The year’s almost up and your sales target is still out of reach. You’re not alone—but that doesn’t mean you have to accept a shortfall. From construction materials to job shops, here’s a set of practical moves that real businesses are using to close strong. Use these ideas to trigger last-minute demand, push faster closes, and spark the right conversations with the right buyers.
It’s tempting to wind down in the last 60 days, especially when the team is tired and your calendar’s jammed. But for many manufacturing businesses, this is when customers are the most ready to buy—if you can offer speed, value, or a solution to a specific pain point. Buyers are under pressure too: to use up budgets, meet deadlines, and get ready for Q1. The key isn’t more activity—it’s the right kind of action that drives urgency and closes gaps, fast.
Construction Materials – Turn Buyers’ Urgency Into Your Momentum
One of the most common sales mistakes in the construction materials space is assuming Q4 is slow. In reality, many contractors and developers are sprinting to finish active jobs before bad weather or year-end funding cutoffs. That means they’re actively looking to lock in last-minute materials—especially if you can solve problems others can’t.
Let’s say you run a concrete or structural steel business. Your team can put together “closeout bundles”—packages of commonly needed materials that help a contractor complete their punch list without chasing five different vendors. A ready-mix supplier recently did this by offering a pre-bundled package of concrete additives, forming accessories, and quick-cure solutions for winter pours. They didn’t discount heavily—they simply made it easy and fast to get everything in one truckload. Orders jumped 12% over the previous month.
Another high-leverage move is promoting your fastest delivery options. This isn’t the time to whisper about logistics. If you can deliver within 24 to 48 hours, lead with it in emails, LinkedIn posts, and cold calls. Contractors scrambling to finish work will pay more for fast supply than for slightly lower prices. One regional supplier of rebar started promoting “order by 2 PM, deliver by 10 AM next day” messaging across their sales touchpoints. They saw a 20% increase in repeat orders just from highlighting what they already offered.
And don’t underestimate the influence of installers. If your materials require third-party installation—like doors, windows, roofing, or siding—get close to the subcontractors. Invite them for lunch, ask what slows them down, and offer to pre-package your materials in ways that make installs easier. Many of these subs have influence over what brands get chosen when change orders happen late in a project.
If you’re looking to drive bigger orders without giving deep discounts, offer a credit toward 2026 for anyone who commits to a large-volume purchase before year-end. You don’t even need to know exact quantities—just a committed PO or forward contract. This works especially well for builders planning spring jobs who want to lock in pricing now. A tile manufacturer recently offered a $2,000 2026 credit for every $20,000 ordered in Q4. It didn’t just boost short-term revenue—it secured loyalty and improved demand visibility for next year.
Finally, don’t wait for orders to come to you. Proactively identify projects still active within 30–60 miles of your plant. Use jobsite intelligence tools or even just local permitting databases. Assign someone from your team to physically visit—or at least call—every site that still looks active. Introduce yourself as someone who can help them finish on time. You’re not just another vendor—you’re a problem-solver in crunch time. That positioning makes a big difference, and it’s often what unlocks the PO.
Food & Beverage Manufacturing – Shift Future Demand Forward, Today
In food and beverage manufacturing, you’re often playing a long game with retailers, distributors, and foodservice chains. But with just two months left, you don’t have time to build new pipelines. Instead, focus on pulling orders forward from early next year and making your customers’ planning easier.
One way to do this is by offering early production slot guarantees for Q1 2026. Many buyers worry about capacity crunches right after the holidays. If you can promise a reserved production window now, you become their go-to partner. A mid-sized beverage manufacturer did this last year by offering an “Early Bird Q1 Production” program. Buyers who confirmed before December 15th got first priority on bottling lines in January and February. The result? A 15% bump in December sales and stronger customer relationships going into the new year.
Launching a seasonal flash line—like limited-edition packaging or flavors tied to holidays—can spark urgency and differentiate your product in crowded retail shelves. For example, a snack food company introduced a winter spice flavor available only through December, which pulled forward orders that might have waited until after January resets.
Retailers often do a shelf reset in January. Pitch your buyers on getting on those reset plans now. Offer incentives, such as improved trade terms or co-marketing support, to lock in orders before the year ends. This tactic doesn’t just drive immediate revenue—it builds momentum that carries into Q1.
Another overlooked move is cross-selling. Look carefully at your existing customers’ orders and suggest related products or package sizes they haven’t tried yet. Sometimes buyers just need a friendly nudge or a reminder of what you offer. This is the time to be consultative, not just transactional.
Metal Fabrication & Industrial Components – Be the Fix for Year-End Production Headaches
OEMs and industrial manufacturers often face scrambling for components as deadlines near. This is your chance to step in as a reliable fixer.
If you can offer short lead times on parts, make it your headline. Don’t assume buyers know this about you. Send personalized notes, update your website, and make sure sales reps repeat it on every call. When production lines are stalling, being fast beats being cheap.
Reach out with a simple, direct question: “Is there anything your current supplier can’t deliver in time?” Many companies have small but critical supply gaps at year-end. If you can fill even one, you’ll win a new order and a new advocate.
Some customers have leftover budgets that must be spent before December 31. If your invoicing or delivery terms can accommodate that, make it known. Offering 2026 budget use-it-or-lose-it options (invoice now, deliver later) can unlock orders that might otherwise be delayed.
If your business offers any form of emergency support services—on-demand repairs, retooling, or engineering fixes—promote those aggressively. When buyers face urgent equipment breakdowns or redesigns, you become indispensable.
