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Market
Excitement Over Sliced Apples Growing
Fresh Cut
January 2004
When Tony Freytag made his first presentation to retailers
on the profit potential for sliced apples a few years ago, he was greeted
as if a stranger from Mars.
"Why would anybody want them?" "Are they any good?"
"Are these products going to last?" "They're too expensive!"
These were among the questions and challenges the Crunch Pak, LLC national
director of marketing faced.
Today, while just beginning to tap what he believes is a market with enormous
potential, Freytag says Crunch Pak is witnessing a different reception.
Feedback coming in from consumers in e-mail messages alone couldn't be
more positive: "Where have you been? How could a product this good
be such a best-kept secret?" "This is great! You need to get
the word out!"
Crunch Pak prints its e-mail address on all sliced apple packages.
In business since 2000, Crunch Pak has been busy testing the waters in
public schools, at soccer matches-anywhere it can get product out and
gain exposure. The company hopes to strike oil on a growing public desire
to wend its ways and eat more healthily. There is growing concern over
obesity among both children and adults, and moms and dads are beginning
to pay more attention to the foods they eat and serve their families.
Currently, Crunch Pak is marketing to both retail and foodservice. Consumer
packaging is receiving major attention, as Crunch Pak researches and tests
alternatives to see how they influence sales.
Package Design Impact
With his own background in marketing and product design for major retailers,
Freytag has long recognized the value of package imaging. Shortly after
taking on his responsibilities with Crunch Pak, he hired a graphic artist
and forbade him to come up with a design until after he had visited a
grocery store.
"Go to a grocery store, but stay out of the produce department,"
Freytag instructed. "Walk down the isles and see what gets your attention.
Once you've done that, either purchase the product or figure out why it
got your attention. Was it the color or design? Was it the dangler that
came off of the shelf? What grabbed your attention?
"We started with the understanding that the packaging for Tide, for
example, is red, orange and yellow for a reason-because it gets your attention.
There are certain colors out there that draw your eyes to the product.
There are colors you can use with food products and colors you cannot.
We started there and began narrowing everything down, and that refinement
continues. We are constantly evaluating, asking ourselves, 'What is it
we are trying to do and say? Does this package design do the job? Does
the price point work at retail?'"
From this process has evolved Crunch Pak's back-to-school kid's sliced
apple packages, which hit the marketplace in early August. These colorful,
2-ounce bags were designed to catch the eye of those preparing school
lunches and snacks.
"We put together a retail pack - containing eight 2-ounce bags -
with high graphics," Freytag explains. "One has a school bus
on it and the other a soccer player. The whole idea behind the school
bus, which has a bunch of kids inside, is to say, 'It's back-to-school
time. Use these for your lunchbox.' The bag conveys a sense of movement,
and that's true again for the soccer player on the other bag. The design
conveys action, movement, activity and is intended to grab consumer attention."
How's Your Trivia?
On the back of each package is various trivia, its purpose to create additional
interest. While it is much too early to evaluate the overall campaign,
"so far it looks like a big hit," Freytag grins.
A number of schools are using Crunch Pak's sliced apples for kids. They
like the serving size and convenience. Quite simply, they're easy for
kids to eat.
"Being involved in the fresh apple business, our research has shown
that kids have a tendency to take one bite out of a whole apple, if any,
and then throw it away," Freytag points out. "On the other hand,
if the schools serve our 2-ounce packages of sliced apples or our pre-sliced
apples on a tray, there's an 85 to 90 percent acceptance rate."
Another reason for that is a changing eating scenario at home, according
to the Crunch Pak marketing director. More children are seeing their parents
use bagged salads, baby carrots and other value-added produce. Short on
time, society now demands convenience.
An additional incentive for products such as fresh, sliced applies is
the fact that a large number of children today are wearing braces, according
to Freytag. Orthodontists are fitting them early. Many second and third
graders are also missing front teeth and find apples difficult to eat.
"Fortunately for the apple industry and Crunch Pak, sliced apples
are braces- friendly," he points out. "Doctors and orthodontists
don't seem to mind, and the kids love them. If there is any way to get
people started eating more fruit, especially kids, everybody is going
to be better off, and huge potential markets are likely to materialize."
The Question of Price
One of the challenges for Crunch Pak marketers in getting fresh-cut apples
into school lunch programs has been price. Since sliced apples do not
fall into an officially approved food category and government subsidies
are unavailable, some districts are concerned over the price tag, Freytag
points out. To overcome that challenge, the company continues to work
with various retail and foodservice partners to come up with "creative
ways" to deliver more product at affordable prices.
Whether introducing the product as snacks at soccer games or via school
lunch programs, Freytag is confident the company's fresh, sliced apples
are tasty enough that once consumers sample the product, they will want
more.
"Business is built on promotion," he argues. "Look at the
lettuce or carrot business, for example. New products grow the market.
You have to get people to try them, and once they do, if they like them,
they are going to keep coming back. If they don't, they won't, and it's
just that simple."
That has certainly been the case in hometown Wenatchee,
Wash., where Crunck Pak has been a hit with soccer moms. Every time they
hand out free sliced apple samples to local soccer teams for an energy
snack, their Wenatchee retailers carrying Crunch Pak products see increased
demand at the retail level.
"We've sort of looked at Wenatchee as a test case," he says.
"On a per capita basis, our sliced apple sales here are much higher
than in some of the larger, more populated areas where we also have product.
That's partially because we've done everything here we can to nurture
that business. Our challenge now is to take what we've learned in Wenatchee
outside of the area and into the field. We're not a large company, so
we are limited in the advertising we can do, but we're moving forward."
To help boost its retail product sales, Crunch Pak uses value-added brokers
who come into the stores, check and rotate Crunch Pak products and hand
out point-of-purchase materials. Materials are available in both Spanish
and English.
"Both the Southeast and Southwest have been excellent markets for
us," Freytag says. "Our goal is to address every issue from
a retail merchandising standpoint."
As for new competition in the marketplace, Freytag says it is inevitable
that others will enter the fresh, sliced apple market. The key will be
making sure processors do it right.
"Our plant was the first ever designed from the ground up for the
sole purpose of slicing apples for extended shelf life," he says.
"If others go into this business thinking it is a quick buck, they
are misled. It is very capital intensive. Food safety and food security
issues alone today are paramount. If someone is not ready to do it right,
they should not venture into sliced apples."
Quality Assurance Program
Crunch Pak officials have worked hard to ensure the food safety aspect
of their business. Company officials are proud of the quality assurance
program in place aimed at delivering the safest and highest quality sliced
apples possible. Their program covers everything from production to receiving
and sanitation processes.
"Our focus on quality begins in the orchards," says Ozgur Koc,
Crunch Pak quality assurance manager. "We have implemented and will
continue to monitor Good Agricultural Practices (GAP) as outlined in the
FDA's Guide to Minimize Microbial Safety for Fresh Fruits and Vegetables.
Having producers who manage their operations using GAP significantly reduces
the chance of contaminating our products."
To meet customer needs for safety as well as quality, Crunch Pak is utilizing
a Raw Fruit Control Program to obtain the best varieties of apples with
proper maturity and high-quality appearance, texture and flavor. Qualified
technicians inspect all raw product to ensure that it meets the company's
grade specifications.
Ensuring the cold chain is also a top priority, according
to Koc. This begins at harvest time, when all raw product is immediately
cooled and stored in controlled-atmosphere rooms. The cold chain continues
with processing and packaging, and then shipment to customers. Product
temperature is monitored throughout this process.
Another plus is the company's Master Sanitation Program. The program helps
reduce the amount of microbial load on equipment and surfaces in contact
with the product, Koc explains. All sanitation procedures are verified.
Before production every day, laboratory technicians take swabs from different
food surface contact areas in the production room to determine if they
have been cleaned thoroughly enough to minimize the risk of producing
and shipping contaminated products.
Microbiological testing of the whole production and packaging environments
are also in place to determine the presence of foodborne pathogens and
to identify the source of spoilage organisms, Koc says.
The company's HACCP (Hazard Analysis Critical Control Points) program
and GMPs (Good Manufacturing Practices) are also utilized to provide quality
and safety. A third party audit is conducted to ensure that the highest
food safety standards are employed.
The company's training program helps ensure that inspectors, filtration
operators, sanitation crew members, packaging operators and others who
come in contact with the product are individually trained to prevent cross
contamination, Koc adds.
Packaging design is a priority concern, according to the quality assurance
manager. Proper packaging is critical to delivering high-quality sliced
apples with ideal flavor, aroma, texture and appearance. A specific technology
is used to maintain the desired atmosphere within the package throughout
the product shelf life, Koc points out. With this technology, the company
is able to eliminate conditions fostering the development of anaerobic
pathogens that cause food poisoning (which can take place even if the
appearance of a product looks good).
An on-line metal detector is used to inspect all finished product, the
Crunch Pak official says. And as part of its HACCP program, a documented
online processing system is implemented to monitor and control wash water
disinfectant levels. This is accomplished by continuously measuring Oxygen
Reduction Potential (ORP) to reduce the risk of contamination. Cutting
knives and conveyors are also equipped with spray bars that spray sanitizer.
Sanitizer levels are directly analyzed during processing to reduce the
likelihood of cross-contamination.
"In summary, our secret for success relies on four things: (1) food
safety programs; (2) technology; (3) raw product quality; and (4) highly
qualified employees," Koc says.
The Demand for Healthier Foods
"There is tremendous pressure coming from consumers now for healthier
food products, and I predict sliced apples will become a popular product,"
Freytag states. "The more kids that eat fresh, sliced apples, or
fruit in any form, the more they are going to do so in the future. And
while I'm not advocating a diet of apples every single day - we'd all
get bored - when kids begin eating more apples, oranges, bananas and other
fruits, the sky is the limit."
At present, Crunch Pak officials are predicting a bright future. "We've
been growing at a very good rate and are just now beginning to achieve
the production levels and economies that make such a venture truly worthwhile,"
Freytag says. "Within five years I can safely predict we will have
expanded our production output far beyond the capabilities of our present
10,000 square feet of space packed with stainless steel processing equipment."
© 2004 Columbia Publishing
Is
Your Crisis Management Plan in Place?
Fresh Cut
January 2004
By D. Brent Clement, managing editor
Whether media frenzy over purported harmful bacteria
in a company packaged salad, an issue such as perchlorate in the water
supply or a possible product recall, how well prepared are you to handle
an unexpected crisis?
"Surviving…and Thriving through a Crisis" was the title
of an executive management seminar held Nov. 12 at the Fairmont Hotel
in Washington, D.C. Sponsored by the International Fresh-Cut Produce Association
(IFPA), the seminar combined marketplace lessons from top crisis management
experts with practical guidelines for improving corporate crisis management
plans. Attendees learned how crises evolve, who the players are and how
to work more effectively with the news media.
After hearing from the experts in the field, guests were divided up into
groups and challenged to come up with possible solutions to a mock crisis
scenario put together by the presenters as an evaluation of what had been
conveyed. It was a thought-provoking experience.
Heard from the Experts
Crisis management experts involved and there respective topics were:
• Gene Grabowski, Kensington, Md., vice president of Levick Strategic
Communications, "Anatomy of a Crisis" and • Are You Prepared:
A Practical System for Crisis Preparation and Management"
• Eric B. Dezenhall, Washington, D.C., president and founder of Nichols-Dezenhall
Communications, "Who Gets Attacked, Who Survives and Why?"
• Joe Baca, College Park, Md., director of compliance, FDA, "Working
through a Crisis I: Practical Advice for Fresh-cut Processors"
• Brian Zomorodi, Irwindale, Calif., vice president of technology
and quality, Ready Pac Produce, Inc., "Working through a Crisis II:
Practical Advice for Fresh-cut Processors"
• Lisa M. Allen, Alexandria, Va., president of Allen Communications,
Inc., and Sheila Millar, Washington, D.C., an attorney with the firm of
Keller and Heckman. The two joined Zomorodi and Baca on a panel addressing
crisis management issues.
The Importance of a Plan
Edith Garrett, IFPA president, opened the seminar with a brief video noting
that companies and industries today are more vulnerable than ever to unexpected
crises requiring management expertise. Smart companies, the video pointed
out, are prepared with a crisis management team and workable plan.
"I hate crises, but when they happen you need to be ready have a
plan in place," warned Gene Grabowski, the lead presenter, adding
that under certain circumstance even the most seasoned professionals can
panic.
Rather than being a right or wrong way to handle the situation, the big
issue in most crisis management approaches is about judgment, he said.
Describing what he called the "Anatomy of a Crisis," Grobowski
said there two types of business crises: (1) simmering issues, such as
obesity, labor conditions, food safety, regulatory scrutiny and restructuring,
all of which are usually predictable, and (2) explosive events, such as
food-borne illnesses, product contamination, workplace violence/strikes,
terrorism and Congressional inquiries. While uncomfortable to handle,
these often are predictable.
When a crisis strikes, the first steps taken are critical, the speaker
emphasized, suggesting that three to four professionals be brought in,
including representation from a good public relations firm with expertise
in handling a crisis. Having a crisis management team already in place
enables companies to respond more rapidly. It's important to get into
that first news cycle, he said.
"Enlist friends to help you," Grobowski advised, stressing the
need to identify and include others in the loop such as local labor leaders
and congressmen. "Make them part of your solution.
"Demonstrate commitment with targeted action," he counseled.
"Show you're doing the best you can. Tell the truth early so that
you are not exposed later."
Five common mistakes made during business crisis are: (1) poor talking
points. "Look for something you can say, but no more than three or
four talking points, or you will confuse your message," Grobowski
said; (2) all talk, no action; (3) failure to find allies; (4) failure
to think like a consumer; and (5) covering up.
"Have your crisis counselor work under contract with your lawyer,"
he advised. "That way your notes and everything you say is protected
under client privilege."
It is importanct to have the company CEO in the loop and knowledgeable
of what is going on, but he should not necessarily be the spokesperson,
he said.
The Culture of Attack
Eric Dezenhall focused on what he described as "the culture of attack."
More and more businesses are facing attacks from competitors, activists,
journalists and the chronically aggrieved, he said.
Such attacks are commonplace due to a litigious climate, sympathetic media,
sophisticated competition and a "zero-time" information relay,
he said. People expect answers and want them right now.
Americans have also come to expect risk-free prosperity, and when something
goes wrong, "there are no acts of God," he said. There is an
insatiable drive to scapegoat and affix blame. That brings with it a presumption
of corporate guilt. Grievances often equal expertise, and allegations
are equated with truth. Speed may be more important than accuracy because
in today's media no one is checking the facts.
"You are dealing with people who don't like you," the speaker
reminded the group. "Some distrust the corporations producing food
products."
In a crisis management scenario, many companies have the capability to
fight, but not the will, he argued.
The belief that a corporation is in absolute, rational control is among
the crisis management myths, Dezenhall said. Another myth is that a crisis
represents an opportunity. It is not, he said. A crisis is negative.
A crisis is also more than a public relations problem. Whatever the hype,
the public is interested in only two things: "Am I going to be okay?"
and "What are you going to do about it?" he added. Another myth
is that apologies always work. Picking a likeable leader is more important
than offering an apology.
"Your goal is not to look good, but to get back to work," Dezenhall
reminded his audience.
If it's a crisis (and you did it) assume precise responsibility, fix the
problem and communicate effectively, Dezenhall advised. If it's an attack
(and you didn't do it), stop the attacker or at least reduce your risk.
Utilize third-party surrogates. If it's both of the above, do both - fix
the problem and counter-attack.
"Crisis management is more that about being prepared," he said.
"It's about making decisions and taking actions based on incomplete
information and a constant element of risk. It is important to focus on
what you are going to do."
Most reporters, citizens and politicians have little interest in being
educated, the speaker reminded. Don't fall into the myth that getting
the facts out will be enough. Apologizing, even if at fault, also is not
likely to stop the attacks. Being nice may help but generally buys nothing
when the company is under attack.
Lot Numbers Critical
Focusing on what to do in recall situations, Joseph Baca advised companies
to limit their exposure, know who to call, where to look and how to conduct
an effective recall. To limit exposure, a good lot numbering system is
critical, he said. Unfortunately, many companies do not have lot numbers
assigned, making it exceptionally difficult to limit a recall, if and
when it becomes necessary.
Have product distribution information easily available and conduct mock
or tabletop recall drills, he suggested. Know where to get source information,
whether it be Web sites, emergency numbers or an emergency manual. It's
wise to have a list of federal, state and local agency numbers readily
available. Know where to look for information and contacts.
The FDA can be contacted 24 hours a day, seven days a week at (301) 433-1240;
its Web site is www.fda.gov.
"Know how to conduct an effective recall," Baca counseled. "Understand
your responsibilities, read 21CFR, part 7. Be sure you know the extent
of the problem, clear press releases through the FDA, be sure your customers
know what to do with the recalled products and avoid 'boomerangs.'"
During fiscal year 2002, the FDA classified 400 food recalls, the speaker
said. Of those, 183 were designated as class I. That means there was a
reasonable probability that the use of, or exposure to, a violative product
would cause serious adverse health consequences or death.
The number of food recalls reported to FDA has double over the last five
years, Baca noted.
Approximately half of the food recalls classified in FY 2002 involved
undeclared ingredients such as allergens, sulfites or colors that can
elicit reactions in sensitive individuals, he said. Another one quarter
were due to pathogens (Norwalk-like virus, Salmonella, Listeria monocytogenes,
etc.) or were manufactured under conditions whereby they could become
contaminated with pathogens.
Crisis Lessons Learned
Looking back at the history of the fresh-cut salad industry between 1995
and 1997, Zomorodi described it as "ripe for a crisis." Explosive
growth was taking place, it was a new food category, salad sales had soared
to $1 billion and consumers were embracing convenience and freshness.
Food-born illnesses traced to apple juice, hamburger, sprouts, mesclun,
raspberries and other products already were surfacing. Dramatized and
misleading stories were showing up in the media creating a negative financial
impact.
The first blow to the fresh-cut salad industry was a New York Times story
questioning salad safety, he said. Later, the Los Angeles Times and others
also began asking questions. Ensuing lab testing showed high bacteria
levels in some samples, but no harmful bacteria were found. Misleading
reports ensued with the industry disputing the result. More stories were
published, resulting in even more inquiries from concerned consumers.
Over the two-year period, 85 television stories were aired with headlines
such as "Dangers of Packaged Salads," "What's Really in
Those Bags?" and "Are Packaged Salads Really Safe?"
"Eventually, the (fresh-cut salad) industry finally realized we were
dealing with a crisis," Zomorodi recalled. Trade organizations such
as IFPA, Produce Marketing Association, United Fresh Fruit and Vegetable
Association and others began publishing fact sheets and position papers,
established a task force, held workshops, wrote letters to laboratories
and networks and conducted interviews to help diffuse the crisis.
At stake was a change in consumer attitudes. With questions about product
safety looming, the convenience factor was gone, Zomorodi said. Sales
began to drop, unnecessary regulations were imposed and costs began to
climb.
On the plus side, the industry positioned itself and began fighting back,
Zomorodi noted. Dole, Fresh Express, Ready Pac and others united their
efforts to resolve an issue important to all. All are now working together
on issues such as food safety, because they are important to all.
Their strategy included launching multiple educational programs aimed
at halting negative and misleading stories and creating allies with TV
stations, labs and experts, he said. Efforts were made to use respected
experts. Joint press releases, video news release and reporter contact
also were involved, as were educational roundtables, articles and broadcasts
and letters to suppliers and product handlers and regulators.
The outcome was very successful, Zomorodi said. Salad processors were
able to tell their stories and prove that ready-to-eat salads really are
indeed ready to eat. Consumer confidence was restored and negative reports
have since diminished. A major crisis was avoided and consumer purchasing
habits remain unchanged amid misleading and exaggerated media reports.
Get the Facts Out Quickly
During the panel discussion, Lisa Allen stressed the importance of getting
the facts out quickly. That can better be accomplished when the crisis
management team is in place, she affirmed.
"Since most crises can be anticipated in advance, you can have an
idea of what you are going to talk about and who your key audiences are,"
she told the group.
Sheila Miller warned that too many lawyer members of crisis management
groups want to wait until they have all of the facts before taking any
action. "If you wait too long, the story will have moved on without
you," she warned.
Planning is critical, she emphasized. It is important to understand what
the risks are, because there will be pressure from the PR side to say
that the product is safe. That's where the debate between the lawyers
and the PR people comes into play, she said.
"Look for a law firm that knows when to step back and let the PR
firm take the lead," Miller advised.
"You can underestimate the seriousness of a crisis - deaths, people
getting sick, etc.," Allen warned. "If you are facing a major
crisis, get out there with a statement. You need to let the public know
you are in control, even if you do not have all of the facts. Be accessible,
early and often. Get as much information as you can out all at one time.
Don't trickle it out hoping it will all get out. Be a good interview.
Provide good quotes. Be well spoken. Express sympathy, even if what's
happened is not your fault. You need to show what actions are being taken.
You need to understand reporters and how they operate. TV reporters, for
example, want more visuals."
Now Is the Time to Prepare
In his concluding presentation, "Are You Prepared?" Grabowski
warned again that crises loom everywhere and the opportune time to plan
is when times are good.
"Build your team with care," he counseled. "Include legal
counsel, a communications officer, science officer, human resources chief,
marketing officer and at least one outside crisis expert. An outside crisis
expert can stimulate discussion when others on the team may tend to remain
silent."
Conduct a risk assessment, he urged. Determine the type and scope of possible
risks, identify weak spots, consider worst-case scenarios, discuss strong
actions and messages that can be applied credibly and keep clear notes.
"Share all meeting notes among the team," he continued. "Set
specific assignments for team members, consider changes to your Web site,
set meetings as needed and observe confidentiality, even from your employees."
Put together a crisis manual. Your plan needs to be written down, Grabowski
reminded the group, adding that companies also need to ensure internal
buy-in and commitment to the process and plan's execution.
"Conduct media training with a real expert," he urged. "Test
and update your crisis plan on a schedule and in a controlled environment.
Set a date and do it."
© 2004 Columbia Publishing
Unique
Applications of Hypochlorous Acid
Fresh Cut
January 2004
By Karan Khurana
Fresh-cut facilities experience varying conditions of
organic presence, both in the water distribution system and the environment,
with routine buildup of biofilm and scale, which results in a build up
of environmental bacteria and other microorganisms. This elevated exposure
and presence of microbes increases the probability of pathogens, compromising
both food safety and product quality.
Water hardness forms a hard, insoluble and interlocking
network of vitreous scale, which plugs plumbing, traps biofilm, interferes
with heat transfer and damages equipment.
Defending Food Against Biofilms
At the March Food Safety Summit in Washington DC, Deibel said that biofilms
are a major concern for processors because oftentimes they harbor staph,
E. coli O157:H7 or salmonella. "First, a processor will notice a
rainbow appearance on stainless steel equipment. Sporadic environmental
test results will follow that ultimately lead to increased bacterial counts
on finished products and a decreased shelf life."
According to Deibel, biofilms form on machines that are
involved in extended-run operations or machines that are not cleaned every
24 hours. She explained that the first step in biofilm formation is a
conditioning layer. This forms where there are cracks or scratches on
a machine or when either organic proteins or inorganic matter comes in
contact with the machine's surface. This stage is followed by bacterial
adhesion to the conditioning layer.
"Once the bacteria begins to grow on the conditioning
layer things begin to happen at an extremely rapid pace," Deibel
said. "Within one hour, there is a 10 percent irreversible bacteria
adhesion. After eight hours, there is a 91 percent irreversible bacteria
adhesion."
Biofilm trapped within the scale harbors bacteria in water
distribution systems, creates a potential bio-hazard and compromises food
safety programs. Therefore, it is essential to remove scale in order to
destroy biofilm deposits.
Oxcide is a water treatment used for the entire facility
in various food process applications including fresh pack, fresh cut,
pre-cooling, ice production, cooling, hydro vacuum cooling, ice injectors,
hydro cooling, poultry, live production, dairies, frozen foods, canning,
processed foods and various other food facility applications.
Oxcide has proven to be an essential treatment in food facilities where
scale build-up causes loss of efficiency and bio-film trapped within the
scale cause potential food safety hazards. Oxcide delivers water throughout
the facility distribution system at an ORP of 650 to 700 mV, creating
a de-scaled and clean environment.
Oxcide is a unique chemical with powerful oxidative properties at a neutral
pH. Derived from salt and proprietary electrochemical treatment process,
it creates pure HOCl (hypochlorous acid), the active ingredient of chlorination
treatments. In this special formulation the sodium is rejected and dissolved
solids are totally removed, thereby producing very unique chemical properties.
Normal scale forms a hard, insoluble and interlocking network of vitreous
scale, which plugs plumbing, traps biofilm, interferes with heat transfer
and damages equipment. Oxcide changes the chemical structure of scale
and dissolves calcium and magnesium salts. It alters the morphology of
these crystals to small, evenly shaped rounded grains that form an unconsolidated
powdery compound that won't adhere to metallic or PVC surfaces and is
easily washed away.
