In wine, spirits, and beer, quality is the baseline. Clean ferments, good cuts, sound maturation, and consistent packaging are expected. Yet every year, producers with comparable product quality end up in very different financial positions — and the difference is rarely the liquid.
High-performing producers think about production as a commercial system, not a series of isolated production tasks. They design their operations so sales insight, production planning, inventory, and compliance reinforce each other — instead of operating in silos.
Sales Lead, Production Follows
High-performing producers don’t start with “What can we make?” They start with “What is selling — and what will sell next?”
They understand what’s selling quickly, what’s tying up cash in inventory, and how demand shifts throughout the year. That insight shapes production decisions long before a tank is filled or a barrel is laid down.
Instead of guessing, production is guided by:
- Proven sales velocity by product and channel
- Seasonal demand patterns
- Margin and cash-flow impact
Good producers make great products. High-performing producers make the right product at the right time.
Production Is Planned Backwards From Release
Once sales intent is clear, production is planned backwards from the release date.
Schedules are shaped by release timing, cash tied up during fermentation or maturation, available tank or barrel space, and real sales behaviour — not best-case forecasts. This approach avoids common traps: tying up vessels in slow-moving SKUs, over-aging stock without a clear market, or rushing product to market simply because capacity is tight.
Every fermentation, distillation, or fill has a reason — and a destination.
Capacity Is Actively Managed, Not Assumed
In high-performing operations, tanks and barrels are treated like working assets, not passive storage.
Producers maintain clear visibility over what’s in production now, what’s already spoken for in future releases, and what space is truly available. This allows smarter decisions around scheduling, contract production, and new product development — all with sales impact in mind.
Instead of reacting when space runs out, these producers plan weeks or months ahead.
The simple question they keep answering:
What is this vessel doing for the business right now?
Standardisation Creates Freedom, Not Red Tape
There’s a misconception that systems and structure undermine craft. In reality, they enable better selling.
High-performing producers standardise batch records, measurement and loss tracking, and handovers between production, inventory, and compliance. This consistency reduces errors, improves traceability, and creates confidence across the business — from the cellar floor to the sales team.
When everyone is working from the same information, sales promises are easier to keep and production surprises are fewer.
Data Is Used Daily, Not Just for Reporting
Spreadsheets and end-of-month reports can explain what already went wrong. High-performing producers prefer visibility while decisions can still be adjusted.
They keep track of yield and losses by batch, true production costs, the real value of inventory, and excise and compliance exposure. This allows them to price accurately, forecast confidently, and avoid unpleasant surprises when stock finally hits the market.
Data doesn’t replace experience — it sharpens it.
You Don’t Need to Be Bigger — Just Better Aligned
The producers pulling ahead aren’t necessarily larger or better funded. They’re better aligned.
Sales insight informs production. Production feeds inventory clarity. Inventory supports compliance and cash flow. Visibility replaces guesswork, and small improvements compound quickly.
The good news? These aren’t advantages reserved for the few. They’re operational choices — available to any producer willing to treat production as a commercial system, not just a craft.
