Packaging Rebrand



about this project

The FMCG client undertook a full rebrand of its product range into a new design, a large-scale change that had not been attempted before under such a short timescale. The rebrand required changes to over 150 product codes and demanded coordination across multiple departments.


Initially, there was no standardised process to track progress and manage packaging run-out. This created the risk that “old” stock could not be fully used before the switchover, leading to unnecessary disposal of packaging materials such as film, cartons, and display cases.


By implementing a structured visual management process and holding daily cross-functional reviews, the project reduced packaging write-off costs significantly while meeting customer switchover deadlines.

Key Project Summary "At a glance"

Project Scope


  • Company-wide rebrand covering over 150 product codes across multiple product categories


  • Required collaboration between Commercial, Technical, NPD, Procurement, Despatch, Shipping, and Warehouse teams


  • Management of both packaging run-out and introduction of new branded materials



  • Specific tracking for TC1+TC2, Food Service, and Festive lines

Improvement Strategy


  • Introduced Milestone Boards as a visual management tool to replace multiple spreadsheets


  • Defined clear process steps with assigned responsibilities and due dates for each product code


  • Held daily cross-functional meetings (Mon–Thu) for 5 months to monitor progress, address delays, and agree on disposal decisions


  • Focused on material run-out and utilisation to minimise disposals of old packaging



Benefits Delivered


  • £61,000 reduction in packaging write-off costs compared to the original projection


  • 39% reduction from initial estimated write-off value


  • Improved visibility and control over the rebrand process


  • Avoided potential costs from missed customer switchover deadlines


  • New, standardised process adopted for any future product rebrands



People Involved

  • Sponsor: Head of Commercial Strategy
  • Delivery team: Commercial, Technical, NPD, Procurement, Despatch, Shipping, Warehouse, and Factory Managers
  • Support: Finance team (cost tracking and validation)
  • Role of PBI: Facilitated the creation and implementation of the visual management process, chaired daily review sessions, and monitored cost reduction progress



Focus Area

  • Primary issue: No standardised process for managing rebrand changes across 150+ product codes
  • Impact: Risk of excess packaging disposal, increased project costs, and potential missed customer delivery deadlines
  • KPIs targeted:
  • Reduction in packaging write-off value (£)
  • On-time completion of product switchover dates
  • Material run-out utilisation rates



Process Taken

  1. Assessment: Identified the lack of a unified tracking process and the risk of excessive write-off.
  2. Design: Developed Milestone Boards to track all product codes, process stages, and responsibilities in one place.
  3. Implementation:
  • Defined clear steps for each department involved in the rebrand
  • Set due dates and appointed Single Point of Accountability (SPA) for each product code

   4. Execution: Held daily progress meetings to review status, resolve issues, and make timely disposal decisions.

   5. Monitoring: Tracked write-off value reductions against initial projections and revised targets.

   6. Sustainability: Recommended using the same short “Campaign Room” approach for future rebrands and ongoing packaging management.