Tag: featured

  • IFPA Calls for Stronger, Science-Based Response to Cyclospora Outbreak

    IFPA Calls for Stronger, Science-Based Response to Cyclospora Outbreak

    The International Fresh Produce Association is calling for closer cooperation, improved traceability and stronger government food-safety programs as federal and state agencies continue investigating Cyclospora illnesses linked to iceberg lettuce.

     

    IFPA said its first concern is for those affected by the outbreak and identifying the root cause. The association is urging regulators, policymakers and produce supply-chain companies to use the investigation as an opportunity to improve prevention and response efforts.

     

    “Food safety is an ongoing effort and a shared responsibility along every step of the supply chain,” said Max Teplitski, IFPA’s chief science officer.

     

    The association is advocating for Congress and the administration to strengthen the Food and Drug Administration’s Human Foods Program, advance end-to-end traceability, improve risk-based regulatory oversight and provide sufficient resources for state produce-safety and compliance programs.

     

    The comments come amid an FDA and Centers for Disease Control and Prevention investigation of a multistate outbreak associated with iceberg lettuce sourced from central Mexico. In its July 24 update, FDA reported 1,947 illnesses involving people who said they had eaten at Taco Bell locations in nine states. At least 98 people had been hospitalized, with no deaths reported.

     

    The cases occurred in Illinois, Indiana, Kansas, Kentucky, Michigan, Ohio, Oklahoma, Pennsylvania and West Virginia. The illnesses included in that investigation represent a subset of the Cyclospora infections reported nationwide this year.

     

    Taylor Farms de Mexico voluntarily removed iceberg lettuce sourced from central Mexico from the U.S. market and initiated a recall in July. The recalled products included certain Marketside-brand iceberg salad and shredded lettuce items sold at select Walmart stores, as well as products supplied to foodservice customers.

     

    FDA said its traceback work and epidemiological evidence continued to point toward shredded iceberg lettuce supplied by Taylor Farms de Mexico. The investigation remained active, and regulators cautioned that additional cases could be added because it can take several weeks to determine whether an illness is connected to an outbreak.

     

    Cyclospora is a microscopic parasite that can cause an intestinal illness known as cyclosporiasis when people consume contaminated food or water. Symptoms can include frequent diarrhea, appetite loss, weight loss, stomach cramps, bloating, nausea and fatigue. Illness can persist for weeks without treatment and may appear to improve before returning.

     

    The outbreak has also highlighted the importance of accurate epidemiological interviews. CDC’s Cyclosporiasis National Hypothesis Generating Questionnaire collects standardized information about what patients ate, where they purchased food and other possible exposures during the two weeks before symptoms began. The goal is to help investigators recognize outbreak patterns and identify possible sources.

     

    Because Cyclospora cases often increase during spring and summer and can involve multiple clusters, careful data collection and transparent communication are essential to determining which illnesses are connected.

     

    IFPA said the industry must continue working with public-health agencies to reduce the likelihood of future incidents, respond more quickly when illnesses occur and limit their effects on consumers.

     

    The organization’s broader message is that protecting public health and maintaining confidence in fresh produce require coordination throughout the supply chain. Improving traceability, regulatory capacity and outbreak-investigation tools could allow agencies and companies to identify affected products more quickly while avoiding unnecessary disruption to produce categories not supported by the evidence.

  • Don’t Take Business Mistakes Too Lightly

    Don’t Take Business Mistakes Too Lightly

    Pressure and deadlines push people into “hurry-up syndrome,” and that’s when mistakes happen. Operating a produce business on thin margins while facing numerous challenges is difficult enough. Making repeated mistakes can cause real damage. Some mistakes are harmless, while others are costly—and the costly ones can sink a company.

     

    Avoid these damaging produce business mistakes:

     

    Cutting the marketing budget: Spend little, get little. Without steady marketing, your visibility and sales will fade.

     

    Counting on customer loyalty: No customer is locked in with you. A better deal or better service elsewhere can erase decades of business instantly.

     

    Weak business planning: No targets, no direction, no creativity. A poor plan guarantees poor results.

     

    Sloppy analytics: Bad reporting leads to bad decisions. Data is your guide, but the reporting must be accurate.

     

    Ignoring inventory: Excess produce ties up cash and increases shrink because of the product’s short shelf life. Inventory should turn over quickly, not sit around.

