Contract Manufacturing | IOC - Manufacturer of Dietary Supplements

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    Contract Manufacturing – Definition

    Make-to-order (MTO) is a manufacturing strategy in which production of products begins only after a confirmed order is received from a customer. Unlike traditional make-to-stock, this approach allows the customer to specify the exact quantity and specification of the products ordered, giving the company greater flexibility and avoiding the costs of storing excess inventory. This solution closely synchronizes production with real demand, which reduces wastage of resources and the risk of creating unnecessary surpluses.

    Custom production is the perfect solution for companies that want to focus on designing, marketing and selling their own products, leaving the manufacturing process in the hands of experts. In IOC we provide comprehensive support – from concept development, through the production of dietary supplements, cosmetics and functional foods, to distribution. We deliver products tailored to the individual needs of the customer, so you can fully personalize your assortment.

    What is contract manufacturing?

    Made-to-order production is a business model in which products are created only after receiving a confirmed order from the end customer. Unlike mass production to stock, the MTO approach allows the ordering party to fully control the quantity and specification of products. This gives companies enormous flexibility – they order exactly as much as they need, with exactly the specification their target market expects. At the same time, they avoid the costs and risks associated with storing surpluses.

    In practice, this means that the product (e.g. dietary supplement) is made to measure customer requirements. Composition, form, packaging – each element can be unique and in line with the expectations of the customer. This approach is popular in the nutraceutical, cosmetics and even electronics industries, where personalization and quick response to market trends are key.

    Benefits of contract manufacturing

    • Flexibility: The ability to adapt products to individual customer needs and specifications guarantees uniqueness on the market and a competitive advantage.
    • Saving resources: The company outsourcing the production does not have to invest in its own production lines or maintain large inventories – this significantly reduces operating costs.
    • Faster time to market: By working with an experienced manufacturer (such as IOC), the client can focus on R&D and marketing, while the partner takes over the entire production process. This speeds up the product's debut on the market.
    • Quality control: Renowned manufacturers work on a contract basis based on certified standards (ISO, GMP, HACCP). Thanks to this, the client is certain that the product will comply with quality standards and legal regulations.
    • scalability: Contract manufacturing enables cost-effective production of both small batches (for a start or market test) and large batches of goods once the product gains popularity. Scaling is seamless, without huge upfront investments.

    Contract Manufacturing of Dietary Supplements – Key Costs and Optimization

    The dietary supplements market is developing dynamically, and contract manufacturing in this sector is becoming increasingly popular. Key costs when ordering the production of a supplement, they include: purchasing raw materials (active ingredients, vitamins, minerals), research and development work on the formula, performing stability and safety tests, designing the packaging and meeting formal and legal requirements (e.g. notifying the GIS). In Poland, the minimum investment needed to start contract production is often from 30 to 000 PLN – this amount allows you to launch a series of the product under your own brand. With larger orders, the unit cost drops significantly (in large batches it can be as low as PLN 4–5 per supplement package).

    There are opportunities to optimize costs: bulk purchase of raw materials, simplification of the product form (e.g. tablets instead of soft capsules may be cheaper), use of standardized packaging instead of designing from scratch, or long-term cooperation with the manufacturer (this often translates into better price conditions). It is important for the contract manufacturer to provide transparency of pricing – clearly showing how much each element costs (ingredients, labor, packaging). This allows the client to consciously manage their budget and return on investment. In the long term, the strategy of maintaining competitiveness also matters – investing in quality at the beginning can bring savings (fewer problems and series recalls) and customer loyalty.

    What Are the Real Costs of Manufacturing Dietary Supplements? Read an extensive text on this topic.

    The Contract Manufacturing Model in the Dietary Supplement Industry – An In-Depth Analysis

    Wprowadzenie

    The dietary supplement industry is growing rapidly, prompting companies to seek effective models for manufacturing products. One of the key approaches is contract manufacturing, which involves outsourcing the production of supplements to a specialized external entity. This model allows supplement companies to focus on marketing and brand development, entrusting the production process to experts with the right infrastructure and know-how. This report presents an in-depth, literature-based analysis of contract manufacturing in the context of dietary supplements, covering definitions and types of models (OEM, ODM, CDMO), operational, technological, economic and legal aspects, as well as a comparison with other manufacturing strategies and the specific conditions of the supplement industry.

    1. Definition and characteristics of contract manufacturing (OEM, ODM, CDMO)

    Contract manufacturing is a form of outsourcing manufacturing activities – the contracting company (e.g. a supplement brand) entrusts the production of its products to an independent contract manufacturer with the appropriate resources. Within this model, various types of cooperation have developed, differing in the scope of responsibility for the product design and its development: OEM, ODM and CDMO. These concepts are described below:

    OEM (Original Equipment Manufacturer)

    Original Equipment Manufacturer (in the context of supplements: a contract manufacturer that manufactures a product to strict specifications provided by the principal). In the OEM model, the principal provides the full product design—formula, ingredients, quality requirements—and the OEM merely executes the production process according to those guidelines. In other words, OEM products are designed and manufactured to the specifications of a specific company. Such a manufacturer primarily provides manufacturing services, without interfering with the development of the formula or the design of the product. Often, the principal (brand) handles distribution and is visible on the label, while the OEM remains anonymous to the consumer.

    ODM (Original Design Manufacturer)

    Original Design Producer. In the ODM model, the contract manufacturer plays a greater role in shaping the product – it has its own design and development capabilities, thanks to which it can independently develop the formula or form of the supplement. The ordering company can choose from a catalog of existing solutions offered by the ODM manufacturer or commission the development of a new product based on general assumptions. The ODM model is often compared to a private label, where the brand selects a product already existing with the manufacturer, introduces minor changes (e.g. flavor, dosage) and sells under its own brand. This allows for faster and lower-cost entry into the market, because it uses the manufacturer's know-how – it shortens the route to the market, saving large investments in R&D work needed to create a product from scratch. In simple terms: ODM not only manufactures, but also designs the product (partially or in whole), relieving the ordering party of the obligation to have its own R&D facilities.

