At the curtain-raiser of Bharat Packaging Expo 2027 at the Indian Institute of Packaging (IIP), Delhi Regional Centre, Indranil Saha, head – packaging development at Dabur India, highlighted how packaging teams are increasingly becoming frontline responders to market volatility, shifting consumer expectations, and accelerated product launch cycles.

Saha painted a picture of an FMCG landscape shaped by geopolitical uncertainties, fluctuating raw material prices, and rapidly evolving consumer demands. According to him, packaging professionals today operate in an environment where “each day is a new day,” requiring faster decisions, greater precision, and an unprecedented level of agility.

“The timelines from design to market have drastically reduced,” he said. “Marketing teams expect faster turnaround so that brands can respond quickly to changing market dynamics.”

One example he cited was the impact of global conflicts on petrochemical prices, which can significantly increase packaging costs. In such situations, packaging teams are tasked with finding ways to absorb cost pressures without burdening consumers. This often involves material downgauging, optimizing pack sizes, or redesigning rigid packaging formats to accommodate fill-volume changes while maintaining product aesthetics and functionality. “Packaging teams have to work on solutions that balance cost and consumer value without compromising the brand experience,” Saha explained.

Beyond market pressures, consumer expectations are reshaping packaging strategies. Today’s shoppers are more informed, selective, and demanding than ever before. Younger consumers, in particular, seek sustainability, transparency, convenience, and clearer product communication. “They want to know what is in the product, where it comes from, and whether it aligns with their values,” he noted. “The demand for personalization has increased significantly.”

This growing emphasis on personalization has led to a proliferation of stock-keeping units (SKUs). Whereas brands once offered only a handful of pack formats, they now cater to multiple consumer segments, price points, and geographies. A single product line may be available in sachets, small trial packs, standard retail packs, and large pump dispensers.

“Today, a brand can easily have ten variants in the market, each serving different consumer needs,” Saha observed. “The number of SKUs has multiplied because consumers are looking for products tailored to their lifestyles and purchasing power.”

The pressure to launch products faster has also transformed the way packaging development projects are executed. Traditional sequential development models are increasingly being replaced by parallel workflows.

“Earlier, activities happened one after another. Today, multiple workstreams run simultaneously,” Saha said. “Agility is helping us compress timelines significantly.”

Technology has been a critical enabler of this shift. Rapid prototyping, for example, allows packaging teams to create physical models long before final moulds are produced. Manufacturing teams can use these prototypes to prepare production lines, develop change parts, and validate equipment requirements in parallel with mould development. “Ten years ago, factories had to wait for the actual moulded bottle before making preparations. Today, rapid prototyping allows everything to move forward together,” he explained.

Advancements in printing technologies are delivering similar benefits. Digital and hybrid presses have emerged as valuable tools for brands seeking speed and flexibility. While conventional printed packaging materials may require 30 to 45 days for development and delivery, digital printing can reduce that timeline to as little as one or two weeks. “Digital printing may involve a premium, but businesses evaluate it against the additional sales opportunities created by faster market entry,” Saha remarked.

Summarizing the evolving role of packaging, Saha identified six key consumer expectations: sustainability, functionality, transparency, brand clarity, personalization, and consistency across channels. Meeting these expectations requires packaging teams to combine technical expertise with speed and adaptability.

His concluding message was clear: in today’s FMCG environment, agility is no longer merely an operational capability – it is a business strategy. “Agility isn’t a capability anymore,” Saha emphasized. “It is a strategy that helps us deliver products faster, respond to market changes, and secure better shelf presence in an increasingly competitive marketplace.”