Changing consumer expectations in the bakery industry are driving the milling sector toward a new production paradigm. In today’s market, where every product category—from bread and pizza to croissants and industrial bakery products—requires different functional flour characteristics, competitiveness is no longer determined by production capacity alone. Instead, it is defined by technology, data management, artificial intelligence, skilled human resources and personalized quality management. Speaking at the IDMA Global Grain & Milling Forum, Erhan Özmen, Chairman of the Board of Özmen Flour, said that the future of milling will depend on how quickly the industry adapts to the transformation taking place across the bakery sector.

Speaking at the IDMA Global Grain & Milling Forum held in Istanbul, Erhan Özmen, Chairman of the Board of Özmen Flour and one of the industry’s most respected figures, outlined the new competitive framework for the milling industry. He emphasized that, in an environment characterized by intense competition and shrinking profit margins, companies seeking to differentiate themselves must invest not only in production capacity but also in technology, data management, qualified human resources, know-how, brand-specific product development capabilities and a zero-defect production philosophy.

Erhan Özmen, Chairman of the Board of Özmen Flour

Addressing the session titled “Industry 4.0 in Milling: Smart, Sustainable and Scalable,” Özmen stressed that the primary force shaping the future of the milling industry is no longer limited to advances in production technologies, but is increasingly driven by the rapid transformation of the bakery sector.

Beginning his speech by thanking the organizers of IDMA, Özmen noted that the world is changing at an unprecedented pace, affecting everyone from corporations to individuals. He said that companies must now ask themselves, “How well are we adapting to this transformation?” and emphasized that the milling industry cannot remain outside this process of change.

THE BAKERY INDUSTRY IS EVOLVING RAPIDLY

According to Özmen, one of the most significant forces driving transformation in the milling industry is the rapid evolution of the bakery sector itself. He pointed out that the world embraces a remarkably diverse bakery culture, ranging from bread, pastries and traditional filled pastries to croissants, pizza and industrial baked goods. Every street, neighborhood, city and country, he said, has its own distinctive bakery traditions.

This diversity is continuously reshaping market demand, requiring the milling industry to respond at the same pace. Özmen emphasized that Industry 4.0, digitalization and artificial intelligence-powered technologies are no longer optional for the sector—they have become essential requirements.

QUALIFIED HUMAN RESOURCES ARE BECOMING INCREASINGLY IMPORTANT

Having established Türkiye’s first modern flour mill built on Industry 4.0 technologies, Özmen cited his own company’s workforce structure as an example of how technological transformation is reshaping human resource requirements. He noted that the number of white-collar employees at Özmen Flour is twice that of blue-collar workers, emphasizing that this is far from coincidental. In the new production paradigm, success depends not only on physical labor but also on people who can operate intelligent systems, take initiative and interpret production processes. According to Özmen, qualified human resources will be at the very heart of competitiveness in the years ahead.

“YOU HAVE TO OPERATE WITH ZERO DEFECTS”

One of the strongest messages in Özmen’s speech was that there is no longer any room for error in modern milling. “When you are supplying products across Türkiye’s 81 provinces and exporting to 30 countries around the world, there is simply no margin for product failure. Under today’s conditions and in such a highly competitive environment, you have to operate with zero defects,” he said, stressing that the milling industry must move beyond conventional production practices. According to Özmen, the traditional approach of producing standard flour blends is no longer sufficient. Every wheat variety possesses its own unique characteristics. Hard wheat, soft wheat, large-kernel wheat, small-kernel wheat and varieties with different quality attributes must each be evaluated individually. As a result, he explained, production at Özmen Flour is based on developing tailor-made flour solutions designed specifically for individual customers and brands.

BRAND-SPECIFIC FLOUR MIXOLOGY

Emphasizing that every customer, every bakery manufacturer and every market has its own unique requirements, Özmen said flour production must be tailored accordingly. In this context, he highlighted the concept of “flour mixology,” explaining that the company develops customized formulations for individual brands in order to deliver consistent and sustainable product quality.

He noted that even a one-percent variation in flour blends can significantly affect the quality of the final product, adding that such precision can only be achieved through advanced technology, effective data management and highly qualified human resources.

Özmen also revealed that artificial intelligence has become part of this process. His teams are already utilizing AI to develop brand-specific flour mixology solutions tailored to the unique needs of individual manufacturers.

MESOPOTAMIA’S WHEAT HERITAGE PROVIDES A COMPETITIVE ADVANTAGE

Reminding the audience that Özmen Flour operates in Gaziantep, Özmen said the company’s geographical location offers a significant competitive advantage. He described Gaziantep as a production hub situated in the heart of Mesopotamia—the birthplace of wheat—and noted that the region possesses an exceptionally rich genetic wheat heritage.

Referring to the wide range of wheat varieties that have preserved their original genetic characteristics and ancestral seed traits, Özmen said this diversity creates valuable opportunities for developing flours tailored to different product categories. He explained that it is possible to produce specialized flour types for pizza, croissants, sourdough bread, traditional pastries and industrial bakery applications. With the right technology and know-how, he added, the region’s unique wheat heritage can be transformed into value-added products for global markets. According to Özmen, the ongoing transformation presents not only significant challenges but also remarkable opportunities for the milling industry.

THE ERA OF LOCAL COMPETITION IS COMING TO AN END

Özmen stated that thinking solely in local, regional or even national terms is no longer sufficient. Millers seeking to remain competitive in global markets must develop organizations capable of transferring both their products and their expertise across international markets. He pointed out that leading global brands are able to maintain consistent standards in multiple countries thanks to their know-how, proprietary formulations and accumulated corporate expertise. The milling industry, he argued, should adopt the same approach by leveraging its knowledge, production standards and product development capabilities on a global scale.

According to Özmen, the role of today’s miller extends far beyond manufacturing flour. It is about creating the same level of quality, consistency and trust wherever the company’s expertise is applied around the world.

“Know-how is what strengthens our competitive advantage. It is know-how that leads to branding, and a brand ultimately represents trust,” Özmen said.

To illustrate this relationship, he compared a company to a strong tree: its roots represent human resources, its trunk symbolizes know-how, and its fruit is the brand itself. Without strong roots, he noted, neither the trunk nor the fruit can flourish. For this reason, he emphasized that qualified human capital remains the fundamental pillar of the milling industry, just as it is in every successful business.

DIGITAL INVESTMENTS ARE ESSENTIAL FOR GLOBAL COMPETITIVENESS

Özmen said that the company’s investment and purchasing decisions are guided by three core priorities: reducing labor-intensive processes, placing advanced technologies at the center of operations, and responding effectively to customer expectations.

Describing the company’s guiding philosophy as “advancing through continuous renewal and continuous improvement,” he said ongoing innovation is no longer a choice but a prerequisite for remaining competitive.

He added that Özmen Flour closely monitors evolving customer demands across global markets and continuously integrates technologies that improve digitalization, reduce operational workload and enhance production efficiency.

Concluding his remarks, Özmen stressed that companies seeking not only to remain in the global marketplace but also to strengthen their position within it must continue investing in digital transformation. According to him, sustained investment in technology and digital capabilities will be one of the defining factors of competitiveness in the future of the milling industry.