    CDMO (Contract Development and Manufacturing Organization)

    Contract development and manufacturing organization. The term originates from the pharmaceutical industry and refers to an entity that provides comprehensive services from product development to manufacturing. In the context of dietary supplements, a CDMO is an extension of the ODM model: in addition to manufacturing, it offers advanced support in product development, such as composition studies, manufacturing technology development, stability analyses, and often also regulatory and documentation assistance. Such a partner can independently manufacture all the components of a product (raw materials, packaging, etc.) and design and implement the entire production process, providing an advantage in quality, flexibility, and time to market. A CDMO therefore acts as a “one-stop shop” entity that can transform a concept into a finished product, offering formulation services, production scale-up, and even regulatory support along the way. Growing market demands mean that many supplement companies are choosing such partners to shorten development time and reduce production costs, accelerating time to market. As a result, the ordering party (often referred to as the brand owner or own-label distributor) can focus on marketing and sales, while the CDMO manages all technical issues related to the product. To sum up the definitions: the OEM is only responsible for production according to the ordered design, the ODM develops and manufactures the product itself (often according to the general guidelines of the ordering party), and the CDMO provides a full range of services - it develops, tests and manufactures the supplement, often also helping to meet formal requirements. All of these models fit into the concept of contract manufacturing, giving companies flexibility in choosing the scope of the outsourced process. A common feature is close cooperation between the ordering party and the manufacturer - as experts emphasize, in the competitive supplement industry, an approach based on partnership is sometimes the best way to quickly introduce a product to the market and maintain a market advantage.

    2. Operational and technological aspects of contract manufacturing

    The effectiveness of the contract manufacturing model largely depends on the efficient management of operational processes and the technological advancement of the contract manufacturer. In the dietary supplements sector, the key factors are: the raw material supply chain, process standardization, quality control, logistics and production scalability. These aspects are discussed below.

    Supply chain and process standardization

    Contract supplement manufacturers usually have an extensive supply chain of raw materials – they have verified suppliers of vitamins, herbal extracts, minerals and other ingredients from different parts of the world. Thanks to permanent contracts with suppliers, they can obtain high-quality raw materials at favorable prices and maintain continuity of supply. An important element is the verification of the quality and authenticity of ingredients before use. Reputable manufacturers require certificates of analysis (COA) from suppliers confirming the purity and strength of ingredients, and they also conduct control tests at the input (e.g. heavy metals, microbiology). Standardization of production processes means that each batch of the supplement is manufactured according to strictly defined procedures (standard operating procedures – SOP), which ensures repeatability and compliance with the specification. In practice, contract manufacturers implement quality systems in accordance with international standards such as ISO 9001 or ISO 22000, and – most importantly – they follow the principles of Good Manufacturing Practice (GMP) for food or pharmaceuticals. Having GMP certificates, as well as other industry certificates, demonstrates maintaining rigorous quality and safety standards. A standardized process, from weighing raw materials, through mixing, to packaging, reduces the risk of deviations and allows for meeting regulatory requirements. At the same time, professional contract manufacturers invest in modern production and testing technologies - increasing requirements for quality testing and new specifications have forced manufacturers to implement new technologies and constantly improve their education to keep up with the development of the supplement industry. Thanks to this, contracting companies have access to the latest production solutions without having to purchase specialist equipment themselves.

    Quality control and compliance with standards

    Quality assurance is the foundation of dietary supplement production. Contract manufacturers establish multi-stage quality control systems to ensure that each batch of product meets safety requirements and declared parameters. This includes raw material testing, process control (e.g. checking the homogeneity of mixing, tableting/encapsulation control) and final product testing – determination of the content of active ingredients, tablet/capsule weight control, microbiological testing and, for liquid forms, preservation testing, etc. The manufacturer usually has its own laboratory or cooperates with accredited external laboratories to verify that the supplement contains the ingredients in the right amounts and is free from contaminants (e.g. allergens, pathogens). Strict quality control is not only a matter of reputation, but also a legal requirement – ​​in many jurisdictions, the law requires that every supplement manufacturer has a quality assurance system compliant with GMP, which means, among other things, that each batch is tested for compliance with the specification before it hits the market. A contract production model can be beneficial here, because a specialized manufacturer has usually already implemented a comprehensive quality system, has experienced staff (analysts, technologists) and procedures for handling deviations. The ordering company usually receives full quality documentation (test protocols, batch analysis certificates), which allows it to confirm the compliance of products with requirements and build consumer trust. It is worth adding that standardization in the context of quality also means maintaining consistency between batches - important, for example, in the case of supplements from plant raw materials, where natural fluctuations in the quality of the raw material are leveled out thanks to rigorous selection of supplies and control (e.g. standardization of plant extracts for the content of active markers).

    Logistics and production management

    The operational aspects of contract manufacturing also include production planning, inventory management and delivery logistics. The contract manufacturer must effectively coordinate the inflow of raw materials, production schedules and shipment of finished supplements to the ordering party (or directly to distribution centres). Effective supply chain management minimises delays and ensures smooth delivery of products to market. This includes maintaining optimal stock levels of raw materials and packaging so that production can start quickly after receiving the order, while avoiding long storage periods (which, in the case of organic raw materials, could result in expiration). Contract services often also include kitting and packaging the product according to the customer’s requirements – for example, packaging tablets into final packaging, labelling and even inserting leaflets. The manufacturer can provide a variety of packaging options (bottles, blisters, sachets, bulk containers), which makes it easier for the ordering party to adapt the product to the market requirements. After the batch is manufactured and packaged, shipping logistics are essential – contract manufacturers often organize the transport of finished batches to the ordering party’s warehouse or to designated distribution locations. Thanks to specialized ERP systems and experience, the manufacturer can optimize these processes, which translates into on-time deliveries. Efficient information flow between the ordering party and the manufacturer is key here – the best contract companies focus on transparent communication, regularly reporting on production progress, quality control results, and any potential difficulties. Such transparency builds trust and allows the ordering brand to plan its marketing and sales activities based on certainty about the product’s availability.

    Scalability and flexibility of production

    One of the significant advantages of the contract manufacturing model is the ability to adjust the scale of production to the needs of the client. A reputable contract manufacturer has the ability to quickly increase production volume in response to growing market demand, or conversely, to produce smaller batches at the initial stage of implementing a new product. This flexibility is crucial in the supplement industry, where demand can be subject to seasonal fluctuations and trends. A manufacturer with an extensive machine park can run several production lines in parallel to meet a large order, or plan short pilot runs (e.g. for a market trial). Changing the size of the batch should not affect quality – procedures are scalable, and parameter control (e.g. mixing on different sizes of mash) ensures product uniformity in the production of both 10 and 100 packages. What's more, an experienced manufacturer can quickly retool the line or adapt to product modifications (e.g. new powder flavor, different ingredient dose) without long downtimes. The ability to adapt to changing trends or regulations is also important – a flexible manufacturer can work with the client to modify the formula or process when it is necessary to adapt to new requirements (e.g. withdrawal of an approved ingredient – ​​then the company will propose an alternative). Such adaptability distinguishes high-class contract manufacturers and is critical for long-term success in the dynamic supplement environment. For example, if there is a sudden increase in demand for a supplement (e.g. vitamin D in winter), the contract manufacturer can expand the production schedule for that product to avoid shortages on the market. At the same time, when a new niche supplement is introduced that initially requires a small series, the outsourcing partner has the ability to handle shorter production series typical of small start-up volumes or seasonal products. All this means that the client avoids costly unused capacity or bottlenecks – they pay for production when they need it, and the scale can grow with the growth of sales. To sum up the operational aspects: Contract manufacturing in supplements is based on highly standardized and controlled processes. A contract manufacturer manages the entire manufacturing cycle—from raw material sourcing through production to packaging—ensuring quality and compliance at every stage. As a result, contracting companies benefit from a mature supply chain, rigorous quality control, and a flexible and scalable production organization that would be difficult to achieve if they built their own manufacturing capabilities from scratch.

