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BOSTON—Many CPG and retail companies have yet to deploy AI broadly across the demand-generating processes that they consider most strategic. In a new survey, nearly half of CPG executives identified idea to market as the most strategic process for AI, yet only 11% have scaled AI in this space. Retailers exhibit a similar pattern: 46% named offer to assortment as their top priority, but only 34% have scaled AI significantly in that area.

These are among the findings of AI in CPG and Retail: How Winners Are Pulling Ahead, a new report from Boston Consulting Group (BCG) and The Consumer Goods Forum (CGF). Based on a survey of 39 senior CPG and retail executives worldwide, the report examines how companies are applying AI across the commercial processes that drive demand—from innovation and pricing to assortment, forecasting, and customer engagement.

“The reason that some CPG companies and retailers are pulling ahead isn’t necessarily that they started from a stronger position,” said Nicolas De Bellefonds, BCG’s global AI lead and a coauthor of the report. “They set higher ambitions, mobilize their organizations around a few focused priorities with discipline, and effectively manage their data and technology ecosystems.”

Real but Uneven Progress

What Leading Companies Are Doing Differently

Although there are opportunities to deploy AI in support functions and to reset cost structures, the greatest potential for consumer companies lies in using AI to drive growth.

The value at stake is substantial. Scaling AI initiatives throughout the demand value chain could deliver 220 to 350 basis points of cumulative EBIT for CPGs and 180 to 360 basis points for retailers. Agentic capabilities could expand the opportunity nearly twofold over the next two to three years—up to 1.7x for CPG and retailers.

Six Questions for CEOs

The report identifies six questions that leaders should ask as they assess their AI readiness and transformation efforts:

  1. Are we aligning AI investments with strategic priorities?
  2. Are we ambitious enough, and how do we measure impact?
  3. How do we improve the odds of successful and sustainable transformation?
  4. What are the broader impacts on the workforce and operating model?
  5. How should we think about our data assets and tech partnerships?
  6. How do we move quickly without losing control of risks and costs?

“For CEOs, the honeymoon phase with AI is officially over. It cannot be a tech experiment anymore; it is a direct lever for your bottom line,” said Wai-Chan Chan, managing director at CGF. “The next two years will separate the leaders who are actually scaling these systems from the ones who are just talking about them.”

Media Contacts:
Eric Gregoire, gregoire.eric@bcg.com
Cesar Valadares-Colomb, c.valadares@theconsumergoodsforum.com

About The Consumer Goods Forum

The Consumer Goods Forum (“CGF”) is a global, parity-based industry network that is driven by its members to encourage the global adoption of practices and standards that serves the consumer goods industry worldwide. It brings together the CEOs and senior management of some 400 retailers, manufacturers, service providers and other stakeholders across 70 countries and reflects the diversity of the industry in geography, size, product category and format. Its member companies have combined sales of EUR 4.6 trillion and directly employ nearly 10 million people, with a further 90 million related jobs estimated along the value chain.

ボストン コンサルティング グループ(BCG)

BCGは、ビジネスや社会のリーダーとともに戦略課題の解決や成長機会の実現に取り組んでいます。BCGは1963年に戦略コンサルティングのパイオニアとして創設されました。今日私たちは、クライアントとの緊密な協働を通じてすべてのステークホルダーに利益をもたらすことをめざす変革アプローチにより、組織力の向上、持続的な競争優位性構築、社会への貢献を後押ししています。

BCGのグローバルで多様性に富むチームは、産業や経営トピックに関する深い専門知識と、現状を問い直し企業変革を促進するためのさまざまな洞察を基にクライアントを支援しています。最先端のマネジメントコンサルティング、テクノロジーとデザイン、デジタルベンチャーなどの機能によりソリューションを提供します。経営トップから現場に至るまで、BCGならではの協働を通じ、組織に大きなインパクトを生み出すとともにより良き社会をつくるお手伝いをしています。

日本では、1966年に世界第2の拠点として東京に、2003年に名古屋、2020年に大阪、京都、2022年には福岡にオフィスを設立しました。