Inventory is one of the most important assets in a cannabis operation, but as companies grow, it is often one of the hardest to trust. More product moves through cultivation, more material enters production, and more finished goods move across locations. At the same time, the financial impact of that inventory becomes more significant.
When valuation is not clear, everything built on top of it starts to feel uncertain.
This is where many growing operators begin to feel friction. Inventory valuation is not just about knowing how much product you have. It is about understanding what that product is worth at any given moment and how it impacts the financial health of the business.
In many operations, cultivation, production, compliance, and finance all live in separate systems. Each one holds a piece of the story, but none of them provide a complete picture on their own.
As a result, finance teams are left pulling data from multiple sources, trying to reconcile numbers that were never fully aligned in the first place. This turns valuation into a manual process instead of a reliable output.
Operators that scale effectively take a different approach. By connecting these functions within a single system, valuation becomes part of the flow of the business. It reflects what is actually happening, not what can be pieced together after the fact.
During peak periods like Croptober, inventory is moving quickly and constantly changing. Operators who rely on delayed reporting are always looking backward, trying to understand what has already happened.
Those with real time visibility are able to see how inventory value is shifting as it happens. This allows for better forecasting, more confident pricing decisions, and stronger overall financial control.
Instead of reacting to problems, they are staying ahead of them.
Inventory tracked for compliance must also align with financial reporting. When METRC data and internal systems do not match, discrepancies create both operational and financial risk.
Operators who integrate compliance into their operational system avoid this disconnect. The same data supports both regulatory and financial needs, which reduces errors and increases confidence across teams.
At a certain point, inventory stops being something you reconcile at the end of the month and becomes something you rely on every day.
The operators who treat it that way are the ones who scale with confidence. They are not guessing at their numbers or waiting for reports to catch up. They are making decisions based on accurate, connected data.
If your inventory valuation feels unclear or requires too much manual effort to trust, it may be limiting your ability to grow.
Schedule a demo and see how 365 Cannabis connects cultivation, production, compliance, and finance into a single system you can rely on.
365 Cannabis, Now a Part of Innovia Consulting
Ask a cannabis operator what it costs to produce one jar of flower, and you'll usually get one of three answers.
Some provide a number immediately. Dig a little deeper, and that number turns out to be a target, last year's average, or a figure calculated in a spreadsheet that hasn't been updated in months.
Some provide a range. A wide one.
And some simply admit they don't know.
That doesn't mean they're running a poor operation. Many operators can tell you their yield per light, track every strain in every room, and maintain tight control over cultivation and production. Yet they still struggle to answer a basic costing question because the information needed to calculate it isn't readily available.
This isn't a record-keeping problem. It's a systems problem, and it's common throughout the cannabis industry.
Most cannabis operators run their operations in one system and their financials in another.
The operational side is often managed in a cannabis-specific platform built for compliance, cultivation, manufacturing, and inventory management. The accounting side lives in QuickBooks, Sage, or another ERP system.
Between those systems is usually a manual process.
Every month, someone exports data, reorganizes it in spreadsheets, creates import files, and loads journal entries. If everything goes according to plan, the numbers balance. But as data moves from one system to another, important details are often lost.
The operational system may know a specific crew spent six hours working in a specific room. The accounting system records a monthly labor expense.
The operational system may know exactly which nutrient lot was used in a batch. The accounting system records an expense total.
The operational details required to understand product costs become increasingly difficult to trace as information is summarized and transferred between systems.
The issue isn't that the data was never tracked. It's that it was tracked in one place, valued in another, and never fully connected. The Cost of Not Knowing
There isn't a line on your income statement called "cost of not knowing," but the impact shows up in plenty of other places.
It appears:
Those costs are real, even if they don't appear as a separate line item in your financial statements.
To help operators understand where they stand, we built a simple assessment consisting of twenty-two questions.
There are no pricing calculations, software demonstrations, or product comparisons. The goal is simply to evaluate how easily important business information can be accessed.
Each question asks a variation of the same thing:
Could you produce this number today without having to reconstruct it?
The assessment covers metrics such as:
Most operators find there are more gaps than they expected.