    3. Economic aspects: costs, economies of scale, margins, CAPEX vs OPEX

    The contract manufacturing model significantly affects the cost structure and economics of the supplement company. Instead of investing in plants and production lines on its own, the contracting company uses the resources of the contract manufacturer, which brings certain financial benefits, but also affects margins and control of unit costs. Below we analyze key economic aspects: fixed vs. variable costs, scale effects, margins, and differences between capital expenditure (CAPEX) and operating expenditure (OPEX) in this model.

    Reduction of fixed costs and CAPEX

    By deciding to outsource production, a company avoids the huge capital expenditures associated with building and maintaining its own factory. Establishing a plant that meets GMP requirements (with specialist rooms, ventilation systems, production and laboratory equipment) is associated with very high initial costs. As indicated by practitioners, establishing a production operation that complies with current GMP requirements is a huge expense, not to mention the later costs of maintaining and updating the infrastructure. In the contract manufacturing model, these expenses (CAPEX - capital expenditures) are borne by the contract manufacturer - it is they who invest in technological lines, mixers, tablet presses, capsule machines, tablet coating devices, sachet machines, etc. Thanks to this, the contracting company converts fixed costs into variable costs: it pays mainly for the production service provided, usually per product unit or batch. It does not bear the fixed costs of equipment depreciation, industrial property taxes, basic utilities in maintaining the plant, etc. In financial terms, switching from an in-house production model to outsourcing means shifting the burden of expenses from the balance sheet (investments in fixed assets) to the income statement (operating costs - OPEX) - which increases financial flexibility. The company can scale its business without the need for additional capital investments, which is especially valuable for start-ups or fast-growing brands.

    Variable unit costs and economies of scale

    A contract manufacturer usually serves many customers and the production volume in its facility is greater than the individual needs of a single brand. This allows it to achieve economies of scale that an individual manufacturer might not be able to achieve. Large-scale production means that fixed plant costs (e.g. personnel, maintenance of machinery) are spread over a larger number of product units, reducing the cost per unit. In addition, with larger volumes, the manufacturer buys raw materials and packaging materials in bulk, often at lower prices, which also translates into a lower cost of unit production. For the contracting company, this means that it can obtain a competitive cost of manufacturing the product, even if the contract manufacturer's margin is added. As it is put in the literature, cooperation with a large contract manufacturer allows for the use of economies of scale - a reduction in unit cost due to production on a larger scale, which results in efficient use of resources and lower costs per unit. The contract manufacturer also takes on certain indirect costs that would burden the brand in its own model – e.g. the costs of maintaining production and engineering staff, utility costs (electricity, water) or managing raw material inventories. These are already included in the price of the production service, but the efficient management of a large plant means that these costs are optimized per product. Thanks to this, it is often possible to offer the client a more favorable production price than if they were producing it themselves. Therefore, economies of scale work to the advantage of both parties: the manufacturer maintains a high workload and profitability, and the client receives the product at a lower unit cost, which can translate into a higher gross margin for their business.

    Margins and total product cost

    In the contract manufacturing model, the manufacturer's margin (their profit for performing the service) is of course added to the cost of manufacturing the product. However, contract supplement manufacturers operate in a very competitive market and often work on relatively low margins, counting on profit from a large volume of orders. From the perspective of the ordering company, the price proposed by the contract manufacturer includes all cost components: raw materials, labor, packaging, testing, general plant costs and margin. Despite adding the contractor's profit, the final cost may be lower than in-house production due to the aforementioned economies of scale and lack of waste. According to industry analyses, using an experienced manufacturer can reduce total costs by reducing personnel expenses, maintaining inventory and other indirect costs. The ordering company, not having "frozen" capital in inventory and infrastructure, can allocate more funds to activities that generate added value - marketing, new product development (in cooperation with a CDMO), market expansion. It should be noted, however, that the margin of a contract manufacturer reduces the potential unit profit compared to a hypothetical situation where the company produced itself. In other words, we “give” a part of the added value in the product to the partner. In practice, however, when the supplement company does not have a huge sales volume, independent production may be more expensive and, moreover, would require a long period of return on investment in the plant.

    CAPEX vs OPEX – Strategic Implications

    In economic terms, the strategic advantage of the contract manufacturing model is the shift of the expenditure burden from CAPEX (capital expenditure) to OPEX (operating expenditure). For the contracting company, this means lower financial risk – it does not have to freeze capital in production assets that may be unused in the event of a drop in demand. Instead, it pays for production as needed, treating it as a variable cost, proportional to the scale of the business. Such a cost structure increases liquidity and allows for a quick response to market changes: it is easier to reduce orders from a subcontractor than to close its own production line generating fixed costs. On the other hand, in the long term, the company must take into account that it is not building its own production assets. In the OEM/ODM/CDMO model, technological knowledge and production competences are concentrated in the external partner. This may result in a certain economic dependency – for example, if the contract manufacturer increases prices, it is difficult for the contracting company to move production elsewhere overnight (especially if the product is specific). In practice, however, competition between entities means that service prices are market prices, and long-term contracts often include price stabilization clauses or sharing benefits from falling raw material costs. Another important economic aspect is the time to market – using an experienced manufacturer can shorten this time, which allows you to generate revenues and returns faster. This also has a financial dimension: a faster sales launch means better use of the market opportunity and potentially higher cumulative profits. As market observations indicate, thanks to cooperation with a contract manufacturer, supplement brands are able to accelerate their product launch and reduce development costs, focusing on their core competencies. In short, the contract manufacturing model offers economic benefits in the form of reduced investment and fixed costs, better use of scale effects, and the ability to focus resources on activities that bring the greatest value (market development, innovation), while transferring part of the margin to the manufacturing partner.