HOCl + e- H+ + -OCl (> 650 mV ORP)
CaCO3 + 2H+ Ca2+ + CO2 + H2O
MgCO3 + 2H+ Mg2+ + CO2 + H2O
Biofilm trapped within scale harbors bacteria in water
distribution systems that create a potential bio-hazard and compromise
food safety programs. Oxcide treatment removes these hazards and in a
surface swab test, bacteria counts dropped from TNTC to zero. It is essential
to remove scale in order to destroy biofilm deposits.
Entire facility water distribution treatment resulted
in descaling of pipes, ice machines, cooling towers, floors, heat exchange
surfaces, removed biofilm and other facility equipment.
Facility treatment over 60 days resulted in regular progression of descaling,
and increasing ORP values throughout the facility. Descaling was apparent
in all areas that resulted in direct cost reduction, chemical usage, maintenance
labor and improved efficiency and food safety.
Facility Floors
A number of facilities are currently using Oxcide™ treatment in their
entire water supply and have successfully controlled the scale and biofilm
build-up in a non-hazardous continuous treatment process. A proportional
injection based on flow, or ORP, has proven to be most effective, with
a downstream ORP verification step.
Applications include facility water, water distribution systems, misting,
ice machines, flume lines, wash tanks, spray systems, hydro cooler, hydro
vac, cooling towers, well water, etc., in a variety of food processing
plants, including fresh-cut salads, poultry, packing houses, frozen foods,
beverage, juice, canning, dairy, etc.
For more information, check the Web at www.chemfresh.com.
© 2004 Columbia Publishing
International
Focus: Ready Fresh Produce
Fresh Cut
January 2004
Ready Fresh Produce was established in 1992 as a fresh-cut
fruit and vegetable manufacturer. With headquarters in Richmond, British
Columbia, Canada, the company targets restaurants and foodservice institutions.
Their geographic areas served include the four western Canadian provinces,
including: British Columbia, Alberta, Saskatchewan and Manitoba. In addition
to Canada, Ready Fresh exports its fresh-cut products to Washington state.
To date, Ready Fresh has experienced a phenomenal growth and increased
popularity. With its delivery of the best quality products at competitive
prices, Ready Fresh customers consider the company a market leader.
Today, Ready Fresh boasts a product line of 400 items,
produced in a 24-hour-a-day, seven-day-a-week facility by 105 employees.
In addition to its Ready Fresh label, the British Columbia firm also packs
under the Markon; Ready, Set, Serve; and Snoboy labels. Ready Fresh is
a custom cutter and uses a combination of technology and hand-cutting
to produce products to meet customer specifications. Ready Fresh Produce
is strictly in the foodservice market, making deliveries six-days-a-week
to Neptune Foodservice, their largest customer; three times a week Ready
Fresh delivers product to Bridge Brand.
Geoff Cooney, Director of Ready Fresh Produce, attributes
company success to its on-going focus on product innovation, customer
service while delivering the best quality products with competitive pricing.
Ready Fresh partners with customers like Costco, Seasons in the Park and
the Regina Health District. These bonds creates opportunities to develop
signature cuts and mixes, which allow their customers to gain market share.
According to Cooney, what sets Ready Fresh Produce apart
from its competition is its ability to quickly respond to the on-going
changing marketplace, especially regarding safety concerns. Ready Fresh
is one of the market leaders in becoming HACCP compliant.
Walking into the Ready Fresh Produce facility gives you
a clear understanding of how the company truly follows its core values.
Every employee is passionate and dedicated to producing the best quality
pre-cut products. The collective enthusiasm and drive will ensure Ready
Fresh Produce's success in the future.
© 2004 Columbia Publishing
>>
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What
Began as a Small Fresh-cut French-fry Business Is Now Much More
Fresh Cut
February 2004
By Brent Clement, managing editor
OKLAHOMA CITY, Okla.—Roy Vinyard's introduction to
fresh-cut produce processing dates back to the 1950s and '60s, when his
father, Roy Vinyard, Sr., began purchasing french-fries from Jack Hill,
a local Oklahoma processor.
Vinyard was operating a small, drive-in restaurant at the time and was
using Hill's fresh-cut fries to keep his burger and fry crowd happy. These
were the days when french-fries served were truly fresh, not frozen, and
an appreciative clientele kept coming back for more.
When Hill, a sole proprietor, announced in the late 1960s that he would
retire soon, Roy Sr. saw that as an opportunity for Roy, a college student
at the time. Roy began his collegiate studies at Okalahoma State University
and was then enrolled at Central State University. Roy Sr. put up the
financing, and in 1970, Roy and his new bride, Pamela, took over the business.
Over the following three decades Vinyard Fruit & Vegetable Co. would
evolve from a small, home-spun business into a modern 35,000 square-foot,
$10-million-a-year, high-tech fresh-cut processing operation handling
a wide variety of fresh-cut fruits and vegetables.
With around 80 employees, Vinyard Fruit & Vegetable Co. makes no claim
to being the largest fresh-cut operation in the country or even the fastest
growing. But the regional processor has a growing list of satisfied customers,
many of whom have been with him 20 years or more; some date back to the
beginning. The business is all about fresh-cut produce and has never ventured
in other directions.
Roy and his wife, Pamela, own all of the stock but have other family members
involved in the management. Son, Rian, is vice president in charge of
operations, while son-in-law, Brett Vogler, heads up the sales and marketing
department. The Vinyard's daughter, Jennifer, a former English teacher,
handles employee relations including the payroll, benefits and other administrative
details. Kyle Brotherton, Roy and Pamela's nephew, oversees quality assurance
and food safety.
Next Came Onions
Today's product portfolio has grown significantly from the french-fry
offering of the early 1970s. The move to other products came naturally,
prompted by Roy's father's earlier involvement in the fast-food business.
"When he decided he didn't want to dice onions anymore, we began
doing it for him," Roy says. "Onions were our second product;
after that, we just sort of grew into cutting lettuce and cabbage, as
demand for various products developed. We already had the equipment to
do the job, so the expansion came naturally."
As the years rolled by, the Vinyards found themselves adding to their
product mix.
"We can do just about anything," says Roy. "One of our
strongest points is our flexibility. If someone wants shredded cucumbers,
for example - we have a German restaurant customer who wants exactly that
- we can turn them out and do it quickly."
Using distributors, jobbers and limited direct delivery, all of the company's
products are sold to foodservice markets throughout the state of Oklahoma.
Oklahoma City and Tulsa are the premier distribution centers. The two
cities, with around one million people each, account for the bulk of the
state's population.
Vinyard Fruit & Vegetable Co. is not doing anything with the retail
market at present, although it has in the past. With other national fresh-cut
processors competing heavily for that segment, the Vinyards have enjoyed
greater success with foodservice.
"With our foodservice customers, we have time on our side,"
Roy says. "If there is a need for a specific pack or product, we
can accommodate their needs, and do it quickly. We can fill a 200- or
300-case order within a few hours and can even respond fairly quickly
on as small as a10-case order. We can be flexible as far as the blends
our customers want. A local chef, for example, requires a salad mix with
all kinds of vegetables in it - broccoli, cauliflower, radishes. He's
pretty specific, and we've been able to customize our mixes to his requirements."
Fresh-cut Produce Portfolio
By volume, fresh-cut potatoes, lettuce, cabbage and onion products make
up the bulk of the orders. The company both dices and slices onions and
turns out a high quality onion ring.
More and more of the company's foodservice customers are now asking for
2-, 2 ½- and 3-pound bags to meet specific needs, according to
Roy. Some want just the right size to fill a recipe. The majority of products
are sold in either 20- or 4- and 5-pound bags, but the company continues
to be willing to adjust its packaging sizes to fit customer requests.
Vinyard Fruit & Vegetable Co. is located at 804 Southwest Second Street
in Oklahoma City, in an older building that has been refurbished and updated.
There have been two moves since the business was purchased in 1970. In
terms of square feet, the initial building had approximately 800, the
second 2,000 and the current building 35,000.
"Although we have always had a modern and efficient processing room,
we totally refurbished and expanded our processing facility a few years
ago. People are always pleasantly surprised by the inside of our CA (controlled
atmosphere) 1930 building," the processor says. "We have worked
hard on our facility, but I must give most of the credit to our quality
assurance and food safety team. They really accept nothing less than excellence."
Produce processed at Vinyard Fruit & Vegetable Co. comes from a variety
of locations, following the season. Potatoes and onions at this time of
year are shipped in from the Northwest; the tomatoes are grown in Florida
and California. The purchasing locations change according to when the
crops are harvested.
To reduce the financial risk associated with the market ups and downs,
the Vinyards contract most of their needs. Doing so has brought increased
price stability for both sides, Roy feels.
Equipment Flexibility Important
In his equipment choices for fresh cut, Roy looks for flexibility, the
ability to use the same machinery to handle a wide variety of fruit and
vegetable mixes.
Water chillers "have probably helped us most," the regional
processor says, reflecting on some of the technological advances that
have come along. Water chillers help keep the product temperature down
throughout the rinsing and cutting processes. Water chillers and chlorinators
are two advancements that have helped insure a safer, higher quality product
is delivered to the marketplace.
With companies such as Vinyard Fruit & Vegetable filling more and
more specialty requests, there is deep interest in mini lines, Roy says.
One of the problems in the industry today is there are either large or
small packaging machines, for example. Those targeting niche markets often
have special needs requiring something in between.
Quick turnaround is the name of the game in fresh-cut produce processing,
according to Roy. His goal is to have his products delivered to his foodservice
customers within 24 to 48 hours and consumed shortly after that. Extending
shelf life infinitely is not a high priority; freshness is.
Strong Safety Program
With a quality assurance team in place, an all-encompassing food safety
program including HACCP and recall plans, and other safety precautions
ongoing, the Vinyards are constantly monitoring the safety of their products
and facility. Furthermore a prestigious, third party auditing firm conducts
periodic testing. Representatives from a local lab visit the plant to
take plate counts and other tests, a practice the company has followed
for at least 20 years. Knowing the importance of food safety, the family
has maintained a rigid quality assurance program from day one.
As part of its on-going program the company offers on-site training. It
brings in restaurant managers and other food service employees to educate
them on how their orders are produced, how to maintain the cold chain
and how to reduce the risk of product contamination.
"We're also using a PowerPoint presentation depicting how various
crops are harvested," Roy explains. "It helps local managers
understand why lettuce prices can go up at times and why you can't always
find super colossal onions on the market."
Roy and Pam are active in professional and community organizations. Roy
belongs to the International Fresh-cut Produce Association, the National
Onion Association and is currently serving his second term as president
of the Oklahoma City Chapter of the Sertoma Club, an international service
organization. He serves as an Oklahoma County reserve deputy and enjoys
doing one or two shifts per week of voluntary service, such as crowd control,
parades and other activities.
"We have lived in the country for more than 25 years, where we can
have room to enjoy our animals," he says, "We have several horses
and an ever-growing population of dogs. Irresponsible people frequently
dump unwanted dogs in the country, thinking the animals can fend for themselves.
They certainly cannot. By the time they wind up at our doorstep, most
of them are emaciated, covered with ticks and terrified of people. It
breaks our hearts to see innocent animals suffer at the hands of cruel
and ignorant people. As a result of this ongoing problem, Pamela has become
involved with Second Chance, an organization that takes in unwanted dogs
and helps find them a home."
Looking ahead, Roy is proud of his family's involvement in the company's
day-to-day business and hopes the good times will continue.
"It's great having everyone here, we get to see our
children and grandchildren daily." he grins. "We've been blessed
to be able to work together harmoniously for so long."
Chef
Jean-Marie Lacroix Says: 'Nothing Is More Important Than Taste'
Fresh Cut
February 2004
"It's all about taste," says Jean-Marie Lacroix,
executive chef and owner of his own restaurant, Lacroix, at The Rittenhouse
Hotel in Philadelphia. "Taste is everything, and it's what brings
people back."
Whether it is meat entrees, fruits and vegetables or the fresh-cut items
he uses in daily routine, the Chef says nothing is more important than
the quality and taste of what goes into his world-class menu. Outward
appearance of fruit and vegetables may be important in the grocery store,
but it's the taste of what's inside that's most important in the kitchen.
As executive chef, Lacroix oversees the kitchen serving the hotel and
restaurant, including banquet and room service functions.
Lacroix is known for his signature style, which makes use of the freshest
local ingredients. He prefers to purchase locally mainly because he likes
everything truly fresh. As a leading chef in Philadelphia for 20 years,
he has been instrumental in the development of regional sources for meat,
produce, cheese, breads, coffee and teas.
The chef holds the position of Master Culinaire in Residence at the Restaurant
School at Walnut Hill College and serves on the board of the Culinary
Arts program of the Philadelphia Art Alliance.
Lacroix is affectionately referred to as "Papa" by many younger
chefs who have been tutored and trained under his supervision. He was
the winner of the 2001 James Beard Best Chef, Mid-Atlantic Award and is
currently featured in a PBS series entitled "America's Best Chefs."
Ready
Pac Launches 'Easy One-Dish Dinners'Promotion
Nearly 50 Percent of All Main Meals in the United States Consist of
Only One Dish
Fresh Cut
February 2004
"Easy One-Dish Dinners," designed to address
the needs of consumers who want convenient, premium-quality products and
quick meal preparation, have been announced by Ready Pac Produce.
"Easy One-Dish Dinners" are the latest broad-reaching promotion
from the California-based premier processor of fresh-cut salads, fruit
and vegetables.
The lack of time is one of the many factors influencing change in people's
eating habits. Almost half of all main meals in the United States consist
of only one dish. According to a study conducted by NPD Group, half of
all meals in the U.S. are prepared in 30 minutes or less. What's more,
many eliminate side dishes in order to decrease meal preparation time,
which commonly leads to the elimination of vegetables and salads in meals.
Ready Pac products simplify the preparation of well-balanced meals in
less time.
The in-pack promotion features more than 2.5 million coupons for Ready
Pac fresh-cut vegetables, fruit and salads. The coupon booklet also includes
easy one-dish recipes for quick meal ideas encouraging use of all fresh-cut
produce. The booklets will be inserted in Ready Pac's signature European-Style
Salads.
"Americans are using fewer ingredients at dinner and Ready Pac is
responding to their needs with promotions such as "Easy One-Dish
Dinners," said Marji Morrow, director of marketing at Ready Pac.
"This targeted promotion leverages the strength of our established,
premium salad brand to help drive sales of all fresh-cut produce for our
customers. It will also build trial of our new Bistro To Go™ bowl
salads, the ultimate convenient 'one-dish meal.'"
. With processing facilities throughout the U.S. and Canada, Ready Pac's
award-winning salads, fresh-cut fruit and vegetables are distributed in
supermarkets and restaurant chains across North America. For more information,
visit www.readypacproduce.com.
Supermarket Woes Continue
Beginning in 2001, supermarkets across the United States have been reporting
a continued loss of sales, according to a recent report in Vegetable Update,
published by the Cornell Cooperative Extension of Oswego County, N.Y.
Short-term economic softness and its effect on consumer spending have
contributed to poor sales performance, but it appears that there is a
more important structural force at work: aggressive competition for the
retail food dollar from non-traditional channels. An important force is
Wal-Mart with its super center format, but other retailers - Dollar Stores,
Limited Assortment Stores (Aldi's), drug stores and others - are rapidly
capturing market share from traditional grocery stores.
HACCP
Guidelines for Fresh-Cut Processing
Fresh Cut
February 2004
By Louis Cooperhouse and James Bail
America's food is among the safest in the world. Nevertheless,
in a paper published in 1999 by scientists at the U.S. Centers for Disease
Control and Prevention (CDC), it was reported that approximately 76 million
illnesses, 325,000 hospitalizations and 5,000 deaths are due to foodborne
disease in this country each year. More than 200 known diseases are transmitted
through foods, originating from viruses, bacteria, parasites, toxins,
metals and prions. The symptoms of foodborne illness range from mild gastroenteritis
to life-threatening neurological, hepatic and renal syndromes. Since no
food company wants to make its customers sick, the industry has developed
several strategies aimed at reducing potential contamination of products.
One principal food safety standard that has emerged as a powerful tool
to help mitigate the incidence of foodborne illness is the Hazard Analysis
and Critical Control Points (HACCP) model. This systematic approach to
food safety focuses on the evaluation and control of foodborne hazards.
It is a powerful and practical concept that can be applied at every link
in the supply chain-from farm to fork. In the case of foodborne illness
causing pathogens, such as E. coli O157:H7, Salmonella and Listeria monocytogenes,
recent food regulatory agency reports have credited the implementation
of HACCP in regulated industries as a key factor in reductions in the
incidence of microbial contamination of food samples. Listeria monocytogenes,
for example, is a widespread bacterium in the environment, can grow in
cold temperature environments such as home refrigerators and food processing
plants, and can cause a deadly disease (listeriosis) in at-risk populations
that include pregnant women, immunocompromised individuals and the elderly.
In October 2003, the U.S. Department of Agriculture's Food Safety and
Inspection Service (USDA FSIS) released new data showing a one-year, 25
percent drop in the occurrence of positive Listeria monocytogenes in food
samples, and a 70 percent decline compared with years prior to the implementation
of HACCP in the meat and poultry industries.
The use of HACCP is a regulatory requirement for the seafood, meat, poultry
and juice industries, and the approach has been voluntarily and widely
adopted by many other segments of the food manufacturing industry. Developing
a HACCP plan demands broad knowledge of the food, its intended use and
hazardous constituents. HACCP development also requires an exquisite understanding
of the processes used in the production, packaging, storage and distribution
of the food. Moreover, HACCP development demands knowledge of the manufacturing
process capability with respect to preventing the production of foods
that contain dangerous biological, chemical or physical defects.
What is HACCP?
HACCP was developed about 30 years ago, initially for the National Aeronautics
and Space Administration (NASA) program. Traditionally, industry and regulatory
agencies depended on spot checks of manufacturing facilities and random
sampling of final products to ensure safe food. This approach, however,
tended to be reactive rather than preventive. With the advent of HACCP,
the U.S. Food and Drug Administration (FDA) and USDA have developed a
more efficient and proactive set of regulations, and have begun to progressively
apply these to the food industry.
Fresh-cut processors and most FDA-regulated products are not required
by law to have a HACCP program. However, as suggested by the International
Fresh Cut Produce Association (IFPA), it is recommended and prudent for
food processors to have one in place. Some industries such as meat and
seafood are required by law to have HACCP programs. HACCP is commonly
used in the fresh-cut produce industry, and many customers require their
suppliers to have such a program in place. The terms HACCP and food safety
program are often used interchangeably and synonymously, however, HACCP
is not the same as a food safety program, the terms are not interchangeable,
and should not be used synonymously. HACCP programs are merely a component
of an overall food safety program. It sits on top of the hierarchy of
food safety programs and a HACCP plan cannot be established without prerequisite
programs, such as GAPs, GMPs and Sanitation Standard Operating Procedures
(SSOPs), in place.
Many of the principles of HACCP have been in place in the FDA-regulated
low-acid canned food industry for a number of years. The FDA established
HACCP for the seafood industry in a final rule on Dec. 18, 1995, for the
meat and poultry industries in July 1996, and for the juice industry in
a final rule released Jan. 19, 2001. The FDA is now considering developing
regulations that would establish HACCP as the food safety standard throughout
other categories in the food processing industry for both domestic and
imported food products. To help determine the degree to which such regulations
would be feasible, the agency is conducting pilot HACCP programs with
volunteer food companies. The programs have included dairy, frozen dough,
breakfast cereals, salad dressing, bread, flour and other products. Retail
HACCP pilot programs also have been conducted in some states.
"Hazard analysis" refers to the identification of any ingredient,
material or procedure that may pose an unacceptable health risk. The hazard
analysis is an evaluation of potential biological, chemical and physical
hazards associated with a particular product and process. It is used to
determine which hazards are reasonably likely to occur and, if they do
occur, how they can best be controlled. A critical control point (CCP)
is a point, step or procedure in a food process at which a control measure
can be applied and where such a measure is essential to prevent, eliminate
or reduce an identified food hazard to an acceptable level. Government
regulations require that the hazard analysis and the critical control
points be documented for mandated Plans. HACCP assesses everything from
raw ingredients to product packaging and distribution, define the points
where potential hazards (biological, chemical, and physical) may occur,
and establish a means of monitoring these points to control these hazards.
A HACCP plan is developed in two stages: First, the food processor must
complete a number of preliminary steps and second, he or she must implement
the seven principles of HACCP.
Planning for HACCP
A number of preliminary steps should be taken during the initial planning
of the HACCP program. These steps include:
" Assemble the HACCP Team: Depth and breadth are the aims here. An
effective HACCP Team will represent all the plant functions that are affected
by or have impact on food safety. The Team may include Quality Assurance,
Operations, Engineering, Maintenance and Legal departments. The Team should
also include hourly representatives as well as Management. This provides
for a variety of inputs by persons with a diverse knowledge of operations;
aids helps those involved to understand the hazards associated with the
food and operations and controls specified in the HACCP system; and stimulates
cooperation in implementing the system.
" Describe the product: The finished product should be fully described
in terms of physical and chemical characteristics, process steps, preservation
systems, packaging, shelf life, storage, and distribution. Special attention
should be given to identify those product attributes that have direct
impact on product safety.
" Identify the intended use of the product: Accurately describe the
product in terms of preparation and consumption. Is it ready-to-eat (RTE),
fully prepared and ready-to-heat (RTH), or raw and ready-to cook (RTC)?
Is it for foodservice or retail? Who will eat it?
" Construct process flow diagrams: Providing a clear and simple description
of the process. Knowing how the product moves through the plant, from
receipt of raw materials to the formulation area, through the lines to
the shipping door, is critical to preventing cross-contamination incidents.
" Verify the process flow: The Team should physically walk through
the process to verify the accuracy of the process documentation
HACCP Principles
Careful attention at this stage of development will have an impact on
how well the company is able to implement the seven principles of HACCP.
Principle 1. Conduct a hazard analysis. Collect and evaluate information
on relevant hazards. Decide which are significant and should be addressed
in the HACCP plan. List all hazards that may be reasonably expected to
occur in ingredients and at each step, from primary production until the
point of consumption. The hazard could be biological, such as a microbe;
chemical, such as a toxin; or physical, such as glass or metal fragments.
Principle 2. Identify critical control points. For each process step at
which a significant hazard has been identified, determine whether it is
a CCP or not. These are points in a food's production, from its raw state
through processing and shipping to the consumer, at which the potential
hazard can be prevented, reduced or eliminated. Examples are cooking,
cooling, packaging, and metal detection.
Principle 3. Establish critical limits for each CCP. These CCP's may include
measurements of temperature, time, moisture level, acidity (pH), water
activity (aw), and sensory parameters such as visual appearance and texture.
For a cooked food, for example, this might include setting the minimum
cooking temperature and time required to ensure the elimination of any
harmful microbes. Care should be taken to account for process capability
when determining set points versus critical limits.
Principle 4. Establish procedures to monitor the critical control points.
The Codex Alimentarious definition of monitoring is "The act of conducting
a planned sequence of observations or measurements of control parameters
to assess whether a CCP is under control." Monitoring procedures
should specify what, where, when, how and by whom the monitoring is carried
out.
Principle 5. Establish corrective actions in order to deal with deviations
when they occur. These are written procedures to be followed when a deviation
occurs. For example, this may include reprocessing or disposing of food
if the minimum cooking temperature is not achieved.
Principle 6. Establish procedures to verify that the system is working
properly and to validate the effectiveness of critical controls. These
verification procedures may include auditing methods, as well as random
sampling, procedures, and tests. For example, time-and-temperature recording
devices would need to be used to verify that a cooking unit is working
properly. Published microbiological studies on time and temperature factors
for controlling foodborne pathogens is one example of validation.
Principle 7. Establish effective record keeping and documentation to document
the HACCP system. This would include records of hazards and their control
methods, the monitoring of safety requirements and action taken to correct
potential problems. Records must be dated and signed, reviewed for completeness
and compliance and retained.
Editor's Note: Part 2 of this article will appear in the
March issue of Fresh Cut. Lou Cooperhouse is director of the Food Innovation
Research and Extension Center at Cook College, Rutgers University, and
can be reached at Cooperhouse@aesop.rutgers.edu. Jim Bail is a food safety
and quality assurance consultant and can be reached at bailj2000@yahoo.com.
Silliker,
Inc.: Turning Food Safety Data into Understandable Solutions
Fresh Cut
February 2004
One of the challenges facing fresh-cut processors and
others involved in the foodservice industry today is what to do with the
volumes of technical data generated by food safety audits and inspections.
Many processors complain of being bombarded with information, yet come
away with no clear picture of what to do next to better ensure the safety
of the products they market.