Not because they're careless, but because many of these figures exist somewhere between operational systems and accounting systems. They're tracked, but they aren't always easy to access, validate, or report on.
The final score isn't the most important outcome. The real value comes from identifying the questions that are difficult to answer today and understanding how those gaps affect business decisions.
The cannabis industry does have unique requirements, particularly around compliance and regulatory reporting.
But when you look beyond compliance, many cannabis operations face the same challenges as other process manufacturers.
Extraction involves multi-level bills of materials, co-products, by-products, variable yields, and lot traceability.
Cultivation requires production planning against long growing cycles.
Packaging is assembly work.
Distribution is still distribution.
These are challenges that industries such as food production, brewing, dairy, and specialty manufacturing have been managing for decades.
The solutions are also familiar:
Understanding this matters because it changes how businesses approach technology decisions.
When cannabis is treated as completely unique, organizations often end up with tools that handle compliance extremely well but provide limited capabilities for costing, manufacturing, and financial management.
Years later, operators still find themselves asking the same question:
What does a jar actually cost?
The goal isn't to reinvent how a cannabis business operates. It's to combine industryspecific compliance requirements with proven manufacturing and financial management practices.
It's worth being clear about what software can and cannot do.
We're not going to claim an ERP system will automatically reduce your days sales outstanding. Payment cycles are influenced by factors far beyond software.
We're not going to assign a specific ROI value to better reporting. Better information helps organizations make better decisions, but the value of those decisions is difficult to quantify honestly.
And we're not going to say a system improves cultivation yields.
What a system can do is provide visibility into what happened, where variations occurred, and how those results compare to expectations.
Improving performance remains the responsibility of the business.
What the right system delivers is a complete, accurate, and defensible record of operational and financial activity without relying on disconnected spreadsheets and manual workarounds.
That foundation is what makes meaningful analysis and decision-making possible.
If you'd like the assessment, we'll send it. There's nothing in it that requires talking to us, and the answers stay yours.
If you score high, you already have strong visibility into your operation. Whatever decisions come next, you'll be making them with reliable information. That's a good position to be in, and it's less common than it should be.
If you score low, you're in the same place as many operators across the industry. The next step isn't necessarily buying new software or changing processes overnight. It's taking a closer look at the questions you couldn't answer and understanding why.
In many cases, the information exists somewhere in the business. It's just difficult to access, difficult to connect, or difficult to trust.
And that's often where the real opportunity starts.
Labor Day is not just a holiday. It is a signal.
Demand spikes. Orders increase. Production ramps. And for many operators, this is where margins start to slip.
Not because sales are down, but because operations are not fully aligned to handle the surge.
More product moving through your operation should mean stronger revenue. But without control, it often leads to higher costs, more waste, and tighter margins.
During peak periods, small inefficiencies become expensive. Extra labor hours, misallocated inventory, rushed production decisions. It all adds up.
Operators that protect margins are not reacting to demand. They are prepared for it.
If you cannot clearly see what it costs to produce your product, you cannot protect your margins.
During high volume periods, this becomes even more critical. Material usage, labor input, and production efficiency all shift quickly.
Operators running on disconnected systems struggle to track this in real time.
Those working within a unified ERP system have cost data tied directly to production. They can see where margins are tightening and adjust before it impacts profitability.
Inventory issues are not just operational problems. They are financial ones.
If inventory is off, production planning suffers. If production planning suffers, costs increase. If costs increase, margins shrink.
Operators that maintain accurate, real time inventory tied to cultivation and production are able to allocate resources more effectively and avoid unnecessary loss.
During peak demand, teams cannot afford to slow down to stay compliant.
Operators that rely on disconnected workflows often feel this tension. Speed versus compliance.
Those with systems aligned directly with METRC operate differently. Compliance is embedded in the process, allowing teams to move quickly without increasing risk.
The operators who come out of peak season stronger are the ones who maintained control when volume increased.
They understood their costs. They trusted their inventory. They moved quickly without sacrificing compliance.
If your team is heading into peak production and you are unsure where your margins stand, it is worth taking a closer look at how your systems are supporting your operation.
