In considering the history of commerce, it is apparent that business customs and values are traded back and forth just like the products corporations ship through the global manufacturing supply chain.
W. Edwards Deming, the engineer and statistician born in 1900, wrote his seminal book “Out of the Crisis,” inspiring the Japanese industrial renaissance after World War II. Those same principals of quality control and quality management, taken seriously to heart by Japan's manufacturers, in turn greatly influenced the Kaizen(改善 , or literally, “change” + “goodness”) methodology of continuous improvement, which is now taught in the United States and all over the world.
Over one hundred years later, Deming's influence, shared with the people of Japan after World War II, is still felt around the world as manufacturers continue to strive for better ways of making their products and managing their businesses. The global marketplace has grown and diversified, becoming more complex and moving faster by the day, but there has been one constant in the development of industry that the global supply chain shares in common. It is the goal of discovering and making progress toward continuous improvement as manufacturers account for their products while they travel through the supply chain.
As the industrial environment becomes more global and complex, companies need to view excellence in labeling as one of the biggest opportunities to solve the challenges of new multi-faceted, dynamic supply chains. Today's supply chains are enablers of business and growth, driving top line revenue and overall efficiency, and leading to greater profitability.
Labeling has become a mission-critical segment of the modern supply chain. Companies today are recognizing the integral part that labeling plays in gaining true supply chain efficiency, achieving higher levels of customer satisfaction, maintaining business continuity, and meeting evolving regulatory demands.
In reality, a label is much more than it may first appear to be. Labeling reflects the intentions and best practices of an organization's commitment to its global marketplace. With a labeling strategy firmly in place that is scalable in the enterprise, the opportunities for greater efficiency in managing the global supply chain can be seamlessly addressed on multiple levels for continuous improvement and enterprise excellence—for increased speed, better accuracy, opportunities for real cost savings, improved customer satisfaction, and enabling easier compliance with labeling regulations as necessary—benefitting all manufacturing global supply chain stakeholders in the process.
Greg Graham, manufacturing industry specialist (Southern Region), Loftware, and Justin Ward, manufacturing industry specialist (Northern Region), Loftware, were additional authors on this blog.