Before
The client's situation
- Installed capacity had expanded to about 32,000 birds a day against roughly 10,000 birds a day of actual utilisation.
- Under-utilisation increased per-kg operating pressure and left the business dependent on commoditised raw chicken.
- Growth avenues on the table included B2B, retail, value-added products, exports and adjacent diversification.
Challenge
The question that had to be answered
How should a poultry processor improve utilisation after expanding capacity from 10,000 to 32,000 birds per day?
MARC's approach
What we did
- 1
A diagnostic profitability and capacity cost assessment.
- 2
B2B market sizing across hotels, QSRs, caterers, institutions, distributors and modern retail.
- 3
An integrated 12-month action plan and a 3-year growth roadmap.
Result
What the work delivered
- B2B volume was identified as the fastest, lower-risk route to better utilisation.
- Value-added poultry needs customer validation and competitor benchmarking before any plant-level decision.
- Exports need country screening, an importer database and a cold-chain logistics assessment before they are treated as a growth lever.
Consulting takeaway
Growth strategy must start with economics. Scaling a low-margin product mix only increases stress unless capacity, customer and product profitability are sequenced correctly.
Capacity utilisationB2B growthValue-added poultryProfitability