If you want to see how leading operators maintain control during high demand, schedule a demo and we will walk you through it.
Ask a cannabis CFO how long it takes to close the books and you rarely get a number. You get a range.
The range is the finding. A close you can't predict isn't a close built on records. It's a close built on reconciliation, and reconciliation takes as long as the discrepancies take to chase down. Every month the team starts over, hunting for the same categories of difference between the same systems, and every month the finish date moves.
Finance teams in cannabis are not slower than finance teams anywhere else. They are working with data that was never structured to close on. Here is what actually consumes those fifteen days.
On a discovery call earlier this year, a controller said something we hear in some form almost every time:
It isn't, and it was never designed to be. State traceability systems are regulatory ledgers. They record what the state needs to see about plant and package movement. They do not carry cost. They do not carry labor. They do not roll into a general ledger.
But METRC is the system your cultivation and packaging teams touch every single day. When it's the only place everyone looks, it becomes the default answer to “how much do we have,” and the finance team inherits a version of inventory that has no financial dimension attached to it.
So close begins with a three-way variance hunt. The compliance system says one thing. The spreadsheets say another. The GL says a third. Someone has to explain the difference before any of it can be trusted, and in most operations nobody formally owns that reconciliation. It falls to whoever is fastest in Excel, which means it falls to the same person every month.
The most common sentence in cannabis cost accounting:
That came from a CFO at a California operation feeding a brand from roughly twenty farms, a mix of their own grows and contract growers. Smart operator, real scale, and no cost transparency below the department level.
This is the part that separates cannabis from every other manufacturer. Under 280E, cost of goods sold is the only meaningful deduction available. Everything you can legitimately absorb into inventory reduces taxable income. Everything you can't is a period expense you pay tax on.
That makes COGS a defensible position, not just a number. And a position needs an audit trail.
When absorption happens in a workbook after the period ends, there is no trail. Cost layers are reconstructed each month rather than carried forward. The logic lives in formulas one person understands. The result may be perfectly reasonable, but reasonable is a hard thing to defend three years later when the examiner wants to see how a specific harvest batch was costed.
From the same conversation, a different stakeholder:
Payroll runs in an HR platform. The HR platform doesn't talk to accounting. Hours arrive as a lump sum, get posted to a department, and stop there.
For 280E purposes that's a costly place to stop. Direct labor applied to production is absorbable. Labor sitting in a period expense bucket is not. Without time flowing to a work order and from the work order to a lot, the money is spent either way, but only one version of it reduces the tax bill.
There's an operational cost too. If you can't see labor per harvest, per room, or per strain, you can't answer whether a cultivar is actually profitable. You're making planting decisions on yield and price without the cost side of the equation.
One multi-entity organization we evaluated was running roughly forty allocation templates, consolidating manually, and closing in eight days. That's a well-run finance team outside of cannabis, with no traceability system and no 280E exposure.
Now add cannabis. Entities split by license. Shared services spread across cultivation, manufacturing, and retail with different tax treatment at each stage. Intercompany transfers that have to be priced and eliminated. A separate labor entity in some structures.
Every one of those allocations is a rule. If the rules live in spreadsheets rather than in the system, someone rebuilds them every month, and every rebuild is a chance to introduce an error that surfaces two months later.
If the on-hand number isn't trusted, the only way to get a number you believe is to go count it.
That's how a lot of operators close. Someone walks the vault, counts the room, reconciles the sheet. Now the accounting calendar is gated by a physical process that requires people, floor time, and often a compliance witness.
Perpetual inventory that stays accurate through transactions turns counting into cycle counts, which are a validation activity you run continuously rather than a gate you clear before closing.
Point of sale. Wholesale marketplace. Testing lab. Payroll. Cultivation tracking. Banking.
Each of those is a system with data finance needs, and in most operations each one is an export, a mapping, and a human being who knows how to do the mapping. Six systems is six exports, six formats, six opportunities for a column to shift.
This is the piece operators tend to underestimate, because none of the individual handoffs feel hard. Each one is twenty minutes. It's the aggregate, and the fact that the whole chain is sequential, that turns a five-day close into a fifteen-day one. Nothing can be validated until everything upstream has landed.
