A global dairy company consolidates its operations and R&D functions onto a single campus that is building synergy in downtown Green Bay.
Schreiber's Home Office and Global Technology Center in downtown Green Bay, Wisconsin, is a lesson in business strategy and community building. The global dairy company set ambitious goals to transform its business model and civic profile when planning a new 250,000-square-foot headquarters. With approximately 700 employees (or partners, as Schreiber refers to them, since the company is employee owned) locally and 7,000 globally, Schreiber is one of the world’s largest dairy companies. It serves a diverse customer base, from restaurants and institutions to grocery stores and food manufacturers.
Yet its hometown headquarters and research facilities, which were housed in six separate buildings throughout Green Bay, lacked modern research space and appropriate building infrastructure to support the company’s strategic plan. That plan involved bringing employees and customers together to collaborate on new products and reinforce Schreiber’s commitment to the community.
To achieve Schreiber’s strategic goals, the new building consolidates the dairy company’s business operations and its research and development (R&D) functions onto a single campus housing offices, customer application and development suites, research labs, sensory testing facilities and a pilot plant while creating a stronger civic identity. The dual goal of business growth and community commitment guided the planning process.
Founded in 1945, Schreiber has always been one of Green Bay’s major employers. Its historic commitment to the city informed the company’s decision-making when its board of directors began planning a new facility in 2011. The company looked at multiple locations throughout the city and surrounding suburbs, and even briefly considered out-of-state locations. But the overriding sentiment among stakeholders, many of whom had deep Green Bay roots, was to stay in the city.
Downtown Green Bay, in particular, offered key attractions for the company because it enabled Schreiber to tie into existing businesses, city infrastructure (streets, sewers, power distribution systems, etc.) and transportation networks. Developing a new building there also offered opportunities for Schreiber to make a visible impact on urban renewal. Downtown was economically struggling, and at the geographic center of this economic decline was Washington Commons Mall, an urban shopping center that had become a particular eyesore since it closed in 2006.