    4. Legal aspects: regulations, liability, labeling, GMP, confidentiality and intellectual property

    The production of dietary supplements is subject to numerous legal regulations and standards that must be met by both the ordering company (brand owner) and the contract manufacturer. The contract production model introduces a specific division of roles and responsibilities, but the regulatory responsibility for the final product rests largely with the ordering party, i.e. the subcontractor.iocie introducing the supplement to the market. In addition, the issues of compliance with GMP (Good Manufacturing Practice) requirements, correct product labeling, as well as securing the confidentiality of information and intellectual property rights (formulas, trademarks, etc.) between partners are key. The main legal issues are discussed below.

    Regulatory Accountability and Compliance

    In the light of the regulations of many countries, a company that distributes and sells a dietary supplement under its own brand is responsible for ensuring that the product is safe and legal - even if it was actually manufactured by an external entity. For example, European Union law treats supplements as special purpose foods, and the responsible entity is the food operator introducing the product to the market. They must ensure that the product meets the legal requirements regarding composition (permitted ingredients, limits), safety and labeling. Similarly, in the USA, according to the DSHEA Act, manufacturers and distributors of supplements cannot introduce adulterated or incorrectly labeled products to the market - they are required to assess the safety and labeling of their products and ensure their compliance with the provisions of the Food, Drug and Cosmetic Act before introducing them to sale. This means that the brand commissioning the production cannot transfer all responsibility to the contract manufacturer - in the event of violations (e.g. detection of a prohibited substance or incorrect labeling), regulatory authorities will hold the company listed on the label primarily responsible. In practice, regulatory agencies clearly state that the entity distributing the product is ultimately responsible for its quality and compliance, including the actions of subcontractors.

    Product labeling and labeling compliance

    The label of a dietary supplement is also an area of ​​critical legal importance. It includes, among other things, the name of the product, a list of ingredients (with their quantities, e.g. mg of vitamins), the recommended portion for consumption, nutritional information (vitamins/minerals in % RWS), warnings and contraindications, data of the responsible entity, batch number, date of minimum durability, etc. In the contract model, the contracting company usually develops the design of the label (since it is their brand that appears on the packaging), but the contract manufacturer often provides advice on the compliance of the label with regulations. With experience and regulatory experts, the manufacturer can help check whether, for example, all health claims on the label are authorized, whether the composition is described in the correct way, and whether there are no prohibited therapeutic suggestions. In accordance with GMP principles, before the product is released for sale, the label and its compliance with the product documentation should be reviewed. Good cooperation in this area is beneficial - it minimizes the risk of violations, such as misleading the consumer. Formally, the data on the label must include identification of the responsible entity. The formula "Manufactured for: [name of the ordering company]" is often used, along with its address, or "Distributor: ...". Sometimes, if required by law, information about the place of production is also provided (e.g. "Manufactured at XYZ plant"). The contract manufacturer usually remains in the shadows, but is responsible to the ordering party to deliver a product consistent with the description. If the label declares that the capsule contains 500 mg of the active substance, the manufacturer must produce the product in this way and confirm it with tests. Any discrepancies between the declaration and the content may result in legal sanctions for false labeling. Therefore, contracts often include a clause stating that the manufacturer guarantees that the product meets the values ​​declared on the label (taking into account permissible deviations).

    GMP rules and documentation

    Good Manufacturing Practice is not only a matter of quality, but also a legal requirement. In the USA, cGMP for supplements clearly defines the responsibilities of both manufacturers and entities distributing products. These rules require the establishment of a quality system, maintaining full production and control documentation, personnel qualification, process validation, etc. The contract manufacturer must have implemented procedures and records compliant with GMP, and the contracting company should approve and periodically check it. At the stage of signing the contract, it is agreed that the contracting party has the right to review production and control protocols in order to be able to document the compliance of the batch with the requirements. If there is an official inspection of the product, both parties must cooperate in sharing information.

    Confidentiality (NDA) and Intellectual Property

    In a relationship with a contract manufacturer, it is crucial to protect confidential information and intellectual property rights relating to the product. A dietary supplement may not be patented (formulas are rarely patentable, although it is possible, e.g. for unique formulas or technologies), but the recipe, proportions of ingredients, raw materials used, as well as the identification of suppliers - all this constitutes the secret of the ordering company. That is why the industry standard is to sign a confidentiality agreement (NDA, Non-Disclosure Agreement) before the actual collaboration begins. NDA obliges the manufacturer not to disclose any information provided by the client or the fact of cooperation, protecting against a situation in which the manufacturer could reveal the recipe of a competing company or use it for themselves. A well-constructed confidentiality agreement clearly defines what is confidential information (usually all technical and commercial data, recipes, sales plans provided by the client) and provides for sanctions for its violation. Intellectual property issues are settled together with the NDA or in the manufacturing agreement itself. Usually, if the ordering party provides its own formula (OEM model), it retains full rights to it – the manufacturer then acts as a contractor and does not acquire rights to the formula. Even in the ODM/CDMO model, where the manufacturer provides intellectual input, the contract may provide that the final product formula (especially one bearing the customer's brand) becomes the property of the contractor on a work-for-hire basis or is transferred to him under an assignment of rights. Alternatively, licensing models are possible – e.g. the manufacturer grants a non-exclusive license for its know-how, which, however, happens less often in the supplements segment, because brands usually expect exclusivity for a unique product. Also very important is the provision that the manufacturer will not produce an identical or very similar product for another customer (prohibition of "resale" of the formula). Reliable contract manufacturers understand these principles – their reputation is based on the fact that they maintain absolute confidentiality and never use a customer’s formulas for any other purpose. If this rule is violated, the manufacturer risks legal action for breach of trade secrets or unfair competition. The trademark and brand are also subject to protection – the agreement specifies that the manufacturer has no right to use the client’s brand without consent. In the aspect of intellectual property, it is also regulated who is responsible for violating any third party rights. If a formula supplied by a principal infringes another person's patent, the contract may provide that the principal will be liable and indemnify the manufacturer, or that the manufacturer guarantees that the formula is free from infringement. These arrangements minimize the risk of legal disputes.

    5. Comparison with other production models: flexibility, lead time, process control, costs

    To better assess the specificity and effects of implementing the production-to-order model, it is worth comparing it with other classic production implementation strategies. In the manufacturing sector, there are, among others, make-to-stock (MTS) models – production to stock (in stock), assemble-to-order (ATO) – assembly to order, and engineer-to-order (ETO) – design and production to engineering order. Each of these models differs in terms of flexibility, order lead time, degree of control over the process, and cost structure. Below, these approaches are compared with the contract manufacturing model (which in practice most often operates as production to the customer's order, externally).

