Food & FMCG
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Pharmaceutical
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Manufacturing
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Agribusiness
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Energy
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Flunger & Company operates in five sectors with their own dynamics, in which we have accumulated specific experience and knowledge. Food & Consumer Goods and Pharmaceuticals share proximity to the consumer and challenges related to channels, portfolio, and point of sale. Manufacturing and Agribusiness share a strong operational dimension, with challenges in production, operations, supply chains, and logistics. Energy has its own dynamic, marked by regulation and capital intensity, and is increasingly integrated with other sectors, especially Agribusiness.
This combination of experiences broadens our repertoire and allows us to apply knowledge and solutions developed in different contexts. In each sector, we present its main dynamics, our approach, and evidence of results.
The sector faces the challenge of delivering real growth with efficiency amid a demand that splits along two dimensions: on one side, genuine segmentation between consumers of different profiles; on the other, within each consumer, different logics of value-seeking and premiumization coexist. This complexity demands greater precision in pricing and channel strategy, alongside efficiency in service. Sustaining that growth requires operational and commercial efficiency in a context of rising financial, labor, and operational costs that compress the margins available for investment.
Across the board, we apply our strategic planning approach to identify new markets and develop strategies that address the challenges of each category. Our value proposition incorporates advanced methodologies, leveraged by Analytics, to design more effective channel and pricing strategies for each market. We apply supply chain optimization approaches to optimize inventories, redesign logistics networks, and raise supply chain efficiency, incorporating global best practices such as SCOR.
For one of Brazil's largest dairy companies, we defined the complete strategy fundamentals in the Strategic Puzzle, with five-year market scenarios.
View CaseFor a food company, we redesigned commercial coverage by geography and channel based on cost-to-serve: +10% in sales, +15% efficiency, +20% profitability.
View CaseFor a premium coffee producer and exporter, we raised industrial production quality, reducing the share of lower-quality coffees by 13–21% and increasing the share of premium coffees by around 20%.
For one of the world's largest food producers, we structured the digital transformation of logistics across four supply chains, with real-time monitoring.
View CaseThe pharmaceutical sector spans a spectrum from complex, highly regulated drugs to wellness, OTC, and dermo-cosmetic categories that compete under a logic closer to mass consumption. At the regulated end, portfolio, channel, and pricing decisions require analytical rigor and mapping of all patient access routes — public and private — articulated with the regulatory process that enables commercialization. At the consumer end, competition is decided by agility, channel, and brand presence, closer to retail logic than regulatory. Few consulting partners combine genuine depth at both ends, making the transition between them a critical point for value capture.
We serve both ends of the pharmaceutical spectrum with the same analytical discipline, applied to distinct clients at each pole. On the regulated side, we apply advanced statistical techniques — such as conjoint analysis and multi-source accessibility modeling — to support pricing decisions with robust financial, demographic, and epidemiological models. On the wellness and consumer side, we apply the same channel, portfolio, and point-of-sale discipline we have developed in retail, combining genuine depth at both ends of the sector.
For the launch of an obesity drug in Mexico, we identified the most relevant factors in patient and physician decision-making, guiding the commercial strategy.
View CaseFor the launch of an obesity drug in Brazil, we replicated the approach developed in Mexico, adapting the analysis to Brazilian market characteristics and identifying differences that determined distinct priorities and approaches for patients and physicians.
For the launch of a high-cost oncology drug in Mexico, we mapped all public and private payment routes and defined the price that enabled commercialization across different insured profiles.
View CaseFor a laboratory transitioning to the next generation of partners, we repositioned the portfolio and channel model, sustaining growth in a demanding market.
Serving the domestic market means competing with international competitors that may hold different competitive advantages — technology, subsidies, and other origin-related conditions. In international markets, the challenge lies in competing in segments where Brazil holds advantages but faces significant logistics hurdles. In this context, efficiency across the entire supply chain becomes essential. From procurement through global sourcing, to efficient manufacturing, to competitive delivery logistics — each step contributes to operational success.
