Taking pride as an Australian manufacturer, MD of SPC Global joined Food & Beverage Industry News to talk about its manufacturing, supply chain and product strategy. Dae Hong writes.
What’s rewarding when working in the food and beverage industry?
“When you’re bringing someone nourishment, it’s an actual privilege,” said Robert Iervasi, managing director of SPC Global.
With a Bachelor of Commerce and Law from Monash University, Iervasi began his career as a lawyer for companies like Coles, Cadbury and Schweppes Australia. Stepping into the fast-moving consumer goods (FMCG) space, he developed a passion for the industry over time.
“I liked legal and I liked finance, but I liked decision making even more,” he said.
From then onwards, Iervasi transitioned from a service provider role into corporate decision-making roles. He joined Asahi Beverages in 2011 as group CFO and general counsel, later taking on the role of group CEO and board director in 2019. In 2020, Iervasi led the acquisition of Carlton & United Breweries and drove profitability and growth across multiple categories, brands and channels. The transition to these roles gave him satisfaction. According to Iervasi, implementing decisions to provide nutritious foods and beverages for the community is rewarding work.
“Sometimes we underestimate what a privileged position you are in to be able to give food to communities and to individuals,” said Iervasi.
With more than two decades in the FMCG space, Iervasi joined SPC Global in 2023, becoming the company’s managing director the following year.
SPC Global
SPC Global is an Australian-based agribusiness specialising in food manufacturing, particularly large-scale fruit processing and packing. Its journey began in 1918 as a growers’ co-operative and its 100-year legacy has been sustained with roots in Australia’s agricultural heartland.
In 2019, Perma Funds acquired SPC. Since then, the company has expanded through the integration of new brands and innovation. When the business was re listed on the Australian Securities Exchange (ASX) in December 2024, it brought together the merger of four businesses – SPC, The Original Beverage Co., Nature One Dairy and Natural Ingredients. The company marks this as the moment it solidified its position in the market while fostering partnerships with farmers and businesses.
This structure has allowed the company to move beyond its traditional categories and expand into functional products, beverages and international markets. The result is a more balanced portfolio that is less reliant on domestic sales and more aligned with evolving consumer demand.
At the centre of this shift is a focus on manufacturing capability.
“We are a very proud manufacturer in Australia,” said Iervasi. “We have a couple of manufacturing sites including our Shepparton site in Victoria, which is our main food processing plant.”
The several facilities across Australia each serve a distinct purpose within the supply chain. For example, its Shepparton site remains the core processing hub, handling fruit and vegetable production at scale. Iervasi noted the site’s new capabilities.
“Our Shepparton site is now making bespoke food products that we’re selling throughout Asia,” he said. “That’s very much a fantastic manufacturing asset we have.”
This strategic role of producing tailored products for export markets is critical in balancing domestic supply with international growth. The company’s additional powdered milk functional manufacturing plant in Carrum Downs, Victoria, supports the export strategy. It produces functional dairy products for Asian markets with direct entry accreditation into China.
SPC Global also has a frozen meal manufacturing site in Auburn, NSW. This third factory focuses on ready-to-heat products and meals for individuals in need through NDIS approved customers.
“We’re quite proud that we can serve vulnerable communities with our frozen meal products,” said Iervasi.
Closing of Mill Park facility
With three manufacturing plants across Australia, the company has adopted technology to optimise production lines for its brands. There are lines dedicated to tomatoes, pears, apples and apricots with manufacturing capabilities that cover from whole fruits to diced and puree.
“Those lines that run throughout our site have been backed by incremental investments to bring those to life,” said Iervasi.
While its capabilities and facilities are noteworthy, SPC Global places priority on strategy beyond assets. This is shown through the company’s recent changes in its manufacturing strategy in February 2025, including the closure of its Mill Park facility and transitioning its production.
Supported by a proposed $23.5 million investment, the company identified a lower risk, more capital-efficient model that delivers higher savings with reduced investment and greater operational flexibility across its manufacturing network.
High growth brands like Juice Lab Wellness Shots will continue to be manufactured in house, relocating production and associated equipment.
“We’re currently automating and moving the two lines into our Shepparton site,” said Iervasi.
Juice Lab Wellness Shots is delivering approximately 60 per cent year-on-year growth and will be supported by targeted automation to enable scaling while maintaining quality and control.
Under the updated plan, the company expects annual savings of more than $8 million on capital expenditure of just under $3 million, with a payback period of less than 12 months. It intends to exit the Mill Park site by the end of August 2026.
Quality focus
For any food and beverage business, quality is king. The key to SPC Global’s approach in maintaining product quality is sourcing. Iervasi said what makes the company’s manufacturing assets and capabilities effective comes from where the plants are based.
“A lot of our produce is sourced close to the manufacturing site,” he said.
By locating sites close to growing regions, SPC Global can process produce shortly after harvest. This proximity supports regional economies and reinforces the company’s commitment to local agriculture.
“For example, our tomatoes will be picked and packed within 24 hours to ensure that we’re maintaining freshness and quality of Australian produce,” Iervasi said.