That's where solutions-based, food safety experts such as Silliker, Inc.
come in, says Laura Dunn Nelson, who serves as national accounts manager
of its Technical Services Division. Due to the size and complexities of
today's supply chains, most processors and others handling food products
do not always have the time to take all of the information coming their
way, lay it down on a table and have it paint a clear, meaningful picture.
Providing clear-cut direction has been part of the Silliker philosophy
since the company was founded in 1967 by Dr. John H. Silliker, according
to Nelson. That philosophy is: "Give clients more than just reliable,
analytical data. Give them practical solutions to their problems."
The laboratory network uses Silliker e-STAR, an acronym for "Electronically
Secure Testing and Auditing Results," Nelson says. It is an internet-based,
on-line system that allows Silliker customers to use and turn their data
into useful and understandable information.
As a food safety company, Silliker provides analytical services, which
include microbiological, chemical and physical testing and technical services
encompassing consulting, research, education and auditing.
Helps Test for Freshness and More
Providing microbiological and chemical analysis, Silliker helps companies
test their products for quality, food safety contaminants or non-compliance
to customer specification. The company also assists its clients with third-party
product testing and auditing, plant equipment design and food safety program
design. It also provides risk management assessments and technical assistance
with regulators in case good foods go bad.
Silliker has come a long way from when Dr. Silliker, a renowned microbiologist,
opened his first laboratory in Chicago Heights, Ill., with just three
full-time technicians and a temperamental autoclave. Today, Silliker is
widely considered the leading international network of accredited food
testing and consulting laboratories serving the food processing, retail
and foodservice industries. The company has 27 labs in 11 countries operating
under the leadership of CEO and President Dr. Russell S. Flowers. The
company's senior management team includes microbiologists, chemists and
food science experts, many of whom hold Ph.D. and master's degrees.
Resolving Industry Challenges
In addition to the new bio-terrorism law and other food security issues,
today's food manufacturers and handlers face other risks, according to
Nelson. Among those are new product development challenges, ongoing and
with their own risks; food safety in relationship to shelf-life extension;
country-of-origin labeling; and ever-present microbiological and cross-contamination
concerns associated with handling fruits and vegetables.
What is Silliker doing to help meet those needs?
"For those using modified atmosphere packaging to extend shelf life,
Silliker has extensive research capability for testing and challenging
products and looking at the food safety concerns associated with various
gas combinations and conditions," Nelson says.
"With new products, we are one of the leading authorities on executing
shelf life and challenge studies. So, when we talk about safe products
out there in a fresh-cut form, we can certainly do the necessary challenges.
For example, we add appropriate microbiological organisms into the product
and then verify the product safety at different temperatures, storage
conditions, ingredients, packaging, etc., to make sure it is stable and
safe for the consumer," she adds. "Our technical staff understands
the regulations and is available to provide on-site assistance. Our experts
can identify the gaps and deficiencies in a plant's food safety systems
and help create a plan of improvement for food safety."
The Silliker staff can help companies establish documentation procedures
for identifying country-of-origin on their fruits and vegetables. Silliker's
experts often conduct environmental surveys in the plant as a tool to
identifying areas of concern and preventing future cross-contamination.
Silliker has a superior internal quality assurance program and is accredited
by the International Organization of Standardization (ISO). Nelson notes
it was the first U.S. network of food testing and consulting laboratories
to achieve this respected benchmark which is recognized in over 35 countries.
The company has its own internal quality assurance staff, and that staff
oversees all quality assurance within each laboratory in the network,
including methods validation, method training, strenuous internal quality
assurance audits and various proficiency checks.
"We have a chain of custody, with an extensive data review system
in place," Nelson says. "We developed consistent standard operating
procedures (SOPs) and methods across our network. That helps ensure that
suppliers across the country will have the same tests applied to them
- providing accuracy and reliability. Corporate review includes various
certificates and accreditations, rigorous staff training and monitoring
of facilities, equipment and our materials. All of these controls are
part of our ISO accreditation."
A Proactive Approach to Resolving Issues
Working with food processors and manufacturers, Silliker strives to be
proactive and help companies identify and address safety/quality problems
and issues before they can affect product integrity. A major part of this
agenda means ensuring strict sanitation controls, such as sampling programs,
environmental monitoring, and ongoing employee training, are in effect
in plants, Nelson points out.
"We continue to monitor what's happening in the food industry and
position ourselves to address these emerging food safety concerns,"
Nelson says. "Our education department provides public short courses
on good manufacturing practices, sanitation, HACCP and other food safety
concerns. We're also developing and conducting more and more customized
programs to help companies address their specific needs in a cost effective
manner."
Today, Silliker's scientists work closely with a number of associations
and organizations, including the International Fresh-cut Produce Association,
the United Fresh Fruit and Vegetable Association and the Food Marketing
Institute (FMI).
Silliker's scientists played an important role in a recently released
FMI guide, The Total Food Safety Management Guide: A Model Program for
Raw, Sold, Ready-to-Eat Fresh-Cut Produce.
"Our food scientists visited 29 retail stores before, during and
after the six-week pilot test period," Nelson explains. "The
stores were different sizes, types and run by different retail operators
and chains. We provided data and suggestions to ensure that the guide's
model would work for all of the food retailers."
For more information on Silliker, log onto www.silliker.com.
>>
Return to top
HACCP
Guidelines for Fresh-cut Processing, Part II
Fresh Cut
March 2004
By Lou Cooperhouse and James Bail
Prerequisite Programs - The Solid Foundation for an Effective
Food Safety Program
Any building is only as strong as its foundation. Effective food safety
programs are built upon the solid base of prerequisite programs, and these
should be documented and implemented before considering a formal HACCP
Plan. In a sense they are the heart of a food safety program. Programs
such as Sanitation, Good Manufacturing Practices, Training, Pest Management
and Crisis Management must be well developed, documented and monitored.
They do not necessarily need to be a part of the HACCP Plan, but they
need to be complete, thorough, and effectively support the HACCP Plan
with clear policies and instructions. Most important, they must verify
performance and provide documented corrective action.
The effective management of sanitation, housekeeping and hygiene is a
critical element of food safety and quality, requiring the involvement
and cooperation of all operating departments and support groups. It requires
specific policies covering requirements and expectations, and training
to communicate those requirements. A key element is management support
and follow-up to assure that the requirements are properly met and that
all sanitary standards are fully enforced. A processor should have documented
cleaning procedures not only for operational areas and equipment but also
the warehouse, storage, maintenance, employee support areas (locker rooms,
cafeterias and break areas and toilet facilities) and other plant areas
including outside and roof areas. This is generally recognized as a "Master
Sanitation Schedule". The processor must have documented Standard
Sanitation Operation Procedures including such things as cleaning methods,
frequency, monitoring procedures and corrective actions.
Employees must observe the strictest of personal hygiene practices as
outlined in the Code of Federal Regulations, Section 21, Part 110, Current
Good Manufacturing Practices for food plants. This regulation establishes
the minimum requirements for basic food handling, but many food products,
such as Ready-to-Eat products require more stringent practices. The goal
of high quality and long shelf life products also dictate adherence to
a stricter standard. Consequently, a specific, documented, detailed and
closely monitored management program is expected to cover this vital area
of wholesome food production.
It is important to have a documented training program (in appropriate
languages) for all employees including new hires, temporary employees
and contract employees. The program should provide basic food handling
training, refresher training for experienced employees, and specific training
for identified jobs such as sanitarians or HACCP CCP positions.
A documented pest management policy and program should also be developed,
utilizing the services of a licensed pest control contractor. It should
outline and describe all procedures required to ensure that all the activities
conducted by the Pest Control Operator and trained employees are properly
carried out and recorded. Buildings, grounds and interior premises should
be clean and maintained to eliminate pest harborage and access
Fresh-cut produce processors are strongly encouraged to implement a crisis
management program in light of potential food safety issues. Among other
things this will ensure that a crisis management team and effective procedures
are in place, should there be a need to recall defective products and
ensure the coordination of information and return of defective product
to protect customers from health risk or fatality. A mock recall and traceback
investigation will identify the potential sources implicated in a foodborne
outbreak, and determine and document the link in the chain that has been
implicated during an epidemiological investigation of foodborne illness.
Fresh fruits and vegetables are extremely difficult to traceback because
in most instances lot numbers and grower identifications are not used
or recorded on receipt and shipping records. For this reason, it is imperative
to identify a crisis management and traceback protocol that will be quick,
efficient, and as accurate as possible.
The Integration of Hurdle Technologies into a Food Safety Program
Good food is safe food, and by the judicious application of a HACCP program,
the fresh-cut processor can implement a program whereby safe production
conditions are achieved. It is critical to understand the technologies
and best practices associated with value-added processing, literally from
"farm to fork", as these individually and collectively impact
both product safety and product quality…and ultimately impact market
potential. Technologies have been recently introduced, and others are
on the horizon, that will enable even greater alternatives in developing
prepared products that meet consumer needs for safety, as well as quality,
convenience, and overall value. These technologies are called "hurdles"
and are preventive tools designed to provide incremental enhancements
of safety, and extend the shelf life of the food product. Hurdles are
effectively "tools in the toolbox" that can be utilized by processors
of fresh-cut produce and others involved in the product's chain from farm
to fork.
It is essential that hurdle technologies be utilized, because we cannot
rely exclusively on maintaining refrigerated conditions to assure the
safety of these perishable foods. In fact, refrigeration alone is not
enough to prevent the growth of some infectious or toxigenic microorganisms.
Some types of foodborne disease require so few bacterial cells to cause
an infection that significant growth on contaminated produce is not a
required to pose a significant hazard to consumers. Therefore, refrigeration
alone of harvested produce is not a sufficient control, although it is
of great value and is a contributing hurdle. In addition, post process
contamination even at low levels may create a situation where pathogenic
microorganisms may grow to high levels and cause illness and potentially
death. Therefore other barriers to microbial growth must be incorporated
into these foods to yield a safe and stable system.
Clearly, raw material control and good agricultural practices (GAPs) are
critical to the successful development of value-added produce products.
Variety, source, season, initial maturity, processing maturity, slicing
and cutting equipment, chemical or other treatments and packaging environment,
temperature management, shipping, and handling all affect the quality
and shelf life potential of fresh-cut produce…and impact product
safety. Preharvest contamination-prevention programs and postharvest sanitation
are key tools to preventing outbreaks. Some farming practices that were
considered safe in previous years are a liability today. On-farm prevention
programs should include basic sanitation practices for all harvest containers,
contact surfaces, and postharvest washing among other things.
In typical produce operations, washing fruit and vegetables with clean,
potable water and a chemical disinfectant will result in a 1-3 log reduction
(or 10 to 1000 fold reduction) but have not been shown to eliminate microbial
contamination. The disinfectant most widely used in fresh-cut operations
is chlorine. Some pathogens are very resistant to chlorine and other disinfectants,
however, and even sensitive ones such as Salmonella and E. coli may be
located in inaccessible sites on the plant surface.
Other disinfectants utilized in fresh-cut operations include hydrogen
peroxide, peroxyacetic acid, bromine, iodine, trisodium phosphate, acetic
and /or lactic acids, ozone, and chlorine dioxide. Chlorine dioxide has
become the post-rinse sanitizer of choice for many commercial food and
equipment washes. When properly used, chlorine dioxide is easy and economical
to use. It has little flavor impact on foods, doesn't foam, and does a
reasonable job of destroying pathogens, spoilage bacteria and yeast and
mold that are common in food plants.
Recently, a new product has been introduced to the market that, using
a unique disposable generation device, generates pure chlorine dioxide
gas in solution-without requiring the addition of an acid. Activation
is accomplished by the addition of tap water, and the concentration can
then be diluted as desired. Biosteam Technologies, Inc. has contracted
with the firm that manufactures this product to tailor applications for
food processing uses. To extend shelf life for and reduce pathogenic microbes
on processed or cut fruits and vegetables, 3 ppm concentrations of the
solution can be used, followed by an additional potable water rinse. The
chlorine dioxide can also be utilized for sanitation of non-porous food
contact surfaces (typically 5ppm) such as those in most food handling
equipment applications; non-food contact surfaces (typically 20 ppm);
and disinfection applications (typically 100 ppm).
Chlorine dioxide gas, an oxidizer with more than twice the oxidation capacity
of bleach, ozone, or peroxide but with lower oxidation potential, has
been used to reduce microbial counts in apple juicing operations as well.
Many small juice-producing companies do not have the pasteurization heating
systems necessary to meet USDA requirements for eliminating biological
contaminants, and therefore produce unpasteurized juice. Scientists at
Purdue University tested the impact of chlorine dioxide gas at a concentration
of 4 mg per liter for 30 minutes, and demonstrated a reduction of the
level of Listeria organisms by more than 1,000-fold for all three areas
of apple tested. On the pulp, the average was more than a 100,000-fold
reduction. These results supported previous test results when Purdue scientists
used the gas to sanitize green peppers.
Hurdles can also include direct application of other wash aids that incorporate
acidulants, antimicrobial agents, antioxidants, heat (i.e. blanching),
and processes that control water activity. Other options also exist such
as steam treatment to disinfect surfaces of whole fruits, for example,
which can result in a 5-log or greater reduction of microbes, including
E. coli 0157:H7. In addition, non-thermal processing hurdles can now be
applied such as ultra high pressure processing, irradiation, pulsed light
and pulsed electric field processing. Lastly, hurdles can be applied during
the packaging process, and include the application of modified atmosphere
packaging, clean room packaging, active packaging systems, intelligent
packaging systems, and a variety of alternative packaging materials. Synergistic
results can be achieved when hurdles are used in combination, and are
a very important consideration. Many of these technologies have been shown
to significantly reduce levels of food spoilage and pathogenic microorganisms
such as E. coli O157:H7, Salmonella, Listeria, and Campylobacter.
In a produce operation, modified atmosphere packaging via reduced-oxygen
may be effectively applied to help a fresh-cut processor achieve a much
longer shelf life. However, because MAP results in a dramatic change in
the time it takes for product to spoil, and the type of bacteria that
will cause this spoilage, it can create significant additional risk as
well. Because resultant oxygen levels can be extremely low in the MAP
package for an elongated period of time, an atmosphere that is conducive
to growth of anaerobic bacteria may exist, which increases the likelihood
that a pathogenic organism like C. botulinum can grow to produce toxin
and cause foodborne disease. However, incorporation of other barriers
and microbiological challenge studies can minimize such risks.
In conclusion, no innovative "magic bullet" exists that will
allow for product safety in value-added fresh-cut products. Instead, it
is the combination of multiple hurdle techniques, applied with consistency
and attention to detail, which will ensure microbiological safety, extend
shelf life, and enable successful marketability. HACCP offers a number
of advantages to the food industry
Editor's Note: Part 1 of this article appeared in the February issue of
Fresh Cut, pages 16 and 17. Lou Cooperhouse is director of the Food Innovation
Research and Extension Center at Cook College, Rutgers University, and
can be reached at Cooperhouse@aesop.rutgers.edu. Jim Bail is a food safety
and quality assurance consultant and can be reached at bailj2000@yahoo.com.
© 2004 Columbia Publishing
Making
Small Niche Markets Profitable
Fresh Cut
March 2004
By D. Brent Clement
Managing Editor
SALT LAKE CITY, Utah - Opportunities continue in the fresh-cut
fruit and vegetable industry for aggressive entrepreneurs willing to service
local and regional niche markets.
Gary Steed, general manager of The Vegetable Express, LLC, Salt Lake City,
Utah, does exactly that. He supplies local wholesalers with a broad range
of custom cuts and blends, filling orders that generally are too small
for his competitors with more expensive processing equipment to consider.
"We're doing everything from fajita mixes to clean
green beans with a separate bag of sliced red peppers," he smiles.
"We have one customer who wants mini-carrots, broccoli and cauliflower
mixed together. Another wants a peeled, one-inch, diced banana squash.
We're doing a lot of small batches, from sweet potatoes and yams to a
variety of coleslaw salads for national restaurant chains. Each has his
own idea of what a coleslaw salad should be."
Many of the orders that come in are for 20 pounds of this
or 30 pounds of that. One Mexican restaurant asks for a shredded romaine,
while another asks for a mix of sliced green peppers with 1/8-inch-cut
carrots and red onions.
"Lately, we have been filling a lot of requests for
hard squash - peeled banana and butter nut squash," Steed says. "These
are used to make purees for soups or are simply steamed. The hospitals
really like banana squash, which they serve in 4- and 6-ounce portions.
After steaming, it is easily served."
Restaurant Background
After years in the restaurant business, Steed is knowledgeable about what
different chefs want and has adapted his portfolio of products to meet
their specific needs. Past experience includes service as an area supervisor
for Marie Callendars supervising restaurants in Utah, Idaho and Washington.
In 1998, while visiting Joe Granato Produce in Salt Lake
City, Steed made a major decision that would alter the course of his professional
career. Marty Granato, a personal friend and part of the Granato Produce
family, alerted him of an opportunity to purchase the equipment of Rowley
Processing, a small fresh-cut produce operation servicing the needs of
several local restaurants. The owner had died and his children, inexperienced
in the business, were unable to keep things going. The business went into
bankruptcy and the equipment was available at a good price.
Later that year, Steed, Marty and Marty's sister, Angela,
joined together in a partnership and The Vegetable Express, LLC was born.
Steed and Angela handle most day-to-day business. Steed is trained in
operations, while Angela has a strong background in financial management.
Marty continues to run his family's produce company.
With annual sales of around $2 million and a full-time
crew of 18, the partners have no intention of competing with Ready Pac,
Taylor Farms or even local Condies Foods. Ninety percent of their sales
are foodservice, most from different restaurants and institutions placing
small orders through wholesale distributors such as U.S. Foodservice,
SYSCO Intermountain, Nicholas & Co and other wholesale produce companies
in the Salt Lake City area. They also supply salad kits, celery sticks
and other fresh-cut products needed to fill contracts with local school
districts.
"When we first started, we were doing a lot of retail trays - veggie
trays
and things like that - for Albertson's. Now, we're really
not going after that market," Steed acknowledges. "Today, we're
marketing only about 10 percent to grocery stores, and even then, the
product sold is to their deli departments. We're talking about coleslaw
or salad kits, fajita mixes, kabob kits and other such things."
A Typical Day
On a typical day, a phone order may come in from a foodservice wholesaler
requesting 200 pounds of diced banana squash for a customer in Jackson
Hole, Wyo., or 20 pounds of a made-to-order vegetable mix too small for
the larger fresh-cut processors to make money.
"What we have going for us is we're small and we're
very flexible," Steed smiles. "We can handle small batches,
retool and clean up and still make things work. We produce a very high
quality product. It's not cheap, but it is very high quality, and it is
just what the customer ordered."
Recipes for the various blends are kept on computers.
At the beginning of the day it is easy to calculate how many onions or
peppers or whatever will be needed for the various mixes, so each item
can be cut at one time and then used as the various blends are mixed together.
No inventories are kept beyond the working day; all product shipped from
the processing plant is truly fresh.
While Vegetable Express markets through its wholesale
customers and their sales people, Steed is aggressively out and about
making sure he is meeting their needs.
"I meet with our wholesalers and their customers, if that's their
desire, to find out what they want," he says. "I also meet with
corporate chefs to get an idea of what products they are looking for,
even though some may be using product from processors in other parts of
the country. I pick up their specs - how they are cutting the particular
product, the machines they are using, etc. - and then we do our best to
come up with a match. I enjoy attending wholesaler food shows and sales
meetings, showing new products and instructing them how to sell the benefits
of fresh-cut."
Onions, potatoes, cabbage, celery, carrots and peppers comprise the bulk
of the vegetables used each day, according to the processor. Onions are
a major ingredient in most of the mixes and come in whole peeled from
Gills Onions in California.
"I purchase the onions peeled from Gills because they can do it cheaper
than I can," Steed admits. "I have no desire to try and compete.
I don't want to invest in the big, expensive equipment that would be necessary,
and besides that, that's not what I am trying to do. My focus is on cutting
onions in special ways. I can't compete on the peeling side of things
with companies who are handling tens of thousands of pounds, but I can
compete on these specialty cuts."
Contracts His Supplies
Whether it's onions, potatoes or cabbage, Steed contracts most of his
supplies, enabling him to keep a handle on his costs and determine how
much to charge his customers. In the summer months some items are purchased
from local growers.
"We're able to give them year-round contracts on our specialty mixes
and blends," he adds. "Restaurant managers, for example, like
to be able to food-cost their menus, and it helps when they know how much
they are going to be paying all year long."
While Vegetable Express is a small company, close attention is paid to
food safety. With the assistance of the International Fresh-cut Produce
Association (IFPA), Steed and partner, Angela Granato, spent hours researching
technical materials that proved to be a tremendous help, especially in
the beginning. The company currently has a HACCP plan and regular third-party
audits in place. Close attention is paid to maintaining correct temperature
and humidity levels during all phases of the operation, from when the
various commodities arrive at the plant to cutting, dicing, slicing and
mixing and on out the door.
As he looks to the future, Steed says he hopes to see
the company double its current size but has no intention of competing
with his larger-scale neighbors.
"I don't think we could ever be great big,"
he smiles. "We're currently running only one shift per day, but would
like to double that to two. There is room in the marketplace to do that.
The demand is there. We just need to let people know we're around and
can fill these small, niche orders."
© 2004 Columbia Publishing
Innovations
for Extending Product Shelf Life
Fresh Cut
March 2004
SmartFresh™ Holds Quality for Fresh-Cut
SmartFreshTM, the newest technology to maintain fresh-picked quality of
whole fruits and vegetables, is proving beneficial for the fresh-cut market.
SmartFreshTM works with the ripening process to dramatically slow down
ethylene production and prevent over-ripening and problems associated
with aging. Firmness and flavor of produce are maintained longer as well,
which leads to overall higher quality.
The use of SmartFreshTM soon after harvest has demonstrated promising
results for extending the quality of a number of fresh-cut products. SmartFreshTM
is effective at maintaining the quality of many intact fruits and vegetables
until preparation, and its effect can further extend quality after being
processed. SmartFreshTM enables the fresh-cut processor to deliver a more
consistent, high-quality product or to ship longer distances. Retailers
reduce shrink while offering a greater selection of fresh-cut products
year-round to the consumer.
When used with apples, SmartFreshTM maintains crunch and flavor and is
complimentary to other products that prevent browning. SmartFreshTM is
now used commercially in several countries around the world for maintaining
the fresh-picked apple quality for a better eating experience. For cantaloupe
and honeydew melons, SmartFreshTM significantly increases the retention
of firmness and flavor, both before and after fresh-cut processing. SmartFreshTM
quality fresh-cut watermelons exhibit slower softening, increased extractable
juice, and a reduced appearance of water-soaking. And, with SmartFreshTM,
tomatoes have longer lasting internal quality after fresh-cut processing,
and produce less ethylene.
National and international fresh-cut processing companies are currently
conducting commercial trials with SmartFreshTM to deliver the best quality
fresh-cut fruits and vegetables to consumers. AgroFresh Inc., the maker
of SmartFreshTM, continues to look for partners in the fresh-cut industry
with which to demonstrate the benefits of SmartFreshTM for fresh-cut processors,
retailers and consumers.
For more information about SmartFreshTM, contact Raphael Crawford at (215)
619-5979; e-mail: raphaelcrawford@agrofresh.com; Web: www.smartfresh.com.
Peakfresh® -- A Proven Performer
Peakfresh®, a packaging technology that prolongs the life, freshness
and color of packaged fruits and vegetables, is being marketed by Chantler
Packaging Inc.
Immediately following harvest, fruits and vegetables continue to live
and respire, taking in oxygen and giving off carbon dioxide and traces
of ethylene gas. The build-up of ethylene gas around fruits and vegetables
accelerates the ripening process and later deterioration that ends up
as waste.
Peakfresh® removes the ethylene and slows down the ripening process,
resulting in longer shelf life for fresh produce, according to the manufacturer.
Peakfresh® is a mineral-impregnated polyethylene film that breathes.
It has excellent permeability and good deodorizing properties.
Peakfresh® films are approved for food contact use in the United States,
Canada and Europe. They are also approved for organic produce packaging.
For more information, contact Chantler Packaging Inc., (800) 565-5245
or (905) 274-2533; fax: (905) 274-9522; e-mail: info@chantlerpackaging.com;
Web: www.chantlerpackaging.com.
© 2004 Columbia Publishing
Partnership
Arrangement Saving Lot of Green
Fresh Cut
March 2004
As one of the "Big Five'" producers of processed
salads in America, River Ranch Fresh Foods, LLC, packages millions of
pounds of fresh produce every week. Headquartered in Salinas, Calif.,
River Ranch operates agricultural processing facilities in both Salinas
and El Centro, maintaining year-round operations between the two facilities.
The company's aggressive, strong growth has taken it from being a broker
only to becoming a grower, packer and shipper of more than 60 different
commodity items, including the most recognized brand of fresh spinach
in the U.S., Popeye Fresh Spinach (under a licensing agreement with King
Features Syndicate). The company has a land base of about 15,000 acres
in production and partnerships with roughly 40 growers in California and
Arizona. These growers own their land and sell crops to River Ranch, enabling
it to deliver consistent quality product.
