Instant Tea Premix Manufacturing Plant Project Report 2026: Industry Trends, Plant Setup, Machinery, Raw Materials, Investment Opportunities, Cost and Revenue

Instant Tea Premix Manufacturing Plant and Project Report 2026

1. Instant Tea Premix Manufacturing Plant and Project Report 2026

The Instant Tea Premix Manufacturing Plant and Project Report 2026 provides a comprehensive framework for establishing and operating a modern instant tea premix manufacturing facility. It outlines essential aspects of project planning, production technology, machinery selection, raw material procurement, plant layout, quality control, packaging, and distribution. The report also examines investment requirements, operating expenses, revenue projections, profitability, financing options, and regulatory compliance. Designed for entrepreneurs, investors, and food processing businesses, it supports informed decisions regarding plant capacity, operational efficiency, product development, and long-term commercial sustainability.

2. Instant Tea Premix Market Outlook

The Instant Tea Premix Market is projected to grow from US$ 1.73 billion in 2025 to US$ 3.19 billion by 2034, registering a compound annual growth rate (CAGR) of 7.02% from 2026 to 2034. Growth is supported by demand for convenient beverages, expanding vending machine networks, workplace consumption, and increasing availability of flavored tea products. Instant tea premixes simplify preparation by combining tea extracts with ingredients such as sugar, milk powder, and flavorings, serving households, offices, hospitality businesses, travel facilities, and institutional foodservice operators.

3. Project Report Scope

Rather than focusing solely on market size, the Instant Tea Premix Manufacturing Plant and Project Report provides a practical assessment of the resources, infrastructure, technology, and financial planning required to establish a production facility. It examines business models, raw material sourcing, manufacturing processes, machinery, packaging systems, workforce requirements, and quality assurance. The report also evaluates capital investment, operating costs, revenue potential, funding options, regulatory approvals, and relevant certifications. This integrated framework helps prospective manufacturers assess project feasibility, identify operational risks, and develop a structured plan for commercial production.

4. Detailed Project Report: Instant Tea Premix Manufacturing Plant

4.1 Business Model and Operations Plan

Business opportunity and project concept

An instant tea premix manufacturing plant produces ready-to-dissolve powdered or granulated formulations that allow consumers to prepare tea by adding hot water, or cold water for suitable formulations. Depending on the recipe and intended market, a premix may contain soluble tea extract, sugar or another permitted sweetener, milk powder or creamer, flavorings, and other approved ingredients. Products can be formulated for conventional milk tea, masala chai, ginger tea, cardamom tea, lemon tea, green tea, and iced tea.

The business opportunity lies in providing consistent taste and convenient preparation to consumers and institutional customers. Unlike traditional tea preparation, which requires separate ingredients and brewing equipment, premixes can reduce preparation time, simplify inventory management, and standardize servings. The business should select its product range according to the target customers, equipment capabilities, price positioning, and available raw materials.

Business models

A plant may operate through one or a combination of the following models:

• Branded retail manufacturing: Produce and sell consumer packs through supermarkets, grocery stores, online marketplaces, and distributors.
• Business-to-business supply: Supply bulk premix to offices, hotels, restaurants, hospitals, educational institutions, caterers, and corporate cafeterias.
• Vending-machine supply: Manufacture formulations in bulk packs compatible with beverage vending equipment and automatic dispensing systems.
• Private-label manufacturing: Produce products for retailers, foodservice operators, and beverage brands under their own labels.
• Contract manufacturing: Manufacture according to a client's approved formulation, packaging specifications, and quality standards.
• Export-oriented production: Supply products to overseas distributors, ethnic grocery retailers, and foodservice businesses, subject to destination-market requirements.

A new business may benefit from beginning with a focused portfolio and expanding as demand, production efficiency, and distribution coverage develop.

Product portfolio and formulation strategy

The proposed product portfolio may include:

• Classic milk tea premix.
• Masala chai premix.
• Ginger, cardamom, and other spice-based tea mixes.
• Lemon and other fruit-flavored instant tea powders.
• Green tea premix.
• Unsweetened or reduced-sugar formulations, where technically suitable.
• Bulk vending premixes for institutional customers.
• Customized formulations for private-label clients.

Each recipe should be developed through controlled trials. The manufacturer must assess solubility, flavor, aroma, color, sweetness, mouthfeel, sedimentation, and stability during storage. Products containing milk powder or creamer require particular attention to moisture control, allergen management, ingredient compatibility, and shelf-life validation.