    Make-to-Stock (MTS) – production to stock

    This is a traditional model in which the company manufactures products based on demand forecasts and maintains a warehouse stock from which customer orders are fulfilled. The advantage of MTS is a very short delivery time to the customer, because the product is ready on the shelf - it is shipped immediately, limited only by transport time. This is therefore the model with the shortest lead time (minimum lead time, customers receive the goods immediately). It works well for products with stable, mass demand. However, the flexibility of this model is limited - predetermined products are manufactured, without the possibility of personalization for a specific order. If the forecasts are incorrect, the company risks excess inventory or shortages, which are difficult to replenish quickly. MTS generates high inventory maintenance costs and freezes capital in unsold goods. Control over the process is full when production takes place internally - the company itself decides on production plans, batches and quality standards. However, in the contract model, pure MTS is rarely used; more often, the ordering party places orders with the manufacturer according to demand. An exception may be the situation when a brand orders a large batch of a supplement to be produced for stock before the expected season – then the contract manufacturer acts as a backup for the MTS model for the ordering party. In general, MTS contrasts with contract manufacturing in that in MTS, production is “blind” for stock, while contract manufacturing is closely linked to real orders to avoid overproduction.

    Assemble-to-Order (ATO)

    In the ATO model, components and semi-finished products are manufactured in advance (often according to MTS), while the final assembly of the product takes place only after receiving a specific order from the customer. This provides greater flexibility than MTS, because different product variants can be composed from available modules – for example, in the case of supplements, this could mean mixing different selected ingredients into a personalized mix after receiving the order. In practice, supplements are rarely assembled from modules; this is more suitable for vitamin sets packaged individually for the customer. The lead time in ATO is medium – shorter than in ETO/MTO models, because most of the work (production of components) is already done, and only the final assembly/completion remains. However, this time is longer than in MTS, because the customer has to wait for the final assembly. ATO requires maintaining a stock of components, which still generates storage costs, but allows for a better response to diverse orders than MTS. Control over the process (if the company carries out production in-house) is high, although it mainly concerns the assembly phase – components can be manufactured or supplied by others. In the context of supplement contract manufacturing, ATO is not a typical model, unless we consider personalized supplements, where pre-made capsules with different ingredients are packaged in personalized kits after an order. In that case, a contract manufacturer could operate similarly to ATO, having different capsules in stock and assembling them according to the order. However, this is a niche case. In general, ATO offers a compromise between speed and the possibility of product variation, at the expense of having some stock of semi-finished products.

    Engineer-to-Order (ETO) – engineering-to-order design/manufacturing

    This model is characterized by the fact that each product is designed from scratch for a specific customer order. It is used, for example, in the machinery or construction industry, where the product is unique and tailored to the customer's specifications. ETO provides the highest flexibility - it is possible to fulfill exactly the customer's requirement, but at the cost of a very long lead time and the highest unit costs. Since it is necessary to conduct the design (engineering) phase before the product is manufactured, the delivery time is the longest of all models, and the cost is high due to the lack of scale and the need to engage design work. In the world of supplements, ETO would have an analogy if each end customer ordered a unique vitamin formula tailored to their profile - which appears in personalization trends, but is usually solved differently (through a limited choice of variants or a mixture). A more practical equivalent of ETO at the B2B level is a model in which the ordering company comes to the manufacturer with a new product idea that requires development (e.g. an innovative form of a supplement, a unique composition). Then comes the "engineering" phase - developing a formula, technology, and then its implementation. This is the domain of CDMOs: they take an idea and develop it into a finished product at the customer's request. Compared to a typical ETO, supplementary ETO (through CDMO) has a narrower scope of personalization, but the mechanism is similar. The time to introduce such an innovative supplement will be relatively long (R&D work, technological tests, possible regulatory notifications), but thanks to CDMO support and experience it can be shortened compared to independent design. In terms of control over the process - ETO means that the customer has a significant influence on the specification and result, but requires trust in the contractor regarding technical details. In terms of cost, ETO is the most expensive per unit - each project generates one-time development costs, which in the contract model can be amortized between the manufacturer and the ordering party.

    Make-to-Order (MTO) – production to order

    Although this model is not explicitly mentioned, it is worth including it for the complete picture, as it is an intermediate approach between the above. MTO means that production of the final product begins only after receiving a confirmed order from the customer. There is no design phase (the product is already designed in advance), but production is not carried out without an order. In a sense, most contract manufacturing of supplements is a make-to-order model at the B2B level: a brand places an order for a specific number of supplement packages, and the manufacturer produces them. The lead time here is longer than at MTS because you have to wait for the series to be produced – this can take from several weeks to several months, depending on the production queue, time to procure raw materials and the batch size. The flexibility of MTO is higher than in MTS because production can be adjusted to current demand, but the product is predefined (no last minute modifications possible). Overproduction and storage are avoided, but timely ordering and good relations with the manufacturer are crucial. Process control vs. flexibility: Having your own production (whether in an MTS or MTO model internally) gives your company full control over every step and allows for immediate changes, e.g. product prioritization on the line. The contract model gives up some control – the external manufacturer schedules production for multiple customers, which limits the brand’s influence over when its product is manufactured. As a result, the order fulfillment time in the contract model may be longer than in the case of in-house production, although in the case of overloading of in-house capacities, outsourcing may ensure timeliness. Costs and risks: MTS and ATO models involve the risk of excess inventory, which generates costs, and the risk of expiration (important in supplements where the expiration date is critical). The ETO/MTO model minimizes inventory but carries the risk of underutilization of capacity or sudden increases in unit costs with small batches. Contract manufacturing, carried out on an MTO basis by an external partner, transfers production risk (e.g. failures, material losses) on the contractor, while proprietary models must include these risks in the costs. Product flexibility: The ETO model offers the highest flexibility, while the MTS model offers the lowest. Contract manufacturing in itself does not determine flexibility – it depends on the manufacturer's capabilities. If a company wants to introduce a completely different format (e.g. In order to meet the needs of a given business (e.g. move from powder production to vitamin gummy production), it may be necessary to change or expand the partner base if the current one does not have the necessary capabilities. Own production would require investment in new technology, which is less flexible. Outsourcing, on the other hand, makes it easier to change a contractor or add another one, which increases strategic flexibility. To sum up the comparison: The make-to-order model (usually implemented as MTO by an external partner) offers reduced risk and fixed costs, moderate flexibility and extended lead times compared to make-to-stock (MTS). Compared to engineering-to-order (ETO) models, manufacturing to order reduces time and costs thanks to the manufacturer's ready-made infrastructure and experience, but requires careful planning and collaboration. In-house production (especially MTS) provides full control, but at the cost of less flexibility in responding to changes in demand, while contract manufacturing provides greater financial flexibility and access to modern technologies.