Another important partnership for River Ranch is with Pechiney Plastic
Packaging, its primary provider of packaging film. River Ranch presently
produces 220 stock keeping units (SKUs) year-round, with Pechiney providing
printed film for a majority of those items.
"For the past 10 years, consumer convenience has been driving packaging
design in the fresh produce business," points out Kevin Hicks, River
Ranch senior purchasing manager. "It becomes an issue of knowing
how to best package each product. Consumers want more convenience, and
you need to give products the maximum shelf life possible."
As the largest private-label supplier of value-added packaged
salads items in the U.S., River Ranch focuses on finding more efficiencies
in value-added, prepared and packaged produce, Hicks points out. "Given
our goals, Pechiney is a great partner for us because they really understand
produce packaging."
Consumer Preferences
When manufacturers first starting putting pre-cut salads in bags over
10 years ago, grocery stores were reluctant to put the bags in the store,
Hicks says. But, shortly thereafter, demand almost outpaced supply. Quickly
realizing that consumer preferences had changed, the industry has never
looked back.
For the same reasons that consumers gravitated to ready made salad, they
also prefer pre-washed produce, he says. Pre-washing also enhances shelf
life because it cleans off anything that would cause the product to break
down more rapidly in the packaging.
Laminations convey the textural quality of crispness that consumers equate
with freshness when they feel the bag, he says. A soft, mushy bag falls
over and looks wimpy. Reverse print lamination is a good choice for bags
because it makes the colors on the bag pop and sets them apart from other
items.
"With more consumers looking for spinach items, the Popeye line's
product quality and attention-getting package graphics provide the perfect
'stand-alone' spinach section for grocery retailers," says Leslie
Tripp, River Ranch director of marketing. Spinach is the fastest growing
segment in the packaged salad category.
According to AC Nielsen, for the 52-weeks ending Feb.15, 2003, the spinach
segment grew 30 percent, Tripp says. In a recent consumer survey, 99 percent
of Americans recognized the Popeye character and brand. The survey also
found that 94 percent of Americans named spinach as the food they associate
with Popeye.
Pechiney produces the easily recognized 8-color, 10-oz.-bags
using flexo presses. In addition to producing a laminate with perforations
for Popeye Spinach, Pechiney provides roll stock for Field Select Spinach
(in 10 oz.), Baby Spinach, Venetian Spinach Blend and Spinach Riviera
Blend as well as laminations for European, Italian and American blends.
River Ranch also uses Pechiney films for cut vegetable
packages of stir fry, broccoli, cauliflower, broccoli/cauliflower mix
and a broccoli/carrot mix, Tripp says. The laminations are similar in
structure but River Ranch adds a propriety FreshHold patch with a higher
respiration rate to prolong shelf life even further. The FreshHold packaging
system is a gas permeable membrane applied over a vented hole in a produce
package. The breathable membrane controls the oxygen and carbon dioxide
levels inside the package to create and maintain an optimum atmosphere,
which in turn slows down product respiration and prolongs product freshness
without using gases, chemicals or preservatives.
"The benefit of attractive packages with excellent
graphics, crisp texture and longer shelf-life adds up to a winner,"
says Tripp.
Anti-fog Options
Pechiney offers the company several options in anti-fog technology. Both
anti-fog extruded into the film and anti-fog wash on extruded film do
a very good job, according to Hicks. For Popeye products, River Ranch
uses the anti-fog extruded in the film.
"We use anti-fog on all private labels because it gives you the right
level of clarity. The perception that the only way to get good anti-fog
is with register coated anti-fog or anti-fog wash is just not true,"
Hicks believes. "I think register coated or anti-fog wash has its
place, but there is a very slight difference in appearance at a much greater
cost. If you are getting the performance you need from extruded anti-fog,
why spend the extra money? We haven't found it necessary to do that."
The Oxygen Transmission Rate (OTR) varies from product to product but
usually equals a 17-day shelf life.
"Grouping is the way to go," says Hicks. "If
you have several items that require higher or lower OTR's, you can group
your produce by film needs."
The key to shelf life with films is good OTR properties and good cold
chain management from plant to shipment to distribution center to grocery
store, he says. Produce destined for the East Coast may take six days
in transit. For many produce items, the shelf life will be reduced by
up to 50 percent if the storage temperature is increased by 10º F.
River Ranch keeps products refrigerated between 34-38º F during the
entire cold chain.
New Product Development
"We recently had five new items and our time frame was short,"
Hicks explains. "We were able to have newly designed rolls in our
factory in five weeks. That is pretty darn good. It took some juggling
on Pechiney's part, but they did it.
"When we have a product that we are going to be rolling
out, the longest part of the process is the film development and the printing,"
Hicks notes. "Pechiney has always been able to operate within that
timeline. The fact that our films are made at the Pechiney facility in
San Leandro, Calif., which is only one and a half hours away, means there
are no added shipping costs to bring in the films. It also helps turnaround
time, if we run out of something; they are able to get us what we need
that day."
In produce packaging there is a constant balancing act between the competing
environments of cost verses beauty, Tripp points out, acknowledging the
importance of looking at the bottom line. This became clear during the
development of a recently completed private label salad package. Pechiney
suggested that the company use a six-color process with special shading
that achieves an eight-color effect while saving printing costs
"We didn't have to work on it, and they were able
to us get faster print times at substantial savings," Tripp says.
Future Trends?
What future trends does River Ranch see for fresh-cut produce? "Premium
fill-in veggies for deluxe pre-cut salads and packaging getting up to
50 percent larger," Tripp predicts, all the more important to work
closely with the company's packaging supplier.
© 2004 Columbia Publishing
Breeding
for the Fresh-cut Fruit and Vegetable Industry
Fresh Cut
March 2004
Sunseeds: Taste Important Component of Product Line
As one of the world's leading producers of hybrid vegetable seed, Sunseeds
selects varieties having qualities sought by processors, retailers and
consumers. High on that list of attributes are fresh-cut fruit and vegetables
that taste good and have eye appeal.
According to Bob Miller, Sunseeds' watermelon and melon crop sales manager,
when it comes to fresh-cut products, consumers are looking for more than
convenience. He recalled the words of a major player in the fresh-cut
industry at a conference last year, who emphasized the importance of taste
and flavor in whether or not a fresh-cut product succeeds.
"You have one chance," said Miller. "You can hook them
(consumers) on appearance and convenience, but you bring them back with
flavor."
Sunseeds carrot breeder Roger Freeman has been breeding carrots for more
than 20 years and calls the popular vegetable "the perfect snack
food." At Sunseeds, he has been at the forefront of breeding carrots
for the cut-and-peel market. One of his goals is to make sure carrots
remain a popular food choice among consumers by providing variety options
that have quality taste, nutrition and appearance.
Sunseeds carefully screens all its carrot varieties to ensure they have
the qualities growers, processors and end users desire, he points. Included
in that screening are color, texture and flavor. Two varieties that have
become industry standards are SugarSnax54 and PrimeCut59.
Longtime Sunseeds onion breeder, Rick Watson, said the company places
a high priority on breeding traits that add market value for growers,
processors and retailers. He and his research team are committed to providing
a diverse selection of onion types that meet the needs of the produce
industry. He said one of the newer industry trends is packages of fresh
sliced or diced onions for the produce section.
In recent years, consumers and processors have shown greater awareness
in selecting different onions for a specific use, such as for cooking,
sliced on sandwiches or salads, ringing, etc. "Producers are trying
to meet the needs of consumers by providing the right onion for the right
use," he said.
The industry is demanding mild-flavored, highly single-centered onions,
according to Watson. Two Sunseeds onion varieties that combine these characteristics
are Renegade and Sweet Sunrise. In addition, processors who supply onions
for foodservice and restaurant use are becoming aware of the importance
of flavor and texture characteristics of onions, he said.
Red onions continue to increase in popularity and in quality. "We've
made great progress in broadening the range in red onions," he said.
Sugar content isn't the only factor processors are using when selecting
watermelons for the fresh-cut market, according to Miller. Crispness or
texture, shelf life and flavor also help drive watermelon fresh-cut sales.
Revolution, a long seedless watermelon from Sunseeds, has garnered praise
from two of the leading fresh-cut companies as having these characteristics.
Looking to the future, Freeman sees increased interest in the fresh carrot
juice market, different colored carrots, and better quality fresh-cut
items such as sticks, coins and balls. "Fresh and limited shelf-life
juice products have a big future," he said. "New juice blends
can provide a convenient way to take in a high concentration of vitamins
in one serving."
Syngenta/ROGERS® Brand Products for the Fresh-cut Market
Syngenta/ROGERS® brand is making certain organizational changes which
include a stronger focus on downstream activities, and fresh-cut is high
on the company's list. As the fresh-cut industry continues to grow, so
does the need for varieties with fresh-cut attributes. ROGERS® breeders
and marketers understand this and know that variety characteristics for
fresh-cut can differ from those of fresh produce.
ROGERS® current fresh-cut focus is on melons, watermelons and tomatoes
with other crops soon to follow. The company's produce quality labs are
now establishing testing system for diced and sliced tomatoes: a welcome
addition to their established testing program for melons. Two of ROGERS®
melons already play a role in the fresh-cut melon arena. Sol Real and
Ocotillo are flavorful, brightly colored melons with firm texture making
them an ideal melon for fresh-cut.
Syngenta is dedicated to working with fresh-cut processors to breed higher
quality fruits and vegetables to meet the demands of the industry. For
more information, contact Norma Standerford at (208) 327-7297.
© 2004 Columbia Publishing
>>
Return to top
Oregon's
Onion King Delivers
Fresh Cut
April 2004
By Brent Clement
Managing Editor
PORTLAND, Ore. - Significant changes in how raw onions
are packed and shipped to retail and foodservice customers are coming
your way.
"For the onion industry, these changes may be as revolutionary as
the introduction of fresh-cut lettuce was for the lettuce industry years
ago," declares Joe Graziano, chief executive officer of Rivergate
Farms, Portland, Ore.
Introducing the "Ready to Use Onion," a partially peeled onion
requiring only a tiny snip off of the crown and tail. Both are left on
for a reason, according to Graziano. Unlike traditionally peeled, whole
onions, these mostly peeled entries have extended shelf life and will
store up to six weeks. Maximum shelf life for most peeled onions is only
about 10 days
That's exciting news, particularly for the retail sector, according to
Graziano, who feels the lack of an extended shelf life for whole, peeled
onions has been a major barrier to market acceptance.
Because their skins remain unbroken, Ready to Use Onions also have far
less odor, the entrepreneur points out. And, even more important, the
decaying process is not set in motion. While these partially peeled onions
do require a cut or two to remove the crown and tail the extended shelf
life benefits far outweigh any added inconvenience.
"I couldn't be more excited about anything we've ever done,"
Graziano smiles. "I foresee the day when traditionally bagged onions
will become a thing of the past. Because the onions are partially peeled,
quality defects are removed. The product also has been washed and sanitized,
enhancing shelf life, and boosting its customer appeal. We're going to
be able to deliver Ready to Use Onions at such a low cost most consumers
won't even think twice about making a choice. We're talking about only
a few pennies more per pound."
PrimeSlice Cutting Technology
The Ready to Use Onion may be the big news at Rivergate Farms, but there
is much more. Graziano, who has a long history of innovations in the fresh-cut
produce industry, is excited about another new introduction, PrimeSlice,
a patent pending cutting technology, introduced to the market in April
2003. It, also, is winning positive reviews.
"This technology slices onions particularly well for pizza toppings,"
the innovator says. "With less fines and slabs, yields are much improved.
We are able to deliver beautiful, rectangular-shaped slices with greater
consistency and, because of the way the technology works, are able to
improve product shelf life up to 75 percent. We're delivering a better
product and are doing it for less money."
Using PrimeSlice technology, Rivergate is marketing various onion cuts
to a growing list of satisfied customers. Graziano is also actively entering
into licensing agreements with other U.S., European and Asian companies
to utilize the technology.
Rivergate Farms' History
When Graziano founded Rivergate Farms in 1996, his goal was securing a
steady onion supply for Graziano Produce Co., a regional fresh-cut processing
company. In July 2000, the company was sold to Del Monte Fresh Produce,
but Rivergate Farms was kept out of the deal.
"The first years were pretty tough," Graziano recalls. "We
started at zero, and getting up to speed was harder than I had imagined.
In the beginning, my only customer was me." But soon, Rivergate was
supplying whole onions to Ready Pac, Club Chef, Fresh Advantage and others,
who would peel and use them in the product blends at their respective
facilities.
The majority of Rivergate's 5,500 acres of onions are grown in the Columbia
Basin, within 50 miles of its Hermiston, Ore. plant. The regions sandy
soil, is widely known to produce high quality onions with the lowest naturally
occurring bacteria count found anywhere in the USA. Bob Hale and Bob Levy
of American Onion, Inc. supply 90 percent of Rivergate's needs. During
May through mid July, other onions come in from California.
Company Turning Point
The motivation to take the next step and begin peeling onions came from
Craig Sanders of Fresh Advantage (now Fresh Express), a well known industry
leader.
"Craig called me from Dallas," Graziano remembers. "His
company was buying six truck loads of yellow onions per week. He announced
that Fresh Advantage was going to stop peeling onions because of the lack
of room at their plant, and they wanted to buy peeled onions.
"When I told him Rivergate Farms didn't peel onions, that we shipped
only whole, unpeeled onions," he said he would have to buy them someplace
else.
"We peel onions, I quickly replied," Graziano says, recalling
the conversation to the tee.
Thus began Rivergate Farms' venture into peeling onions and, eventually,
into slicing and dicing and other specialty onion products. Today's Ready
to Use Onions and PrimeSlice technology are byproducts of Graziano's willingness
to readily adapt to customer needs and deliver value-added products.
"Our mission was clear, to deliver the absolute best onions possible
at the very lowest cost, day in and day out," the entrepreneur says.
Additional improvements came as high-tech refrigeration equipment was
added, enabling him to store his crop well into May. But one of the boldest
undertakings paying off handsomely in his ability to deliver higher quality
product was his campaign to reduce the drops in his packing lines.
"After examining our lines, we found we had 220 inches of drop. That's
adding the drops in around 60 different places," Graziano recalls.
"Realizing that onions must be treated as carefully as eggs, we redesigned
everything. The equipment we were using was designed to peel and process,
not to peel and ship. Today, the biggest drop we have on any of the lines
is an inch and a half. We've reduced the overall drop from 220 inches
to 82, and the difference in the product coming off of our lines is almost
unbelievable. Our customers couldn't be happier."
Today the company is developing a new PrimeSlice peeling process in which
onions are peeled in a completely non-abrasive process with zero drop.
Importance of Varieties on Quality
Recognizing early that onion varieties, too, play an important part, Graziano
began working with seed companies, particularly Bejo Seed out of The Netherlands,
to develop varieties specifically for foodservice. Out of that has come
Redwing, a red onion now popular with Pizza Hut, Subway and other foodservice
customers. They like the variety's color, eye appeal and flavor. Variety
trials continue to be an important part of Rivergate's onion program.
Today, Rivergate Farms is one of the largest onion shippers in the U.S.,
particularly in red onions. Last year, the company marketed 175 million
pounds of onions, 60 million pounds of which were red varieties. With
Graziano as CEO and Jim Wicks as director of sales, marketing and finance,
the company is growing at an annual rate of 25 to 30 percent. Graziano
and Wicks work out of the company's Portland headquarters, while Bill
Moore serves as general manager of its Hermiston packing and processing
plant.
With his goal set to become the "onion king" of the world, Graziano
has come a long way since beginning in the fresh-cut business in the early
1960s. The Graziano legacy can be traced back to the early 1900s, when
Augustino Graziano, Joe's grandfather, immigrated to the Portland area
from Sicily and began delivering produce door to door and to local restaurants.
Eventually, the business passed on to A.J. Graziano, Joe's father, who
became one of the earliest pioneers in the fresh-cut produce business.
Joe Graziano often helped his family hand chop lettuce, cut carrot sticks
and peel potatoes in the family's kitchen and basement.
Beginning his leadership role in the business in 1976, Joe became the
third generation in the Graziano family to become involved. Under his
management, Graziano Produce rose to become the largest regional fresh-cut
processor in the Pacific Northwest before being sold in July of 2000 to
Del Monte Fresh Produce. At its height, the company employed 400 people
and was a key fresh-cut supplier for many well-known foodservice and retail
customers, regional and national.
© 2004 Columbia Publishing
Wal-Mart
Officials Discusses Freshness, Food Security Concerns
Fresh Cut
April 2004
How important is freshness to Wal-Mart?
"Critical," says Bruce Peterson, senior vice president/general
merchandise manager for perishables at the company's headquarters in Bentonville,
Ark. "When it comes to fresh-cut produce or, for that matter, any
kind of produce, it's all about freshness."
Wal-Mart is not interested in how long a product can remain on the shelf,
Peterson stresses. Its focus is on how quickly everything can be moved
out of the door.
"Even if a product had a six-month shelf life, we would be figuring
out how to sell it within six hours," he says.
Too many retailers are worried about finding better ways to increase product
shelf life, when the focus should be on selling the product quickly, he
stresses. When that happens, everybody is happier, especially the customers.
Quick turnaround is part of the chain's commitment to freshness, Peterson
says.
"Our efforts are largely focused on moving the product through the
system to the consumer just as rapidly as we can," he explains. "In
working with our suppliers, we focus a great deal of attention on the
supply chain to make sure we maximize the amount of time that freshness
stays with the consumer. Why that's important is that any time the product
is in the supply chain, it is taking from that freshness when the product
is actually consumed."
The fresh-cut category is very important to Wal-Mart, according to Peterson.
Consumers are clearly expressing an interest in convenience, and fresh-cut
produce fills that bill.
As others involved in produce today, Wal-Mart is committed to insuring
the security of its foods supplies all of the way through the system,
from farm to delivery to the consumer, he says. Food security is "a
very, very important issue."
Peterson says Wal-Mart is working closely with its suppliers as well as
trade associations and government officials to ensure that is has all
needed protocols in place.
"Food security is everybody's issue," Peterson says. "It's
important to everyone in the supply chain, not just us but our suppliers
as well. It begins back on the farm. Our suppliers know and understand
that and are as concerned about food security as we are. Any suppliers
in business today who fail to take food security issues seriously are
not likely to be supplying anyone in the future."
Wal-Mart officials recently announced the company's new RFID tagging policy.
As of Jan. 1, 2005, the chain is mandating that its top 100 suppliers
- the vast majority are general merchandise suppliers - apply RFID tagging
to all case or pallet loads shipped to the chain.
© 2004 Columbia Publishing
Green
Giant Fresh: New Salad Lines, Ready-to-Eat Products to Be Launched
Fresh Cut
April 2004
As they look to the future, Green Giant® Fresh executives envision
a whole new tier of products in the value-added landscape.
Don Goodwin, chief operation officer for the Minnetonka, Minn.-based company,
sees an exciting new array of products, some of which his company will
be launching later this year. He describes them as "innovative salad
lines." Other "near ready-to-cook products" are coming
in 2005.
Goodwin dislikes the term "meal solutions," because it is widely
overused, but the products he is talking about are more than bagged salads
or fresh-cut entrees on a dinner menu. They are ready-to-cook or serve
entries - tasty offerings that are both healthy and nutritious.
"We are working on several innovative items we hope to launch later
in the year with some of our partners in the fresh-cut arena," he
says. "We're not ready to make any announcements yet; we'll wait
until we get closer to the launch date."
As he looks across the value-added produce landscape, most products being
offered are chopped lettuces or vegetable mixes of various kinds, Goodwin
explains, and Green Giant® Fresh is involved in marketing some of
them.
Partner Companies
Working with one of its partner companies, Taylor Farms of Salinas, Calif.,
Green Giant® Fresh offers a packaged line of convenience produce,
everything from spinach, and spring mixes to processed vegetables such
as broccoli.
Then, through Roberson Farms of Tifton, Ga., another partner company,
Green Giant® Fresh also is offering five types of greens - colored,
mustard, turnip, kale and a mustard-turnip blend.
"We believe there are lots of exciting offerings yet to be made in
the vegetable area," Goodwin says.
While the Green Giant® brand covers far more than the fresh-cut side
of the company's business, fresh-cut is very important.
"One of the cornerstones of the company has always been innovation,"
Goodwin points out. He sees fresh-cut as an opportunity to come up with
new and different products in the produce arena.
"We don't have a strong desire to get into the battle for the more
commonplace processed items, if you will. I'm talking about garden salads
and such things. There may be more room in that space, but we've got to
be creative and innovative. There is no magic to getting into the one-pound
garden salad business. If we can bring some uniqueness to the marketplace,
that's where we want to be."
Primarily focused on the retail market, Green Giant® Fresh management's
goal is to become "the most consumer-focused brand in the marketplace,"
according to Goodwin. "We spend a lot of time looking and thinking
about consumers and how we can present them with solutions."
Strong Consumer Recognition
Company research shows the Green Giant® brand enjoys strong consumer
identification with quality, he points out. Nearly 90 percent consider
the Green Giant® brand as one they can trust for consistent quality.
"As we look across the landscape and see people struggling with certain
categories, we think our well-established brand name can help overcome
some of those challenges," the COO says. "At the end of the
day, we are a marketing company focused squarely on the consumer, and
our brand identity is a great vehicle to bring solutions to the consumer.
Most trust our brand, and that widens our opportunity to make an item
more successful in the marketplace.
"We believe the Green Giant® brand can help us successfully market
a growing list of items in the produce department, both fruits and vegetables.
But this is not all about size and becoming the biggest in the business
for us. It is a game about quality, and, where we can really help a category,
we want to be there," Goodwin says.
Green Giant® Fresh is the name used in the trade for the Sholl Group
II, which markets and manages the Green Giant® label. The company
partners with a wide variety of growers, marketers and shippers.
To be licensed to produce under the Green Giant® brand name, a partner
must practice strict quality assurance guidelines. Green Giant® Fresh's
food safety program, for example, is considered among the very best in
the industry, and all aspects are monitored closely.
"Each time a consumer purchases Green Giant® branded produce,
there is no concern whether we've done our homework," Goodwin says.
"Consumers know our products are safe to eat."
Green Giant® Fresh is on track to double in size and sales over the
next two years, the COO says. New commodities being marketed this year
under the Green Giant® name are apples, pears and mushrooms. The company's
apples, pears and cherries are packed by C.M. Holtzinger, Yakima, Wash.;
its mushrooms come from Modern Mushrooms, Avondale, Pa.
"We have a new line of value-added greens, such as collards and mustards,
with Roberson Farms, Tifton, Ga.," he adds. "We also have extended
our line of convenience vegetables with the Americus Bean Company, Americus,
Ga., and are expanding into grapes with King Fresh, Visalia, Calif. Our
peaches, plums and nectarines come from New Leaf, Traver, Calif., and
a new partner, Colorful Harvest, Monterey, Calif., markets our berries,
avocados and artichokes."
Company wide, Green Giant® Fresh shipped close to 25 million cases
last year, Goodwin says. Potandon Produce LLC, Idaho Falls, Idaho, is
the largest supplier of Green Giant® produce.
Sholl Group II is a spin-off from Pillsbury, who made a decision in the
mid-1990s to divest itself of its produce interests. Jeff Sholl, a senior
management official at the time, picked up the Green Giant® brand
name under license, organized his own company and went private. Later,
in 2001, General Mills bought Pillsbury.
© 2004 Columbia Publishing
Benefits
of Hiring a Contract Laboratory for Fresh-cut Produce
Fresh Cut
April 2004
By George L. Baker, Ph.D.
ABC Research Corporation
Hiring a contract laboratory for the analysis of your product can sometimes
be a daunting task. However, the amount of time and money spent in developing
your own laboratory and hiring experienced individuals far outweighs the
limited cost of hiring a contract laboratory with highly trained scientists.
Although building or implementing a laboratory at your facility is a fixed
cost, hiring just one capable employee with the background necessary to
analyze your product increases cost over a period of time.
For example, the United States Department of Agriculture's Agricultural
Marketing Service "Qualified Through Verification (QTV)" Program
Manual states, "A microbiological testing program is an important
tool to monitor the microbiological conditions of the facility and product
throughout the entire production process. It is up to the company to design
and implement a program that effectively addresses its processing situation.
For example, the company must decide if testing will be in-house or performed
by an outside laboratory, which types of testing methods to employ, which
microorganisms to test for, what criteria and levels to set, etc.Testing
can be accomplished by outside laboratories or in-house if there are suitable
facilities and appropriate qualified staff."
ABC Research Corporation (www.abcr.com) is a full service, ISO 17025 certified
laboratory for the microbiological and chemical analysis of foods. Plant
and restaurant audits, food safety program assistance, HACCP training,
problem solving, sensory analysis, pesticide residue testing, and contract
research projects are additional services ABC Research offers. Please
visit our website or call (352) 372-0436 for further information.