None of the above is an accounting problem, which is why hiring another accountant rarely fixes it. The team isn't slow. The inputs are unreliable, and unreliable inputs mean the work of closing is investigation rather than review.
The operators who close fast have four things in place:
Perpetual inventory carrying cost. One system where quantity and value move together, at the lot level, updated by the transaction rather than by a month-end adjustment.
Costing at the lot. Materials, labor, and overhead absorbed into the batch as production happens, so COGS is a record of what occurred rather than a calculation performed later. Parent lots pass cost to child lots through every conversion.
Labor on the work order. Time captured against the task, valued at a rate, flowing into the batch. This is the single highest-leverage change for most cannabis operators, because it converts a period expense into an absorbable cost and simultaneously gives cultivation real unit economics.
Reconciliation as an exception report. The compliance system and the ERP should be synchronized continuously, with differences surfacing daily as a short list to investigate. Not a month-end scavenger hunt. A queue.
Get those four in place and the closing activity becomes what it is in other industries: reviewing a set of numbers the system already produced, rather than assembling numbers from scratch and hoping they hold.
If you want a single diagnostic before changing anything, track this for three months: the gap between your earliest close and your latest close.
A team that closes in eight days every month has a process. A team that closes somewhere between seven and eighteen days depending on what breaks has a reconciliation exercise wearing a process costume. The variance tells you more than the average does, and it's the thing that disappears first when the underlying data structure changes.
Inventory issues rarely start during harvest. They start long before it.
By the time harvest begins, most operators already have small inconsistencies sitting in their system. Counts that are slightly off. Transfers that have not been fully reconciled. Production expectations that do not quite match what is actually available.
During normal operations, those issues can go unnoticed.
During harvest, they compound fast.
Harvest introduces volume and speed at the same time.
Plants are moving through cultivation, weights are changing, product is being transferred into production, and teams are trying to keep everything aligned with compliance requirements.
If inventory is not already clean and connected, small gaps become larger discrepancies.
That leads to confusion across teams, delays in production, and reporting that does not reflect reality.
Operators who avoid this do not wait until harvest to fix inventory. They tighten it beforehand.
One of the most common causes of inventory breakdown is separation between systems.
Cultivation tracks plants. Production tracks outputs. Inventory sits somewhere in between. Compliance lives alongside it.
When those systems are not connected, inventory becomes a moving target.
Operators that maintain control have inventory tied directly to cultivation and production workflows. As plants move, as weights are recorded, as product enters production, inventory updates in real time.
There is no gap between what is happening on the floor and what is reflected in the system.
Inventory and compliance are tightly linked.
Every movement, every adjustment, every transfer must align with METRC. When teams are updating inventory in one place and compliance in another, discrepancies are almost guaranteed.
Operators who prevent chaos build compliance into the same workflow as inventory tracking. Updates happen once, and they are reflected everywhere they need to be.
This reduces both risk and effort.
During harvest, inventory is not owned by one team.
Cultivation, production, and finance all depend on accurate information to do their jobs. If each team is working from a different version of the data, operations slow down.
Leaders start asking for updates. Teams pause to verify numbers. Decisions get delayed.
Operators that stay ahead of this maintain a shared, real time view of inventory across the organization. Everyone is working from the same information, which keeps operations moving.
Production planning depends on knowing what is actually available.
If inventory is inaccurate, production schedules become unreliable. Batches get delayed. Resources are misallocated. Output becomes harder to predict.
Operators that prepare ahead of harvest ensure inventory is accurate, visible, and connected. That allows production to run smoothly even as volume increases.
Inventory chaos is not a harvest problem. It is a preparation problem.
The operators who move through harvest with confidence are the ones who have already aligned their systems, cleaned their data, and connected their workflows.
If your inventory does not feel fully reliable today, it is unlikely to improve under pressure.
Now is the time to address it.
If you want to head into harvest with confidence instead of uncertainty, it is worth seeing how a connected system keeps inventory, production, and compliance aligned in real time.
Connect with our team and we will walk you through it.
Growth exposes more than operational gaps. It exposes system limitations.