Raw material procurement

Key inputs may include soluble tea extract or instant tea powder, sugar, dairy powder or non-dairy creamer, permitted flavors, spice extracts, approved stabilizing ingredients where necessary, and packaging materials. The exact bill of materials will depend on the product formulation.

Procurement should be based on written specifications covering identity, grade, moisture, microbiological quality, contaminants, allergen information, packaging condition, shelf life, and supplier traceability. Tea extracts should be assessed for flavor strength, color, solubility, and consistency. Dairy-derived ingredients require suitable storage and documented allergen controls.

The plant should qualify suppliers, obtain certificates of analysis where appropriate, inspect incoming materials, and maintain alternative sources for critical ingredients. Purchases should be aligned with production schedules to limit excess stock, deterioration, and working-capital pressure.

Production planning and sales operations

Production planning should link confirmed orders and demand forecasts to raw material inventory, batch sizes, machine availability, and packaging requirements. Management should monitor output per shift, product yield, rejection rates, downtime, labor productivity, and order fulfillment.

Sales activities may include distributor appointments, institutional sampling, vending-operator partnerships, online marketing, food exhibitions, and direct outreach to hospitality buyers. Commercial pricing must account for ingredients, packaging, production overhead, freight, distributor margins, promotional costs, and applicable taxes.

4.2 Technical Feasibility

Location and plant layout

A suitable site should offer reliable electricity, potable water for cleaning and relevant operations, transport access, adequate ventilation, pest control, and space for future expansion. Dry ingredient handling and finished-product packing should be separated from receiving and waste-handling activities to reduce contamination risks.

The layout should provide a logical movement path from receiving and inspection through storage, weighing, blending, processing where applicable, packing, finished-goods storage, and dispatch. Personnel and material movement should be organized to reduce cross-contamination and unnecessary handling.

The facility may include:

• Raw material receiving and quarantine area.
• Dry ingredient and packaging stores.
• Weighing and dispensing room.
• Blending and processing area.
• Quality-control laboratory or testing area.
• Packing and finished-product inspection zone.
• Finished-goods warehouse.
• Staff facilities, sanitation area, and administrative office.

The final layout should be developed around the selected production technology, local building requirements, food safety controls, and planned capacity.

Machinery and equipment

The machinery configuration depends on whether the plant purchases ready-made soluble tea powder or manufactures tea extract in-house. A blending-and-packing operation has a different investment profile from a facility that also extracts, concentrates, and dries tea.

Equipment selection should be based on throughput, formulation properties, cleaning requirements, product-contact materials, energy consumption, service support, and future capacity expansion. A small plant may begin with purchased instant tea extract and focus on blending and packing, avoiding the additional complexity and cost of extraction and drying.

Manufacturing process

The process should be validated for the chosen formulation. A typical dry-blending operation may follow these steps:

1. Receipt and inspection: Incoming ingredients and packaging materials are checked against purchase specifications, supplier documents, and acceptance criteria.
2. Storage: Ingredients are stored under suitable temperature, humidity, sanitation, and segregation conditions.
3. Weighing: Each ingredient is measured according to the approved batch sheet, with independent verification for critical components.
4. Sieving and preparation: Ingredients are screened or conditioned as required to remove lumps and improve consistency.
5. Blending: Ingredients are mixed using a validated sequence and blending time to achieve uniform distribution.
6. In-process checks: Operators inspect appearance, blend uniformity, moisture where relevant, and other product-specific parameters.
7. Filling: The finished blend is packed into the designated retail, vending, foodservice, or bulk format.
8. Sealing and coding: Packs are sealed and marked with the required batch, date, and traceability information.
9. Finished-product inspection: Packs are checked for net quantity, seal integrity, coding, appearance, and applicable quality criteria.
10. Storage and dispatch: Released products are stored in clean, dry conditions and dispatched using a first-expiry-first-out system where appropriate.

Where the plant manufactures its own tea extract, additional steps such as tea preparation, hot-water extraction, clarification, concentration, and drying may be necessary. Such a facility requires specialist process design, heat and mass balance calculations, utility planning, and stronger process controls. Extraction and drying parameters must be established through trials rather than assumed to be universal.