© 2004 Columbia Publishing
>>
Return to top
Harvest
Cut Inc.
Working at Improving the Foodservice Customer Base
Fresh Cut
May 2004
By Brent Clement
editor/publisher
Offering a monthly specialty blend mix is one of the
marketing tools that Sal Palmieri, vice president of Harvest Cut Inc.,
Albany, N.Y., likes to employ to boost his foodservice customer base.
Whether a vegetable or fruit mix, it is clearly different to some degree
from the standard blends available through the company and is offered
at a good price to only one foodservice company at a time.
"Everybody in the foodservice business today, particularly restaurants,
want to distinguish themselves from the crowd," Palmieri points out.
"The chefs focus on developing menus that distinguish their offerings
from the competition. Particularly, if you're offering them a blend that
is a special part of what they are trying to do, they don't want you selling
it to anyone else. They want uniqueness in their menus, and we try to
help them do just that."
Palmieri and James Laiacona are partners in Harvest Cut Inc., founded
in 2000. As vice president, Palmieri handles the financial management
side of the business and fresh-cut processing, while Laiacona, company
president, is the produce specialist and oversees all of the buying and
selling of produce.
History of Family Involvement
Laiacona's family has been marketing produce since the close of World
War II. James' father, Mike Laiacona, started his own company, working
as a wholesaler in the Menands Regional Produce Market in Menands, N.Y.
He sold produce to local independent grocery stores around the area. James
took over from his father in the early 1980s and began adding value-added
produce to the company's offerings.
Before linking up with Laiacona, Palmieri earned a MBA degree in accounting
from a local college and worked in the foodservice industry as a comptroller
for a decade. What brought the two together was a shared view of what
could happen if Laiacona's business was retooled and pointed in another
direction. Major grocery store chains were beginning to purchase their
produce direct, and the number of independent grocery stores, now only
a handful, was too small to sustain those supplying them with produce.
The produce markets and suppliers were feeling the pinch. It was time
to make a course correction.
Since its beginning in 2000, Harvest Cut officials have tripled their
sales and doubled the size of their plant from 10,000 to almost 20,000
square feet. Recently added was a new 7,000 square-foot processing section,
a significant addition to the 1,200 square-foot area that housed their
processing operations in the beginning. The company is in the final stages
of stocking its new floor space with a variety of sophisticated equipment
and machines needed to fill its growing list of orders.
Today, Harvest Cut is a full-line, regional fresh-cut and custom-cut processor
serving both foodservice and retail industries. Most of its business is
through foodservice companies such as U.S. Foods and Sysco. While the
prime service area is the Tri-Cities' area of New York - Albany, Schenectady
and Troy - the company does business wherever its foodservice providers
distribute, most of that within 300 to 400 miles of the company plant
in Albany. Customers occasionally come from as far as Massachusetts and
Connecticut to look at their products.
Potato and Onion Products Popular
In terms of volume, the company's most requested products are peeled potatoes,
diced and sliced potatoes, diced and sliced onions and onion rings. Diced
potato products are especially popular with many of the institutions who
use them to make mashed potatoes, large batches of potato salads and other
dishes.
"We also do a yam or sweet potato product," adds Palmieri. "We
peel, slice and dice them. We're doing yam sticks, which look like french
fries. Lately, we've been having a run on our tomato products - sliced
tomatoes, diced tomatoes and tomato wedges. Much of this goes for toppings
on burgers and sandwiches. Right now, we're doing a lot of custom vegetable
blends and salad mixes. We do retail vegetable trays, basically through
one of the local chains, through its deli department.
"We also do special stir fries and vegetable blends, whatever the
chefs want. Sometimes we'll make suggestions, too. For example, a chef
may call us with a blend calling for broccoli, cauliflower and sliced
onions, and we'll suggest that we add some red peppers or green and yellow
squash for color. We'll give them hints on what looks good and yet will
hold up in the package. They like to hear these kinds of things,"
he smiles.
Tourism is big business in New York, and during the summer, Palmieri and
Laiacona frequently get calls from foodservice suppliers filling their
needs. It might be 50 cases of romaine for a chef putting together his
own blend. Some even request that they visit the site, look at the chef's
recipe and see if they can duplicate it back at the plant.
"These are short-notice requests that could not be filled out of
California," Palmieri notes. "An order for 50 to 75 cases a
day of a chef's specialty blends is good business for us, and we're happy
to have the business."
As a regional fresh-cut processor, Harvest Cut can take an order as late
as 10 or 11 a.m. and deliver it to its foodservice customers by 1 or 2
p.m. that same day.
Equipment Hunting
From when the company first began processing fresh-cut produce, the challenge
has been finding the right kind of equipment at an affordable price.
"Our equipment additions have been made according to the kinds of
products our customers are requesting," Palmieri points out. "Right
now, we're working with a couple of companies, Cougar Machines and Freshline
Machines, both of which have been a great help. They have visited our
site, looked at our needs and helped design the kinds of equipment needed.
Our niche is the smaller, custom-type orders that must be filled quickly,
day in and day out. Flexibility is critical. We've designed our company
to be quick on its feet. We have to adapt and have small enough lines
to do it quickly. Rather than run 200 or 300 cases of diced onions on
a large line, for example, we try to have a variety of smaller lines so
that a variety of products can be cut and prepared at the same time."
With many smaller lines in place, the down time from changeovers is greatly
reduced. Also, there is not the concern there would be if a large, more
expensive, line were sitting idle for a day or two.
"Changeovers here are quick," he smiles. "Our equipment
gives us flexibility and is affordable. We've been careful to gear our
purchases to the volume of business that we are doing in specific types
of products. It's easy to find a lot of wonderful, high-volume equipment
out there, but, again, cutting 100 cases per hour here is not a critical
factor, at least for now. We need equipment that will handle our kind
of volume and at an affordable price."
To keep abreast of changing technology and up on HACCP and other safety
and health programs, Harvest Cut became a member of the International
Fresh-cut Produce Association (IFPA) several years ago. Palmieri attends
most IFPA-sponsored training, including its annual convention and trade
show.
© 2004 Columbia Publishing
Reducing
Plant Fire Risk
Fresh Cut
May 2004
Fresh-cut fruit and vegetable plant operators as well
as packers and shippers concerned about reducing their plant fire risks
have an exciting, new option. It's a fire barrier latex, manufactured
by Contego International, Carmel, Ind., that looks, feels, smells and
applies like normal paint.
The company's fire barrier product is a heavy bodied, single-part latex
designed for use on construction materials such as oriented strand board
(OSB), structural insulated panels (SIPs), framing lumber, plywood, trusses,
drywall and doors, according to Tony Scott, who serves as Contego's executive
vice president for strategic development. The coatings may also be used
on aluminum and steel sheets as well as round and box steel columns.
The non-toxic, non-dermatic product protects most building materials from
fire as long as the primer adheres to the substrate and is not damaged
or penetrated. When exposed to fire, fire barrier latex expands to form
a tough char barrier depriving fire of fuel, causing the fire to die.
The barriers also minimize deadly smoke production.
The coatings apply like regular paint. No special tools are required.
Brushes, rollers and standard sprayers may be used.
Contego's passive fire barrier recently passed the rigorous UBC26-2 Thermal
Barrier Test at Omega Point Laboratories in Elmendorf, Texas. Two coats
(14-mil dry) of the latex were applied to a 36- by 36-inch piece of 7/16-inch
OSB with a splined joint down the centerline. After being placed in a
horizontal fire resistance furnace, the sample achieved a 23-minute thermal
barrier rating. The test is designed to measure the thermal barrier at
only 15 minutes, but was allowed to continue until the unexposed side
of the test panel reached the 250-degree Fahrenheit average temperature.
The latex product also achieved a zero flame and smoke spread rating.
Last year, Contego's fire barrier latex was named as one of the Top 100
Products for Architecture & Construction by Hanley-Wood Publications.
IBACOS, the independent product evaluation and testing center (www.ibacos.com)
also released its in-depth analysis of all intumescents, noting that Contego
is the only one they could recommend.
A number of insurance underwriters like Safeco and CNA are mandating the
use of Contego specifically for many of their large commercial accounts,
Scott points out.
For more information, Scott can be reached at (317) 580-0665
(telephone), (317) 432-0665 (mobile) or (317) 580-0663 (fax).
© 2004 Columbia Publishing
Pure
Pacific Organics
Fresh Cut
May 2004
$22-Million Niche Continues to Grow
Years ago, Tom Russell, the president of Pacific International
Marketing (PIM), Salinas, Calif., dreamed of owning a $20-million-a-year
business. Today, the organic side of his business alone is doing more
than that. In 2003, Pure Pacific Organics had $22 million of the conglomerate's
$300 million in sales and is growing at the rate of 20 to 25 percent per
year.
PIM is the parent company of Dynasty Farms, the conventional farming and
processing arm of the business, while Pure Pacific Organics is an all-organic
farming and processing operation. Russell is also a general partner in
Meyer Pacific, which produces tomatoes, squash, cucumbers, corn, bell
peppers and grapes, also marketed through PIM.
Both conventional and organic product sales have been booming in recent
years, Russell acknowledges, but with one noticeable difference. Conventional
product growth has been largely due to acquisitions - picking up shippers
here and there - while organic sales growth has come from attracting new
customers, many of whom purchased only conventional produce in the past.
Organics a Hot Topic
In addition to the natural food stores - very important to organic producers
- PIM marketers are seeing more and more business with retail grocery
chains.
"Whether we're talking about Albertsons, Krogers, Safeway, Wal-Mart
or the smaller chains and individual stores, one of the noticeable changes
I've seen over the past couple of years is increased talk about organics,"
Russell says. "All are trying to figure out how to keep a piece of
the pie. They worry about losing customers to other retailers or natural
food stores offering organic products."
One reason is those purchasing organic foods are generally willing to
spend more money on quality. Should a retailer lose this group over produce
issues, he well knows there will be a decline in high-end purchases -
foods such as steak, olive oils and other items.
"Knowing that, conventional retailers everywhere are beginning to
add organic components to their businesses to protect and enlarge their
customer base," Russell points out. "They also recognized the
importance of a one-stop supplier. An outlet that carries both conventional
and organic produce will enjoy more business.
PIM is able to help fill the bill in both directions, he says.
"As we visit with retailers, many mention they are receiving public
pressure to include organic foods in their stores. Customers are writing
in and asking why there are no organics, and they want to be able to respond,"
he notes.
On both the organic as well as the conventional side, retailers are looking
for convenience - valued-added organic produce, pre-cut or packaged in
some shape or form to attract customers, he says. The goal is to please
customers and increase sales without bringing in organic produce only
to be thrown away later because it is not moving off of the shelf.
One approach proven to increase organic sales is placing the product side
by side with conventionally grown produce, Russell explains. On the marketing
side, retailers are discovering that segregating organics off by themselves
in the produce department doesn't work. Customers assume the product is
either inferior in quality or is over-priced.
In some retail outlets, Russell's group helps sponsor promotions, offering
conventional and organic broccoli crowns adjacent to each other in the
same area of the produce department. Although some cannibalization takes
place, it has been limited. In fact, many customers purchase both types.
Organic Quality a Must
"If you want to sell organic produce today, quality must be every
bit as good as conventional," he emphasizes. "The view that
it's okay if it looks ratty but is organic no longer holds water. Organics
are competing in a beauty contest in the produce department, and if they
can't compete, they are not going to sell."
Retailers positioning organic and conventionally grown fruits and vegetables
in the same area must exercise extreme care, Russell points out. With
organics, there are strict legal requirements in place.
"You have to be very careful to avoid co-mingling," Russell
warns. "To place the two types of produce in the same area, the organics
have to be completely wrapped or covered. You can't even compromise the
product with a spray or mist, the concern being chemicals could wash down
and compromise the organics. The rules are very strict."
For just that reason, Pure Pacific Organics packages its organic products
for its retail customers. Whether celery or romaine hearts, baby lettuces
or various spring mixes, anything organic is packaged to avoid cross-contamination.
Natural foods stores, which account for around 50 percent of the company's
organic produce sales, are generally less particular about packaging.
The reason, of course, is everything is organic and displaying in bulk
is of reduced concern.
Organic Salads Driving Foodservice Sales
The pre-cut side of the organic trade is "still in its infancy,"
according to Russell. In the foodservice trade, the biggest mover for
Pure Pacific Organics is baby salads, everything from a three-pound bulk
bag organic spring mix to organic Spanish and arugula. Salad mixes of
various blends are finding their way into more and more "white table"
restaurants.
Organic romaine hearts have become a big seller for the company, rivaling
conventional romaine heart sales from the Dynasty Farms side of the business.
Sale volume is 60 to 75 percent of the conventional program and is experiencing
double-digit growth each year.
The hottest markets for organic produce, whether whole or fresh-cut, are
the East and West Coasts, where the population centers are, the entrepreneur
notes. There also is strong demand in Canada. The Midwest has pockets
of interest in organics, but overall demand has not been strong.
Looking ahead, the company's organic marketing team plans to add whole
leaf filets to its organic vegetable program. Its organic green onion
program also will be expanded, with the onions placed in plastic bags.
"We're getting calls now from people asking for organic florets in
a bag or box," he says. "Others are asking for broccoli crowns
in a bag. We're already doing that in our conventional program, offering
three per bag. Much of what we are processing conventionally has an organic
component, and we intend to explore that aspect of our business."
Boom Ahead in Pre-cut Fruit
For processors with the right kinds of distribution channels in place,
Russell sees great opportunity ahead to market more pre-cut organic fruit
products. Fruit, particularly melons and cantaloupe, could be hot items
in the marketplace, he feels. Bug bites on the exterior of the fruit,
for example, would be unimportant once the fruit is peeled, cut and placed
in plastic tubs.
"Organic fruit is also sweeter," he opines. "It's grown
slower, and isn't brought along as rapidly by conventional fertilizers.
Whether strawberries or melons - and we grow both - everything tends to
be sweeter. The next big 'boom' area is going to be organic pre-cut fruit."
At the moment, PIM and Pure Pacific Organic have no plans to move in that
direction. The view is that other, larger national fresh-cut processors
have more extensive distribution networks already in place and are better
equipped to deliver the rapid turnaround fresh-cut fruit products demand.
Russell played the key role in founding Dynasty Farms in 1985, PIM in
1988 and Pure Pacific Organics in 1997. The PIM president is also a general
partner in Meyer Pacific, the conglomerate's west Mexico produce and shipping
operation.
Today, Pure Pacific Organics is an employee-owned company with 14 owners.
Russell owns the dominate share. Between both conventional and organic
programs, 103 growers are involved.
Born in Phoenix, Ariz., Russell earned a college degree at Arizona State
University before beginning a career marketing produce out of Arizona
in 1976. Later, in 1982, he moved to California and became what's known
in the trade as a "have phone, will travel" salesman. He continued
to sell produce for small growers in California, Arizona and New Mexico
for several years, setting the stage for his present involvement with
PIM, Dynasty Farms, Pure Pacific Organics and Meyer Pacific.
© 2004 Columbia Publishing
Organic
Salad Mix Niche Continues to Grow
Fresh Cut
May 2004
How important is the organic market for fresh-cut processors?
While not a huge segment, it is growing at the rate of about 20 percent
per year, according to Bill Zinke, vice president of marketing for Ready
Pac Produce. Already well past coleslaw and Romaine hearts in the list
of market segments, organic fresh-cut products are growing in importance
and are likely to remain in a positive growth pattern, at least for the
foreseeable future.
Information Resources Inc. (IRI) data shows organics account for 6.4 percent
of the fresh-cut salad category, Zinke points out.
That's nearly double coleslaw sales at 3.3 percent and well above Romaine
heart sales at 4.8 percent. Organic fresh-cut salad sales, while not huge,
have moved beyond the eccentric eating requirements of hippies and flower
children and health stores into mainstream America. While nowhere near
the top of the list in consumer sales, organic products, including fresh-cut
salads, are on the grow, and there are few indications yet when that growth
curve will begin leveling off.
"While I expect to see some flattening of the organic product segment
in the years ahead, I believe the category will continue to grow,"
says Zinke. "Why? Because organic products are now more mainstream,
and part of the reason for that is they are higher quality today than
in the past, are available in excellent varieties - not just a limited
assortment - and are more appealing to a wider consumer base.
Expanded Distribution
"Today, these products are most often found in the traditional sections
of the grocery store, so that shoppers are more exposed to their availability
and see them as an option. With higher quality, more offerings and reasonable
prices, we're seeing more crossover purchases by people who in the past
bought only conventional," he explains.
The fact that organic fresh-cut lettuce prices have been relatively consistent
in comparison to non-organic or conventional products has also helped
grow the category, Zinke adds. Because the price differentiation generally
is not great, consumers do not have to make the tough decision of deciding
how much more they are willing to pay for going organic.
"In some cases, these organic products are a bit more expensive,
which doesn't help in the decision-making process. But some consumers
are willing to buy organics because of the confidence they feel knowing
these fruits and vegetables are grown without pesticides," he says.
"Also, many of these products are priced at parity so they are more
of a legitimate option. The consumer doesn't have to wrestle to justify
the premium cost.
"Because organic prices are reasonable and relatively competitive,
I believe this segment will continue growing. I don't see 6.4 percent
as a stopping point. At the current growth rate of 20 percent per year,
I see organics at 8 to 10 percent of the segment within two to three years,
easily," he prophesies.
Just how big organics will become in terms of market share remains unknown,
Zinke admits. Future investments in new items, added varieties, education
of the benefits of organics and maintaining relative pricing parity or
competitiveness may all play a role in how this market segment develops.
Organic Salad Portfolio
Today, Ready Pac markets four items in its organic fresh-cut salad line.
These are:
· Mesclun - A baby lettuce and baby green medley similar to spring
mix on the conventional side. Popular in the marketplace, Mesclun is selling
very well and is Ready Pac's most profitable organic fresh-cut salad product.
· Caesar Romaine -This Romaine fresh-cut offering is clearly No.
2 in sales in the company's organic fresh-cut portfolio.
· Monterey - A green leaf lettuce-based item that includes Romaine
and shredded carrots.
· Florentine - A baby spinach blend that includes some baby arugula
and tat-soi. Both Florentine and Monterey mixes are selling well and rival
each other for the No. 3 slot in sales.
"These four organic products represent a nice cross-section of our
European style salad line, which are our conventional, non-organic blends,"
Zinke points out. "Ready Pac is best known for and has its best performers
and top sellers in its baby leaf items. It is with these types of salads
that the company does best: spring mix and spinach. It is here that we
have incorporated a lot of our heritage.
"We also have a number of good sellers on the more traditional side,
such as Romaine," Zinke notes. "We have two non-baby leaf items
in our organic line - one a traditional, hearty Romaine and the other
a green leaf-based item - that are solid options and very popular."
The decision to include organics in Ready Pac's fresh-cut salad portfolio
was made seven or eight years ago, according to Zinke, when the category
was barely a blip on the radar screen. Company executives recognized a
growing trend and envisioned a future niche market that one day could
be important to Ready Pac's bottom line.
"Back then, we began introducing some items and now have a core group
of four organic fresh-cut salad varieties," the vice president of
marketing says. All are certified as organic by Quality Assurance International,
the leading national organic certification agency. All also bear the U.S.
Department of Agriculture seal of approval for meeting USDA standards.
For the present, Zinke says Ready Pac is content with its "strong
line" of organic salads offerings. There is no intent to bring on
new items unless there is perceived potential to grow segment profitability.
The current organic salad line is established well in the marketplace
and is enjoying strong consumer support.
In the organic fresh-cut salad segment, Ready Pac ranks No. 2 behind Earthbound
in national market share. On the conventional salad side, the company
is the third largest brand in the category, behind Fresh Express and Dole.
It competes for organic market share with many other fresh-cut processors,
some regional and some national.
"To set ourselves apart, we focus on quality," Zinke stresses.
"We offer promotional incentives and different offers to ensure loyalty
to Ready Pac products, and for those who have not tried our products before,
we do what we can to encourage them to give us a try."
Product Segregation Critical
Ready Pac associates practice extreme care to protect the integrity of
their fresh-cut organic products, according to Zinke. All organic produce
arriving at company plants is segregated and processed separately. This
may be according to the time of day, the use of specific processing lines
or the facility at which they are produced.
"To be certified as organic, there must be absolute compliance with
established regulations," he points out. "No blending is permitted
ever. The produce is washed, cut and bagged separately. No loosening of
established constraints is permitted. All in this industry recognize the
importance of being in compliance, both in terms of business ethics and
the legalities involved. Should an issue develop - be it quality, health
or food safety - we all realize everyone would suffer. All of us play
a role in protecting the industry at large and in earning ongoing consumer
trust."
Ready Pac contracts its organic produce supplies from various grower-partners
around the country.
© 2004 Columbia Publishing
Bioterrorism
Rules: FDA Concerned Over Lagging Compliance
Fresh Cut
May 2004
Only about half of the food facilities in the United States
that need to be in compliance with the government's previously announced
mandate to implement two provisions in the Bioterrorism Act have done
so.
The U.S. Food and Drug Administration (FDA) and the U.S. Bureau of Customs
and Border Protection (CBP) recently expressed concern over the lack of
compliance, noting that "food shipments are arriving at U.S. ports
of entry without the requisite submission of prior notice to FDA.
On Oct. 10, 2003, the FDA and CBP jointly issued two interim final rules,
known as IFRs, to implement provisions in the Public Health Security and
Bioterrorism Preparedness and Response Act of 2002 (the Bioterrorism Act).
These were: (1) registration of food facilities and (2) prior notice of
imported food. Both rules are intended to enhance the safety and security
of the U.S. food supply and took effect Dec. 12, 2003. FDA and CBP are
strongly encouraging compliance with these IFRs.
"The agency is especially concerned about the relatively slow pace
of registration, which drastically declined once compliance policy guides
(CPGs) were issued," the announcement read. It noted that during
the initial months of implementation of the two rules, the agencies would
emphasize educating affected parties. Both CPGs clearly stated, however,
that the agencies expect a good faith effort at compliance, as the requirements
of the IFRs are in effect.
Copies of the CPGs may be obtained at: www.cfsan.fda.gov~dms/fsbtact.html.
Registration of Food Facilities
The Registration IFR requires domestic and foreign facilities that manufacture,
process, pack or hold food for consumption by humans or animals in the
U.S. to register with FDA by Dec. 12, 2003. The owner, operator or agent
in charge of a domestic or foreign facility, or a person authorized to
register on their behalf, may register the facility.
The Registration IFR applies to all affected facilities for all foods
and animal feed products regulated by FDA, including dietary supplements,
infant formula, beverages (including alcoholic beverages) and food additives.
The owner, operator, or agent in charge of a domestic or foreign facility,
or a person authorized to register on their behalf, may register the facility.
Prior Notice of Imported Food
The Prior Notice IFR requires that FDA receive advance notice of each
article of food imported or offered for import into the U.S. regardless
of whether the food will be consumed in the U.S. The rules requires notice
be submitted before the food arrives at the port of arrival.
It is permissible to file prior notice over the Internet using FDA's Prior
Notice System Interface (www.access.fda.gov).
For detailed information on the new bioterrorism rules and how to comply
with them, go to www.cfsan.fda.gov and click on either the Prior Notice
or Food Facility Registration buttons at the top of the left hand column.
For questions or requests for printed information about the rules, call
1 (800) 216-7331 or (301) 757-0156; fax (301) 210-0247; or e-mail them
by going to www.cfsan.fda.gov/~furish/helpf2 and completing the form.
© 2004 Columbia Publishing
>>
Return to top
Timely
Information Proves Hit with Fresh-cut Industry
Fresh Cut
June 2004
RENO, Nev. - "The best ever" is the way one
attendee described the 17th Annual International Fresh-cut Produce Association
Conference and Exhibition, held April 22-24 in Reno, Nev.
Approximately 1,200, a near record number, were in attendance at this
year's show. One hundred twenty-four exhibitors displayed equipment and
services at the exhibition, a new, all-time high.
While this has been a transitional year for the
IFPA - Jerry Welcome replaced Edith Garrett as IFPA president - the baton
appears to have been passed smoothly. The association staff put together
an information-packed, eye-opening treat filled with valuable information
for anyone involved in the fresh-cut produce industry.
Tours included stops at the Scolari's Supermarkets Distribution Center
and the kitchen and food operations of two well-known casinos, Silver
Legacy and Reno Hilton. Workshops focused on sanitation, packaging, foodservice,
nutritional labeling, regulatory and scientific research related to fresh-cut
produce. A Saturday morning breakfast retail panel also looked at issues
important to the fresh-cut retail market.
Joe Theismann, former Washington Redskins' quarterback and Superbowl champion,
gave the keynote address, "Managing to Win." He stressed the
value of associations, such as IFPA, that provide "much needed educational
services."