What works for a smaller operation often starts to break as the business expands. More locations, more production, more compliance requirements, more reporting demands.
At a certain point, disconnected systems cannot keep up.
On the surface, using multiple tools can seem manageable.
A compliance system here. Accounting software there. Spreadsheets to fill in the gaps. Each tool serves a purpose, but they are not built to work together.
As operations grow, the gaps between those systems become more visible. Data has to be moved manually. Numbers need to be reconciled. Teams spend time validating information instead of acting on it.
That complexity slows everything down.
When operations are small, inconsistencies can sometimes be managed.
At scale, they become expensive.
Inventory mismatches, incorrect costing, delayed reporting, and compliance discrepancies all have real financial impact. Decisions are made on incomplete or outdated information.
Operators that continue to grow successfully prioritize data accuracy by connecting their systems. When data flows through a single platform, it becomes more reliable and easier to act on.
For multi state operators and growing companies, visibility across locations is critical.
Disconnected systems make it difficult to understand performance across cultivation sites, production facilities, and inventory positions.
Leaders are left piecing together reports instead of seeing a clear picture.
A unified ERP platform brings all of that data together. Operators can see performance across locations in real time and make decisions with confidence.
As operations grow, compliance becomes more complex.
Managing METRC across multiple locations and workflows requires consistency and accuracy. When compliance is handled outside of core operations, the risk increases.
Operators that scale effectively integrate compliance into their daily workflows. This reduces risk and ensures alignment without slowing teams down.
At some point, growth forces a decision.
Continue managing complexity across disconnected systems, or move to a platform designed to support scale.
The operators who choose to consolidate their systems are the ones who create a foundation for long term growth.
If your business is expanding and your systems are starting to feel like a bottleneck, it may be time to rethink how your operation is structured.
If your team is still stitching together spreadsheets, compliance tools, and accounting software, there is a better way to run this business.
Schedule a demo and see how 365 Cannabis supports growth across cultivation, production, and finance.
Labor pressure does not start on harvest day. It builds quietly in the background.
By the time harvest arrives, teams are already stretched. More plants to process, more compliance to manage, more data to capture, and not enough time to do it cleanly. The default response is to add more labor.
But more people does not always solve the problem. It often introduces more inconsistency, more training gaps, and more room for error.
The operators who manage harvest efficiently are not just increasing headcount. They are improving how the work gets done.
In many operations, harvest still relies heavily on manual steps. Writing weights down, entering data later, switching between systems to stay compliant.
Each of those steps takes time. More importantly, they introduce friction.
When multiplied across hundreds or thousands of plants, that friction becomes a real labor cost.
Operators who reduce labor pressure focus on eliminating unnecessary steps. Data is captured once, at the point of activity, and flows through the rest of the system automatically.
One of the biggest challenges during harvest is balancing speed with compliance.
Teams feel the pressure to move quickly, but every plant still needs to be tracked and reported accurately within METRC. When systems are disconnected, this becomes a tradeoff.
Move fast and risk compliance gaps, or slow down and stay accurate.
Operators using connected systems remove that tradeoff. Compliance is built into the workflow, not handled after the fact. As plants are scanned, weighed, and processed, the data is already aligned.
This allows teams to move faster without increasing risk.
When processes are streamlined, teams do not need to rely as heavily on additional labor to keep up.
Features like scan based plant tracking and simplified harvest workflows reduce the number of steps required per plant. That adds up quickly.
Instead of scaling labor linearly with volume, operators can increase throughput with the same team.
That is where efficiency turns into margin protection.
During harvest, small misalignments turn into larger issues.
If cultivation, production, and compliance are not working from the same data, teams start to drift. Product gets delayed, reporting becomes inconsistent, and rework increases.
Operators that reduce labor pressure maintain real time visibility across teams. Everyone is working from the same information, which reduces confusion and keeps operations moving.
Labor is one of the most significant costs during harvest.
Operators who rely on adding more people to solve process issues often see those costs climb quickly without a corresponding increase in efficiency.
Those who invest in better systems see a different outcome. They move faster, reduce errors, and maintain control without constantly increasing labor.