    6. The specificity of the dietary supplement industry in the context of contract manufacturing

    The dietary supplements sector has unique characteristics that affect the use of the contract manufacturing model and the requirements placed on contractors and manufacturers. The most important include: specific legal regulations and supervision (e.g. EFSA requirements in the EU, FDA in the US), the need for continuous innovation and R&D in connection with competitiveness and consumer expectations, the variety of product forms (tablets, capsules, powders, liquids, gummies, etc.) requiring different technologies, as well as seasonality of demand and rapidly changing consumer trends. These factors are discussed below.

    Regulations and standards in the supplement industry (EU vs US)

    Dietary supplements, despite being consumer products, are subject to strict regulations that vary by region. In the European Union, supplements are considered food, but there are dedicated regulations, including Directive 2002/46/EC on supplements and regulations specifying permitted vitamins, minerals, their chemical forms and maximum levels. The European Food Safety Authority plays a key role, assessing the safety of new ingredients (Novel Food notifications) and issuing opinions on health claims. Contract manufacturers operating in the EU must follow lists of permitted and prohibited substances, including the EU list of prohibited or restricted ingredients. In addition, supplements must be manufactured in accordance with hygiene regulations (including HACCP). Although formally there is no mandatory pharmaceutical GMP for supplements in the EU, many companies apply industry GMP standards or ISO 22000 to ensure the highest quality. In the US, supplements are subject to the DSHEA Act and implementing regulations, and manufacturers must comply with cGMP, which is similar in rigor to pharmaceutical GMP. Regulatory authorities inspect facilities and can impose sanctions if GMPs are breached. For contracting companies, it is crucial to confirm that the contract manufacturer meets GMP requirements, and labeling is subject to strict regulations that must be tailored to the target market.

    The need for innovation and R&D

    The dietary supplement market is incredibly dynamic – new products, ingredients and wellness concepts appear every year. Consumers reach for novelties such as superfoods, new forms of vitamins (liposomal, microencapsulated), adaptogens and herbs from exotic traditions. As a result, supplement brands must invest in development and innovation to stand out from the competition. The contract manufacturing model can support this process, especially if you work with CDMO companies with their own R&D departments and development laboratories. This allows the brand to use ready-made formulas or rapid prototyping, which shortens the time to market for new products. At the same time, specialist manufacturers monitor trends and develop new technologies, enabling the implementation of innovative ideas without the need for their own research centers.

    Diversity of forms and production technologies

    Dietary supplements come in many forms – traditional tablets (coated or uncoated), hard capsules (gelatin or vegetable), soft capsules (softgel) for oils and fat-soluble vitamins, powders for making drinks, liquids, ampoules, jellies (gummies) and other forms, such as spray or chewable products. Each form requires a separate machine park and specialist know-how. For example, tablet production requires appropriate presses and mixers, encapsulation - encapsulating machines, and softgels – advanced technology for creating shells. Not all companies have the capacity to produce all forms, so they often specialize in one or two, and if necessary, work with specialized contract manufacturers. This model allows for the creation of a wide product portfolio without the need to invest in extensive infrastructure for each form.

    Seasonality and consumer trends

    Demand for dietary supplements is often seasonal. For example, in the autumn and winter season, sales of products supporting immunity (e.g. vitamins C, D, zinc, herbal preparations, probiotics, cod liver oil) increase, while in spring and summer, there is an increased interest in supplements for weight loss, body cleansing or skin protection. The New Year also brings an increase in demand for fitness and detox products, related to New Year's resolutions. These changes mean that the supply chain must be very flexible - the production of large seasonal batches must be planned in advance, and overproduction must be avoided after the season. Additionally, consumer trends, such as the fashion for turmeric, collagen, ashwagandha or supplements improving cognition, can appear suddenly. Contract manufacturing allows for the rapid implementation of new products thanks to ready-made formulas and access to raw materials. For example, the growing trend of vitamin jellies has forced many brands to enter this segment, which is an example of dynamic market adaptation. The growing demand for plant-based, vegan and “clean label” products also forces manufacturers to adapt their technology and obtain appropriate certificates. To sum up the specifics of the industry: Dietary supplements are a segment where changing trends and seasonality are decisive, and market success depends on the speed of response and the ability to maintain compliance with regulations. The contract manufacturing model ideally meets these requirements, allowing brands to quickly introduce new products and scale production during periods of increased demand, without having to invest in extensive in-house production lines.

    Summary

    Contract manufacturing in the dietary supplements sector is currently the foundation of the business model of many nutraceutical companies. The analysis showed that this model offers numerous advantages: the possibility of using specialized knowledge and infrastructure (OEM, ODM, CDMO types allow to adjust the scope of services from pure production to full product development), operational improvements (efficient supply chain, standardization and high quality confirmed by GMP, flexible logistics and the ability to quickly scale production) and economic advantages (lowering entry barriers thanks to CAPEX reduction, scale effect reducing unit cost, the possibility of focusing on core competencies and improving margins). At the same time, contract manufacturing transfers part of the responsibility for compliance with standards to the partners, although it does not release the contracting company from the final responsibility, which requires strict supervision, audits and clear agreements regulating quality, confidentiality and intellectual property. Comparison with traditional production models showed that outsourcing (B2B make-to-order variety) provides greater financial and product flexibility, although at the cost of less operational control, while make-to-stock models provide speed of delivery and full control, but are less adaptive and capital intensive. In the dynamic supplement industry, where the product range must constantly evolve, flexibility and limiting the risk of overproduction are key – hence the growing importance of the contract model. The specificity of supplements additionally emphasizes the role of contract manufacturers as strategic partners who must be up to date with regulations and enable rapid implementation of innovations. In summary, the contract manufacturing model in the supplement industry combines the features of outsourcing (relieving companies of costs and operations) with a close operational partnership (joint action for quality and innovation). It guarantees standardization and high quality (thanks to GMP and specialist know-how), provides economic advantages (lower entry threshold, economies of scale) and allows for a quick response to changes in demand. The condition for success is the selection of an experienced contract manufacturer and the appropriate arrangement of relations so that both legal aspects and business goals of both parties are harmonized. In the current market realities, contract manufacturing is not just an alternative, but a standard of operation in the dietary supplement industry, which will continue to gain importance with the growth of the global market and the complexity of the regulatory and technological environment.
    Polish manufacturer of supplements on request - quality IOC
    Offer International Organic Company

    Contract production of dietary supplements

    International Organic Company (IOC) is a Polish manufacturer of supplements that has been specializing in contract manufacturing of dietary supplements in the form of tablets and capsules (gel and cellulose) since 2009. As an experienced business partner, IOC offers comprehensive turnkey services – from formula development, through production, to the finished product with your label. Our production plant is equipped with modern machinery, which also allows the creation of supplements in versions BIO, VEGAN and GLUTEN-FREE.

