to meet domestic demand, driving rapid innovation and product development – and accelerating processes that might have taken years under normal circumstances.
Q: How do you view the future of cross border joint ventures in the food production sector? And what opportunities and challenges do you see when operating across diverse markets such as those in South Asia?
A: Cross border joint ventures represent a powerful growth avenue for the food production sector – especially in South Asia, where regional synergies are being increasingly tapped.
We’re already seeing promising examples including the Norfolk Foods joint venture with CP India to establish manufacturing operations in India. Both Maliban and Elephant House have formed partnerships with the Reliance Group – Maliban for biscuit production and Elephant House for beverage distribution in India through Reliance Retail Ventures.
These collaborations enable local brands to expand their footprint, scale manufacturing and gain exposure in new markets while retaining their brand identity.
However, cross border operations are not without challenges.
One hurdle is adapting products and services to suit local consumer preferences. What works in Sri Lanka may not resonate the same way in India or Bangladesh. Localisation – whether in flavour profiles, packaging or marketing – is essential.
Moreover, managing teams across different cultures and languages adds complexity. Cultural nuances, regulations and communication gaps can pose real barriers. Success requires strategic alignment, a deep respect for local insights and adaptability.
Q: What strategic approaches are proving most effective for long-term resilience in food production?
A: One of the most critical strategies is investing in supply chain security – building robust, flexible supply chains that can withstand global disruptions and adapt to changing circumstances.
Equally important is investing in people. A skilled and motivated workforce is the backbone of any successful operation. Continuous training, leadership development and empowering teams ensures agility and innovation across organisations.
Another key area is new product development. Consumer preferences are evolving rapidly and staying relevant requires a constant focus on innovation – whether it’s healthier options, sustainable packaging or culturally tailored products.
And finally, diversification – both in products and markets – is essential. Companies that spread their risks across multiple segments and geographies are better equipped to navigate economic uncertainty, and tap into new growth opportunities.
Q: How has your background in manufacturing engineering and financial management shaped your approach to innovation and strategic decision-making in food production?
A: My blended skill set has given me a holistic lens through which to view the sector. It allows me to balance operational efficiency with financial sustainability and ensures that every innovation or strategic decision is grounded in technical feasibility and value creation.
From an engineering standpoint, I focus on process optimisation, quality control and technological innovation within the production environment, while my financial background ensures that these improvements are aligned with business goals, cost efficiency and scalability.
This dual perspective enables informed and agile decision-making. Whether investing in automation, expanding product lines or entering new markets, I’m able to assess risks and returns with clarity and create systems that are efficient, innovative and financially resilient.
