If production slots are unavailable during peak season, don’t rush to place an order for the entire season. Before developing a stocking plan with the brewery, confirm the required delivery dates, the minimum quantity needed in the first batch, and whether the beer formulation and packaging have been finalized. Then break delivery down into milestones that can be checked individually. A simple “production has been scheduled” is not enough to support a campaign launch or channel stocking.

A workable plan needs to cover brewing, packaging materials, filling, inspection and release, and transportation. If any one of these is not in place, the estimated ex-factory date may change.

First calculate how much stock you must have, then discuss total production volume

Giving the brewery a total peak-season sales forecast makes it difficult to determine order priorities. A more effective demand plan breaks quantities down by product, packaging specification, delivery location, and required arrival date, and separates confirmed orders, regular replenishment, and promotional forecasts.

Paid orders and confirmed events can serve as the basis for securing the first batch; channel opportunities that are not yet confirmed are better included in a rolling forecast. Producing finished goods upfront based on the entire forecast may ease short-term shortages, but it can also increase excess inventory and the risk of products nearing expiry.

Replenishment demand can be estimated as “expected sales before the next delivery + safety stock − saleable inventory − confirmed stock in transit.” Saleable inventory should exclude stock already allocated to orders, damaged goods, and products that do not meet the channel’s remaining shelf-life requirements. Safety stock should be determined based on sales fluctuations, replenishment lead time, and storage conditions rather than applying a fixed percentage.

When scheduling with a brewery, lock in a specific production window

Beer production involves brewing, fermentation, post-processing, and filling, and the lead time varies by beer style. An open slot on the filling line does not mean that compliant beer is immediately available for filling; even when the beer is ready, production may be held up by missing cans, caps, or cartons.

When asking about the schedule, have the brewery specify whether the constraint for your order is the beer, tank capacity, packaging materials, or filling line. Record the key conditions in the order or production schedule confirmation:

• Product freeze: Confirm the approved sample, formulation, packaging specifications, and label artwork, and clarify how changes will affect the delivery schedule.
• Materials availability: Specify who is responsible for purchasing, when materials must arrive at the brewery, and who will handle any issues found during inspection.
• Production schedule: Confirm the brewing and filling windows, quantities for each batch, and the corresponding orders. Avoid vague timelines such as a month with no specific dates.
• Delivery conditions: Clarify inspection and release, payment, collection, and transportation arrangements, and distinguish the ex-factory date from the warehouse arrival date.

Also agree on the points of contact for both parties, the frequency of progress updates, and the delay notification process. Delays in approving artwork can also affect the schedule; reserving production capacity requires both parties to complete prerequisite tasks on time.

Work backward from the warehouse arrival date and allow time to handle exceptions

If the goods are intended for an opening, trade show, or seasonal event, work backward from the date they must be ready for use rather than estimating forward from the production start date. The plan should include, at a minimum, warehouse receipt and inspection, transportation, ex-factory release, filling, beer readiness, packaging material availability, and final artwork approval.

Each milestone should have an owner and a clear basis for completion. For example, the packaging milestone should be verified by inspection of the complete set of materials; the filling milestone by the actual quantity completed; and the shipping milestone by release and loading status. “We’ve followed up” is not evidence of completion.

Build contingency time into stages that are prone to fluctuation, such as production of custom packaging, long-distance transportation, or export coordination. If the product requires cold-chain transportation, include vehicle and receiving warehouse temperature-control conditions in the plan rather than looking for transportation resources only after production is complete.

Whether phased stocking will work depends on how production and inventory are divided

For established products with relatively stable sales, you can secure supply for the first batch and replenish on a rolling basis thereafter. The first batch should cover confirmed demand and a necessary buffer; subsequent quantities can be adjusted based on actual sales, inventory, and the brewery’s available production windows. When demand for a new product is uncertain, it is better to validate sales first and then decide whether to place an additional order.

Phased delivery does not necessarily mean phased production. Producing the full order in one batch and collecting it in multiple shipments can reduce production changeovers, but the inventory will already have been produced. In this case, agree on storage conditions, costs, collection deadlines, and allocation of risk. Phased production, on the other hand, requires consideration of minimum order quantities for each batch, changeover costs, and whether subsequent production windows can be reserved.

You should also set a demand freeze point: once materials have been purchased or production has begun, specify which quantities can still be adjusted and which can only be moved to the next batch. Without this, continual changes in customer quantities will make it difficult for the brewery to maintain a reliable schedule.

Do not stock different flavors and packaging formats in equal quantities by default. Best-selling products support continuous supply, while limited-edition products for events should be tied to confirmed orders. Pay particular attention to material lead times for custom cans, special bottle shapes, and gift boxes. If you use standard packaging to simplify preparation, confirm that it is compatible with the filling line and that the label complies with applicable requirements.

If a delay has already occurred, choose a remedy based on the shortfall

When a risk emerges, first ask the brewery to confirm the affected batches, quantities, and earliest possible delivery date, then adjust commitments to sales channels. Simply urging them to “ship everything as soon as possible” can leave even the most urgent orders waiting.

If the issue is with packaging, assess alternative specifications acceptable to both parties. If only some products are delayed, the completed batches that have passed inspection and been released can be delivered first. Any changes affecting labels, sales units, or channel acceptance requirements must be confirmed in advance; changing the packaging should not be treated as an emergency option that is always readily available.

It is better to establish a backup brewery in advance. A last-minute transfer to another brewery still involves approval of beer samples, raw materials, equipment compatibility, and quality, and may not be faster. Production at another site should also be evaluated separately for process consistency, material transfers, and transportation time; delivery timing cannot be judged by total production capacity alone.

For your next inquiry, provide the information the brewery needs to schedule production

Prepare a demand plan that includes product specifications, quantities by batch, warehouse arrival dates, receiving locations, packaging artwork status, and storage and transportation requirements. Asking the supplier to respond to each item with feasible dates and prerequisites is more useful than simply asking, “What is the fastest you can ship?”

For example, Global Craft Beer Contract Manufacturing (ODM.BEER) provides beer formulation development, packaging design, label compliance review, and filling support. These coordinated services can help organize the preparations needed to launch a new product. However, the specific order still needs to confirm the production site, suitable production line, and delivery window.

Once the schedule is confirmed, continue tracking any deviations in demand, materials, production, and delivery. If a deviation in any area could affect warehouse arrival, promptly adjust batch and sales arrangements so that the stocking plan always reflects the quantities that can actually be delivered.