ITG Technologies Co., 2800 west waco Drive, Waco, TX (2026)

09/11/2026

PPWR IS NO LONGER A PACKAGING PROBLEM.
IT'S A DATA PROBLEM.

The question for companies selling into the EU is no longer simply:

“Is our packaging compliant?”

The harder question is:

“Can we prove it?”

PPWR readiness depends on information that often sits across different parts of the supply chain:

→ Packaging components
→ Materials
→ Weights
→ Recycled content
→ Suppliers
→ Supporting documentation

And that creates a very different challenge.

The data has to be collected, validated, updated and traceable — not assembled at the last minute when a customer, auditor or authority asks for evidence.

This is where technology matters.

Not by replacing compliance teams.

But by turning fragmented operational information into structured, accessible and traceable evidence.

Because in the new compliance landscape:

If the data cannot be found, verified and traced — the claim is difficult to defend.

PPWR is already applicable.

The next competitive advantage will belong to companies that can produce the proof without slowing down the business.

Is your packaging data ready for the EU?

09/09/2026

Nine numbers a sourcing organisation should produce in under a minute

Nine numbers a sourcing organisation should produce in under a minute.

Not a technology question. A maturity test you can run this afternoon.

The rule: if a number takes longer than sixty seconds, it is not being reported. It is being assembled.

1. OTIF — on time in full, this month, by supplier. Not the annual average. The average hides the supplier that failed you in March.

2. Red-zone orders — orders that will miss, not orders that already missed. If the number is historical, it is a post-mortem.

3. First-pass QC yield — passed without rework. Final-pass yield always looks good. It is paid for in rework.

4. Lead-time variance — the spread, not the mean. You plan against variance. Averages are for board decks.

5. Supplier concentration — share of volume with your top five. Invisible until one of the five has a fire.

6. DoC coverage — share of EU-bound SKUs with a verified Declaration of Conformity. The missing percentage is where a shipment stops at the border.

7. Sample-to-approval days — dispatch to buyer sign-off. Usually the slowest step in the calendar and the least measured.

8. Air-freight ratio — share of freight spend, and what caused it. Every point is a planning failure someone already paid for.

9. Yield by customer — margin after claims, returns and rework. Your largest customer and your best customer are rarely the same one.

Now the honest part.

Most organisations can produce two or three of these in a minute. Four to six by end of day. The rest need someone to open three systems and a spreadsheet, and what comes back is a reconstruction — defensible, slow, and already out of date.

If seven of the nine take a day, you do not have a reporting problem. You have a system-of-record problem. The numbers are not missing. They are scattered across systems that were never asked to agree with each other.

Which of the nine would take your team longest? Be honest.

09/07/2026

The cheapest quote in your sourcing file is probably your most expensive shipment.

Comparing supplier quotes at FOB is comparing fiction.

Between the number on the quote and the number that lands in your P&L sits duty, freight, compliance work — and since 12 August, packaging conformity.

A worked example. Illustrative numbers, familiar shape.

Two suppliers, same product.
Supplier A quotes 4.20 FOB. Supplier B quotes 4.55 FOB.
A is 8% cheaper. Procurement books the saving — that day, in one place, against one name.

Then reality arrives, in four other places:

→ A ships from a higher-duty origin. +0.42
→ Longer lane, two transhipments. +0.15
→ A arrives with estimated component weights, so someone on your team rebuilds the Declaration of Conformity by hand. +0.11

True landed: A 4.88. B 4.71.

The 8% saving was a 3.6% loss.

And the sourcing model that produced it never finds out, because nobody reconciles backwards. The saving is booked at the point of decision. The cost is absorbed months later across freight, compliance, QC and customer service — under different codes, by people who never saw the quote.

This is not a negotiation problem. It is an arithmetic problem. You cannot compare two numbers that measure different things.

Three questions worth asking this week:

1. Does your quote comparison apply duty at HS-code level, or a blended assumption?
2. Is compliance work costed per shipment, or absorbed as headcount?
3. When a shipment goes wrong, does the cost travel back to the sourcing decision that caused it?

Landed cost is the only price that matters. Everything upstream of it is an estimate wearing a decimal point.

Does your sourcing model include duty and compliance cost, or only unit price?

09/04/2026

We spent six weeks on factory floors this summer. What we found was not what we went looking for.

The work was packaging data — component weights, materials, the raw inputs behind a Declaration of Conformity. Ahead of Wednesday's deadline, that meant going to the source rather than emailing about it.

We expected resistance. Suppliers unwilling to hand over data, or genuinely unable to produce it.