While challenging the group with the question, "What price are you
willing to pay to be special?" he also countered with the warning,
"Don't sacrifice your family for your career."
Very apparent at this year's conference was the growing international
composition of IFPA's membership. Attendees came from many countries across
the globe, from Central and South America to Europe and Asia.
Award Winners Honored
Steve Gill, a partner in Gills Onions, Oxnard, Calif., was honored with
the 2004 Fresh-cut Produce Award, presented by The Produce News.
Gill is part of a third-generation farming family, that, in partnership
with his brother David, raises a variety of crops on a total of 10,000
acres in Oxnard and Salinas, Calif., called Rio Farms. Three thousand
acres of that operation are devoted to onion production.
The onion growing operation, coupled with a world-class, 95,000-square-foot
onion processing plant in Oxnard, called Gills Onions, comprises the largest
fresh onion growing and processing operation in the world.
Gill is a past IFPA chairman of the board.
Winner of the 2004 IFPA Technical Award was Joan Rosen, director of national
food safety and regulatory affairs at Fresh Express, Salinas, Calif. Presented
by Dr. Jim Gorny, IFPA vice president of technology and regulatory affairs,
the award is bestowed to honor an individual or company that has advanced
the common good of fresh-cut produce by enhancing food safety and food
quality, advancing innovative technologies and enhancing the overall image
of the industry.
Rosen joined Fresh Express in 1990 as technical services manager, advancing
later to posts as director of its national quality group and technical
services in 1993 and has served in her current position since 1997.
"This year's recipient is truly an innovator who has given unselfishly
of her time for the benefit of all of us involved in the IFPA and fresh-cut
industry," Gorny said.
Scientific poster award winners this year were Drs. Larry Beuchat and
John C. Beaulieu. Beuchat is a professor in the Center for Food Safety
at the University of Georgia, Griffin, Ga. Beaulieu, serves at the Southern
Regional Research Center in New Orleans, La.
Beuchat was involved in teams studying: (1) "Inactivation of Salmonella,
Yeasts and Molds on Small Fruits by Treatment with Gaseous Chlorine Dioxide;"
(2) "Efficacy of Sanitizers in Killing Listeria monocytogenes on
Lettuce;" and (3) "Factors Affecting Detection and Enumeration
of Salmonella Poona on Cantaloupes."
Beaulieu's research teams reported on: (1) "Fresh-cut Honeydew Melon
Cubes Prepared from Plants Sprayed with Different Calcium Compounds: Qualitative
Differences at Harvest and after Whole Fruit Storage" and (2) "Within
Season Quality Differences in Stored Fresh-cut Eastern and Western Cantaloupes."
Much to Enjoy
A number of attendees enjoyed the IFPA golf tournament, held at Lake Ridge
Golf Course, a Robert Trent Jones-designed course consistently voted as
the best course in Reno.
The closing party was held at the National Automobile Museum, home of
the world-famous Harrah Collection, a century of automobile history. Included
in the collection are more than 220 antique, vintage, classic, special
interest and one-of-a-kind wonders as well as cars owned by previous movie
stars.
© 2004 Columbia Publishing
Retailer
Considering Nutraceutical Fruit and Vegetable Section
Fresh Cut
June 2004
Huge opportunities to promote fresh-cut fruits and vegetables
as functional foods exist today, according to Dr. Leonard Pike of the
Vegetable and Fruit Improvement Center, Texas A&M University.
Speaking during the "Nutritional Labeling for the 21st Century"
workshop, Pike said he already has been approached by one retail chain
about how best to begin a nutraceutical section in its produce departments.
The retailer would like to display fruits and vegetables with special
health characteristics in one area.
Pike warned the industry, however, to make sure that flavor is there before
beginning such promotions.
Packed with vitamins and minerals essential to good health, fruits and
vegetables also are rich sources of phytochemicals believed to effect
human wellness. Opportunities to inform consumers of certain benefits
exist as the U.S. Department of Agriculture has indicated a willingness
to "let us make recommendations before all of the data are in,"
Pike said.
Nutritional Levels Vary
Just about any fruit or vegetable on the market has a wide variability
of what's in it, the researcher pointed out. This makes it difficult to
become too specific on nutritional labeling promises.
The BetaSweet maroon carrot is the Vegetable Improvement Center's first
designer vegetable released with high levels of natural compounds promising
added health benefits. Other healthy, high-quality carrot and other vegetable
choices are on the way, the researcher promised.
Pike's team has lowered the terpenoid level in carrots, making them easier
for babies to eat. Anthrocyanins and beta carotene also have been added,
making certain varieties more crisp and sweet. Lycopene content also is
being boosted.
Others making presentations during the "Nutritional Labeling for
the 21st Century" workshop were Dr. Adel Kader, a professor of postharvest
physiology at the University of California, Davis, and Linda Brugler,
manager of nutrition marketing for produce, Better Health Foundation.
Fruits, nuts and vegetables play a significant role in human nutrition,
Kader reported, listing in detail vitamin, mineral and other content.
Climatic conditions, particularly temperature and light intensity, affect
nutritional quality, as do altitude, soil pH and salinity, production
practices (organic versus conventional and greenhouse versus field), ozone,
insect injury and plant disease.
"Maturity at harvest, fruit size and harvesting method influence
the commodity's quality and extent of physical injuries," he explained.
"Delays between harvest and consumption or processing can result
in losses of flavor and nutritional quality. The magnitude of these losses
increases with exposure to temperatures, relative humidities and/or concentrations
of O2, CO2 and C2H4 outside the ranges that are optimum for each commodity
during the entire postharvest handling system."
Processing methods also can "greatly affect the nutritional value
of fruits and vegetables," the researcher warned.
Oversees Health Claims
In her presentation, Linda Brugler spelled out the governing agencies
overseeing health claims: (1) Food and Drug Administration (FDA); (2)
Federal Trade Commission (FTC); and (3) state agencies.
FDA has the primary responsibility for ensuring safety of cosmetics, dietary
supplements, foods, drugs and medical devices and sets labeling requirements,
she said. FTC has authority over product advertising and may challenge
an advertisement on the grounds that it is (1) false or deceptive; (2)
likely to mislead reasonable consumers; or (3) is likely to influence
purchasing decisions or otherwise affect important consumer decisions.
On the state regulatory side, most states model the FD&C and FTC acts.
Individual states have various consumer agencies to enforce state consumer
laws.
FDA and FTC share responsibility for the regulation of advertising and
labeling. The FTC focuses on traditional TV, radio and print advertising,
she said. On the other hand, the FDA oversees labeling regulations, including
everything but traditional advertising. Both the FDA and FTC police the
Internet.
Burgler said the Produce for Better Health Foundation provides a service
to members designed to provide strategic direction and overall leadership
in the use of nutrition messages to increase the appeal and sale of fruits
and vegetables. It provides assistance to help members use health messages
correctly and responsibly, she said.
© 2004 Columbia Publishing
New
IFPA President Hopes to Broaden Services
Fresh Cut
June 2004
While food safety information will remain an important
focus for the International Fresh-cut Produce Association (IFPA), its
new president hopes to broaden the areas of service the organization is
able to provide.
Interviewed recently during the IFPA annual convention in Reno, Nev.,
Jerry Welcome said he particularly hopes to provide more marketing expertise
to the association's membership.
"We need to become more familiar with our customers and their particular
needs," he said. "We need more information on what consumers
actually want. This sort of information is going to be critical for these
people to grow their businesses. They must understand what is going on
in the marketplace to effectively sell to retailers and other customers."
Part of the approach is to correctly identify what consumers want and
then gear products to fill those particular needs, he explained. Providing
such services will require expertise.
More Expertise Coming
"Dr. Jim Gorny has a very strong background in the food safety area,
and, as you know, that is one of the reasons IFPA has been so successful
in that area," he explained. "But now is the time to reach out
and identify other Jim Gorny-type people, experts in business who can
help develop better marketing programs and offer their expertise."
Developing more effective communications is a second area, the new president
said, that will get his attention. As the industry grows and becomes more
prominent in the marketplace, more detractors can be expected. A quality
communications program is critical and must be in place.
"We will need to address issues on a much larger front," he
said. "It is important that we develop our communications ability
and be proactive in the marketplace. IFPA needs to be a spokesperson for
the industry and face the issues head on. Fresh-cut processors with various
products out there should not be left on their own. IFPA can, and should
be, an effective spokesperson to help them work with the media."
Beyond that, a third area of focus will be providing businesses with more
useful information, Welcome said. IFPA can be a central point for collecting,
processing and evaluating data and then providing it back to members to
use as they see fit.
"Obviously, we are not going to be telling anyone how to run their
businesses," Welcome qualified, "but good information can help
them be more successful than they are now, and IFPA hopes to become a
better information resource. Whether it is conducting more research studies
or sending out more consumer surveys, we can do a better job in that area.
Over time, our data base will build, enabling us to be more responsive
with accurate information when issues come up."
International Membership Growing
Welcome also hopes to reach out to the IFPA's growing foreign membership,
well represented at this year's annual conference. A substantial number
of fresh-cut processors from around the world were in attendance.
"I believe IFPA must do a better job of actually going and meeting
these people in the various countries where they live," he said.
"Certainly, Europe, the United Kingdom, in particular, is well ahead
of us here in fresh-cut products. There are some very forward thinking
companies over there, and I'm confident we can learn from them."
As part of its outreach, IFPA will be holding a fresh-cut technology basic
training workshop in Toronto, Canada, in July, Welcome noted. Sanitation
seminars and other training events also are planned.
"It is imperative that we visit our membership wherever they live
and bring them the same types of programs offered here in the U.S.,"
Welcome added. "The role of an association is to bring people together
to facilitate discussion and dialog. At these conferences, seminars and
workshops, opportunities are provided for produce companies to work with
processors and vendors to show processors what they have. We need to facilitate
this process in the best way possible and make it convenient, easy and
affordable."
© 2004 Columbia Publishing
Packaging
Innovations on the Horizon
Fresh Cut
June 2004
By David A. Kuhlmann
Prior to World War II, flexible packaging in North America
consisted of parchment paper, waxed paper and cellophane. Polyethylene
film was introduced in the early 1950s replacing waxed paper for bakery
products. The ubiquitous "poly bag" first appeared in the late
'50s. Rigid packages consisted of cans, bottles, "Dixie Cups"
and folding cartons until the advent of molded and thermoformed plastics
in the early sixties. Today, we have many options to choose from to package
consumer and industrial goods.
Food distribution has been revolutionized through incorporation of barrier
and breathable packages that extend the shelf life of just about every
product in the supermarket. Meat and cheese benefit from high barrier
films that protect them from oxygen and pathogens. Fresh fruit and vegetables
require oxygen to respire. Films and lidding with precisely engineered
transmission rates have evolved over the past decade. Chocolates and other
sensitive items need protection from foreign odors. Ever wonder why the
detergent aisle is far away from candy and baked goods? Food safety has
improved exponentially as a direct result of the packaging options we
have today.
That brings us to innovations in their initial rollout and projects on
the drawing board. Loosely quoting Winston Churchill: "We have accomplished
so much. We have so much more to do." Five challenges with solutions
on the way will give us insight to the future for fresh-cut packaging.
Enhanced Transmission Rates
Conventional films used for fresh-cut applications are practically limited
to the 50 to 400cc transmission rate range by mechanical and optical requirements.
Fortunately, that works just fine for salads and most greens put up in
common sizes from five ounces to five pounds. Everything from Caesar salad
kits to foodservice packages of taco shred lettuce can be accommodated.
A new niche, club store sizes of higher respiring salads such as spring
mix, requires a combination of optics, stiffness and breath ability addressed
by a new generation of OPP from AET.
Enter broccoli florets packaged in waxed cartons with top ice. Waxed cartons
are not recyclable, adding to the solid waste load. Top ice makes a mess
of truck trailers, distribution centers, restaurants and supermarkets.
The solution is the use of modified atmosphere packages to slow respiration
and retain moisture. The challenge is to provide three to four liters
of oxygen through the package walls each 24-hour day. If the internal
atmosphere goes to zero oxygen the product develops a powerful odor. If
oxygen levels are too high, the florets turn yellow.
How can we do that? Put holes in the film. Sounds easy until we consider
the precision required to provide enough oxygen to avoid odor and not
enough to cause yellowing. Membranes made of highly porous material adhered
over a hole in the package have successfully achieved the correct atmospheres
for some time. While they work well, they are, for the most part, proprietary.
Mechanical perforations are imprecise affording limited benefit. The future
lies with laser and electrostatic venting. Hole size and quantity are
controlled to yield the perfect atmosphere.
Lidding for PETE Tubs and Clamshells
Polyester or PETE is the polymer used for two-liter soda
bottles. It is the plastic most recycled by consumers. The number one
inside the triangle on the bottom of the package says good things to environmentalists.
Clamshells for fruit, and recently salads, have gravitated toward PETE
for this reason. There is one problem where modified atmosphere is required.
The only thing that seals to polyester is polyester. Polyester film does
not breath sufficiently for produce applications. A development is in
the works to resolve this conflict. Attributes such as variable transmission
rates, peelability and antifog, all with great optics, are on the way.
Stay tuned.
OPP Coex with Hermetic Seals
Oriented polypropylene films replaced cellophane in the seventies. Constant
development has ushered OPP into every isle of the supermarket. The fresh-cut
salad display case is loaded with packages made form OPP laminated to
polyethylene sealant. Historically OPP coex films have performed well
in bakery and many other applications. They were limited by seal leaks
and low transmission rates for retail fresh-cut salad packages. Efforts
are underway to resolve those two issues for kits and blends. Stay tuned.
Compostable Corn Based Film, Tubs and Clamshells
How many times have we read that plastic is the scourge of our planet?
Bags cling to fences, and beaches are littered with plastic trash. Much
has been done to recycle plastic packages, but the visual evidence suggests
it is not nearly enough.
"Biodegradable" plastics have been a hot topic for at least
a decade. Unfortunately, they do not work well in landfills. CargillDow,
a joint venture of Cargill, a major grain and food producer, and Dow Chemical,
perhaps the most innovative plastic resin producer, has developed PLA
resins made form corn. The claim is PLA is compostable with green waste.
PLA film is currently being used in Italy by one processor for retail
salads. PLA tubs and clamshells have made early appearances in North American
produce and deli departments. Film and tubs are currently available in
North America. Fresh-cut applications will require testing as there are
several unknowns for this new technology. Check out the website at cargillldow.com.
InnoLok Zipper Reclosable Packages
Zipper reclosable packages were introduced for fresh spinach in the late
1980s. They were an instant hit with consumers who demonstrated a willingness
to pay more for the convenience. Popularity has its challenges, though.
As volume picked up, packers switched to form-fill machines from hand
pack. Unfortunately, this eliminated the zipper reclosure. Recent developments
have successfully returned that option. Zipper patches are heat sealed
to the packaging rollstock before it is run through the form fill machine.
There are two ways to accomplish this. Machines dedicated to one item
such as one-pound garden salad "back packs" are available to
attach the zipper patch in line. Specialty items and club store-sized
packages with shorter runs do not work as well with in-line zipper because
of multiple changeovers and set ups. The solution for the majority of
applications is to purchase film with the zipper patch pre-applied by
the InnoLok process. Zippers are available in conventional format for
vented packages like spinach and hermetic peel seal format for modified
atmosphere applications. Adding zipper to your packages is as simple as
opening up the tube to collar gap in the former and mounting a roll on
the form fill machine. Speeds and waste are comparable to non-zippered
material.
The future is filled with projects focused on helping grow the fresh-cut
segment. The environment needs help. Food safety is a concern. Convenience
is at the core of many buying decisions. Product presentation is critical
in the competition for shelf space. Packaging professionals are important
members of the fresh-cut team.
Editor's note: David A. Kuhlmann, president of Kuhlmann
Packaging, Inc., can be contacted at 1188 Padre Drive, Suite 203, Salinas,
CA 93901; phone (831) 755-1727; e-mail KUHL912@aol.com.
© 2004 Columbia Publishing
RLB
Food Distributors/FreshPro
Fresh Cut
June 2004
$100 Million in Business and on the Grow
WEST CALDWELL, N.J. - Using the marketing muscle of their
wholesale produce, deli and bakery distribution company in combination
with an aggressive, customer-oriented, fresh-cut produce processing business,
Rob and Elisa Spungen Bildner have put together a $100 million enterprise
that continues to boom.
Rob serves as president of RLB Food Distributors, while his wife, Elisa,
is president of FreshPro, the fresh-cut processing side of their business.
The companies are headquartered in West Caldwell, N.J.
RLB Food Distributors was incorporated in 1985 as a wholesale produce
distribution company marketing specialty produce to supermarket chains
around the country. The first products brought in were peppers and tomatoes
from Holland, persimmons from Israel and Asian pears from the Far East.
Other products were introduced as the years rolled by.
"From the beginning, marketing has always been a very big part of
our business," Rob says. "Early on, we used recipes and demonstrations
to show our retail customers how to merchandise our products in their
produce stands."
Today, RLB is a full line produce wholesaler, distributing everything
from whole produce to fresh-cut, as well as a purveyor of a complete line
of deli and bakery products. From Boston to Washington, D.C., the company
distributes throughout the Northeast and Mid-Atlantic. Several hundred
supermarkets, convenience stores and foodservice operators are on its
growing list of customers.
The Fresh-cut Story
FreshPro, the fresh-cut produce side of their business, came into being
in 1993, eight years into the history of RLB. The impetus for the new
venture came when a New York City supermarket executive called Rob and
asked if he could core fresh pineapples for his store. The supermarket
had run out of backroom space to do the processing onsite and needed an
outside supplier.
"I said, yes, of course. No problem," he grins. "Not long
after, another customer called and wanted us to begin squeezing orange
juice. Before we knew it, we were also cutting cantaloupe, honeydew and
green beans and were learning that fresh-cut is an entirely new business."
Once the commitment was made to learn the business, Elisa came on board
in an active leadership role. Eventually, the company affiliated with
the forerunner of the International Fresh-cut Produce Association, and
Rob and Elisa were soon visiting fresh-cut processing facilities around
the country to learn more. Rob even served on the association board.
"During that time, we developed a relationship with the management
of Marks & Spencer, one of the largest retailers of fresh-cut products
in England," Rob recalls. "We visited state-of-the-art processing
facilities over there. Experts from Marks & Spencer then came over
here and helped us build our second high-care room. From there, our business
took off and has continued to grow and grow."
Product Portfolio
Today, FreshPro processes a lengthy portfolio of fresh-cut products -
everything from bulk vegetables to cut green beans, mangoes and melons
and a line of grab n' go items (apples and caramel, apples and cheddar
cheese, carrot sticks and celery sticks with a dip, for example). The
company also markets fresh-cut organic fruits and vegetables, and almost
all product lines are kosher certified. One burgeoning area of business
for FreshPro is co-packing produce, and even deli, for West Coast growers
and processors; currently it co-packs organic vegetables for a western
producer.
Organic produce accounts for 11 to 12 percent of RLB sales, according
to Rob, and he and Elisa hope to duplicate that soon in the volume of
pre-cut organic products sold through FreshPro. While small health food
distributors have been around for years, RLB was one of the first full-line,
wholesale distributors to sell organic produce to conventional supermarkets.
The company began doing that in 1987.
RLB distributes a variety of salad mixes coming in from major, national
fresh-cut processors and does not attempt to compete in that market. "We
focus on products where we have a competitive advantage," explains
Rob.
One of the hottest innovations at present is pre-cut apples, according
to Elisa. Sales are booming. Because of growing product volume, a serious
investment has been made in adding automatic equipment.
To further appeal to their customers with bulk supply requirements, the
FreshPro president says she hopes to begin slicing tomatoes.
"One way we've developed our niche in this business is our willingness
to work closely with our customers," Elisa points out. "We cut
and package according to our customers' needs. Orders called in as late
as 1 p.m. are filled the same day. We emphasize flexibility here and respond
as rapidly as possible."
Seventy-five percent of FreshPro's output is packaged under private labels.
The majority of customers want their own label, she says.
"We've debated whether to push our own brand, FreshPro - many of
our convenience store customers are using it - but other customers prefer
their own brand identities, and we are happy to accommodate them,"
she adds.
On the grow, FreshPro has tripled its unit volume over the past four years,
the company president says. Bulk sales have grown significantly, but the
real growth has been in what she describes as the "value-added part
of the business," various products sold to convenience stores.
Processing Facility
FreshPro's processing facility has been revamped and expanded several
times and is expected to move into even larger quarters within the next
few years. It presently occupies approximately 12,000 square feet of space,
according to Bob Jursca, production manager. The workforce has grown from
one or two workers coring pineapple in the early days to 85 today. They
operate state-of-the-art equipment and turn out a wide variety of products.
One of the most used pieces of equipment is the company's first melon
peeler which, by last year, processed over two million melons. Automated
cutting equipment also makes it possible to produce apple wedges and other
high-volume cuts.
FreshPro's production facility includes prep, high care, palletizing and
shipment areas, according to Gary Moore, quality assurance manager.
"In the high care area, we are particularly proud of our hygienic
standards in place and the quality of our people and food safety programs,"
Moore says. "With customer concerns for both quality and safety,
we believe we have a leg up on our competition."
The high care area includes a window permitting customers and potential
customers to view what's going on inside. They can witness for themselves
the care -FreshPro is committed to HACCP - that goes into producing their
fresh-cut fruit and vegetable products.
Always looking to improve, FreshPro officials have been working with an
outside consultant, Brian Hill of Palconsystems.com, to more fully automate
and update their equipment. Among the goals are improving product output
and shelf life.
"We meet with retailers on a regular basis to discuss what's hot,
what's not, what products they'd like to see and what they'd like us to
develop," explains Elisa. "Sometimes, we'll have 20 or 30 people
in a room, roundtable style, to learn from one another. We find that this
process helps us remain focused on what is considered most important.
"We don't operate through the 'push system,' developing our own products
and then stuffing them down a retailer's throat. We operate through the
'pull system,' where retailers give us their 'wish lists,' and we go from
there," she says.
FreshPro maintains an experienced chef on staff to assist in new product
development. Elisa and other FreshPro and RLP associates visit supermarkets
to dialog with them on the risks and costs associated with backroom cutting.
While not always successful, the continuing efforts are bringing in new
customers.
From Law to Fresh-cut Produce
Both Rob and Elisa hold law degrees, and, in the earlier years of their
marriage, were practicing attorneys. Elisa also has experience as a journalist.
Representing the fourth generation in his family to be involved in the
food business, Rob grew up in the industry, working in various grocery
store produce departments and traveling with his family to numerous food
conventions, including the Food Marketing Institute (FMI). During family
vacations, his father, Allen Bildner, a former FMI chair, often included
his children in visits to local stores. This background planted the bug,
Rob is quick to admit, which eventually motivated him to drop the practice
of law in favor of becoming a business entrepreneur in the food industry.
One of the biggest assets the Bildners have going today is the combined
market muscle of RLB Food Distributors and FreshPro working together.
"Unlike most fresh-cut companies, we have full distribution capabilities,
including store door and warehouse delivery ability, to supply whatever
our customers need," Elisa points out. "This includes a full
line of whole produce as well as fresh-cut and other products."
Rob, Elisa and others in their management team are committed to community
service. Rob is a past chairman of the board of the New Jersey Food Bank
and has been on the board for 20 years. RLB and FreshPro regularly contribute
food to the program, which focuses on feeding the hungry.
© 2004 Columbia Publishing
Helpful
Tips for Packaging Decision Making
Fresh Cut
June 2004
An Interview with Bradley Abeson of Tyco Plastics & Adhesives
Q: What do you see coming down the pike in terms of packaging
for the fresh-cut fruit and vegetable industry?
A: I see films with better, controlled respiration and
higher oxygen transmission rates (OTR) that perform better. We have been
seeing this develop over the past 10 years. It is a result of improved
resin technology and equipment as well as creative partnering between
customers and suppliers.
I see microwave packaging technology becoming much more viable and making
a lot of sense in many operations. Fresh-cut processors handling carrots,
broccoli, cauliflower, peas, beans and similar products should benefit
most.
There are people out there looking for microwavable packaging. The technology
is there. You can run it on your existing equipment without loosing machine
speed or performance. It has the proper respiration for excellent shelf
life and is not handicapped by any known safety concerns. Having tried
product off of one system, I've never tasted better food. Gone are the
hot and cold spots common in current microwave packaging.
Q: What else to do you see coming?
A: I see more surface-printed, co-extruded films being used versus traditional
laminations, but I do not see laminations disappearing.
I see changes coming in controlled respiration films. There will be new
technology allowing OTR requirements to be met without punching holes.
Up until now, such films have been limited in range - to less than 400
cc on the high side. In the past, high breathing products have required
punching holes in the film. That is changing.
Q: What about surface-printed films?
A: These continue to improve and are able to satisfy more market needs.
