Crayola

Jul 27, 2026 14:15 · 7:50 · English · Whisper Turbo · 2 Овозли эшиттиришлар
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S… Speaker 1 (Crayola)
Rare child
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that hasn't used Crayola's colorful products to spark imagination and
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create artful masterpieces.
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Based in eastern Pennsylvania,
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the company manufactures crayons,
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markers,
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paints, and much more across three manufacturing plants in
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the United States and Mexico.
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In business since 1903,
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the company enjoys both high name recognition and significant
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global market share,
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most of it in the United States.
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Consumers can find Crayola products in retail stores,
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online,
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and even engage with them in creative play spaces called the Crayola
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Experience.
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Making sure the company continues to deliver
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high -quality,
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environmentally friendly,
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and safe products to the market is the job of operations and
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supply chain management,
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a role that has evolved over time at Crayola.
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When I came here,
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operations management or supply chain was signed in the back room
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and it just happened and it's evolved into one of our key
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strategies as a company.
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Along with international expansion and consumer commercialization
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and our dot -com strategy and our Creole experience,
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global supply chain is right there.
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So it's critical for us to be the facing for the customer.
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We're not in the background.
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We are in the forefront building the supply chains to support
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our business.
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S… Speaker 1 (Crayola)
Crayola's manufacturing processes are supported by a defined set
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of supply chain leadership principles for sourcing,
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manufacturing,
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and distributing its products.
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The company's five principles
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consist of cost,
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innovation,
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quality and ethical responsibility,
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sustainability,
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and resilience and agility.
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The first pillar,
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cost,
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focuses on driving costs out of processes so investment
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can be made in the brand globally.
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The second pillar is innovation.
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The stated fact of our Crayola strategy
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is that productivity fuels innovation and it's innovation
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that powers growth.
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So the global supply chain productivity that we're generating
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is enabling ultimately the growth of our company.
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The third pillar is quality and ethical responsibility.
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When you speak Crayola,
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you speak quality.
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So the Crayola brand is synonymous with quality
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products and helping parents and educators raise creatively alive
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kids.
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And we need to make sure that we're maintaining that quality,
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that brand promise.
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that a mom or a child or a teacher,
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when they open one of our products,
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it has to have that high level of quality.
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So that's critical from a supply chain that we're delivering that.
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All products are non -toxic and many have all components
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made in the USA instead of foreign plants.
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The fourth pillar,
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sustainability,
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has been integral to the company since the beginning.
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Edwin Binney,
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one of the founders of our company,
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was an environmentalist.
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He believes strongly in the environment.
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The first Crayola crayons that were ever made were made with the power
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of the Bushkill Creek here in eastern Pennsylvania.
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And we've transitioned that into everything that we do here,
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whether it's recycling plastics in our products,
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whether it's that our pencils come from renewable forests,
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or most recently our solar farm.
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We have a three megawatt solar farm.
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on our campus here in eastern pennsylvania we make a billion crayons
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and 700 million markers with the power of the sun the
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final pillar is resilience and agility the last
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pillar of our supply chain strategy is really um this
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is having the supply chain resilience and responsiveness
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that agility to be able to do when our customers come with
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an unforecasted order,
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when something goes wrong in the supply chain and things do go wrong,
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we have the agility to be able to react and change and
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respond to changing demands or a problem in the supply
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chain.
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The principles allow the company to compete in an increasingly
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global marketplace.
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To give you an idea of what Crayola's supply chain needs to support,
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consider these statistics.
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Every day,
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Crayola makes 13 million crayons.
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That's 150 per second,
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2 million colored markers,
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a half million paint jars,
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22 ,000 silly putty eggs,
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and 170 ,000 pounds of modeling clay.
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70 ,000 cases of
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finished goods are shipped daily.
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As the category leader for its products,
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Crayola customers like Walmart and Target expect consistent,
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top quality,
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delivered quickly and on time.
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New product innovation,
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customized products and displays,
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variety and flexibility also are givens.
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When I look at why our customers choose us
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and why the consumer chooses us,
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I see three burning areas.
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One is color selection.
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We are the ones that define for a child what
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the sky should look like,
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what a tree should look like,
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what a flower should look like.
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And a child is able to express his or her.
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view of the world via Crayola products.
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I think the second area is really the innovation.
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We're the first to market with every innovation
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or almost every innovation in our category.
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So 15 years ago,
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we launched Color Wonder,
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which is a product where markers and paint only appear on the paper.
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They don't appear on the walls,
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they don't appear on the furniture,
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and they don't appear on the carpeting.
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Children are now able to color and create at
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a younger age than they would have been or where their mom or an educator would have been
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comfortable allowing them to.
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So we bring those innovations to market.
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And I think related to both of those two is the quality.
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There's an expectation when you open a box of Crayola crayons
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that the points will all be there,
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that the label will be on correctly,
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that it will color right,
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that the breaking strength will be right.
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And we give that brand promise by way of our products,
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by way of the quality.
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When unforecasted demand occurs during any of the company's
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three seasons,
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back to school,
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holiday and spring.
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Crayola's supply chain meets its responsiveness goals by maintaining capacity
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in the United States and an integrated supply base that can rapidly
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respond with raw material inputs.
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When faced with operations challenges,
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Crayola managers will ask,
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what if,
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to spark creativity.
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Just like the children,
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their products are designed to inspire and delight.
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When imagination is unleashed and the company's employees are empowered,
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the sky's the limit on what operations and global supply chains can
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do.

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