18/06/2026
Portfolio simplification can strengthen manufacturing readiness.
FoodNavigator-Asia reports that Singapore-based Oishi Manufacturing reduced a catalogue that once numbered in the hundreds to around 20 core flavours while developing a streamlined OEM-focused model. The company now supports larger chain operations, including Shake Shack. [1]
[01] SKU decisions create operating requirements
Each additional product can introduce new material specifications, planning constraints, changeovers, cleaning controls, packaging formats, labels, inventory exposure, and release pathways.
These requirements are manageable when they are visible and deliberately designed.
[02] Core platforms can preserve customer variety
A versatile base product can support multiple menu applications without requiring every customer concept to become a separate manufacturing architecture.
This can improve repeatability, capacity utilization, and service consistency while preserving commercial flexibility.
[03] The manufacturing node must be part of portfolio planning
SKU expansion should be assessed against line configuration, batch economics, quality systems, warehousing, traceability, and service-level requirements.
That assessment is part of Strategic Vendor Architecture: aligning commercial choice with the capabilities of the physical supply network.
The Core Truth:
The objective is not fewer products by default.
It is a portfolio that can be manufactured, released, stored, and supplied consistently as customer demand grows.
Strategy is the commercial intent. The supply chain is the grounded reality.
[Fact-Check & Strategic Sources]
[1] FoodNavigator-Asia. (2026, June 17). Neapolitan reigns: Dessert experts highlight classic flavours for growth.