อุตสาหกรรมบรรจุภัณฑ์กำลังเผชิญกับความท้าทายหลายประการ ทั้งปัญหาการขาดแคลนทักษะ ช่องว่างทางประสบการณ์ และปัจจัยภายนอก บริษัทต่างๆ จำเป็นต้องหาแนวทางแก้ไขปัญหาเหล่านี้เพื่อรักษาความสามารถในการแข่งขันและความสำเร็จในระยะยาว
“There is a growing experience gap in the packaging function of major multinationals like ours where junior engineers seem to be less interested in figuring out the solution themselves; walking the line, speaking to suppliers, testing and evaluating. Instead, they will try to find the solution online or by leaning on experienced senior professionals like me. In a smaller team that might be manageable but there are over 400 reports in my division, it is not practical. This leads to a lot of projects being started that have no future, which is a drain on finite resources as well as not the best use of our human capital. I would estimate as much as 25% of the projects that fail could have been avoided if someone with experience had been involved at the start.”
Head of packaging and research,Global food brand
In the UK, this comes at a time of significant skills gaps, with many organizations struggling to recruit and retain the right talent. As the UK’s largest manufacturing sector, food and drink has continued to experience vacancy rates which are higher than the wider manufacturing sector. In fact, in the year up to July 2023, analysis shows that labor shortages alone cost the food and drink industry an estimated E1.4bn due to loss of output. This is playing out against a backdrop of external factors including economic hardship and supply chain disruption, painting an uncertain picture for the future of the industry. However, this is not necessarily a challenge across the industry globally. Nash Lawson explains that in the United States, the proportion of students entering packaging programs at university is increasing year on year, which will facilitate a steady stream of qualified experts into packaging companies, eager to learn from industry veterans.
The research suggests however that layoffs aren’t automatically a symbol of poor business performance or a lack of innovation. Those strongly disagreeing that they’ve had to make layoffs over the past five years are almost as likely to be taking an innovative approach (33%) as they are to have scaled back innovation (28%), suggesting that this isn’t necessarily the differentiating factor. are almost as likely to be taking Elsewhere, those strongly disagreeing that their company has had to make site closures are also the most likely to not be taking an innovative approach (11%). While some companies are maintaining their current operations for well- established packaging materials in high demand, others are arguably not making site closures because they’re not adopting innovative approaches that would reduce headcount and increase efficiencies. These examples illustrate how a company’s decision to take an innovative approach does not directly correlate with its business performance – there are many nuances to consider within a large and complex packaging industry.
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