In industry, we have successfully applied our strategic planning approach on numerous occasions, combining Scenario Planning and the Strategic Puzzle to address the major market challenges. Our supply chain optimization and cost reduction approaches — especially in implementing efficient S&OP processes — are a fundamental pillar for enhancing our clients' competitiveness.
For a leading pulp and paper company, we mapped the forest value chain and company capabilities, and defined the strategy fundamentals using the Strategic Puzzle and strategic affinity matrix.
View CaseFor a pulp and paper manufacturer with insufficient storage capacity for its operating volume, we redesigned the logistics model and reduced total logistics cost by 14%.
At an industrial automation multinational with aggressive sales targets, we restructured commercial management, S&OP, and support logistics, increasing sales by more than 15%, market share by more than 2%, and service level by more than 50%.
View CaseFor a low-profitability PPE manufacturer, we assumed direct management and executed a plan across commercial, cost, financial, and legal-corporate axes, recovering the best gross result in years and renegotiating financial debt.
View CaseThe global commodity market imposes a dual challenge on agribusiness: both inputs — such as fertilizers — and end products — such as coffee — are subject to market fluctuations over which the individual producer has little influence. This requires agility to identify the right moments to buy inputs and sell products, mitigating the impact of volatility by operating at the edge of efficiency. Precision agriculture, advanced technology, Analytics, and drones have shifted from differentiators to survival imperatives in a segment of extreme operational demand.
We build market scenarios to test the robustness of the producer's financial decisions, distinguishing tactical from strategic. In the field and in industry, we raise process quality and efficiency using data — from controlling critical decision points in manufacturing to managing visits and routes across operations covering hundreds of thousands of hectares, with technologies ranging from Artificial Intelligence to image processing. In the pursuit of scale, we evaluate the agricultural, industrial, and financial dimensions of the business in an integrated way, with technology and analytical models that support the investment decision.
For a premium coffee producer and exporter, we raised the industrial quality of the harvest and reduced operational variability, mapping processes, defining indicators, and implementing a new decision model supported by a dashboard.
For an agricultural technology company, we structured an Intelligence Center for remote monitoring, technical visit routing, and nationwide operations management. Dashboards integrated commercial, operational, and support functions, monitoring more than 1,400 farms across more than 400,000 hectares with more than 4,000 connected devices.
View CaseFor a premium coffee producer and exporter with high maintenance costs and frequent failures, we restructured maintenance with new preventive and autonomous discipline, increasing mean time between failures by more than 77% and reducing maintenance costs by more than 25%.
View CaseFor an international joint venture, we mapped Brazil's sugarcane energy sector and structured the process of identifying, evaluating, and prioritizing mills, using multidisciplinary valuation to support the investment decision.
View CaseThe energy sector faces challenges from generation to commercialization. The opening of the free market creates a real opportunity to win consumers who already exist, attracting foreign investors — but migration is rarely automatic. At the same time, the already-open market is going through an unprecedented combination of financial, pricing, and physical operation risks that reinforce each other, with weakened traders and growing short-term price volatility. In generation, the challenge of curtailment and the expansion of renewable sources require efficient management and open space for new storage technologies.
We structure strategy with the Strategic Puzzle and design the customer journey to capture the newly freed consumer, with the service model and technology needed to sustain scale. We implement risk management as a core competency — with indicators such as VaR and CVaR — to transform price volatility and the financial fragility of the free market into manageable variables. Faced with the expansion of renewables and the arrival of storage, we evaluate investments and structure business models that balance the physical intermittency of generation with the financial discipline demanded by today's market.
For an energy trading company, we mapped the sector value chain and applied the Strategic Puzzle to define its arena, value proposition, business model, and five-year targets.
View CaseFor a multinational electricity generation company, we evaluated strategic growth alternatives through scenario planning, formalized the strategic intent for assets in Brazil, and detailed the action plan and metrics system for its implementation.
For an international investor evaluating the implementation of a natural gas-fired thermoelectric generation portfolio, we assessed alternative turbine configurations and their operating conditions, supporting the investment viability decision.
For a private equity-controlled electricity distributor, we assumed direct management and restructured procurement, inventories, billing, and logistics, reducing inventories by more than 50% and improving service level.
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