Quality control and food safety

Quality assurance should cover both incoming ingredients and finished premix. Relevant checks may include moisture, solubility, sensory properties, blend uniformity, net weight, microbiological quality, contaminants, packaging integrity, and shelf-life performance. Testing requirements must be based on the product category, ingredients, applicable Indian regulations, customer specifications, and intended markets.

A documented food safety management system should include hazard analysis, cleaning and sanitation procedures, pest control, personal hygiene, supplier approval, allergen management, traceability, complaint handling, product recall procedures, and staff training. FSSAI publishes product standards and food safety regulations covering areas including food products, additives, contaminants, and packaging and labelling. The applicable provisions should be checked for the final formulation and product classification.

Utilities and manpower

Utility needs may include electricity, ventilation, compressed air for suitable equipment, potable water for cleaning, wastewater arrangements, and fuel or thermal energy if extraction and drying are undertaken. A dry-blending unit generally has a different utility profile from an integrated extraction-and-spray-drying plant.

The workforce may include a plant manager, production operators, quality-control personnel, maintenance technicians, warehouse staff, packaging workers, procurement staff, sales personnel, and administrative employees. Smaller facilities may combine responsibilities, but food safety oversight and quality-release authority should remain clearly assigned.

4.3 Financial Feasibility

Capital investment

The total project cost depends on plant capacity, site location, automation, product range, whether tea extraction is performed in-house, and the level of laboratory and packaging infrastructure. The main investment categories are:

• Land purchase or lease deposit.
• Building construction, renovation, and hygienic flooring.
• Production machinery and installation.
• Electrical systems, ventilation, and dust collection.
• Quality-control equipment and laboratory setup.
• Packaging machinery and coding systems.
• Warehouse racks and material-handling equipment.
• Licences, professional fees, and pre-operative expenses.
• Initial raw material and packaging inventory.
• Working capital for salaries, utilities, freight, marketing, and customer credit.

A blending-and-packing facility using purchased instant tea powder may require substantially less capital than a plant with extraction, concentration, and spray-drying operations. Equipment quotations, utility estimates, and engineering drawings should be obtained before finalizing the investment plan.

Operating expenses

Recurring costs typically include tea extract, sugar, milk powder or creamer, flavors, packaging materials, wages, electricity, maintenance, rent, testing, insurance, logistics, sales commissions, and administration. Raw material and packaging costs are likely to form a substantial share of manufacturing expenses.

Cost control should not compromise product quality or compliance. Management should monitor wastage, blending losses, packaging rejects, energy consumption, rework, product returns, and inventory expiry. Bulk purchasing may improve input prices, but excessive inventory can increase storage risks and tie up cash.

Revenue generation

Revenue depends on installed capacity, actual utilization, product mix, selling price, distribution margins, and customer retention. Sales may be generated from retail sachets, jars and pouches, institutional bulk packs, vending-machine supplies, and private-label contracts.

A financial model should avoid assuming full utilization from the first month. Production volumes should reflect a realistic ramp-up period, seasonal demand, customer acquisition, and working-capital constraints. Separate revenue estimates should be prepared for each product and sales channel because pack sizes, selling prices, margins, and payment terms may differ.

Working capital requirements

Working capital is required to finance inventory, production, wages, transport, and customer credit until sales proceeds are received. Institutional and distributor sales may involve longer payment cycles than direct retail sales.

The assessment should estimate the cash tied up in raw materials, work-in-progress, finished goods, and receivables, while accounting for supplier credit and operating payables. A contingency reserve is advisable for fluctuations in ingredient prices, delayed customer payments, machine repairs, and slower-than-expected sales.

Break-even assessment

Break-even analysis estimates the sales level at which total revenue covers fixed and variable costs. It helps management evaluate the minimum output and sales required to sustain the plant.

• Contribution per unit = Selling price per unit − Variable cost per unit
• Break-even units = Total fixed costs ÷ Contribution per unit
• Break-even sales value = Total fixed costs ÷ Contribution margin ratio
• Contribution margin ratio = Contribution ÷ Sales revenue

These calculations should be performed for individual products and for the overall portfolio. A plant with several pack formats should account for their different contribution margins.

4.4 Financial Analysis

Projected income statement

The projected income statement should estimate annual revenue, cost of goods sold, gross profit, operating expenses, depreciation, interest, tax, and net profit. Projections should include a base case and alternative scenarios reflecting changes in capacity utilization, raw material costs, selling prices, and sales growth.

