## 1 Introduction
### Industry Practices in the Chilean Wine Industry
#### 1.1.3 Bottling-Process Planning  
The planning of the bottling process is defined in weekly meetings with the participation of the commercial, quality, operations, logistics, procurement, and production departments. During these meetings, both the weekly and daily bottling plans are established, determining the SKUs to be processed, required volumes, and specific quality and packaging requirements. The implementation of the daily plan and any necessary process adjustments fall under the responsibility of the production area, particularly the production supervisor. This is a key aspect of current operations: since the supervisor holds full responsibility for execution, the daily operational plan relies heavily on their experience, making it susceptible to human error and variability.  
In this context, the marketing department maintains a strong interaction with the market, identifying trends, consumer needs, and characteristics for the development of new products and their positioning in different segments. Simultaneously, it gathers product demand, which materializes as purchase orders.  
The basic information provided by the marketing department includes the SKU, which contains all specifications necessary for production--such as bottle type and format, closure system, specific label, and packaging configuration--along with the order content, volume (in number of bottles), and the required delivery date. This information is incorporated into the weekly planning meeting, where representatives from the aforementioned departments jointly determine the tactical and operational bottling plan. Based on the agreed plan, the operations department defines raw material requirements and coordinates with the supply department to ensure availability in the plant. The quality department, in turn, sets the product quality standards and operating conditions to be maintained during the bottling process.  
Meanwhile, the production department receives the relevant information, requirements, and materials to plan daily execution. Using these, it is responsible for assigning wine batches to bottling lines, defining the production sequence, and coordinating the necessary adjustments and format changes. Finally, the logistics department is in charge of planning the delivery and dispatch routes of the finished products.  
This planning dynamic presents particularities that significantly differentiate it from other industrial sectors. Unlike industries such as beer, dairy, water, or juice production, where bottling processes operate with high volumes and more homogeneous production standards, the wine industry deals with SKUs that represent unique products in both format and content. This diversity leads to a high frequency of setup and format changes on bottling lines, due to the wide variety of presentations and the relatively small size of production batches. Furthermore, wine is a product that is especially sensitive to microbiological contamination, which imposes strict sanitization and quality-control protocols. These conditions mean that the planning and execution of the bottling process in the wine industry face specific challenges that require differentiated approaches when compared to other beverage industries.