    Cooperation with IOC also means support in formal matters – we provide legal advice on notification and compliance with regulations and offer services (private-label (production under the customer's own brand). Thanks to this, our partners can minimize initial costs and be sure that their product will meet all national and EU regulations.

    Quick production valuation

    What does the contract manufacturing process look like in IOC?

    The process has been designed to be as simple and effective as possible for the customer. In IOC We support every stage of product development – ​​from idea to finished product – operating in accordance with the highest quality and safety standards.

    Production steps:

    1. Idea and market analysis: Together with the client, we define the product concept. We analyze market trends, consumer needs and niches that the product could fill.
    2. Recipe development: Our R&D department develops a unique supplement formula, tailored to the client's assumptions (e.g. active ingredients, nutritional profile, form of administration). At this stage, we also select the optimal form (capsule, tablet, powder, shot, etc.).
    3. Prototyping and testing: We create a trial batch (prototype) and conduct quality and compliance tests. We check, among others, product stability, taste/smell (if applicable) and compliance with the legal requirements of the target market.
    4. Production proper: After the prototype is accepted, we start mass production. We use the latest technologies (e.g. nano-micellization of ingredients, mixing in a controlled environment) to ensure repeatable, top quality of each batch.
    5. Quality control: Each product series undergoes rigorous control. We perform laboratory tests, and the production process is subject to external audits - all to meet ISO, GMP and HACCP standards as well as our own high standards IOC.
    6. Packaging and labeling: Ready capsules or tablets are packaged according to the arrangements – whether in blisters, bottles, sachets or containers. We design and print labels that meet legal requirements (composition, table of values, warnings) and are attractive for marketing purposes.
    7. Distribution: We deliver the final product to the customer or, upon request, we handle the logistics of delivery to designated warehouses. Thanks to our cooperation with trusted transport companies, we can deliver products throughout Poland and abroad, quickly and safely.

    Full production customization

    We understand that every project is different. That is why in IOC we offer full personalization production process on demand. From the recipe, through the selection of active ingredients and additives, to the form of administration and packaging design - each element can be adapted to your assumptions. Thanks to advanced technologies (including nanotechnology, liposomal techniques, microencapsulation) we can create unique products with high bioavailability and effectiveness, standing out from the competition.

    Customization also applies to logistics: we can produce a test series to test the market and then scale production as demand grows. We are flexible in terms of order size, production frequency and forms of cooperation – to fit the customer's business model.

    Global reach and service

    As an international manufacturer, IOC serves customers not only in Poland but also all over the world. Our products are exported to markets in Europe, North America, Asia and the Middle East. Therefore, we are able to adapt production processes to various standards and regulations applicable in different countries (e.g. FDA in the USA).

    Thanks to cooperation with leading logistics companies, we ensure efficient and safe delivery of finished products to their destination – be it the customer's warehouse or distribution centers. Global reach Our business means that our customers can develop their brands without territorial limitations, having a solid production base capable of sending products wherever their customers are.

    Contract manufacturing – requirements of the Polish market

    In Poland, the contract manufacturing model is becoming increasingly popular, especially in industries such as cosmetics, household chemicals and dietary supplements. For many companies (e.g. young supplement brands), this is an attractive option to enter the market – it allows them to focus on innovation and marketing, while the entire production “kitchen” is carried out by a specialized partner.

    Private label

    Contract manufacturing often means manufacturing products under the client's own brand. This means that, for example, a drugstore chain orders a line of supplements or cosmetics from a manufacturer that will be sold under the chain's brand. For a contract manufacturer, this is everyday life - in IOC we carry out many such projects. From the perspective of the ordering company, the biggest advantage of the private label is saving time and money: it can quickly introduce the product to the market without building a factory. The risk and investment outlays are lower because you use existing infrastructure and know-how.

    In recent years, the popularity of private label products of large retail chains (e.g. supplements branded by pharmacies or health food chains) has been growing in Poland. This is driving demand for contract manufacturing services – more and more companies are looking for partners who will produce a unique product for them that meets their guidelines.

    Contract manufacturing stages (from inquiry to implementation)

    The standard process of initiating contract manufacturing cooperation in Poland is as follows:

    1. Download offer: A company interested in production contacts a contract manufacturer (e.g. via a form or by phone), initially presenting its idea and requirements for the product (concept, ingredients, estimated quantity, expected quality).
    2. Preparation of offer and samples: Producer (IOC) analyzes the inquiry, asks for details if necessary, and then develops a preliminary recipe and cost calculation. Often, at this stage, product samples for the customer – so that they can assess the taste, form, quality. The customer receives an offer containing specifications, price (with a breakdown of costs) and a schedule.
    3. Contract and production execution: After accepting the offer and samples, the parties sign an agreement specifying the terms (including the scope of confidentiality, recipe ownership, lead times, minimum orders, etc.). Then the manufacturer starts the actual production – in accordance with the established plan and quality standards. The customer can receive progress reports.
    4. Packaging, delivery and after-sales support: Finished products are packed and labeled according to agreements (e.g. customer brand). The manufacturer can help organize transport to the customer's warehouse. A good contracting company (like IOC) often also offers after-sales support – e.g. assistance with any questions from inspectors, documentation for distribution or planning subsequent production batches.
    supplements on request from IOC

    Polish market - development and trends

    The Polish private label market is developing dynamically. According to Nielsen analyses, in 2013 the share of private labels in FMCG sales was 18,2%, growing by 1,5 percentage points year-on-year. In subsequent years, this trend continued – retail chains such as Biedronka or Lidl constantly expanded their offer of products with their own logo. For contract manufacturers, this means a constant increase in demand for their services. Companies that are able to meet the requirements of large chains (in terms of price, quality, timely delivery) gain significant clients.

    Another trend is the growing awareness of consumers in the field of health and ecology. Polish customers are increasingly looking for dietary supplements with a natural composition, certified (e.g. Vegan, BIO). For producers, this means the need to adapt the offer - e.g. obtaining the RSPO certificate (sustainable palm oil production) or being ready for formulas clean label (without unnecessary additions). Customers expect that the contract manufacturer will be able to meet these requirements.