Revenue forecasts should be linked to production and sales volumes instead of applying an unsupported growth rate. Costs should be divided into fixed, semi-variable, and variable categories wherever practical. Depreciation should reflect the useful lives and accounting treatment of plant assets, while interest costs should follow the proposed loan schedule.

Cash flow and repayment capacity

Cash flow analysis is essential because a profitable business may still experience a cash shortage if it carries excessive inventory or offers long payment terms. The cash flow statement should include operating cash receipts and payments, capital expenditure, loan disbursements, interest, principal repayments, and taxes.

Loan repayment capacity should be evaluated using projected cash available for debt service. Repayment schedules should reflect the lender's terms, any moratorium, interest-rate conditions, and the plant's expected ramp-up period. Management should avoid borrowing based only on projected revenue without evaluating the timing of cash receipts and payments.

Financial performance indicators

The following indicators may be used to assess the project's financial attractiveness:

• Gross profit = Revenue − Cost of goods sold
• Operating profit = Gross profit − Operating expenses
• Net profit = Total income − Total expenses
• Gross profit margin = (Gross profit ÷ Revenue) × 100
• Net profit margin = (Net profit ÷ Revenue) × 100
• Return on investment (ROI) = (Annual net return ÷ Total investment) × 100
• Payback period = Initial investment ÷ Annual net cash inflow, where annual cash inflows are reasonably stable
• Debt-service coverage ratio (DSCR) = Cash available for debt service ÷ Total debt service
• Capacity utilization = Actual production ÷ Installed production capacity × 100

Net present value (NPV) and internal rate of return (IRR) may also be used to compare the expected project cash flows with the investment required and the cost of capital. The model should specify the forecast period, discount rate, tax assumptions, residual value, and working-capital recovery assumptions.

Sensitivity and risk analysis

The project should be tested against changes in tea extract prices, dairy ingredient costs, packaging costs, production yields, selling prices, sales volumes, and interest rates. Scenarios should also account for slower distributor onboarding, higher promotional spending, machinery downtime, product rejection, and delayed receivables.

Potential risk-mitigation measures include multiple qualified suppliers, periodic price reviews, preventive maintenance, careful inventory control, product diversification, insurance, and cash reserves. Financial assumptions should be updated when supplier quotations, customer commitments, or financing terms change.

4.5 Loans and Financial Assistance

Funding may come from promoter equity, term loans, working-capital facilities, equipment finance, or a combination of these sources. Term loans are generally considered for eligible fixed assets, while cash-credit or overdraft facilities may help finance inventory and receivables. The appropriate mix depends on project cost, collateral, promoter contribution, projected cash flow, and lender assessment.

Potential financing routes in India include commercial banks, eligible non-banking financial companies, and government-supported programmes for micro, small, and medium enterprises. Depending on the enterprise and current scheme rules, entrepreneurs may investigate MSME financing, credit-guarantee support, food-processing programmes, and relevant state industrial incentives. Eligibility, funding limits, subsidy availability, and application windows must be verified through official agencies before being incorporated into the project report.

A lender-ready proposal typically includes:

• Detailed project report and implementation schedule.
• Promoter background and contribution details.
• Land ownership or lease documents.
• Machinery quotations and building estimates.
• Projected income statements, balance sheets, and cash flows.
• Working-capital assessment and debt repayment schedule.
• Applicable registrations, licences, and approvals.
• Customer enquiries, purchase commitments, or market evidence where available.

The borrower should compare interest rates, processing fees, collateral requirements, repayment tenure, moratorium terms, and prepayment conditions. Subsidies or credit guarantees should not be treated as assured funding until written approval is obtained.

