The Tao of Timbuk2

There are several companies that rely on advertising themselves as a pure “American made” brand that drives loyalty and alludes to superior quality. The case of Timbuk2 brands lends itself to a similar strategy in that customization requires the product to be hand made. What makes their brand unique is that the many options provided to customers require the company to have workers employed by their craft. Traditionally our minds gravitate towards less quality and value when associated with other manufacturing based countries so much so that our culture jokingly remarks about it regularly in television and through other popular mediums. In the case of Timbuk2, the buyer’s dedication to their bag is in part because of the durability allowed by a team of skilled and veteran workers in San Francisco. The company is in a classic predicament of the sustainability requirements for shareholders in that it needs to continue to make profits while still offering customization for the dedicated consumers. The newly added messenger bags threaten excessively high labor costs that could compromise the organization’s ability to meet future needs and consequently cut into the value for investors. The question lingers that the doubt from steadfast customers concerning the move to China may also threaten the sustainability of Timbuk2. Companies like Timbuk2 are often run by owners that can implement lean manufacturing techniques in the midst of mass customization. It seems apparent that the future of the company to continue producing custom pieces would require expansion in both machines and in labor as it’s noted the US division only has a small work force of 25. The problem presented in the case is that the volume can’t be reached with the growing popularity of the company and the machines needed to reach higher levels of output and customization are