Here is what we actually found.

The data already existed.

It was in a notebook. In handwriting. In grams, recorded by an operator who had been weighing components for years — because it was useful to him. Not because anyone in Europe had ever asked.

Nobody had digitised it. Nobody had requested it in a format. Nobody had mentioned that it would one day sit underneath a legal declaration made at a port four thousand miles away.

That is the real shape of the compliance gap in global manufacturing, and it is worth being precise about it, because the industry keeps describing it wrongly.
It is not unwillingness. It is not incapability. It is the absence of a format — and the absence of anyone downstream who thought to ask.

The fix was not a transformation programme or a change-management workstream. It was a screen, in his language, that asked for the number he was already writing down. And then carried that number — unaltered, timestamped and attributable to him — all the way through to a customs filing in Europe.

Six weeks. One floor. A set of scales.

The regulation was drafted in Brussels. It is satisfied, or not satisfied, on a weighing bench in Asia. Everything in between is just plumbing.

Somewhere in your supply chain, the number a regulator will ask you for next year is already being written down by someone.

The only question is whether anyone has given them somewhere to put it.

Where is your supplier data still living in a notebook?

09/02/2026

As of this morning, Regulation (EU) 2025/40 is enforceable. Packaging is now a regulated compliance object.

Most of what you read about this today will be written by lawyers, for lawyers. This is not that.

This is what the requirement looks like by the time it reaches your operations — the ten things that have to be true for every single SKU you ship into the
European Union, expressed as questions an operations leader can actually answer.

We have spent months building this at the supply source: factories in Asia, importers in Europe, and the twenty thousand articles a year that sit between them. The pattern has been consistent, and it is not the one people expect.

The failure is almost never unwillingness. It is that nobody translated a regulation into a task a factory floor can perform.

A supplier who is asked for "PPWR compliance data" sends nothing. The same supplier, given a screen in their own language that asks for the weight of a polybag in grams, sends it the same afternoon — because they were already weighing it.

Ten checks. Swipe through, then screenshot slide 10 and take it into your next operations meeting.

If you can answer all ten today, you are ahead of the overwhelming majority of importers shipping into the EU this quarter.

Save this. Then tell me which of the ten your organisation cannot answer today.

08/21/2026

In 48 hours, packaging stops being packaging.

On Wednesday morning, Regulation (EU) 2025/40 becomes enforceable. From that moment the polybag, the hangtag, the carton, the tape and the pallet wrap stop being logistics and start being a regulated compliance object.

Most importers have prepared for this as a materials question. Recycled content. Recyclability class. Which substrate to switch to, and what it costs.
That was the wrong preparation.
It is a data question.

What the regulation asks for is a Declaration of Conformity at SKU level — mathematically verified rather than estimated, retained for five years, and retrievable on demand when someone at a border asks for it.

Now read that again at the scale you actually operate at. Not one SKU. Twenty thousand articles a year, across dozens of factories, in several countries, most of which have never once been asked for a packaging weight.

The materials decision was made in a meeting room in Europe. The data has to come off a weighing bench six thousand kilometres away, from a supplier nobody has given a format to.

That is the gap that either closes or does not close on Wednesday morning. And it does not close with a policy document.

We built the PPWR Compliance Portal for precisely this gap — collection and verification at the supply source, not reconciliation after the container has sailed. But the honest point two days out is not the platform. It is that this work happens at the factory or it does not happen at all.

The regulation arrives on Wednesday either way.

Do you have a verified Declaration of Conformity for every SKU shipping into the EU this quarter?

08/19/2026

𝐄𝐯𝐞𝐫𝐲 𝐜𝐨𝐦𝐩𝐥𝐢𝐚𝐧𝐜𝐞 𝐩𝐫𝐨𝐠𝐫𝐚𝐦𝐦𝐞 𝐈 𝐡𝐚𝐯𝐞 𝐰𝐚𝐭𝐜𝐡𝐞𝐝 𝐟𝐚𝐢𝐥 𝐬𝐭𝐚𝐫𝐭𝐞𝐝 𝐢𝐧 𝐭𝐡𝐞 𝐬𝐚𝐦𝐞 𝐩𝐥𝐚𝐜𝐞. 𝐓𝐡𝐞 𝐥𝐞𝐠𝐚𝐥 𝐝𝐞𝐩𝐚𝐫𝐭𝐦𝐞𝐧𝐭.

Not because legal did anything wrong. Because the data was never theirs to begin with.

