Compressing the time between the definition of the marketing campaign and the moment the product reaches store shelves is a key strategic objective (Abernathy, William and Clark, 1985). The benefits for business are clear: accelerating time to market in a repeatable and consistent way allows companies to realize profits faster, increase market share and improve their brand image. Companies look for ways to compress product development time; find the packaging design and product specification processes to be challenging (Millson and Wilemon, eds.). For example, the process of labeling and package graphics is often seen as a slow process to make significant improvements in the speed of product development and distribution (Millson and Wilemon, Eds). The packaging process requires input from multiple departments in the organization. If not properly synchronized, managing these inputs is a burden that can delay a product's time to market. Responsibility for managing packaging design and development activities, which include campaign planning, product specifications, graphics, ingredient labeling, government compliance, barcoding and branding, typically falls outside the scope of the control of the packaging function (Abernathy, William, & Clark, 1985 ). Identifying and addressing the opportunity to reduce product time to market requires a well-coordinated effort that includes all of these aspects