Job Shops – Make Yourself Impossible to Ignore
Job shops thrive by being nimble and customer-focused. Use your flexibility as your biggest advantage in these final weeks.
Pick up the phone and call past clients with a clear, honest question: “We’ve got capacity—what’s one more job we can get done for you before year-end?” This opens doors without pressure and shows you’re ready to help.
Introduce rush fees for expedited work. When customers face looming deadlines, they often choose speed over price. Your rush premium not only boosts margins but positions you as a problem-solver.
If you don’t already offer it, try adding light assembly services. Many customers appreciate bundled solutions that reduce their own coordination headaches. Even simple assembly can make you stickier and command better prices.
Finally, get personal. Identify 10-15 of your best prospects or clients and call them directly. Don’t start with a sales pitch. Ask what challenges they’re facing and listen. When you understand their pain points, you can tailor solutions that close deals faster.
Discrete Manufacturers – Focus on Speed, Flexibility, and Strategic Relationships
Discrete manufacturers—those making distinct items like machinery, electronics, or automotive parts—face unique challenges at year-end. Your buyers often juggle complex supply chains and tight production schedules. Your opportunity is to be the reliable partner who helps them avoid costly downtime.
Start by identifying orders or projects that can be accelerated without disrupting your own operations. For example, a small electronics manufacturer once offered clients an option to move up select component deliveries by 2–3 weeks if they confirmed by early December. This didn’t disrupt their full production plan but unlocked $150,000 in extra revenue.
Emphasize your flexibility. Can you run smaller batch sizes on short notice? Can you adjust production schedules to handle urgent orders? Communicate this clearly to buyers. Many bigger suppliers lock down their schedules early, so being the nimble option becomes a key advantage.
Another approach is deepening your strategic relationships. Use this time to check in personally with key accounts—not just sales contacts but production planners, engineers, and logistics managers. Ask what challenges they face hitting their own goals and offer ways you can support—whether that’s faster prototypes, flexible shipping, or on-site support.
If your discrete manufacturing process allows, introduce value-added services like assembly, testing, or kitting that reduce your customer’s complexity and speed up their internal workflows. When your product becomes part of a streamlined solution, it’s harder for competitors to replace you last minute.
Batch and Process Manufacturers – Play the Volume and Forecasting Game Smartly
Batch and process manufacturers producing chemicals, pharmaceuticals, or food ingredients have a different rhythm—often longer lead times and tighter regulatory requirements. But the year-end sprint is still very real, especially for customers who must hit inventory targets or contract commitments.
One key move is to offer flexible volume contracts that allow customers to confirm minimum volumes now but adjust final quantities early next year. This reduces their risk and motivates upfront commitments. For instance, a specialty chemical maker offered a “commit and adjust” contract last year that secured 25% more orders in Q4 compared to prior years.
Capitalize on forecasting clarity. Many of your customers will finalize budgets or production plans in December. Offer forecasting workshops or quick consults to help them nail down their Q1 and Q2 requirements, positioning you as a trusted advisor—not just a supplier.
Speed matters here too. If you can guarantee fast batch turnarounds or have emergency production slots, highlight them clearly. Process manufacturers who added “emergency fill” options saw an uptick in last-minute orders from customers who feared shortages.
Lastly, consider product reformulation or package adjustments as quick win opportunities. Seasonal demand or regulatory shifts sometimes open doors for minor tweaks in formulas or packaging that buyers want to lock in now. This is a great way to refresh interest and push orders forward.
3 Clear Takeaways to Drive Sales in the Last 60 Days
- Solve urgent problems, don’t just push products. Buyers want help finishing projects, using budgets, or preventing disruptions. Your value increases when you solve their year-end headaches.
- Lead with speed and certainty. Fast delivery, guaranteed production slots, and clear communication turn prospects into buyers—especially when timelines are tight.
- Use time-bound offers to create urgency. Limited bundles, early credits, or exclusive Q1 production windows prompt decisions now, rather than later.
Top 5 FAQs About Hitting Year-End Sales Targets in Manufacturing
Q1: How can I quickly identify which customers are most likely to place orders before year-end?
Look for clients with active projects, leftover budget authority, or seasonal buying patterns. Use your CRM data combined with direct outreach to qualify interest rapidly.
Q2: Should I discount heavily to close deals fast?
Not necessarily. Deep discounts can hurt margins and damage future pricing power. Instead, offer value through bundled offers, faster delivery, or exclusive benefits that feel like a win without slashing prices.
Q3: What’s the best way to communicate urgency without seeming desperate?
Focus on your customer’s needs: meeting their deadlines, securing supply, or solving problems. Position your offers as solutions that help them avoid risks, not just “sales.”
Q4: How can small job shops compete against bigger manufacturers with more capacity?
Leverage your agility. Offer flexible production schedules, quick turnarounds, personalized service, and the ability to handle complex or customized jobs that larger players avoid.
Q5: Can these tactics work beyond year-end to improve ongoing sales?
Absolutely. Many approaches—like improving delivery speed, building stronger client relationships, and offering bundled services—build long-term advantages well beyond the last two months of the year.
Every year-end presents the same challenge: how to turn time pressure into sales momentum. The difference between a strong finish and a missed target isn’t luck—it’s the strategies you deploy now. Take these ideas, customize them for your business, and start dialing, emailing, and packaging deals that close. The clock is ticking, but your sales aren’t out of reach. Make the next 60 days count and set your business up for a stronger 2026.