     

    Relying on word of mouth: Word of mouth spreads negative experiences faster than positive ones. It’s not a growth strategy.

     

    Ad promotion overload: Moving truckloads of produce at low margins to beat competitors’ advertised prices is a fast way to lose money.

     

    Letting costs run wild: Spending outside the plan eats into profits. If it wasn’t budgeted, it shouldn’t be happening.

     

    Copying competitors: Following others makes you ordinary. Stick to your own plan.

     

    Going with gut feelings: Shooting from the hip misses the target. Facts beat feelings every time.

     

    Overestimating sales and underestimating costs: Hope isn’t a strategy. Be honest with your numbers.

     

    Overspending to chase new customers: Your current customers are your most valuable asset. Get them to buy more.

     

    Using quick-fix sales tactics: Giveaways and deep discounts create temporary bumps, not lasting solutions.

     

    The produce business is tough, unforgiving and full of obstacles. Companies must stay disciplined, follow their own plans and operate at their highest level every day. As a former professional golfer once said, “The little white ball is always staring at you, daring you to make a mistake.” In produce, the stakes are even higher.

  • NEPC Expo Creates a Two-Day Path from Connection to Commerce

    NEPC Expo Creates a Two-Day Path from Connection to Commerce

    The New England Produce Council will give produce, floral and foodservice professionals two distinct ways to engage when its 26th annual expo returns to Encore Boston Harbor in Everett, MA, Aug. 17-18.

     

    Monday’s programming emphasizes leadership, community and relationship-building, while Tuesday shifts attention to sourcing, product discovery and the business issues shaping the Northeast marketplace. That structure allows attendees to begin conversations away from the exhibition floor before meeting with more than 170 suppliers during the main show. 

     

    The inaugural NEPC Women’s Program Luncheon will be among this year’s most notable additions. Scheduled Monday from 11 a.m. to 1 p.m. in the Monet Room, the event is designed to encourage mentorship, professional growth and stronger connections among women throughout the produce and floral industries.

     

    CarrieAnn Arias of USA Pears will moderate a panel featuring Christina Stipe of Northeast Shared Services, Lisa Letch of Shaw’s, Jenna Sullivan of So Good So You and Cheryl Schondek of the Greater Boston Food Bank. Attendees will also assemble goodie bags for Rosie’s Place, a Boston organization that provides emergency shelter, meals and other services to women experiencing poverty and homelessness. 

     

    Registration and exhibitor setup will continue throughout Monday. An invitation-only VIP reception from 5-6 p.m. will lead into the broader cocktail reception on the South Lawn from 6-8 p.m., giving suppliers and customers an informal setting to reconnect before the exhibition opens.

     

    Maurice A. Auerbach Inc. considers that relationship-building a central reason to participate.

     

    “Our primary objectives are to see our existing customers and hopefully pick up a new customer if possible,” said Bruce Klein of Maurice A. Auerbach. “It’s the end of the summer, it’s at a great location and it’s a great networking opportunity.”

     

    Business discussions will move into a more concentrated setting Tuesday. The day begins with an expo breakfast from 7:45-9 a.m., followed by the exhibition from 9:10 a.m. to 4 p.m. in the Picasso Ballroom. Lunch will be available on the South Lawn from 11:45 a.m. to 1 p.m. 

     

    The show floor will bring together suppliers offering produce, floral products and industry services. Conversations are expected to extend beyond product introductions as buyers and vendors address pricing, transportation, supply reliability, packaging, sustainability and the promotional opportunities available during the late summer and fall.

     

    NEPC’s scale remains part of its appeal. The single-day exhibition gives attendees access to a broad supplier base without requiring several days to navigate the floor.

     

    “The show is pretty good for a one-day show because a lot of people show up,” said Kurt Zuhlke, president of Kurt Zuhlke & Associates. “We have a lot of customers that are exhibiting, so I like to go and meet them and say hello.”

     

    Retail food-store personnel and foodservice operators who meet the event’s eligibility requirements can attend the show free of charge. NEPC members may also register for basic admission to the exhibit floor or premium admission that includes Monday’s reception. 

     

    America’s 250th birthday will provide the visual theme. NEPC is encouraging exhibitors to incorporate patriotic elements into their booths as part of the “NEPC by the Sea” event, tying the anniversary to the innovation, resilience and opportunity represented by the produce and floral industries. 

