Founder's Brewing Process

The packaging process occurs after the fermentation. The beer flows to the keg, canning, and bottling lines when it our of the government cellar. There are five canning lines, three bottling lines, and a keg line can be run in the Winston- Salem brewery. The capacity for can lines is 1300 cans per minute, for bottle lines is 900 bottles per minute, and for keg line is 340 half- barrels per hour. For the five can lines, all the brands of beer can be canned at the same time, or one brand of beer can be canned with two different types at the same time. For three bottle lines, different bottle shapes and sizes can be filled at the same time, and new bottles and returnable bottles can be separated when filling and packaging. The packaging process also can be divided into two steps: 1. filling and capping and 2. pasteurizing. The packaging will

* Forecasting is an impartial strategic ingredient that will ensure apt base for reputable planning. Our forecast is always the first step in developing plans in running the business along with our future plans of growth strategies. With this tool, we are able to anticipate our sales within reason that then can allow for us to control our costs in conjunction with inventory which will then help us to enhance our customer service. Sales forecasting is a vital strategic tactic in our company’s methodology.

3. Market Share: forecasting will help in identifying the size of the market share and market potential will aid in the manufacturing and distribution process. Will also aid in proper utilization and eliminate waste.

Strives to be the leader in micro brewing while maintaining the core values it started with and had employee buy in even before it went” 100 % employee owned in2013” (Gorski, 2013).

Demand Forecasting – Samuel Adams uses demand forecasting to ensure that their customer gets the best and freshest product available. By forecast how many barrels and cases need to be produced, the company ensures that there will not be an extreme excess once the product is ready expire. Samuel Adams also uses the forecasting technique to determine the amount of their seasonal beers that the company will produce at that time of year. By forecasting, the company can adapt their product for the ever changing tastes of their established customers.

Boston Beer, in response to consumers’ preference changes to more flavorful and bitter tasting brews, was founded in 1894. Boston Beer implements a “quality at any cost” strategy with a strong emphasis on product differentiation and implementing quality ingredients into its products. For instance, Boston Beer was the first company to employ a stamped freshness date on its bottles and ingredients are imported from around the world. Additionally, Boston Beer relies heavily on contract brewing to gain competitive advantages. Boston Beer’s contract brewing strategy results in lower overhead and transportation costs, as well as

The committee will then determine the cities with the most potential to move forward with. Representatives from the Real Estate Department will search the area for existing small, already existing brewery locations available to lease or rent. If no pre-existing locations are available, then competitors with the potential to buy out will be identified. Ideally, leases will be signed for a 7 year term, with the option to extend the lease after 5 years. All locations should be determined by the end of the third quarter. As soon as the areas are identified, members of the Human Resource Department will begin searching for Brew Master to run and operate each of the new nano-brewery locations. These Brew Masters can be identified from current brewery locations or from competitors local to the new locations. Training on the methods and policies of the Boston Beer Company should be immediately upon identification.

Competitive brewers will introduce newer styles of beers to meet beer drinkers’ new preferences, more specifically lighter beers. However, both styles will be kept under the same brand

Boston Beer Company (SAM) is a brewery in Massachusetts most commonly known for its Samuel Adams line of “craft” beers. The Samuel Adams line of beer was introduced in 1985. Since then the company has grown to do over 580 million dollars in revenue each year. 580 million is a very small piece of the food and beverage industry but the amount of shareholder wealth they are providing is impressive. Boston Beer Company has been named one of the top publically traded businesses to watch in 2013 by Forbes.

Volume decreased for the first time in over twenty years in 1975 by four percent, during that same time Coors started to push out further in an attempt to become a national brand. 1985 marked a major year for the company as it set records in volume sold and revenues from the brewing division. Between 1975 and 1985 there were major changes in the company that eventually led to the company possibly opening its second brewing facility in history in Virginia. Through these years there were many new strategies implemented to foster this growth. In this paper I will diagnose key decisions, analyze potential solutions and show the actions needed to achieve the suggested changes.

     The brewing industry was once held to competition among many breweries in small geographic areas. That was almost a century ago. The U.S. brewing industry today is characterized by the dominance of three brewers, which I will talk about in this paper. There are many factors today that make the beer industry an oligopoly. Such factors include various advancements in technology (packaging, shipping and production), takeovers and mergers, economies of scale, barriers to entry, high concentration, and many other factors that I will cover in this paper. Over the course of the paper I will try to define an oligopoly, give a brief history of the brewing industry, and finally to show how the brewing industry today is an

The current demand forecasting method is based on qualitative techniques more than quantitative ones. If the forecast is not accurate, the company would carry both inventory and stock out costs. It might lose customers due to shortage of supply or carry additional holding costs due to excess production. If the actual demand doesn’t match the forecast ones, and the forecast was too high, this will result in high inventories, obsolescence, asset disposals, and increased carrying costs. When a forecast is too low, the customer resorts to a competitive product or retailer. A supplier could lose both sales and shelf space at that retail location forever if their predictions continue to be inaccurate. The tolerance level of the average consumer

impact of the decision on the cost structures and the resultant margins for each of the

The malt is now ready for the brewing process. Production methods will differ from brewery to brewery, as well as according to brewery equipment and beer types. Athenian Brewery S.A uses its own production methods; however the main processes will be similar. The description below applies to the production of a typical lager beer in a brewery with a lauter tun installed.

But even this is not possible in case of a new product or innovation. A forecast of sales, demand, cash, requirements and several such business valuables are extremely essential for a business in order to be able to appropriately plan and conduct its operations in an effective and efficient manner. Yet, forecasts cannot be made accurately as there are several factors and changes in the current environment that leads to variations in forecasts and impacts or causes a manager to make changes in the forecasts.