Take any Declaration of Conformity and trace it backwards. It has five points of origin, and not one of them sits in a legal office:

— A supplier's tech pack
— A weighing bench on a factory floor
— A QC inspection report
— A logistics manifest
— A customs filing

Legal owns the liability. Operations owns the data. In most organisations those two functions meet twice a year, usually after something has already gone wrong.

This is the structural reason compliance projects stall in year two. The programme is designed by the people who understand the obligation and executed by people who were never asked about it.

The fix is not a better document management system. It is deciding that compliance evidence gets captured where it is created — in a structured format, once — so that everything afterwards is retrieval rather than reconstruction.

That is the principle we built SVITCH around. But the platform is the easy part. The structural change is treating compliance as an operations function and funding it like one.

Swipe through for where your compliance data actually lives.

𝐖𝐡𝐢𝐜𝐡 𝐨𝐟 𝐭𝐡𝐞 𝐟𝐢𝐯𝐞 𝐢𝐬 𝐰𝐞𝐚𝐤𝐞𝐬𝐭 𝐢𝐧 𝐲𝐨𝐮𝐫 𝐨𝐫𝐠𝐚𝐧𝐢𝐬𝐚𝐭𝐢𝐨𝐧?

08/19/2026

By the time your sales team finishes the presentation, the buyer has already decided.

B2B buying has changed. Buyers research, compare and shortlist before the meeting — they're not deciding anymore, they're confirming a decision made weeks ago, alone, on a screen.

Which means the meeting isn't what wins the order. It's what buyers could access before it.

Most manufacturers still lose here. Great range, real quality, solid certifications — but none of it exists in a form a buyer can view without someone manually preparing it first. A merchandiser spends two days rebuilding a catalogue: copying images, retyping specs, stripping prices, exporting a PDF too big to open on a phone. By the time it lands, the buyer's moved on.

We saw this clearly with a textile manufacturer selling to four buyer types from one range — EU retailer (specs + sustainability, EUR), US brand (MOQ + lead time, USD), Gulf group (imagery + packaging, AED), and yarn traders (counts + blends only).

Old way: four catalogues, rebuilt every season.
New way: one product library, per-buyer visibility, four links. Update once, it updates everywhere.

The team stops assembling documents and goes back to selling.

How long does it take your team to build a buyer-ready catalogue today?

08/17/2026

𝐄𝐯𝐞𝐫𝐲 𝐜𝐨𝐦𝐩𝐥𝐢𝐚𝐧𝐜𝐞 𝐩𝐫𝐨𝐠𝐫𝐚𝐦𝐦𝐞𝐝 𝐈 𝐡𝐚𝐯𝐞 𝐰𝐚𝐭𝐜𝐡𝐞𝐝 𝐟𝐚𝐢𝐥 𝐬𝐭𝐚𝐫𝐭𝐞𝐝 𝐢𝐧 𝐭𝐡𝐞 𝐬𝐚𝐦𝐞 𝐩𝐥𝐚𝐜𝐞. 𝐓𝐡𝐞 𝐥𝐞𝐠𝐚𝐥 𝐝𝐞𝐩𝐚𝐫𝐭𝐦𝐞𝐧𝐭.

Not because legal did anything wrong. Because the data was never theirs to begin with.

Take any Declaration of Conformity and trace it backwards. It has five points of origin, and not one of them sits in a legal office:

— A supplier's tech pack
— A weighing bench on a factory floor
— A QC inspection report
— A logistics manifest
— A customs filing

Legal owns the liability. Operations owns the data. In most organisations those two functions meet twice a year, usually after something has already gone wrong.

This is the structural reason compliance projects stall in year two. The programme is designed by the people who understand the obligation and executed by people who were never asked about it.

The fix is not a better document management system. It is deciding that compliance evidence gets captured where it is created — in a structured format, once — so that everything afterwards is retrieval rather than reconstruction.

That is the principle we built SVITCH around. But the platform is the easy part. The structural change is treating compliance as an operations function and funding it like one.

Swipe through for where your compliance data actually lives.

𝐖𝐡𝐢𝐜𝐡 𝐨𝐟 𝐭𝐡𝐞 𝐟𝐢𝐯𝐞 𝐢𝐬 𝐰𝐞𝐚𝐤𝐞𝐬𝐭 𝐢𝐧 𝐲𝐨𝐮𝐫 𝐨𝐫𝐠𝐚𝐧𝐢𝐬𝐚𝐭𝐢𝐨𝐧?

ITG Technologies Co.

09/11/2026

09/09/2026

09/07/2026

09/04/2026

09/02/2026

08/21/2026

08/19/2026

08/19/2026

08/17/2026

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