     

    The result will be an event that moves deliberately from people to products. Monday creates room for leadership development, service and conversations without the pressure of an active trade-show floor. Tuesday gives attendees a focused opportunity to compare programs, evaluate new offerings and address upcoming business needs.

     

    That combination should help companies leave Encore Boston Harbor with more than leads and product information. The most valuable outcome may be a strengthened relationship, a clearer understanding of the regional market or the beginning of a partnership that continues well beyond the two-day gathering.

     

    For more information, visit newenglandproducecouncil.com.

  • INTERESTING FACTS ABOUT PRODUCE

    INTERESTING FACTS ABOUT PRODUCE

    • While oranges are famous for vitamin C, a single red bell pepper contains nearly three times more. Kiwi fruit also contains nearly twice as much vitamin C per cup as an orange.
    • Many vegetables are primarily water—cucumbers are about 95% water, while potatoes are roughly 80% water.
    • Placing an underripe avocado in a paper bag with a banana or apple will ripen it faster due to the natural ethylene gas produced by the other fruit.
    • The Universal Product Code (UPC) was first used in the U.S. in the 1970s, allowing stores to automate inventory and track purchasing habits.
    • Carrots become sweeter in winter as they convert starch to sugar to survive freezing. 
    • Thanks to controlled atmosphere storage that reduces oxygen levels, apples can be stored for 6 to 12 months before they reach store shelves.
    • Tomatoes, onions, and sweet corn are the three largest vegetable crops in the U.S. by volume. Bananas are recognized as the most consumed fruit globally.
    • Farmers in the Andes Mountains grew the first potatoes over 7,000 years ago.
  • TIPS ON FRESH-CUT PRODUCE

    TIPS ON FRESH-CUT PRODUCE

    Freshness Control

     

    Fresh-cut fruits and vegetables are living and breathing during and after processing. They are subject to rapid deterioration and can support the growth of large populations of microorganisms. Unlike other processed foods, there is no kill step during processing and there is no treatment, other than good temperature management, that will significantly retard deterioration.

     

    • Product packages should be kept under proper refrigeration – stay at 34 degrees Fahrenheit (1.1 Celsius)
    • Never – Never – Never display product off refrigeration
    • Never build spillover displays off the rack out of refrigeration
    • It is recommended to reduce the retail on all packages that are two days before the expiration date. A price reduction of 33% off is recommended or other company preferences.
    • Product should be discarded on all outdated packages. Under no circumstances should any fresh-cut product be offered for sale after the “sell-by date”
    • Take retail action on overstocked items while still at its peak
  • WELCOME TO THE PRODUCE FLAVOR ZONE: What does a Pluot taste like?

    WELCOME TO THE PRODUCE FLAVOR ZONE: What does a Pluot taste like?

    First of all —— What is a pluot? A pluot is a hybrid cross between a plum and an apricot. It is 75% plum and 25% apricot. It looks like a plum on the outside.

     

    A pluot tastes like a sweet, rich plum with a hint of apricot flavor. It hardly has a bitter tartness like a regular plum. 

     

    Pluots have low acid and lack that harsh sourness often found in the skin of plums. The flavor is rich and tropical as a ripe apricot. They are sweeter than a traditional plum or apricot because of their high natural sugar. pluots

     

    There are various varieties of pluots like Black Kat which is dark purple black with a deep golden flesh and exceptionally rich in sugar. The Flavor King is reddish purple and has a rich, spicy wine-like plum flavor. Dapple Dandy – or sometimes called Dinosaur Egg – is pale green or yellow skinned with red speckles and a pink, highly sweet flesh. The Flavor Grenade is more of an oblong shape with green-yellow skin and a crisp, juicy, texture like a sweet apple or nectarine flavor.  

     

    In order to enjoy the flavor of pluots, you have to bite into the varieties and judge them for yourself. But we know you will enjoy something different in the flavor of stone fruit.

  • Allegiance Retail Services Promotes Samer Rahman to President and COO

    Allegiance Retail Services Promotes Samer Rahman to President and COO

    Allegiance Retail Services has promoted veteran grocery executive Samer Rahman to president and chief operating officer, placing him in charge of daily operations and strategic growth across the cooperative’s network of independent supermarkets.