Another example comes from the closure of the Mill Park facility, where Original Beverage Co. products will be manufactured under a long-term agreement with Fair Dinkum Foods – an Australian owned co manufacturer.
“What’s exciting about working with them is that they’re based in Griffith, NSW, which is close to the location where we source our citrus products,” said Iervasi. “This reduces our freight costs associated with moving oranges and other citrus around the country.”
Shelf life has also emerged as a critical factor in export expansion. According to Iervasi, the Mill Park site did not have extended shelf-life capability, limiting the company’s potential to sell quality product overseas.
He said that by the time it hits the water and reaches international markets, there’s only limited shelf life.
By adopting extended shelf-life capabilities through partners like Fair Dinkum Foods, SPC Global can increase the viability of shipping products to overseas markets. With rising interest in Australian made products from Japan, Korea, Singapore and China, an extension of nine to 12 months supports quality for those regions.
A lens on health
Alongside strategies to mitigate short shelf life and ingredient sourcing, the company is adapting its product strategy to align with changing consumer preferences.
“Moderation, wellness, functional benefits and convenience are where the growth corridors are,” said Iervasi.
Products with added protein or other nutritional enhancements are becoming common, reflecting demand for food that delivers more than basic sustenance. To respond to these trends, SPC Global has launched offerings that incorporate functional features.
For example, it has introduced the SPC ProVital range developed using guidelines established by Arthritis Australia. It aims to provide a more accessible fruit snack for consumers with fine motor skill difficulties. Reformulated staples such as baked beans with added protein bring renewed relevance to established categories while appealing to younger consumers who are more willing to try new formats and less tied to traditional brands.
“The younger consumer is less brand loyal and more willing to try something new and different, but the focus is still on wellness and functionality,” said Iervasi.
Iervasi also discussed consumers seeking convenience. The rise of ready-to-eat and ready-to-heat products has influenced both product development and packaging decisions. Single-serve formats and microwaveable options are designed to meet the needs of time poor consumers, while also expanding usage occasions.
“Not enough businesses think about packaging as innovation,” added Iervasi.
Format, portion size and functionality all play a role in how products are perceived and consumed. For SPC Global, this means rethinking not only what it produces but how those products are delivered to market.
A modern supply chain
While these developments create opportunities, they also highlight ongoing challenges.
“It can be really tough to be a food manufacturer in the Australian market,” said Iervasi. “One of the challenges we face is ensuring that our infrastructure remains competitive on a domestic and global scale.”
Requirements related to labour, environment, packaging and trade all contribute to the cost of doing business. Although these regulations are necessary, they can impact competitiveness, particularly when compared to imported products.
Iervasi said the company is investing in modernising its operations and supply chain. Improving efficiency and reducing costs are essential for maintaining a viable manufacturing base in Australia. At the same time, efforts are being made to strengthen environmental performance, reduce waste and manage water usage, alongside initiatives focused on workforce diversity and inclusion.
“We’re the second biggest employer within the Shepparton region,” said Iervasi. “We’re committed to the success of the factory because it sustains a lot of families in the area.”
With workforce numbers fluctuating between 400 and 800 depending on seasonal demand, attracting and retaining talent remains a priority. The company’s integrated model, which spans manufacturing, branding and sales, allows it to offer a range of career opportunities.
This helps draw individuals with diverse skill sets, including those with experience in global organisations. Maintaining this balance between regional employment and broader capability is key to sustaining long term growth.
Proudly Australian
Iervasi said that pride in Australian manufacturing underpins every decision SPC Global makes. He explained that the closure of the Mill Park site was a necessary step to help secure the future of local manufacturing for the business, reinforce SPC Global’s commitment to Australian growers, and continue supporting the Australian economy.
“Sometimes we take for granted the concept of having Australian made and grown products,” he said. “When we say we’re proudly Australian, it is because we take pride in the quality of what we produce.”
As Australian food and beverage products are considered a premium offering internationally, Iervasi said the company feels “a corporate responsibility” associated with its processes to deliver new products that support manufacturing.
Moving forward, the long-term objective is to build a product range that resonates with consumers both in Australia and abroad. This involves leveraging existing manufacturing assets while introducing new ideas into established categories.
“We have the opportunity to create new excitement in those categories, and we certainly have the capability and capacity to do so,” said Iervasi.
SPC Global focuses on the word “reimagine”. Rather than repeating past approaches, the company is focused on rethinking how it delivers food and beverage products in a way that aligns with modern expectations.
This approach is underpinned by a broader view of the industry. Food and beverage manufacturing is seen not only as a commercial activity but as a contribution to everyday life. Providing nourishment carries both responsibility and opportunity, particularly as consumer expectations continue to evolve.
“When we think about the privilege to feed people, it’s quite an exciting vision to get out of bed every day,” said Iervasi.
Looking ahead, SPC Global’s direction is defined by a combination of operational change, product innovation and market expansion. The business is still in the early stages of this transformation, with its current structure only recently established. However, the foundations being put in place suggest a deliberate move towards a more resilient organisation.
