Ask the Collective
The questions independent drinks founders ask most — answered. Distilled from years of community knowledge so the good stuff never disappears in the feed again.
What should we do with empty IBCs after use — can we return them, sell them on, or recycle them?
Members report three main approaches to IBC management after use: **Return to supplier** — Some suppliers will take IBCs back, sometimes for credit. **Kimia** has a stated non-returnable policy on IBCs, but members report successfully returning them anyway (especially if located nearby, as proximity helps). Returning works best when you accumulate a full truckload before arranging collection. **Sell them on locally** — Companies will buy used IBCs for around **£25 each and arrange collection themselves**. Members recommend Googling local IBC collection/resale companies in your area to find buyers. **Verify with your specific supplier** — Check your supplier's IBC policy upfront. Even if stated as non-returnable (as with Kimia), it may be worth negotiating, especially if you're a regular customer or geographically close. One member offers to provide contact details for their supplier's IBC buyback scheme; reach out directly if interested in exploring that option. **Caveat:** IBC return policies vary significantly by supplier, so clarify terms before ordering and factor IBC costs into your unit economics if they're genuinely non-returnable.
Should a co-packer charge a brand for lost production line time when the brand's materials arrive late?
This is a contentious issue with legitimate arguments on both sides. The community consensus leans toward acknowledging the co-packer's costs—a strong majority (12 out of 14 responses) agreed the charge is justified in principle, recognizing that manufacturers do have fixed production-line costs to cover. **Key considerations from the community:** - **The brand's responsibility matters**: If the brand is ordering materials and missing deadlines due to its own disorganisation, members generally felt the charge was fair. The co-packer has production slots booked and incurs costs if the line sits idle. - **Supplier fault changes the equation**: If the delay is caused by the material supplier (not the brand's ordering), the situation is murkier. Members flagged this as "a tough one"—the brand shouldn't necessarily bear the cost of a third-party supplier's failure. - **Pattern vs. one-off**: A single late delivery is different from a pattern of chronic late arrivals. Members noted that repeated disorganisation justifies charges more readily. - **Cash-flow reality**: One member noted an important caveat: while they understand the co-packer's position, early-stage brands may be "so strapped for cash" that they'd struggle to pay a bill, even if they accept it's fair. This could become a relationship problem and potentially trigger a search for a new manufacturing partner. **Bottom line**: Members recommend treating this as a conversation item in the contract or SLA—clarify who owns material ordering, what constitutes acceptable lead times, and under what conditions line charges apply. Prevention (better planning) is cheaper than the argument.