4.6 Licenses and Approvals Required

The precise approvals depend on the plant's location, installed capacity, building use, workforce, manufacturing process, and product classification. The following requirements should be assessed before construction and commercial production:

1. Business constitution and registration: Establish the business as a proprietorship, partnership, limited liability partnership, or company, as appropriate.
2. Udyam registration: Eligible micro, small, and medium enterprises may register through the official MSME system.
3. FSSAI licence or registration: Food businesses must obtain the applicable approval based on their activities, capacity, turnover, and current licensing rules. The relevant category should be confirmed through the official FoSCoS portal.
4. GST registration: Assess registration requirements based on applicable turnover thresholds, business activities, interstate sales, and other provisions.
5. Local trade and establishment permissions: Obtain the relevant municipal or local authority approvals.
6. Building and land-use approval: Confirm that the site is permitted for the intended industrial use and that construction and occupancy requirements are met.
7. Fire safety approval: Determine the applicable fire prevention and safety requirements for the building, equipment, and stored materials.
8. Pollution-control consent: Consult the relevant State Pollution Control Board or Pollution Control Committee regarding consent to establish and consent to operate, if applicable.
9. Factory and labour-related compliance: Check whether factory registration, labour registrations, workplace safety requirements, and other employment-related obligations apply.
10. Legal Metrology compliance: Assess requirements for packaged commodities, weighing instruments, declarations, and net quantity.
11. Import-export registration: Businesses importing ingredients or exporting finished products should assess the applicable customs, import-export, and destination-market requirements.
12. Trademark registration: Consider protecting the brand name, logo, and product identity.

FSSAI requirements should be checked against the latest applicable regulations, including standards for product composition, contaminants, additives, packaging, and labelling. The authority's published regulations and current notifications take precedence over a general project checklist.

4.7 Certifications Required

Certifications are not all mandatory for every plant. Their relevance depends on the product, target customer, export destination, and commercial strategy. Potentially useful certifications and systems include:

• ISO 22000: Food safety management system certification for an organization seeking a structured approach to food safety risks.
• HACCP-based food safety system: Helps identify hazards and establish controls at relevant stages of production.
• ISO 9001: Quality management system certification that may support consistent processes and customer confidence.
• Good Manufacturing Practices (GMP): Documented hygiene, process, personnel, and facility controls appropriate to food production.
• Halal certification: May be commercially relevant for customers or markets requiring halal-compliant products.
• Organic certification: Relevant only where the product is marketed with an organic claim and the applicable certification and supply-chain requirements are met.
• Customer-specific audits: Large retailers, foodservice companies, and institutional buyers may require additional supplier assessments or recognized food safety certifications.

Certification bodies, scope, audit costs, renewal requirements, and claim eligibility should be evaluated before committing to a certification programme. A certification does not replace statutory licences or product-specific legal compliance.

4.8 Implementation Schedule and Risk Management

A practical implementation schedule should progress from feasibility assessment to commercial production through defined milestones:

• Phase 1 — Feasibility and planning: Finalize product range, capacity, target market, preliminary financial estimates, and site requirements.
• Phase 2 — Site and approvals: Secure the site, prepare the plant layout, and initiate relevant applications.
• Phase 3 — Procurement and construction: Obtain machinery quotations, complete civil works, and install utilities and equipment.
• Phase 4 — Recruitment and supplier qualification: Hire key personnel, approve suppliers, and prepare standard operating procedures.
• Phase 5 — Trial production: Validate recipes, mixing uniformity, packaging, cleaning procedures, and product quality.
• Phase 6 — Commercial launch: Release approved products, initiate distribution, monitor customer feedback, and review production performance.

The schedule will vary according to site readiness, machinery lead times, construction requirements, and regulatory approvals. Key risks include ingredient price volatility, inconsistent powder solubility, moisture-related deterioration, equipment breakdowns, packaging failures, and slower sales growth. Preventive maintenance, validated recipes, supplier controls, traceability, robust packaging, and realistic financial planning can reduce these risks.

Project feasibility conclusion: An instant tea premix plant can be designed as a relatively focused blending-and-packing operation or as an integrated facility with tea extraction and drying. The choice affects capital investment, technical complexity, utilities, staffing, and operating costs. A viable project report should therefore be based on a defined product portfolio, verified equipment quotations, realistic capacity utilization, confirmed regulatory requirements, and transparent financial assumptions rather than generalized cost estimates.

5. Instant Tea Premix Manufacturing Plant Trends & Growth Drivers

1. Rising demand for convenient beverage preparation

Consumers and institutional buyers increasingly value beverages that can be prepared quickly with consistent flavor and minimal equipment. Instant tea premixes address this need by combining tea solids with other ingredients in a ready-to-use formulation. Offices, hotels, railway catering services, vending operators, and corporate cafeterias can use premixes to simplify beverage preparation and inventory management. Retail sachets and resealable pouches also allow households to prepare individual servings conveniently. This trend creates opportunities for manufacturers that can deliver consistent taste, dependable dissolution, hygienic packaging, and competitive pricing across different consumption settings.

