The Manager, Wholesale Planning is the strategic architect of a cannabis company's financial performance. This role operates at the critical intersection of agricultural supply, manufacturing capacity, and commercial sales. In an industry defined by state-by-state regulatory silos, agricultural volatility, and rapid shifts in consumer preference, this position is responsible for creating the data-driven demand and supply plans that guide the entire organization. The manager translates sales forecasts and market intelligence into precise production schedules and inventory targets. The ultimate objective is to maximize revenue by ensuring high-demand products are always available while minimizing financial losses from expired or obsolete inventory. This individual's analysis directly prevents stock-outs of popular vape SKUs and avoids costly write-downs on aging cannabis flower, making their function essential for profitability and scalable growth.
The day for a Manager, Wholesale Planning begins with a deep dive into data. The first action is to review the previous day's sales velocity reports from the company's Customer Relationship Management (CRM) system. This involves analyzing sales orders from dispensaries across different territories to see which products are moving faster or slower than projected. This sales data is cross-referenced with real-time inventory levels pulled from the state-mandated seed-to-sale tracking system, such as METRC, and the internal Enterprise Resource Planning (ERP) system. An alert is noted: a popular 1-gram 'OG Kush' vape cartridge is projected to stock out in seven days, far sooner than the planned 14-day safety stock. An immediate communication is sent to the packaging and fulfillment teams to prioritize the next batch.
The focus then shifts to forward-looking supply alignment. The manager joins the weekly cultivation planning call. The conversation is highly specific. The manager queries the Head of Cultivation about the projected harvest date for 'Flower Room 7B,' which contains a new, high-potency sativa strain. They discuss the estimated wet weight yield, the targeted cure time, and the date the finished flower will be available for lab testing and subsequent packaging. This information is critical for updating the supply forecast and providing the sales team with an accurate availability date for a highly anticipated new product launch.
The afternoon is dedicated to the monthly Sales and Operations Planning (S&OP) preparation meeting. The manager presents the updated demand forecast to stakeholders from sales, marketing, finance, and operations. A key topic is a proposed promotional discount on a line of chocolate edibles that is approaching its expiration date. The manager presents a model showing the potential revenue lift from the promotion versus the financial impact of a potential inventory write-off if the product is not sold. This data-driven analysis enables leadership to make an informed decision that balances revenue generation with margin protection.
The day concludes with process improvement and strategic analysis. The manager might spend time refining the statistical forecasting model, incorporating new variables such as seasonal trends leading up to the '4/20' holiday or the impact of a competitor's new product launch. They finalize a report for the leadership team that highlights key performance indicators like forecast accuracy, inventory turns, and service levels. This continuous cycle of analysis, collaboration, and innovation is central to driving efficiency and profitability across the entire wholesale channel.
The Manager, Wholesale Planning holds accountability for three primary domains that directly shape the company's commercial success:
The Manager, Wholesale Planning exerts a direct and measurable influence on the core financial and operational health of the business:
| Impact Area | Strategic Influence |
|---|---|
| Cash | Frees up working capital by preventing investment in slow-moving inventory and optimizing stock levels of raw materials and finished goods. |
| Profits | Directly increases gross margin by minimizing revenue loss from stock-outs on high-margin products and preventing costly inventory write-offs due to expiration. |
| Assets | Maximizes the utilization of high-cost production assets, like extraction equipment and automated packaging lines, by providing a stable and efficient production schedule. |
| Growth | Enables successful market expansion and new product introductions by building reliable demand and supply plans that ensure product availability from day one. |
| People | Reduces inter-departmental friction by creating a single, aligned plan that prevents conflict between sales demanding product and operations struggling to produce it. |
| Products | Improves brand equity and customer satisfaction by ensuring consistent product availability and freshness at the dispensary level. |
| Legal Exposure | Minimizes risk of contractual penalties from key accounts for failure to supply agreed-upon order quantities. |
| Compliance | Ensures that all inventory planning and movements are aligned with the data logged in state-mandated seed-to-sale tracking systems, maintaining data integrity. |
| Regulatory | Builds agility into the supply chain plan to rapidly adapt to regulatory shocks, such as new testing requirements or packaging laws that can disrupt supply. |
Reports To: This position typically reports to the Director of Supply Chain, VP of Commercial Operations, or the Director of Sales Strategy.
Similar Roles: This role shares significant DNA with titles such as Demand Planner, Supply Chain Manager, or S&OP Manager in other industries. In the cannabis space, it is a specialized function that combines elements of all three. For broader market comparison, look for opportunities labeled as Commercial Planning Manager or Business Planning Analyst, as these roles also require the synthesis of sales data and operational capacity to create a unified business plan. The position is a high-impact individual contributor or a leader of a small team of analysts, serving as a critical hub for cross-functional alignment.
Works Closely With: This position requires constant collaboration with the Head of Sales, Director of Cultivation, Director of Manufacturing, and the Finance Controller.
Success in this role depends on mastery of a specific technology stack:
Top candidates for this role often come from industries with similar complexities:
The role demands a unique blend of technical and interpersonal skills:
The operating framework for this role is defined by these key external forces:
| Acronym/Term | Definition |
|---|---|
| B2B | Business-to-Business. Refers to the wholesale sales channel where products are sold to other businesses (dispensaries) rather than directly to consumers. |
| COGS | Cost of Goods Sold. The direct costs of producing the goods sold by a company. |
| CRM | Customer Relationship Management. Software used to manage interactions with customers, in this case, wholesale dispensary accounts. |
| ERP | Enterprise Resource Planning. Software that integrates management of main business processes, often in real time, including inventory, manufacturing and finance. |
| KPI | Key Performance Indicator. A measurable value that demonstrates how effectively a company is achieving key business objectives. |
| METRC | Marijuana Enforcement Tracking Reporting Compliance. A widely used seed-to-sale tracking system mandated by many state regulators. |
| MSO | Multi-State Operator. A cannabis company that operates in more than one U.S. state. |
| S&OP | Sales and Operations Planning. An integrated business management process that aligns demand, supply, and financial planning. |
| SKU | Stock Keeping Unit. A unique code for each distinct product and service that can be purchased. |
| SLOB | Slow-Moving and Obsolete. A category of inventory that is not selling at the expected rate or is nearing its expiration date. |
| THC | Tetrahydrocannabinol. The principal psychoactive constituent of cannabis. Potency is a key product attribute. |
| QoQ | Quarter-over-Quarter. A method of comparing business performance in one fiscal quarter with the previous quarter. |
| YoY | Year-over-Year. A method of comparing business performance in one period with the same period in the previous year. |
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