Huel Protected RTD Growth Through a High-Stakes Can Supply Transition

The Challenge

Huel’s team was urgently navigating and transitioning production from to a new co-packer while managing real supply continuity risk. Their prior production setup had experienced post-process concerns, creating pressure to keep product available while moving away from a process that no longer fit the business.

At the same time, Huel had only about two weeks of can inventory sitting with their prior co-packer. They needed to understand what inventory existed, where it was, who owned it, how old it was, and whether it could still be used.

This was not a simple supplier handoff. Huel needed to transfer artwork, avoid double-ordering, preserve production timing, manage MOQs, minimize obsolete stock, and support a fast-moving retail and rebrand roadmap.

The operational reality for Huel is tight, with co-packers requiring just-in-time inventory, and cans delivered roughly 12 hours before production, can production and logistics required careful forward planning. Huel’s forecasts were also changing through monthly planning cycles, weekly retail reviews, seasonal demand, and new retail opportunities like Costco on the table.

The Solution

Huel enrolled Cask as the can-side operating partner needed during a complex transition. Working directly with Ball and coordinating closely with Huel and their co-packer, Cask helped turn a high-pressure handoff into a structured planning rhythm. The team moved quickly to support onboarding and set-up with Ball, including 1.1M cans for immediate production.

From there, Cask helped Huel build a clearer can supply process around rolling forecasts, SKU priorities, production timing, and legacy inventory. That included reconciling old inventory by SKU and age, planning can production ahead of call-offs, working around can MOQs, and identifying ways to reduce write-offs through smart use of residual stock.

Cask also supported the artwork process, connecting Huel with Ball graphics resources for proofing, swatches, color matching, and production-realistic design decisions.

Most importantly, Huel had a clear point of ownership on cans. Instead of can supply being one small piece inside a broader co-manufacturing relationship, it became the focus through their relationship with Cask. 

The Results

Huel worked with Cask to protect production continuity while building a stronger foundation for scale. The immediate result was confidence: Huel had a partner managing the details across Ball, co-packers, artwork, inventory, delivery timing, and production planning. The team could move through a risky supplier transition without losing sight of the bigger commercial picture.

Cask also helped Huel reduce financial exposure. In one planning cycle, Huel increased production while keeping projected write-off exposure under £6k, a result that felt incredible given the legacy stock.

The longer-term result is a more mature can supply model for a brand entering its next stage of growth. Danone SA announced Huel's acquisition for $1.1B in March, 2026, citing Huel’s ready-to-drink and powder portfolio, digital execution, and fan base across the UK, Europe, and the US. Huel is continuing pursuit of new retail and wholesale opportunities, refreshing core canned ranges, and preparing for continued international expansion. Huel's can supply side is no longer a source of uncertainty. It is a planned, visible, and actively managed part of the growth engine.