2. Expansion of vending machines and institutional foodservice

Tea vending machines and automated beverage dispensers provide an important route to market for instant tea premix manufacturers. Workplaces, educational institutions, healthcare facilities, factories, transport hubs, and hospitality establishments may require large quantities of standardized beverage mixes. Bulk packs and vending-compatible formulations can support repeat orders and longer-term supply arrangements. Manufacturers can differentiate themselves through machine compatibility, predictable dispensing performance, low residue, and reliable delivery schedules. Building relationships with vending operators and foodservice distributors may also help producers secure recurring business and improve capacity utilization.

3. Flavor innovation and product diversification

Consumer preferences vary by region, age group, and drinking occasion, creating opportunities for differentiated premixes. Classic milk tea can be supplemented with masala, ginger, cardamom, saffron, lemon, green tea, and other flavor profiles. Iced tea formulations and café-style variants can widen the range of consumption occasions. Manufacturers can introduce new products in small batches before expanding successful formulations. Product development should balance flavor appeal with solubility, ingredient compatibility, stability, and manufacturing cost. Clear product positioning and controlled recipe development can help businesses avoid an overly complex portfolio.

4. Growing interest in wellness-oriented formulations

Interest in reduced-sugar products, green tea, and ingredient transparency is encouraging manufacturers to examine alternative formulations. Unsweetened products and premixes with adjusted sweetness may appeal to customers seeking greater control over their beverage intake. However, claims involving health benefits, functional ingredients, or nutritional advantages must be scientifically supportable and compliant with applicable regulations. Reformulation can also affect taste, solubility, bulk density, and shelf life. Manufacturers should use product trials and appropriate testing to ensure that new formulations deliver a satisfactory consumer experience without compromising safety or consistency.

5. Packaging innovation, quality control, and digital distribution

Packaging influences product protection, portion control, shelf presentation, and convenience. Single-serve sachets can support vending and travel consumption, while larger pouches and bulk bags may suit households and institutional buyers. Moisture-resistant packaging is particularly important because powdered blends can absorb moisture, form lumps, or lose their intended flow properties. Automated filling, sealing, coding, and inspection systems can improve consistency and traceability. At the same time, online marketplaces and business-to-business ordering platforms can expand distribution beyond traditional retail channels. Manufacturers should assess packaging performance, material costs, recyclability, and product protection together.

6. Instant Tea Premix Competitive Landscape

The instant tea premix market includes established beverage companies and specialist premix manufacturers competing through brand recognition, product variety, distribution reach, and institutional supply. Key participants include Tata Consumer Products Limited, Unilever, Girnar Food & Beverages, Wagh Bakri Tea Group, and Senso Foods Private Limited. Their market approaches span consumer tea brands, convenient beverage formats, flavored formulations, and foodservice or vending channels. Competition increasingly depends on consistent taste, easy dissolution, pricing, packaging, and dependable supply. Companies that combine product innovation with efficient distribution can strengthen customer retention and market presence.

These companies are relevant participants in the broader instant tea premix competitive set, although their product portfolios and direct exposure to individual premix segments differ.

7. Recent Instant Tea Premix Product Launches and Developments

• February 2026: Jivraj9 launched a new television commercial featuring brand ambassador Neena Gupta to highlight the convenience of its instant tea mix. The campaign’s third TVC emphasizes how consumers can enjoy homemade-style chai in just 30 seconds, positioning the product as a quick and convenient solution for everyday tea consumption.
• May 2025: Kaytea introduced a new range of instant iced tea powder products in the United Kingdom, targeting growing demand for convenient and innovative hydration options. The range included three flavours: Peach & Mango, Lemon, and Classic Milk Tea. Designed for easy preparation, the pre-blended powders could be stirred into hot water and served over ice or combined with cold water in a blender, offering consumers a convenient way to prepare refreshing tea beverages.
• May 2025: Continental Coffee expanded its tea premix portfolio with the launch of Lemon Iced Tea Premix, catering to consumer preferences for convenient beverage preparation and refreshing ready-to-drink alternatives. The product was offered in 400-gram pouches and 140-gram stick packs, providing flexible packaging options for different consumption needs. The launch strengthened the company’s presence in the tea premix segment by adding a convenient iced tea option to its existing range.