    Trends in contract manufacturing

    Global trends are also reflected in Poland. Among the most important directions of development of contract manufacturing, it is worth mentioning:

    • Sustainable development: More and more companies are focusing on ecological aspects of production. Raw materials from certified sources (e.g. RSPO for palm oil), reducing waste in the process, biodegradable packaging – this is becoming a standard, not a luxury.
    • Advanced production technologies: Implementation of innovations such as 3D printing (in pharmacy for the production of tablets with unusual shapes/doses), automation and robotization packaging lines, systems IoT monitoring production – all of which allows for faster and cheaper production. Contract manufacturers are investing in these technologies to attract customers with innovative possibilities.
    • Mass personalization: The Mass Customization trend assumes that even in mass production, an element of personalization can be introduced for a specific customer. In the context of supplements - for example, adjusting a set of vitamins to the profile of the end customer. For a contract manufacturer, this may mean flexible lines that quickly switch to a slightly different product composition.
    • Global outsourcing: Companies ordering production are not limited to local contractors. Thanks to globalization, Polish companies can order production, for example, in Asia (although in the case of supplements there are regulatory restrictions), and foreign brands - in Poland. As a result, competition is growing, but so are the possibilities of expansion for Polish producers (which IOC is already implementing).
    • Digitalization and Industry 4.0: Digital production management systems, big data analysis and machine learning in quality control – this is another dimension of the trend. A manufacturer that implements intelligent systems (e.g. predictive maintenance, monitoring parameters of each batch in the cloud) will be able to offer higher reliability and transparency of the process for the customer.

    Global Challenges for Contract Manufacturing

    When discussing trends, it is also worth mentioning challenges from a global perspective, which also concern Polish manufacturing companies:

    • Regulatory differences: Each country has its own regulations regarding supplements, cosmetics, etc. As a contract manufacturer, serving global customers is a challenge to adapt product composition and labeling to different jurisdictions (e.g. different permitted doses of vitamins in the EU and the US).
    • Supply Chain Management: Disruptions (such as the pandemic or conflicts) have shown that relying on a single supplier of raw materials from the other side of the world is risky. Today, it is crucial to have alternative sources and maintain optimal inventory levels. A contract manufacturer must also be flexible to delays – so as not to disappoint customers waiting for their products.
    • Meeting consumer expectations: Markets are diverse – what works marketing-wise and product-wise in one country may not catch on in another. The manufacturer must therefore often modify the product to suit local preferences (e.g. the taste of the supplement, ingredients popular in a given region). This requires good communication between the client and the manufacturer and understanding local trends.

    The Future of Contract Manufacturing

    In the coming years, contract manufacturing is likely to gain even more importance. Business is becoming increasingly agile – companies prefer to avoid long-term investments in order to be able to quickly change direction if the market requires it. Outsourcing production fits perfectly into this philosophy. We can expect that the development of technology (automation, AI, robotics) will further lower the profitability threshold of small-batch production, making contract manufacturing accessible even for very small companies or startups.

    Companies investing in innovation and sustainable development will set the tone on the market. Building long-term partnerships is also becoming increasingly important – the client will look for a manufacturer who will not only deliver the product today, but also help them create another novelty in 5 years, advise on changing the recipe, support in expanding into new markets. This is our philosophy in IOC.

    dietary supplements at the request of clients IOC

    Why choose IOC as a contract manufacturer?

    By entrusting us with production, you gain an experienced partner who will take care of every stage of your project. This is what sets us apart:

    Over 15 years of experience

    We have been operating since 2009, specializing in contract manufacturing of dietary supplements, cosmetics and special purpose foods. Our team has completed dozens of projects over the years – from simple single-ingredient supplements to innovative complex formulas. This experience translates into certainty for youthat your project is in good hands.

    Safety and quality

    We put a lot of emphasis on quality. We conduct all processes in accordance with standards ISO 22000, ISO 9001, GMP, GHP and HACCP. We only use certified raw materials from proven suppliers. Each product undergoes detailed tests before it reaches you. Our quality standards have been repeatedly confirmed in external audits and inspections - we guarantee that the final product will be safe and consistent with the declaration.

    Full production customization

    We adapt to your vision. Do you have an idea for a unique supplement? We will help you make it happen. We implement every client's idea, even the most non-standard, as long as it is technologically and legally possible. We like challenges - whether it is a supplement with an unusual combination of ingredients or a special form (e.g. plant capsules for vegans, dissolving powder, etc.). We will advise on how to best implement your concept, but the final decisions are always yours.

    Flexible production scales

    We do not impose huge production minimums. We understand that at the beginning you may want to produce a short series (e.g. 1000-5000 pieces) to test the market - we make it possible. At the same time, we have the processing capacity to meet large orders counted in hundreds of thousands of pieces. As your brand grows, we are ready to scale production. This flexibility means that we work with both small companies and large market players.

    Global reach

    We work with clients from all over the world. Our knowledge of different markets and their regulations makes us the perfect partner if you are thinking about exporting. We have experience in preparing documentation for the requirements of the EU, USA, and Asian countries. Thanks to this, you can develop your business internationally without worrying that your manufacturer will not cope with the formalities or logistics.

    No competition of interests

    We focus on production for our customers – IOC does not create its own brands of supplements that would compete with the brands of its customers. You can be sure that we are not your competitor on the market, and only the production facilities. We devote all our attention to our clients' projects, which translates into better service and commitment.

    Thanks to our experience, comprehensive offer and individual approach, IOC is the perfect choice for companies looking for a reliable contract manufacturer. We carry out every order with passion and professionalism - so that you can proudly offer your customers the highest quality products.

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    Practical advice for contract manufacturing

    Manufacturer's choice: Choose a partner with documented experience, quality certificates and positive references. Production flexibility: Contract manufacturing allows us to test new products at low cost and adjust the series size to market needs. Cost optimization: Outsourcing production reduces fixed costs and allows you to invest funds in brand development and marketing activities. Global standards: Work with a manufacturer that meets international standards, making it easier to expand into foreign markets. Modern technologies: Automation and digitization of production processes increase the efficiency and quality of final products. Production scalability: Choose a manufacturer that can quickly adapt its processing capacity to your brand's growth. Transparency of processes: Regular reporting and open communication enable you to track production progress. Product personalization: Adapting recipes, packaging and labels increases the competitiveness of your offer. Logistics support: Comprehensive supply chain management helps you introduce your products to local and international markets. Market trend analysis: Monitoring changes in consumer expectations allows for better adjustments to the offer. Cooperation with experts: Consultations with industry experts help implement best manufacturing practices. Risk management: Applying procedures minimises the risk of disruptions in the supply chain. Investments in research and development: Continuous improvement of production processes translates into higher product quality. Certification and compliance: Make sure your production meets national and international standards – this builds customer trust. Sustainable development: Ecological solutions and sustainable production practices have a positive impact on the brand image and the environment.

    If you are interested in the production of dietary supplements on request, the company IOC is the perfect business partner. Thanks to our experience and comprehensive offer, we are able to complete any order, adapting to the individual needs of our clients.

    Find out more about our services:

    If you are looking for a reliable partner in the field of contract production, contact us and we will discuss the details of your project. We work efficiently, transparently and with commitment, so that you can quickly offer your customers a product of the highest quality.

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