This is largely due to major improvements in resins technology over the
last 10 or 12 years and the ability of processors to utilize more layers
efficiently in their operations. What I am referring to is the proliferation
in five- or seven-layer extrusion equipment and improved technology as
far as gauge and layer control and the like.
Q: With a wide variety of fresh-cut products, what's your
advice on how to make a packaging choice? Are there any sources I can
go to for neutral, unbiased help?
A: Ask your fellow processors. They have typically been stung and have
learned lessons the hard way. They are probably the best source to help
you go in the right direction.
Understand what you are trying to accomplish. If you want to sell a high
end package, you will be looking at a lamination. If you are worried about
spoilage and are concerned about cost and plant efficiency, then, certainly,
these co-extruded films are a good option in what typically, or traditionally,
had been a lamination product in the past.
My advice is look for somebody who knows what they are doing. The number
of people and companies that have been successful in this industry are
small. One of the reasons is the resins technology is available to everybody.
It doesn't take a lot of research. Extrusion equipment is readily available
out there, and a lot of people have that already sitting on their floors.
The key is it's a whole different way to run your business. When running
a multi-layer film for meat or cheese, you are trying to come up with
a high barrier product. If too much high barrier material is added, there
is no serious problem. The extra control is not that important.
Not so with fresh-cut produce. When looking at controlled, high respiration
films, you cannot afford to be off on any layer. You can't add too much
of an ingredient, nor can you add too little. It's a whole new way of
looking at a business that people out there sometimes do not recognize.
That's why a lot of companies making packaging products for meat and cheese
that have been highly successful but have failed in the produce arena
- even with a staff of trained chemists, engineers, equipment and know
how. Meat and cheese products are treated differently than bagged salads
and fruit products.
Another important fact to remember is there are differences in working
with hermetic seals on packaging equipment. When working with OTR and
gauge controls, there can be huge differences in the speed you can operate
your equipment. Having the proper sealant and COF control are more critical
in high speed produce applications than with other form fill and seal
applications where you can over-design the package and add extra insurance
to the structure. As with the barrier discussion, extra sealant or extra
heat resistance can be added to most form, fill and seal films but not
in a MAP package for produce.
Q: Any new packaging innovations coming for fruit products?
A: Important for the fresh-cut fruit industry is the ability to take advantage
of higher respiration bags. Fruit typically needs much higher OTRs than
produce, so this new technology is going to open up a whole new market
for fruit processors. Importantly, these films can be used with trays
or in bag form. Although trays will continue to dominate, these new technologies
also can be used for lid stock.
Q: What about the trend toward zippered bags and other
reclosables?
A: One of the biggest deterrents to the fresh-cut produce industry is,
based on certain limitations, the need for a hermetic seal. If you have
to have a hermetic seal and run your equipment at a certain speed, you
can only have so much sealant and so much heat resistance built into the
product. It has been next to impossible to design a hermetic zipper and
re-closable or easy-open feature. A zipper can, and is, being accomplished,
but it's important to have machinery, zipper and film experts helping
you that know what they are doing. Again, the big issues are machine speed
requirements and the fact that you need a hermetic seal. Because of OTR
requirements, you have definite film limitations.
Q: Why is that seal so important?
A: It is important to maximize the life of your product. Give up a hermetic
seal, and you reduce product shelf life and increase the risk of spoilage.
Your safety concerns will grow tremendously.
© 2004 Columbia Publishing
>>
Return to top
Fresh-cut
Fruit Category to Top $1 Billion by 2008
Fresh Cut
July 2004
by D. Brent Clement
Editor/publisher
Fresh-cut fruit sales could top the $1 billion mark by
2008, according to a report given during the United Produce Expo and Conference,
held May 2-4 in Chicago.
Bill Zinke, vice president of marketing at Ready Pac Produce, says his
prediction, while optimistic, is not "pie in the sky" and is
achievable.
Interviewed following the conference, Zinke said the $1 billion in sales
benchmark is based on the assumption that 2004 growth will be in the range
of 20 percent and will swell steadily to 30 percent between 2007 and 2008.
"This is going to come through a combination of retail and foodservice
sales as well as nontraditional channels, such as c-stores and club stores,"
he said. "While not easily accomplished, the opportunity is there.
There is strong consumer demand for fresher products, and fruit is one
that both adults and kids enjoy."
Will Require an Industry Effort
Reaching the $1 billion sales level in fresh-cut fruit will require an
industry effort, Zinke said. On the retail side, both processors and retailers
will need to work together to improve consumer awareness of the new array
of products available and their benefits.
Zinke said his projections are also based on continued growth in the foodservice
segment, particularly quick service restaurants (QSR). These will need
to continue to encourage, promote and introduce new consumer options on
the fresh-cut fruit side that are easy and viable.
The core items included in the fruit category are pineapple, watermelon,
cantaloupe, honeydew and grapes and are available in single varieties
as well as fruit mixes, Zinke pointed out. Two emerging segments proving
to be a hit with consumers are berries and tropical fruits.
Ready Pac began marketing Summer Splash™ and Mango Fandango™
last summer and is re-introducing both products again. Both were big hits
last year and will see wider distribution during the 2004 summer season.
The ingredients in Summer Splash™ are capped and halved strawberries
with blueberries, honeydew, cantaloupe, and grapes. The ingredients in
Mango Fandango™ are mangoes, gold pineapple, blueberries, cantaloupe,
honeydew and grapes.
Summer Splash™ was initially introduced in a 24-ounce package but
now is available in both 24- and 40-ounce options. Mango Fandango™
comes in a 20-ounce container.
"We've enjoyed tremendous success with Summer Splash™ in the
24-ounce size," Zinke smiles. "Last season, it rose to become
the No. 5 ranked item in the entire category. This summer, we're expanding
on its success by adding a 40-ounce option.
"We've also tested a version of Mango Fandango™ that did very
well last summer. As most people know, mangoes are the single most consumed
fruit variety in the world. They are popular worldwide and enjoy pockets
of popularity in the United States. Many consumers here have never been
exposed to them but the opportunity is there to widen the fruit's popularity
by making it more available and easier to eat," the Ready Pac official
said.
Berries Present Packaging Challenges
Berries, and some of the more delicate fruit varieties, are challenging
to package in the larger packs traditional for foodservice customers.
The weight factor can impact fruit quality. Berries are easily crushed.
"We are looking at ways to take advantage of tropicals, berries and
other items more unique in foodservice, but there are still plenty of
opportunities on the foodservice side to pursue more of the traditional
items, such as melons," Zinke explained. "On the service deli
side, for example, there are immediate opportunities for salad bar options.
Many customers out there are handling fruit in-house but don't want to
cut their own for food safety and labor cost reasons. Huge opportunities
remain for supplying foodservice customers, particularly QSRs, with their
fresh-cut fruit needs. Other exciting options will come as people figure
out how to package and protect the quality of their products."
Leads the Fresh-cut Product Category
In the fresh-cut fruit business for over seven years, Ready Pac is now
No. 1 in the U.S. in that category, enjoying more than 25 percent market
share, Zinke said. The company partners with OBIM Fresh-cut Fruit Co.,
Fort Worth, Texas, and Missa Bay Citrus Co., Swedesboro, N.J. and is ever
widening its service capabilities.
"We've worked hard to put together the correct pieces and combine
the right processes and packages with the right mixes," Zinke said.
"We're in this business to stay, and, as the industry leader, are
committed to helping this category achieve its enormous potential."
Will the fresh-cut fruit category eventually surpass bagged salads in
economic importance?
Perhaps, but not in the immediate future, the Ready Pac vice president
believes.
While many experts consider the potential for fresh-cut fruit to be larger
than salads, the salad category has come along way since the early 1990s,
Zinke points out. Total sales topped $2.5 billion last year and the category
continues to grow at around 10 percent per year.
"As measured by Information Resources Inc. (IRI), that's a staggering
statistic," Zinke admitted. "On the fresh-cut fruit side, the
IRI figure is around $250 million, or about one-tenth the size of the
salad category. That's as measured by retail scanner data, and everyone
knows that a lot of fresh-cut fruit sales are not being captured because
they are not being scanned. Some melons are partially cut in-store and
are not counted in that total, and some stores don't have UPC codes on
labels of in-store cut fruits. The exact figures are unknown and are not
as closely tracked as the salad industry.
"The point is that when you've got a business at retail that is one-tenth
the size of the salad category, it is going to take years for fruit to
catch up. While the fruit category may some day overtake salads in sales,
salads have had a phenomenal head start," Zinke said.
With the popularity of whole fruit, there is no question that growth potential
is huge, he added. Contributing to the potential of the category is the
fact that the average retail price of fresh-cut fruit is roughly twice
that of bagged salads. Consumers see more value-added in fruit products
than salads. They look at a cut watermelon, for example, and immediately
know whether it is ripe. Weigh that against bringing home a 10-pound watermelon
whose ripeness is unknown. The consumer is forced to make a judgment based
on a few thumps on the melon's exterior and a best guess.
The recent introduction of salads as main dishes at QSRs is helping the
overall popularity of salads in all venues, including retail establishments,
the speaker pointed out. But the introduction of cut apples and caramel
and fresh-cut fruit cups is also bringing excitement to the fruit category.
There has been good news in both directions.
Will concerns over food safety challenges with fresh-cut fruit dampen
category growth?
Over the long run, probably not, Zinke believes. Knowing the risks involved,
processors have put tight HACCP programs in place. Strict adherence to
the fundamentals of cold chain management is also helping to ensure product
safety.
Low-carb Diet Factor
While the popularity of low-carb diets is having an impact on the sale
of some fruit products, Zinke sees more opportunities for category growth
ahead.
"In my view, the industry should not become overly focused with combating
the low-carb craze or with talking to people in terms of reduced carbs.
Our focus should be on the overall health benefits of eating fresh-cut
fruit, or fruit in general," he said.
The point, he noted, is that if there is the same amount of carbs in a
serving of potato chips as a particular fruit option, for example, the
message should stress which is better for overall health.
"Our message is not just about carbs. It is about the entire nutritional
profile of what we are eating - fiber, vitamins, minerals," he said.
"We need to keep people focused on the overall nutritional benefits
versus having a single-minded focus on counting carbs."
© 2004 Columbia Publishing
Expect
a Plant Audit: Food Security Important to Wal-Mart
Fresh Cut
July 2004
By D. Brent Clement
Editor/Publisher
If you are a fresh-cut processor and want to do business with retail corporate
giant Wal-Mart, be prepared to prove you can deliver a product that is
high quality and safe to eat.
Expect a visit from Wal-Mart's food safety and security team, who will
come for a personal inspection of your plant. They will be looking at
your HACCP plan, Pest Control, Plant Sanitation, Good Manufacturing Practices
(GMPs) and even checking to see that your plant, itself, is secure. The
world's largest retailer has too much to lose to take anyone's word without
verification - fresh-cut fruits and vegetables are no exception.
"We have a team of professionals that goes in and audits the processing
facility to ensure that it meets Wal-Mart's food safety and security standards,"
says Joan Menke-Schaenzer, vice president of food safety and security.
"There are both food safety and food security expectations. The latter
may be beyond what you would normally see in a HACCP plan."
Randy Wilkinson, director of food safety, security and quality, oversees
the supplier audit team. A specific list of criteria has been established.
While the U.S. Department of Agriculture has oversight responsibility
for the produce industry, Wal-Mart's expectations meet and, in some cases,
exceed USDA standards.
Product Traceability
An example is the Wal-Mart requirement mandating product traceability.
A would-be supplier's ability to do that is tested on the spot, with a
review of the company's traceability program and an actual audit of product
on the floor. At a moment's notice, the processor may be asked to document
the place of origin of the ingredients in a particular salad, for example.
Should a problem develop mandating a product recall at a later date, Wal-Mart
wants to know whether the ingredients came from a field in Mexico, Chile
or California's Salinas Valley. They want to be able to identify the specific
operation and the particular field.
While expectations have been established for all Wal-Mart suppliers, the
company also expects its suppliers to apply the same expectations to their
suppliers.
"We can't visit each of the one-acre farms that are part of our huge
supply system," Wilkinson points out. "However, we can and do
expect our immediate suppliers to audit and inspect what is going on at
the various farms where they purchase product. This gives us confidence
that their suppliers, in turn, also are following good agricultural practices
(GAP), USDA and other food safety standards. We expect our suppliers to
enforce these standards with their suppliers, all the way down to the
independent farmer growing tomatoes on a one-acre field in Mexico.
"Another example of what we will be doing more of during future plant
inspections is to check the security of the plants themselves," Wilkinson
adds. "In addition to food safety, hygiene and sanitation issues,
we're looking at facility security. And, frankly, that's a bit tough in
the produce world because of the nature of the business. But we're checking
whether the processors are really knowledgeable of their workforce and
are limiting, to the best of their ability, access to their production
facilities to those they know they can trust.
"So, whether we're talking about a produce or meat supplier, we want
to make sure the supplier has a security program in place as stringent
as HACCP is on the food safety end. It is important to be monitoring and
reviewing security risks. If there are obvious challenges, we expect corrective
action to be taken," Wilkinson stresses.
Wal-Mart's GAP Standard
Wal-Mart has established its own GAP standards, according to Menke-Schaenzer,
a combination of European and U.S. standards.
Most processor-suppliers have little trouble passing an inspection, but
occasionally a few are placed in a holding pattern until a specific issue
or issues can be resolved, notes Wilkinson. Those that fail to comply
may be dropped from doing future business with the retail giant. Much
depends upon what issues are at stake.
There could be multiple problems, such inadequate GMPs or inadequate sanitation,
he notes. Following the audit, the company is approved, conditionally
approved or is dropped from Wal-Mart's list of suppliers.
"Whenever deficiencies are uncovered, the processor has to produce
a corrective action plan and address the issues," Menke-Schaenzer
emphasizes. "When a supplier received a 'conditionally approval'
rating, an auditor may be sent back to the plant for a second inspection,
and, if the results are positive, it is moved from 'conditionally approved'
to an 'approved' status."
Sets the Food Security Standard
When it comes to food security, Wal-Mart likes to set the standard, according
to Farzad Siahmakoun, director of food safety and security for Wal-Mart
division. The company monitors the flow of all products purchased, from
the manufacturer or processing facility to the many Wal-Mart distribution
centers. As of April, 2004, there were 1,448 Supercenters, 538 Sam's Clubs
and 67 Neighborhood Markets, all marketing fresh products of various kinds
and other produce.
"We tag our trailers and trucks leaving our distribution centers
all the way to the stores to verify that there have been no interruptions
or switches during transit," Siahmakoun points out. "Whether
it is meat or produce, we want everything coming into our distribution
centers to be safe and secure."
A big plus for the retail giant is its transportation network, notes Menke-Schaenzer.
Wal-Mart distribution centers are strategically located within reasonable
distance of its stores to minimize transportation time. All raw produce
coming in from South America, the U.S. or elsewhere is monitored both
at the farm level and on arrival at the distribution centers. From harvest
to delivery, everything happens within a minimal number of days.
"We're exceptionally proud of our cold chain management program,"
Wilkinson declares. "Over the years, we've done a lot of work to
protect our food supplies all of the way through the system. While we
can't guarantee everything - we don't know what the consumer is going
to do once the purchase has been made - we can monitor how the product
is maintained while within our control. From top to bottom, we've gone
through our entire system, asking ourselves how we can improve our cold
chain management protocol. We follow stringent procedures to store produce
at the right temperatures and reject product, when necessary, when it
fails to meet our standards. If the product arrives out of temperature
and is in noncompliance with our standards, it is rejected."
Monitoring Transportation Temperatures
Wal-Mart recently began a joint effort with Fresh Express, a key fresh-cut
produce supplier, to monitor what is happening during transportation from
the processor's plant facilities to various Wal-Mart distribution centers,
Menke-Schaenzer explains. Sensors are used to monitor the integrity of
the temperatures inside the trucks and trailers during transportation
from Atlanta to Washington, D.C., an area of the country where outside
temperatures can be high.
"Years ago, I served as part of a team monitoring a similar project
and quickly learned that temperature abuse - even a little bit - can literally
knock days off of product shelf life," Wilkinson points out. "It's
important to know what's going on and maintain the integrity of the fresh-cut
produce being placed on our shelves."
"Maintaining the safety of fresh-cut and other produce items does
not stop there," Siahmakoun stresses. Turnover time is extremely
short at Wal-Mart because of the high volume of customers who frequently
shop the stores each day. However, a protocol is in place to insure product
freshness. In addition to regular, timely checks by our store associates,
district teams monitor each store. They check code dates and anything
approaching expiration is tossed out. As an added safety and security
precaution, an outside company conducts a monthly audit, verifying "sell
by" dates and making sure established procedures are followed.
Despite the challenges of doing business anywhere today, Wal-Mart officials
recognize the importance of taking a reasonable approach to food security
issues. They are careful about making unrealistic demands of their suppliers.
"Wal-Mart is a large company and has the ability to exert a tremendous
influence on the markets that supply us," Wilkinson admits. "As
such, we are careful not to ask our suppliers to do anything unessential.
We don't want to be frivolous. If we need to raise the bar, we'll do it
with great thought and care."
© 2004 Columbia Publishing
Salico
Expanding Its Scandinavian Niche
Fresh Cut
July 2004
Since its beginning in 1989, Salico, Helsingborg, Sweden,
has enjoyed a healthy business relationship with McDonald's, supplying
the fast food restaurant chain with fresh-cut salad blends, pre-sliced
tomatoes and other products. Earlier this year, Salico also began servicing
the company's restaurants in Denmark and Norway. One of its hottest new
offerings is Salads Plus Fruit Bag, containing fresh apples and grapes.
"We're proud to be a part of the McDonald's system and are always
looking for new techniques to help us improve," says Dan Palmsten,
Salico's managing director.
The roots for what today is known as Salico began in 1987 when the former
owners and founders of the company were approached by three local McDonald's
restaurants in Sweden to supply them with shredded iceberg lettuce. During
the early 1980s, while traveling in the United States, one of the founders
visited several fresh-cut operations and returned home excited about the
prospects of creating new business at home. He approached a local McDonald's
licensee in Gothenburg, who thought the concept was brilliant, talked
to others within the company, and soon a whole new enterprise was underway.
In 1989, those involved in the original company merged with ICA, a retail
company, and Ewerman, a wholesale enterprise, to form Salico. Salico became
the first fresh-cut produce company in Helsingborg, Sweden, and soon was
servicing customers throughout Sweden and Scandinavia. The company expanded
its operations into Finland in 1995, with the opening of a plant in Juva.
Beginning in 2004, export sales further expanded into both Finland and
Denmark.
Swedish Ownership
Salico is owned by STC Interfinans AB of Sweden. Working through the companies
which it owns, STC is involved in both steel manufacturing (through Åkers)
and produce (through Salico). With its 2003 fresh-cut sales at $41 million,
Salico is the acknowledged market leader in fresh-cut fruits and vegetables
in Scandinavia. Salico products are sold throughout the Nordic countries.
Today, Salico markets a full range of fresh-cut products. Its portfolio
of products includes pre-sliced tomatoes, washed and packed cherry tomatoes
in hermetic bags, fruit bags to a variety of stir-fry vegetable blends,
baby leaf products and premium blend salads.
Eighty percent of the company's business is foodservice and 20 percent
retail. McDonald's accounts for a heavy percentage of its foodservice
base. Between its customers in Sweden and Finland, Salico markets approximately
9,000 tons of product per year. Fresh-cut sales have been growing at the
rate of 15 percent per year.
Located in Helsingborg, Salico's Swedish plant is state-of-the-art and
underwent a thorough renovation in 2003. The company has, and continues,
to make heavy investments in new equipment technology.
"The market for fresh-cut products in the Nordic countries has been
growing rapidly recently due, in part, to the availability of new machine
lines that make it possible to come up with improved products," says
Dan Palmsten, managing director, Salico Group.
Equipment Upgrades Helping
A new upgrade, the installation of a NoN line, is making it possible for
Salico to pack processed fruit and cherry tomatoes that meet exceptionally
high quality standards, according to Johan Halvorsen, assistant production
manager of the Helsingborg plant. A Turatti salad line upgrade also is
helping the company process its new salad line for McDonald's. This mix
requires more gentle care than shredded iceberg lettuce.
With a staff of 70 employees, the Swedish plant runs two shifts per day.
The Finnish plant includes 60 employees and runs three shifts per day.
The Swedish fresh-cut market is more developed than in Finland.
In order to keep abreast of rapid changes occurring in the fresh-cut industry,
Salico officials maintain a continuing dialog with their customers, read
trade journals, travel extensively and visit colleges and universities,
notes Palmsten. On the retail side, the home meal replacement (HMR) segment
is clearly growing. Although most HMR is sold via gas stations and convenience
stores, many Salico customers are involved in some way with HMR. Opportunities
to expand the company's business abound.
As he looks at the future, Palmsten sees growing demand for baby leaf
lettuce in both retail and foodservice markets. Fresh-cut fruit products
are "coming on strongly" but lag "five to six years"
behind the U.S. markets, he says.
One advantage Salico's sales personnel have over their competition is
that many are experienced chefs, bringing with them knowledge of the foodservice
industry and its needs. The sales staff works closely with the company's
customer base, Palmsten explains. While the focus has always been on providing
superior quality fresh-cut products, close attention is paid to environmental
and food safety issues.
Beginning in 2001, the company initiated its "ICA Maxi Project,"
working closely with retail store customers to help them better sell to
their end consumers. The project has enjoyed outstanding success, according
to Palmsten. Stores participating in the project have been reporting sales
increases in the 500 percent range.
Recognizing the need for continuing automation, Salico officials are constantly
striving to improve plant efficiencies while perfecting product quality.
The company works closely with the Research Food Institute and University
of Lund, both in Sweden, experimenting with new science and technology.
Computer technology also is very important. During 2002, Salico invested
heavily in a SAP system that gives managers the ability to monitor and
evaluate everything taking place.
While it has taken several years to educate all of those involved in helping
maintain the cold chain, Palmsten points to significant progress. Most
now handle the product with the same care given to other short shelf-life
products, such as meat and fresh fish.
Follows Strict Safety Standards
The company's food safety program begins with its grower-suppliers and
continues on to the final consumer. Growers follow the European GAP standard.
Salico uses the EFSIS standard.
"Scandinavian countries have never allowed the use of chlorine as
a processing food safety aid," Palmsten points out. "Hence,
Salico has made an effort to find other ways to minimize bacterial contamination
in the rinsing step of the process. We have a closed system for recalculation
of water and, after filtration, use ozone to purify the water. We feel
comfortable using ozone with no other processing aids."
As he looks to the future, Palmsten emphasizes that Salico officials are
never satisfied with the status quo and continue to work hard to remain
on the cutting edge. They recognize that each day brings its own set of
new challenges.
The company is committed to bettering the communities where it does business
and reaches out to fill some of its labor requirements through several
local unemployment programs.
"As Salico faces the great challenges of the future, the company
will continue focusing on its core values - respect, honesty, responsibility,
fresh ideas and teamwork," Palmsten declares.
Editor's note: Dan Palmsten, managing director, Salico
Group, can be reached at: dp@salico.se. Other Salico officials are: Tuomo
Rytkönen, managing director, Finland (tuomo.rytkonen@salico.fi),
and Thomas Larsson, key account, McDonalds (tl@salico.se). Salico KB's
address is: Knut Påls Väg 7, S-256 69 Helsingborg, Sweden;
phone: +46 42 37 04 40 (switchboard); fax: +46 42 37 04 41; www.salico.se
(Sweden); www.salico.fi (Finland).
© 2004 Columbia Publishing
The
Push to RFID Tagging
Fresh Cut
July 2004
The best way for retailers and foodservice operators
to protect their products, whether from domestic or foreign sources, is
to monitor carefully all shipments throughout the food supply chain -
from the farm to the fork.
This is one of the reasons Wal-Mart and a growing list of other major
retailers are pressing for RFID (Radio Frequency Identification) tagging
of all fruit and vegetable shipments coming to their distribution centers
and retailers. In fact, Wal-Mart officials have already advised their
top 100 suppliers that by year's end they will be required to comply.
"The day is rapidly approaching when suppliers doing business with
major retailers and foodservice operators will be required to meet such
new rules of the trade", says Phil Boyle, with Savi Technology and
chair of the Supply Chain Security Task Force formed by the Reusable Pallet
and Container Coalition (RPCC).
The goal of the task force is to foster consensus among key suppliers
in the food supply chain on solutions for tracking and monitoring the
movement of goods from the grower to the retailer. The task force is examining
the utilization of technologies such as bar codes, RFID tracking tags,
seal tags, Global Positioning Satellites (GPS), personnel ID (biometrics)
and video monitoring. They are addressing technology and processes needed
for securing the supply chain against terrorism, theft, spoilage and disease.
Regarding disease, liability is an issue, especially for packaged products.