If your team is heading into harvest and already feeling stretched, it may not be a staffing issue. It may be a systems issue.
Heading into harvest, small inefficiencies turn into real costs.
If you want to see how operators are tightening this up, schedule a demo and we will walk you through it.
Growth introduces complexity faster than most teams expect.
More rooms. More plants. More people. More movement. The systems that worked at a smaller scale begin to show gaps. Teams rely on workarounds. Data becomes delayed. Leadership starts asking questions that take too long to answer.
This is where many cultivation teams lose visibility.
Scaling is not just about producing more. It is about maintaining clarity as operations expand.
Loss of visibility does not happen all at once. It builds gradually.
A spreadsheet here. A compliance tool there. Manual updates layered in between. Each piece works independently, but together they create gaps.
When data lives in multiple places, confidence drops. Plant counts, yields, movements, and adjustments require constant verification.
Operators that scale effectively are not managing disconnected tools. They are working from a single source of truth where cultivation, inventory, and compliance are aligned.
When teams can see what is happening as it happens, they operate differently.
They know what is moving through cultivation. They know what is ready for production. They can identify issues early instead of reacting later.
At the same time, compliance remains aligned with METRC without adding extra steps.
This is not about increasing workload. It is about improving how existing work is captured and used.
As operations grow, many teams feel forced to choose.
Move quickly and risk inaccurate data, or slow down to maintain control.
Operators that scale successfully do not make that tradeoff. Their systems are designed so data is captured as part of the workflow, not added after the fact.
That is how speed and accuracy coexist.
At scale, leadership needs clear insight without relying on multiple teams to piece together information.
Performance, yields, and inventory should be visible without delay or manual consolidation.
When reporting is tied directly to operational data, it reflects reality instead of approximations.
If your cultivation operation is expanding and it is becoming harder to see what is happening day to day, it is a sign your systems are no longer supporting your growth.
The operators who continue to scale successfully are the ones who build visibility into their foundation.
If your team is still relying on spreadsheets, disconnected compliance tools, and separate accounting systems, there is a more effective way to operate.
Schedule a demo and see how 365 Cannabis brings cultivation, compliance, and finance together in one system.
Harvest does not create operational problems. It exposes them.
When teams feel overwhelmed during harvest, it is rarely because of the harvest itself. It is because of issues that were already there. Inventory that does not reconcile. Plant tracking spread across multiple systems. Teams entering the same data twice just to stay compliant. Finance waiting on operations to close the loop.
When harvest begins, all of that compounds.
The operators who move through harvest with control are not just working harder. They are operating with structure before the first plant is cut.
This is where things break first.
High growth operators are not guessing at plant counts, expected yields, or what is already committed to production. They have a clear, real time view of what is in cultivation, what is coming out of it, and how it flows into manufacturing and inventory.
When cultivation data, inventory, and compliance are connected in a single system, teams are not reconciling numbers during the busiest time of year. They are making decisions based on accurate data.
Compliance does not slow down during harvest. It accelerates.
Teams that struggle are often switching between systems to track plants, update records, and stay aligned with METRC. That adds time and introduces risk when speed matters most.
Operators that have this dialed in are working within a system that aligns directly with METRC. Plant movements, weights, and updates are captured as part of the workflow, not handled after the fact.
That shift alone changes how a team performs under pressure.
If inventory only makes sense at the end of the day, it is already behind.
During harvest, inventory is constantly moving. Wet weight, dry weight, transfers into production, adjustments. When teams rely on delayed updates, they create gaps that lead to lost product, inaccurate reporting, and unnecessary rework.
Operators that scale effectively treat inventory as a real time system tied directly to cultivation and production. Nothing sits in limbo.
This is where many operations feel the strain.
Cultivation is moving quickly, production is trying to keep pace, and finance is left reconstructing what actually happened.
High growth operators connect these functions before harvest begins. Production orders are in place. Costing is aligned. Reporting is built into the process.
When everything is connected, teams are not chasing numbers. They are operating with clarity.
Every operator works hard during harvest.
The ones who scale through it without disruption are the ones who built the right foundation ahead of time.
