Module 7 - Flour Milling Management

Q. Given that Gluten is expensive shouldn't millers make sure that they buy wheat with sufficient protein?

A. A logical question, but the subject of economic grist's carries further considerations, probably the most important one being that flour must be suitable for the purpose for which it is intended and where we discuss gluten addition versus gristing to achieve protein levels, then bread flour is generally the subject. Almost invariably, gluten addition is the more economic way of producing not only the required protein, but also a product more suited to modern production methods.

Generally wheats which are 'Class 1' with protein levels of around 13 -13.5% are used, perhaps with slightly lower protein wheats such as Soissons, which improve crumb colour and texture.

The most commonly used non EC imported wheat is Canadian Western Red Springs with an average (Dumas) protein of 16.5%. While the gluten in this wheat is of higher quality its inclusion in a grist to any significant degree is only justified for the smaller craft bakeries producing a traditional long fermentation type bread with superior crust and keeping quality. And this market continues to decline, as plant bakeries and in-store bakeries gain increasing market shares.

It is also sound economic sense to use gluten. Most dried gluten is produced from cheaper feed grade wheat produced during the starch extraction process. Currently, prices for this product at an average of 70% protein is around £600 per tonne.

Canadian wheat of standard quality would cost about £150 per tonne, with class 1 wheat at around £105 per tonne. Bearing in mind that approximately 1% protein is lost during the milling of white flour, due to the removal of the higher protein outer bran layers, and that extraction rates mean that 20-25% of the wheat becomes the by-product wheatfeed, then the case for adding gluten becomes clearer.

As an illustration, the cost of one tonne of Canadian Wheat Flour, produced for blending into a grist, would be:

Purchase price of 1 tonne wheat=£150.00
Assuming extraction rate of 79%=0.21 tonnes wheatfeed produced
Sale of wheatfeed at £90 tonne=£18.90
Cost of 0.79 tonnes flour=£150 - 18.90
 =£131.10
 
Cost of 1 tonne flour=131 / 0.79
 =£161
 
Using Class 1 wheats from the EU
Purchase price of 1 tonne wheat= £105
Assuming extraction rate of 79%=0.21 tonnes wheatfeed produced
Sale of wheatfeed at £90 tonne=£18.90
Cost of 0.79 tonnes flour=£105 - 18.90
 =£86.10
 
Cost of 1 tonne flour=86.1 / 0.79
 =£108.9


The Canadian flour would have a protein level of 15.5%
(16.5% - 1% loss)
The Class 1 EU flour would have a protein level of 12.5%
(13.5% - 1% loss)

To achieve a protein level of 15.5% by adding gluten to the Class 1 Flour:
% gluten needed = (P2 - P1) / (PG - P1) x 100

Where P2 = final protein, P1 = initial protein, PG is protein content of powdered gluten.
(15.5 - 12.5 ) (70 - 12.5) x 100
= 3 / 57.5 x 100
= 5.2

Each tonne of flour would require 52 Kg of gluten to bring it to a protein level of 15.5%

Gluten cost at £600 per tonne = £0.6 / Kg

Cost of 52 Kg = £31.20

Cost of 1 tonne of CWRS base flour = £165

Cost of 1 tonne of EU base flour = £ 139.20

The above is for illustration purposes, and the flours would only have commercial value as part of a blend.

Q. How should the Production / Sales / Transport Managers work to provide the best customer service?

A. The customer supply chain begins with orders received by the sales department, whether via a representative or telephone/fax order. Both production and transport departments should be informed as soon as possible of all orders, regardless of "lead-in" time. Computer systems have made this easier, where order details and required delivery times are available virtually as the orders are received.

Meetings should be held periodically between the three department managers and staff input should be encouraged as one route to problem solving.

Companies will implement differing systems, but general examples of responsibilities and necessary information flow between departments would be:


Sales:Inform production and transport of orders as they are received, including any items of note e.g. small vehicle access only, early am delivery, need to book loads in at specified times.

Give adequate notice of any sales promotion offers, etc which may require extra production runs

Keep customers informed of any changes or delays to arrangements
Production:Inform sales and transport of any potential problems or shortages.

Ensure production is planned to avoid shortages, without involving needlessly short production runs and changes.

Keep laboratory informed in advance so that testing and compliance certificates can be ready when vehicle is loaded, and delays avoided.
Transport:The warehousing function is usually under the transport umbrella of responsibility, and warehouse staff should be given sufficient notice of vehicle loading times where possible.

The load should be planned to ensure efficient routing and agreements made with customers on the delivery times, with diplomatic compromises made whenever possible.

Knowledge of routes will allow sensible loading of vehicle e.g. Loading to allow for which side of the vehicle will be most accessible at the point of delivery loading on a first on last off basis

Acceptable workloads should be agreed with drivers to avoid non-delivery returns and compliance with drivers hours legislation

Ensure efficient stock is available in the warehouse for loading, and that stocks are rotated.


The foregoing is a broad outline, and functions may differ between companies. A smaller concern may rely on production to ensure warehouse stock is sufficient, and some companies may contract-out the warehousing and distribution. Motivation of staff, team awareness, financial acumen, and a perception of the consequences of inefficiency are all necessary traits. Lost orders rarely return.
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