     

    Rahman, who most recently served as executive vice president and chief merchandising officer, assumed the new role immediately. He will oversee integrated supply chain logistics, store services, business operations and merchandising strategy, with a focus on expanding the store network, improving member profitability and strengthening the competitive position of banners including Foodtown, Pathmark, Gristedes and D’Agostino.

     

    “Samer represents the absolute best of the grocery industry,” said Jason Ferreira, chairman and CEO of Allegiance Retail Services. “As a third-generation grocer with over 35 years of deep operational roots, he brings an unmatched blend of tradition, innovation and strategic execution to the role.”

     

    Ferreira said Rahman has helped lower costs for Allegiance members, strengthen merchandising programs and build trust with the cooperative’s vendor community during his more than a decade with the organization.

     

    Rahman joined Allegiance in 2013 and advanced through several leadership roles, including director of meat and seafood, vice president of perishables and vice president of center store. He later became executive vice president and chief merchandising officer.

     

    His career spans more than 35 years across both corporate and independent grocery retail. Before joining Allegiance, Rahman held positions with Pathmark, A&P and Food Bazaar, giving him experience across store operations, merchandising and fresh departments.

     

    “I am incredibly honored to step into the role of president and chief operating officer at such a pivotal time for independent retail,” Rahman said. “Our independent supermarket owners are the heart and soul of the communities they serve.”

     

    He said his priorities will include improving operational efficiency, introducing new store programs and building on the cooperative’s recent momentum.

     

    Rahman’s contributions to the grocery industry were recently recognized by the New Jersey Food Council at its Night of Distinction.

     

    Allegiance Retail Services provides independent supermarkets throughout the Northeast with marketing, advertising, technology and merchandising support. In addition to Foodtown, Pathmark, Gristedes and D’Agostino, its supported banners include Freshtown, Pathmark Daily, LaBella Marketplace, Brooklyn Harvest, Market Fresh, Big Deal Food Market, Green Way Markets and Shop n Bag.

  • ACCEPT CHANGE AND BE POSITIVE

    ACCEPT CHANGE AND BE POSITIVE

    Every time we turn around, the business has changed. The time to change is when you don’t have to.
    The most common reaction to change is resistance.

    It seems that whenever a newly created merchandising idea is recommended at a meeting,
    there’s always a handful of individuals who simply will not want to accept the change.

    Here are 20 reasons given by people who resist change:

    • I don’t like it.
    • The boss won’t like it.
    • It won’t work in our store.
    • It won’t work in our company.
    • It’s not practical.
    • It’s too late to make changes.
    • It’s never been done before.
    • No other company is doing it.
    • This isn’t a good time to do it.
    • Customers won’t like it.
    • The budget won’t allow it.
    • We can’t take the chance.
    • It will cost too much.
    • Let someone else try it first.
    • We can’t phase it in.
    • Let’s think about it some more.
    • We tried it once and it didn’t work.
    • It needs more committee study.
    • Even if it worked, it won’t be approved.
    • It’s been done this way for 15 years, why change now?

    Initiating change when you are out in front will keep you there.
    When you think of limits, you create them.
    Playing it safe is dangerous.
    Good isn’t good enough today.
    If a company doesn’t change—it will become history.

    PRODUCE PRICE NOSTALGIA

    Ever wonder what some produce items were priced back in the day?
    Here are some interesting examples.

    1920

    • Cabbage – 2¢ lb.
    • Lemons – 6 for 15¢
    • Oranges – 12 for 63¢
    • Potatoes – 10 lbs. for 63¢
    • Plums – 3¢ lb.
    • Watermelon – 2¢ lb.

    1924

    • Lettuce – 3 heads for 25¢
    • Peaches – 17¢ lb.
    • Oranges – 12 for 57¢
    • Potatoes – 10 lbs. for 36¢
    • Plums – 3 lbs. for 25¢

    1930s

    • Bananas – 4 lbs. for 19¢
    • Spinach – 5¢ lb.
    • Lettuce – 7¢ per head
    • Potatoes – 10 lbs. for 18¢
    • Oranges – 14 for 25¢
    • Cabbage – 3¢ lb.
  • Kapi Kapi Names Mike Naftel Director of Business Development

    Kapi Kapi Names Mike Naftel Director of Business Development

    Kapi Kapi Growers has named produce industry veteran Mike Naftel director of business development as the company looks to expand its banana, pineapple and plantain programs across North America.