A connected ERP system does more than streamline operations. It creates predictability when the pressure is highest.
If you are heading into harvest and can already see the pressure building, it may be time to look at how your systems are supporting your team.
If you are planning for growth, tighter compliance, or want to see your operation run with more control, connect with our team. We will walk you through how it works in a real environment.
Ask a cultivation manager what actually eats their day, and you rarely hear about the plants. You hear about the paperwork behind them.
Feeding a room isn't complicated. Neither is transplanting a section or defoliating a bench. But when every one of those activities has to be recorded job by job — open a work order, enter labor, consume materials, log waste, record outputs, post, close, move to the next one — what seems simple data entry can become a full day task… and the math gets worse as you grow. A team running three hundred production jobs isn't doing three hundred jobs' worth of cultivation. They're doing three hundred jobs' worth of data entry.
That's the problem Cultivation Orders was built to solve.
What is Cultivation Orders?
Cultivation Orders is a new capability in 365 Cannabis, built on Microsoft Dynamics 365 Business Central. It lets cultivation teams plan, execute, and post a single activity across multiple production jobs from one document, instead of opening and processing work orders one at a time.
Whether your team is transplanting, inspecting, pruning, harvesting, or running any recurring cultivation activity, a cultivation order gives them one workspace to manage the entire pass — labor, materials, lot reservations, waste, and outputs included.
Cultivation Orders is available as of July 23, 2026 for 365 Cannabis customers running BC25 On-Prem, with cloud availability following in Q3. It extends the cultivation capabilities already in the system, so there's no separate module to buy and nothing to reconfigure.
How does Cultivation Orders reduce repetitive data entry?
By batching the work. With Cultivation Orders, your team can:
For many operations, that turns hours of order-by-order processing into a few minutes.
How do you create a cultivation order?
Nobody thinks in work orders. They think in rooms, sections, and passes. Cultivation Orders was designed to match that.
You can create one by:
365 Cannabis creates or links the required work orders behind the scenes, so your team stays focused on cultivation instead of administration.
How does labor tracking work in Cultivation Orders?
Labor tracking is built into the cultivation order itself. Your team can start and stop labor timers, let hours calculate automatically, record multiple employees against the same activity, and adjust manually when they need to.
The bigger time saver is what happens next. 365 Cannabis automatically allocates labor across every related production job based on plant quantities. There's no spreadsheet, no manual split, and nothing to reconcile afterward.
How are materials, lots, waste, and outputs handled?
Everything that used to be managed work order by work order now rolls up into the same document.
What happens after an activity is posted?
Cultivation doesn't stop when an activity is complete. Once a cultivation order is posted, 365 Cannabis can automatically create the next cultivation order in the production process, so the next stage is queued and waiting instead of sitting in someone's inbox as a to-do. That keeps production moving through the full cultivation lifecycle without anyone manually generating the next set of work orders.
Does Cultivation Orders work with METRC and BioTrack?
Yes! Cultivation Orders integrates with the compliance systems you already run. When enabled, your team continues working with METRC and BioTrack as usual. Compliance actions and tracking information appear only when they apply, so you keep your existing regulatory workflow without adding steps to it.
Key benefits
Frequently asked questions
When is Cultivation Orders available?
As of July 23, 2026, for 365 Cannabis customers running BC25 On-Prem.
Is Cultivation Orders available in the cloud?
Not at launch. Cultivation Orders releases first for BC25 On-Prem, with cloud availability planned to follow.
Do I need a separate module to use it?
No. Cultivation Orders extends the cultivation capabilities already in 365 Cannabis and works with the work orders your team uses today.
Does it replace work orders?
No. It sits on top of them. 365 Cannabis creates and links the underlying work orders automatically, and every change made on the cultivation order synchronizes back to them.
How many production jobs can one cultivation order cover?
A cultivation order can group multiple jobs at once — an entire cultivation section, or any set of jobs pulled from a filtered list.
Does it track labor by employee?
Yes. Multiple employees can be recorded against a single activity, with timers, automatic hour calculations, and manual adjustments where needed.
Customers on BC25 On-Prem can start using Cultivation Orders as of July 23, 2026.
