Jamie Valenti-Jordan, CEO of Catapult Commercialization Services and food brand program manager at the Food Finance Institute, shares invaluable insights on operational pitfalls for brands. She emphasizes the necessity of expecting the unexpected in production processes. Jamie discusses the importance of treating co-manufacturers as true partners to streamline operations. She also explores effective quality control post-launch and when to consider hiring consultants, framing them as strategic investments for long-term success.
Brands must view co-manufacturers as essential partners to improve communication, problem-solving, and production efficiency during challenges.
Implementing contingency plans is crucial for brands to anticipate unexpected delays and maintain consistent production timelines to avoid significant losses.
Deep dives
Understanding Co-Manufacturers as Partners
Co-manufacturers should be viewed as essential business partners rather than mere service providers. They play a critical role in producing the quality and volume of products that brands market to consumers and claim to investors. This partnership dynamic implies that brands need to foster cooperative relationships with co-manufacturers, which can lead to better communication and shared problem-solving. Recognizing that co-manufacturers have different goals and operations can enhance the effectiveness of collaboration and reduce tensions during production challenges.
Planning for Unexpected Challenges
Brands should always account for unexpected events during their scaling process to avoid failures in production timelines. Implementing contingency plans, such as extra time or resources, can safeguard against unforeseen issues that can disrupt operations. An example highlighted the consequences when a ranch dressing client overlooked contingency planning, resulting in insufficient product availability and the loss of significant retail contracts. To maintain delivery schedules and fulfill orders, it is crucial to anticipate potential setbacks and incorporate buffers into production plans.
Equipment Ramp-Up and Efficiency Expectations
When introducing new equipment, it is essential to account for a learning curve as it may not operate at maximum efficiency from the outset. During this ramp-up period, operators gain experience with the equipment and establish effective procedures, which can initially lead to lower production volumes. Brands must avoid relying solely on immediate estimated outputs, as miscalculating production expectations can cause significant delays and financial strain. Therefore, understanding the operational realities of equipment performance can help brands manage their production forecasts more realistically.
The Ongoing Commitment to Quality Control
Launching a product is merely the beginning of a brand's journey towards ensuring consistent quality. Continuous testing, troubleshooting, and root cause analysis are vital to address quality issues that may arise in production. This process is often complex, involving collaboration among the brand, manufacturers, and suppliers to identify underlying problems and implement solutions. Establishing robust methodologies and adaptive systems can help mitigate disruptions and maintain strong margins as the brand scales.
In this episode of the Startup CPG podcast, Daniel Scharff sits down with Jamie Valenti-Jordan, CEO of Catapult Commercialization Services, to tackle the five biggest mistakes brands make in operations—and how to avoid them. Jamie shares why "planning for the unexpected" isn’t just a saying, it’s a survival tactic, and explains how treating your co-manufacturer like a real partner can save you from production headaches.
They also dive into the messy world of ramping up new equipment, keeping quality in check after launch, and knowing when to call in a consultant to save time, money, and sanity.
If you’re navigating the wild world of CPG production, don’t miss Jamie’s top tips for keeping operations on track. Tune in and subscribe for more essential insights!
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