     

    Based in the South, Naftel will lead business development initiatives, strengthen relationships with existing customers and identify new opportunities across the retail, wholesale and foodservice channels.

     

    Naftel brings more than 20 years of produce industry experience to the role, with a background spanning sales leadership, category management, pricing strategy, foodservice operations and go-to-market planning. During his career, he has developed customer-focused growth strategies, built fresh produce programs and cultivated partnerships with customers and suppliers throughout North America.

     

    Prior to joining Kapi Kapi, Naftel held leadership positions with Del Monte Fresh Produce and Latin Specialties. His experience includes work with bananas, pineapples, plantains and other fresh produce categories, giving him familiarity with several of the products central to Kapi Kapi’s growth strategy.

     

    “I’m excited to join a company that is committed to producing high-quality fruit while investing in sustainable growing practices and long-term customer partnerships,” Naftel said. “Kapi Kapi has built a strong reputation in the marketplace, and I look forward to working alongside the team to strengthen existing relationships, identify new growth opportunities, and continue building programs that create value for our customers.”

     

    Kapi Kapi President Jorge Acon Leon said Naftel’s industry knowledge and relationships will help the company expand its presence in the United States and throughout North America.

     

    “Mike’s extensive industry experience, strategic mindset, and deep relationships throughout the produce industry make him an outstanding addition to our leadership team in the U.S.,” Acon Leon said. “As Kapi Kapi continues to grow, his proven ability to develop customer-focused solutions and build successful business partnerships will be instrumental in expanding our presence across North America while continuing to deliver the exceptional service and quality our customers expect.”

     

    Naftel’s appointment comes as Kapi Kapi works to broaden its customer base and strengthen its position as a supplier of sustainably grown tropical fruit. The company is targeting retailers seeking private-label partners as well as customers interested in differentiated branded banana and pineapple programs.

     

    Kapi Kapi’s founding company is a family-run operation that has grown bananas and pineapples in Costa Rica since 1987. The company describes itself as the largest carbon-neutral-certified banana grower in Costa Rica and Latin America.

     

    The addition of Naftel gives Kapi Kapi an executive with experience on both the strategic and operational sides of the produce business. His familiarity with tropical fruit categories and multiple sales channels is expected to support the company’s efforts to develop new programs while maintaining the customer relationships and sustainability commitments behind its growth.

  • Continued Grower Challenges

    Continued Grower Challenges

    Major chains now command outsized buying power, the product of years of mergers and consolidation. Slotting fees remain a built-in cost of entry, cutting margins before a single case ships. Retailers expect continuous allowance programs, advertising support, off-shelf promotions, and case-movement guarantees, and “Pay to Stay” fees have become standard, with annual charges tied directly to contract terms.

    Microbiological contamination risks now carry heavier liability across the supply chain. Inspection standards are tougher, more frequent, and more expensive. Regulatory pressure continues to intensify as new laws and policies reshape production and distribution.

    Foreign competitors, especially China, are expanding aggressively. Food-security concerns keep terrorist-related threats on the industry’s radar.

     

    Consolidation

    Consolidation has permanently altered the produce supply chain. Mergers and acquisitions have reduced the number of food chains while creating larger, more powerful supermarket operators. Fewer buyers now hold significantly more leverage, and consolidated buying offices work with fewer suppliers, tightening competition.

    Where onion procurement once involved six suppliers, it may now be limited to two or three. Buyers increasingly prefer suppliers capable of delivering full year-round produce assortments. Grower/shipper consolidation has not yet caught up with retail consolidation, but it’s coming.

    Geographical Growth

    Fresh produce production and supply is now fully global. “Not in season” has all but disappeared from industry vocabulary. Retailers and consumers expect year-round availability on every item.

    A rising share of U.S. produce comes from foreign sources, with imports from China continuing to climb. Global foodservice sales are projected to grow annually. Suppliers with access to worldwide growing regions will hold a competitive edge, and importers who deliver strong category data will win the business.

     

    The New Reality for Growers

    Growers must look beyond the farm fences. Success now depends on understanding retail customer needs, anticipating consumer expectations, and delivering consistent value in a global, year-round marketplace.

     

    What do you think? Write to me at ronprocon@gmail.com