The Push for an Industry Standard
After reaching agreement, the group plans to make its findings known to
key standards bodies, such as the American National Standards Institute
(ANSI), International Standards Organization (ISO) and Electronic Product
Code (EPCglobal) so that a uniform, industry-wide set of standards can
be put in place. "Wal-Mart," Boyle adds, "is pushing for
a uniform set of standards. In fact, EPCglobal is already working on a
tag that they hope will become an industry standard for many applications.
"Traceability becomes easier with RFID tagging," Boyle points
out. Such tags can be fixed to a reusable plastic container, a pallet
or, in some cases, fastened to the product itself. Once in place, tracking
becomes simpler and more timely because event monitoring can be done in
real time. The shipper is able to add information to the database quickly
and easily.
Flexibility and Expandability are the Key
"In addition to portal (dock door) tracking, the system can be enhanced
with GPS, allowing trucks to be monitored as they move down the road,"
he adds. "If a truck deviates from a prescribed route, the event
will be reported in time for appropriate action to be taken.
"Bar coding has been widely used in the industry and will continue
to provide value in many applications," Boyle says. "A hybrid
system will continue to exist for a considerable time. However, RFID will
soon begin to replace bar codes on higher-value shipments It has the advantage
of being read at long range and often without the need for handheld interrogators.
It takes information via a wireless signal from a tag placed on an item,
box or pallet, adds it to the data base and uses it to monitor what's
going on in the supply chain."
Liability and Other Issues
In addition to security, liability is a big issue for food processors.
"I recently went through a fresh-cut processing plant, and the first
thing that crossed my mind was liability," Boyle cautions.
"You are selling a brand name product, and your name is on everything
that goes out of the door. Your risks are more than with whole fruits
and vegetables on display in a grocery store. Such produce items are more
difficult to track down and identify the source, lot number and other
essentials.
"But that's not true with a package that has your name on it,"
he stresses. "The ability to track lot numbers is a given since you
don't want to throw away tons of perfectly good food because you are unable
to identify which particular lot may be contaminated.
"The next thing you want to protect against is spoilage. In the cold
chain that can be done by feeding sensor data into the RFID tag. There
are sensor manufacturers who are already capable of providing the information
in the necessary format. We're talking about recommended storage temperatures
for a given product inside a refrigerated container or truck. Such temperatures
must be regulated throughout the cold chain," he continues.
Theft prevention is another big reason for tagging. It allows the processor
to track a shipment from the time it leaves the dock door to the time
it is received at the distributor, Boyle explains. With the use of the
tag, the time of arrival at the distributor can be quickly identified.
Likewise, distributors can use tagging to trace shipments to retailers.
Fresh-cut Security Challenges
In today's world, another big reason for RFID tagging and other monitoring
is to better cope with the threat of terrorism.
"Since Sept. 11, securing the supply chain is becoming increasingly
important. Tagging allows you to work with the growers and shippers responsible
for what's going into the back of a truck or ISO container," Boyle
says. "The load needs to be exactly what's designated on the manifest.
TV cameras can be used to view the loading procedure. A properly vetted
person can then verify through a hand-held device that the load corresponds
with the manifest. Once verified, the container is locked with a seal
tag, which is an RFID device that takes an RFID reader to open. If tampered
with, the seal tag will send a signal flagging the event. This becomes
especially important when produce comes across the border.
"The best way to prevent terrorism is to make sure that any threatening
items are identified before they arrive on our shores or come across our
borders, not afterwards," the Security Task Force chair points out.
"It is the desire of Customs to 'move the border to the back dock'
". The procedures described above are a step in that direction.
Learn from the Maquilas
A problem in the past has been switching trailers or drivers in Mexico
before reaching the U.S. border. By associating the tag on the tractor
and trailer and by using biometrics to identify the driver at the border,
it can be determined that the shipment has arrived in the same configuration
as it left the Maquila yard.
"So now you have a beginning-to-end system to ensure product security,"
he points out. "You have something in place that can be monitored
in real time."
Hence, the RPCC task force, created in response to interest in supply
chain security at the federal, state and local levels and in the American
and global business communities, is moving ahead proactively. Steps are
being taken to ensure that future guidelines are not too costly for the
industry to implement. In addition, the task force is looking for solutions
that both satisfy security requirements and bring efficiencies and cost
savings to the industry.
"This is an issue in which various U.S. government agencies are weighing
in and are moving toward imposing compliance with increasingly stricter
regulations," warns Allan Wasserman, RPCC president. "Such regulations,
if not integrated into a more efficient supply chain, will adversely affect
the safety of our citizens as well as the industry's bottom line."
"The task force is attempting to anticipate the regulations that
will eventually be issued by Customs and Homeland Security as well as
the USDA and FDA and suggest some effective solutions," Boyle adds.
© 2004 Columbia Publishing
>>
Return to top
La
Mexicana Food Products: Table Top Lil Dippers ™ Adds Sparkle to Baby-Peeled
Carrot Market
Fresh Cut
August 2004
Table Top Lil Dippers™, a patented new product involving baby-peeled
carrots and ranch-style salad dressing, has Mike Page of La Mexicana Food
Products, Vernon, Calif., excited about the future. While fresh salsa
remains the major commodity produced at his family's $12-million-a-year
business, he sees enormous potential in the new entry. Fresh salsa accounts
for 75 percent of current La Mexican Food's sales.
Two large specialty houses have expressed interest in contracting Table
Top Lil Dippers™ volume, Page says. However, before signing contracts,
both want assurances that they will not be undercut in the marketplace.
The decision now is whether to contract with the two or go it alone and
package and market through the family's existing distribution channels.
The company marketing vice president is leaning toward going with the
specialty houses.
Unique Packaging Design
The packaging arrangement is unique. Inside each container is a small
bowl containing 6 ½ to 7 ounces of Ranch dip sealed with a lid,
and 15 ounces of baby-peeled carrots. Remove the top of the container
and the dip lifts out. Self contained, it is readily available for convenient
snacking.
"What's nice about this product is everything you need is right there,"
Page points out. "You don't have to buy a bag of baby-peeled carrots
and then look elsewhere in the store for some Marzetti's or Marie's vegetable
dip. We make the dressing here and package it in a small bowl that snaps
inside of the top of the Lil Dippers' container. There is no mess. Everything
is nice and clean."
La Mexicana Foods offers organic as well as conventionally grown Lil Dippers.
Both the carrots and dressings are organic. Dips are available in two
choices: ranch and spinach flavors. The carrots come from California's
Bolthouse Farms Inc. Even though the product is new, market testing has
been encouraging.
Produce Industry Icon
La Mexicana Foods is an outgrowth of Crowers Marketing, founded by Gene
Page, Mike's father, in 1966. In the earlier days, Crowers was largely
a produce distributing company. Gene is an icon in the Los Angeles area
produce industry, having worked in the business since 1948. Today, at
74, he remains actively involved as company president. Typically, he arrives
at work at 2 a.m. and puts in a full day. Mike serves as vice president
and secretary.
A major change in the direction the company was heading occurred in the
early 1980s, when Mike, inspired by a friend, began processing fresh salsa.
In 1981, La Mexicana Foods Products was officially organized, and from
there business began to boom.
Fresh salsa is exactly what it means. All ingredients-peppers, tomatoes
and onions-are cut, mixed and marketed with no cooking involved.
"We were privileged to be involved in the very beginning of fresh
salsa industry," the younger Page recalls, "and since then,
the industry has grown significantly and continues to grow."
Many prefer fresh salsa over cooked salsa options offered by Pace, Pecante,
La Victoria and others, he says. Place fresh salsa and cooked shelf stable
salsa side by side and nine out of 10 people will select the fresh. Each
batch is a different experience.
"With fresh salsa, it's a seasonal thing," he explains. "Because
the ingredients are fresh, there are times during the year when the jalapenos
may be hotter or the tomatoes slightly sweeter. Every batch is a new adventure.
One reason why many people prefer fresh salsa over cooked is they can
taste each individual ingredient-the onions, bell peppers, jalapenos and
tomatoes. Contrast that with cooked product, where everything is cooked.
You do end up with a consistent flavor, but can no longer taste each ingredient.
The taste you get is a blend of everything processed together."
La Mexicana Foods is considering adding fire-roasted fresh salsa to its
portfolio of products, the company vice president says. The difference
here is that some of the ingredients used in the product would be roasted.
Compare fire-roasted fresh salsa to processed salsa in a jar and most
people will select the fire-roasted product," Page claims. "Black
specks from the tomato skins and chilies give it a unique and interesting
flavor."
Wide Market Distribution
Today, La Mexicana Foods markets its products from coast to coast. The
majority of sales are on the West Coast, but the biggest markets are in
the east. The company's East Coast buyers prefer labeled product, such
as La Mexicana and Rojo's, over private labels under their own names (Publix,
Stop 'n Shop, etc.). In the West, however, private labels are the preferred
choice.
La Mexicana and Crowers products are widely distributed through Tony's
Fine Foods, Unified Western Grocers, Associated Grocers, Frieda's and
others major nationwide distributors. The Page family also distributes
them through its own company network to a variety of customers from California
to Florida and the New England states.
"We do a lot of private label stuff for the Kroger people, the Dillons
out of Kansas, and we are very strong in California with the Ralphs and
Kroger people," the vice president says. "We do business with
Albertsons and Safeways and are very strong in the Northeast."
With its business today poised for continued growth, La Mexicana Foods
hopes that Table Top Lil Dippers™ will measure up to believed expectations.
What began as a simplified operation in a small 10- by 12-foot processing
room a few years back has since become much more sophisticated. Today,
the company manufactures a growing list of products out of a state-of-the-art
30,000-square-foot processing and shipping facility in Vernon, in the
heart of Los Angeles.
In addition to fresh salsa, the Page family also markets other fresh-cut
products, including guacamole and five-layer and spinach dips.
© 2004 Columbia Publishing
Reassessment
of Pre-Harvest Application of HACCP Principles for Fresh-cut Produce,
A Systems Perspective
Fresh Cut
August 2004
By P. E. Cochran
Thinking about the diverse perspectives on Fresh-cut food
safety reminds me of Russell Ackoff's explanation of modern day complexity.
We live in a time in which problems are actually "systems of problems,"
or "messes." Thus, the design that responds to this mess should
be more than an aggregation of independently obtained solutions to the
parts of the mess. It should deal with messes as wholes, systematically
(Ackoff, 1981).
The methodology known as Hazard Analysis and Critical Control Points (HACCP)
is a management system designed to deal with wholes, systematically. In
the face of FDA's current re-focus on the development of a "Produce
Safety Action Plan," it seems worth taking another look at the broader
benefits of HACCP.
Brief Historical Summary
1991: The Codex Alimentarius Commissioner's Committee on Food Hygiene
introduced HACCP as a consensus mechanism for assuring the production
of safe foods with the publication of General HACCP Definitions and Procedures
for Use by Codex.
1995: U. S. Food and Drug Administration (FDA) published its Seafood HACCP
rule to help assure seafood safety.
1996: U. S. Department of Agriculture (USDA) published its Pathogen Reduction
and HACCP rule for meat and poultry slaughter and processing plants.
1996: The Department of Agriculture, Agricultural Marketing Service (AMS)
introduced Qualified Through Verification (QTV), a "HACCP-based program,
serving the fresh-cut fruit and vegetable processing industry," describing
hazard analysis as including each step in the process from planting through
to consumption by the consumer. . .(AMS, 2004).
1997: The Codex Commission adopted the Hazard Analysis and Critical Control
Point (HACCP) System and Guidelines for its Application as an annex to
the General Principles for Food Hygiene (Codex, 1997).
1997: FDA and USDA adopted the National Advisory Committee on Microbiological
Criteria for Foods (NACMCF) report, Hazard Analysis and Critical Control
Point Principles and Application Guidelines. The guidelines describe HACCP
as a management system - designed for use in all segments of the food
Industry from growing, harvesting, processing, manufacturing, distributing,
and merchandising to preparing food for consumption.
2001: FDA published Hazard Analysis and Critical Control Point (HAACP);
Procedures for the Safe and Sanitary Processing and Importing of Juice;
Final Rule, providing the first requirement for a specific hazard reduction
standard, mandating the use of a validated 5-log reduction process for
a target microbial hazard.
2003: The Committee on the Review of the Use of Scientific Criteria and
Performance Standards for Safe Food, Food and Nutrition Board, Board on
Agriculture and Natural Resources, published the book-sized report Scientific
Criteria to Ensure Safe Food (Institute of Medicine National Research
Council of the National Academies, 2003). In this report the committee
acknowledged, "Although the Hazard Analysis and Critical Control
Point (HACCP) system has long been recognized as the most effective and
flexible system for assuring the microbiological safety of a variety of
foods, there have been few attempts to integrate the various steps associated
with the production and processing of fresh produce into a farm-to-table
HACCP system.
2004: On June 19th, FDA released the first draft of the agency's "Produce
Food Safety Action Plan".
Where We Are Today
Despite the initial enthusiasm by regulators and industry, HACCP soon
fell into disfavor for grower/packer operations. L. R. Hontz and V. N.
Scott, in reference to "fresh produce," state, "The consensus
of industry and government is that HACCP seems inappropriate for application
to this industry segment" (National Food Processors Association HACCP,
a Systematic Approach to Food Safety, 1999).
A partial explanation for this apparent conflict can be found in the Institute
of Food Technologists (IFT) FDA-contracted report Analysis and Evaluation
of Preventive Control Measures for the Control and Reduction/Elimination
of Microbial Hazards on Fresh and Fresh-Cut Produce (CFSAN, 2001). The
IFT report outlines the "diversity of cropping systems, scale of
operation, use and design of equipment, regional and local practices,
environmental influences, specifics of on-farm soil related factors, and
many other production factors" as impediments to developing a broad
assignment of microbial risk to commodities or to crop management practices.
This issue has been grappled with by the International Fresh-cut Produce
Association (IFPA), and remains for some, an open debate. In earlier editions
of the Food Safety Guidelines for the Fresh-cut Produce Industry (IFPA,
3rd ed, 1996) IFPA embraced HACCP with, "ensuring raw product safety
begins with preventing hazards in the field," and "the best
guarantee of a safe raw product is a field Hazard Analysis and Critical
Control Point (HACCP) program." Following extended consideration,
IFPA abandoned the concept of Field HACCP in favor of food safety programs
built on a combination of GAPS, GMPs, and HACCP. In the Fourth Edition
(IFPA, 2001) one can read, "While HACCP is an appropriate food safety
system for fresh-cut, and other processing operations, it is not suitable
for growing operations in the field." The rationale for this change
of position by IFPA appears to be based primarily on the apparent absence
of dependable pathogen reduction mechanisms at the field end of the fresh-cut
produce continuum. The principle argument being that there is insufficient
data to establish the performance standards, or other objective criteria,
required for a mandated program.
Rethinking HACCP
Part of the messy nature of the concept of "field" HACCP, is
related to the tendency to want to segregate field from fork, but we are
confronted with a simple reality here. We cannot successfully segregate
any component of the field to fork continuum. Hazards of many kinds can
enter the raw material-process-product stream from many sources and, as
described in the IFPA guidelines, "contamination prevention programs
cannot start and stop at the processing facility." This ideal is
especially relevant to fresh-cut produce due to the absence of a "kill
step." The viability of the fresh-cut industry is dependent on the
successful integration of every component in the system. While the industry
has arguably little control once the product reaches the customer, there
is considerably more control available at the field end of the Fresh-cut
continuum.
The Fresh-cut Continuum
HACCP guidelines, even in the mandated programs, do not prescribe a given
number of Critical Control Points, or even the necessity of a Critical
Control Point. What is prescribed, is the application of a systematic
review and the development of a program for the management and documentation
of any hazards that are identified.
It is important to keep the more global intention in mind. Even though
microbiological risk has correctly been considered preeminent in food
safety, HACCP prescribes a set of principles designed to address a spectrum
of hazards much broader in scope than microbial pathogens. Allergens,
for example, are a hazard that is gaining more attention as a food safety
priority. HACCP is a management system intended to address food safety
through systematic analysis and control of biological, chemical, and physical
hazards. The goal is to reduce and manage risk throughout the food chain.
If one were to use the "NACMCF CCP Decision Tree" as a model
for identifying control points (CP) or critical control points (CCP) in
a field crop operation, it is reasonable to expect that a number of potential
CPs or CCPs could be identified. Examples might be found in irrigation
water quality and practices, pesticide application and residues, harvesting
crew hygiene, foreign objects, operation and design of harvesting and
cooling equipment, and so on. Pesticide tolerances regulated by the Environmental
Protection Agency (EPA) are only one example of hazards already managed
in the field. Consideration should also be given to the advancement of
field-based systems including the processes referred to as "top and
tail," or "field clean and core." New harvesting and crop
preparation "processes" are bringing traditionally plant-based
activities into the field. These innovative advancements are beneficial
to the industry but are unavoidably blurring the lines between field activities
and processing activities.
Even where the use of HACCP is mandated (meat, poultry, seafood, and juice),
there is no requirement that a CCP actually be identified. To clarify
- if, for example, due to an effective prerequisite program, the nature
of the product, or for some other reason, a definable hazard does not
exist in the system being analyzed, you are not required to create a CCP
to fulfill the obligation of having a HACCP program. Clearly, it is unusual
to find a HACCP program where no CCP is identified. There are, however,
many HACCP programs where only one CCP is identified, and frequently,
the single CCP is not microbiological in nature. The point here is the
presence of a CCP (microbial or otherwise) is not a requirement. In fact,
even in circumstances where CCPs appear to be ubiquitous, industry is
advised to be circumspect in assigning CCPs.
Significant hazards, when and if they are identified, can be associated
with a later stage in the continuum. As expressed by the guidance from
NACMCF, "a subsequent step in a process may be more effective for
controlling a hazard and may be the preferred CCP." More than one
step in any given process may contribute to controlling a hazard. For
example, controls or limits may be implemented in the field to ensure
that control targets are realized further downstream. Control limits (CL,
but not necessarily CCP) may be imposed at an earlier stage in recognition
of system limitations in a later process. In such a case, the validation
of a control step could become dependent on that prerequisite CL identified
in the earlier stage.
Well designed HACCP programs are elegant systems that encourage continuous
improvement. As noted by the FDA, ? the flexibility of the HACCP approach
is a critically important attribute. This flexibility allows manufacturers
to adjust CCPs, adjust techniques used to address CCPs when changes occur
in the system (e.g., use of new ingredients, equipment, or processes),
and readily incorporate new scientific developments (e.g., use of new
control techniques, new preventive technologies, or identification of
new hazards). Flexibility includes the ability to incorporate unique conditions
within each operational plan. NACMCF guidance highlights the observation
that "the HACCP system must be developed by each food establishment
and tailored to its individual product, processing, and/or distribution
conditions.
PROPOSITION
The complexity of any given situation does not logically preclude the
application of HACCP principles in any part of the pre- or post-harvest
environment. Complexity actually makes a management tool like HACCP even
more essential to insure the effective reduction of risk. HACCP should
not be considered simply as one of the programs that can be used to help
manage food safety. HACCP, as a systematic management tool, is built on
a number of prerequisite programs including GMPs, SOPs, and much more.
In a similar manner, perhaps GAPS should also be considered a prerequisite
for field-HACCP, not a substitute.
Even though HACCP is not mandatory in the fresh-cut industry, it has been
embraced by the industry as a useful tool for implementing food safety
practices in the processing environment. It is suggested here that HACCP
should be reconsidered as having similar usefulness in pre- and post-harvest
field operations, especially when viewing the fresh-cut process as a continuum.
HACCP principles are designed to help identify and gauge the relative
risk of hazards, establish monitoring systems, document adherence to program
standards, define effective corrective actions, develop effective record
keeping systems, and implement systematic continuous improvement - all
of which the fresh-cut Industry embraces as critical to its continuing
welfare.
Thinking about HACCP as a management tool, and not a regulatory panacea,
can help us understand some of the less obvious, but inherent values of
HACCP. I am reminded of the aphorism, "one cannot manage what one
cannot measure." HACCP provides an opportunity to identify and measure
risk. Rational application of HACCP can help the industry establish the
performance standards and objective criteria needed to drive improvements
into the supply chain.
The systematic application of a proven assessment and management tool
like HACCP should only enhance the effectiveness of less developed methodologies.
The application of field-HACCP also has the potential to help the fresh-cut
industry pinpoint where more research is needed and to help raise the
bar for the next transformational advancement in agricultural practices.
Perhaps the most important point here is that HACCP principles can provide
a systematic standardized approach to hazard management throughout the
fresh-cut continuum.
© 2004 Columbia Publishing
>>
Return to top
Monitor
Your Food Safety Practices, Industry Advised
Fresh Cut
September 2004
With health officials continuing to investigate a recent
salmonella outbreak traced to cut produce, the fresh-cut industry is being
reminded again that it can never be overly cautious when it comes to food
safety.
While all of the facts are not in, a recent outbreak that sickened more
than 300 people in Pennsylvania, West Virginia, Ohio, Maryland and Virginia
is believed to have been caused by the consumption of sliced roma tomatoes
on deli sandwiches served at a western Pennsylvania convenience chain.
Most cases were reported between July 2 and 9.
The common pathogens associated with contaminated produce are salmonella,
E.-coli 0157:H7 and hepatitis.
What can processors and others along the food chain do to better protect
themselves and reduce their risks? Can they ever be completely safe? Dr.
Jim Gorny, Ph.D., vice president of technology and regulatory affairs
with the International Fresh-cut Produce Association (IFPA), and Dr. Donna
Garren, Ph.D., vice president of scientific and technical affairs with
the United Fresh Fruit and Vegetable Association (UFF&VA), were asked
to comment.
Know Your Suppliers
"First, know your vendors and suppliers," Gorny advises. "Make
sure they are following good agricultural practices (GAPs) and have all
of their food safety programs in place. Doing so is very important."
Letters of guarantee can be helpful, but making sure GAPs are being followed
is even more important, the IFPA vice president reminds. "We are
only as strong as the weakest link in the chain."
Garren agrees. "Knowing where you are sourcing your product and with
whom you are dealing are both important," she stresses. "Also
critical, however, is implementing food safety measures within your operation.
Whether it be GAPS, GMPs (good manufacturing practices) or HACCP (Hazard
Analysis and Critical Control Point) programs, make sure all are being
vigorously monitored and continue to be effective."
Processors should maintain a close working relationship with their suppliers,
she counsels. Knowing what food safety measures are being incorporated
at the farm and packing shed level is critical. In turn, suppliers should
be as attentive to food safety concerns at their level as processors are
at the plant.
No Fool Proof Guarantees
Despite the best efforts of all of those in the industry, no product can
ever be 100 percent safe, both Gorny and Garren agree. "Trying to
drive risk to zero is a fool's errand," Gorny points out, quoting
a common expression in the industry. "That being said, we need to
reduce risk as much as possible. But even when good people do all of the
right things, unintentional contamination can still occur.."
"That is another reason why all have to be continually vigilant and
vigorous in making sure that they are appropriately accessing their operations
on a routine basis," Garren adds. "Even in tightly regulated
industries, there can still be unfortunate incidents. As food safety professionals,
that's a fact of life that all of us face each day-all the reason more
why we need to make sure we are doing everything we can to ensure safe
products."
Make sure all company food safety programs are functioning properly, Gorny
cautions. It is one thing to have a HACCP program in place and another
to have it functioning properly. There must be continued monitoring and
attention to detail.
"Continually check to affirm that all prerequisite programs-GMPs,
SSOPs (sanitary standard operational programs) and SOPs (standard operational
programs)-are up to expectations," he advises. "A breakdown
anywhere along the chain can result in serious problems. Whether for retail
or foodservice, your customers must understand how to handle your products
properly."
In a July 27 statement published in the Pittsburgh Tribune-Review, Jeremy
Sobel, a CDC medical epidemiologist, expressed the view that fresh-cut
produce is at "higher risk" for carrying food-borne illness
causing bacteria and viruses simply because it has been cut open and exposed
to outside influences.
No Additional Risk
Not necessarily so, according to Garren and Gorny. FDA and CDC have focused
their investigations in the past on tomatoes, green onions, cantaloupe
and the lettuce and herb categories, Garren says, but adds that there
is no validity to the argument that fresh-cut tomatoes (or any others
on the list) are anymore at risk for contamination than whole tomatoes.
"Just the opposite, I would argue that one of the reasons we have
a fresh-cut industry today is because quick serve restaurants wanted to
take the preparation of fresh fruits and vegetables out of the chaotic
environment of a foodservice kitchen," Gorny explains. "They
wanted to prepare these products under the controlled food manufacturing
environment that exists in a typical fresh-cut processing plant where
HACCP and GMP programs have been implemented. My view is processors with
adequate safety programs in place can actually prepare fresh-cut fruits
and vegetables in a much safer way."
While food processors do need to make sure they have their programs in
place, all in the food chain share a responsibility for food safety, Garren
cautions, explaining that that's why UFF&VA is working with the Partnership
for Food Safety Education to provide handling tips to consumers as well.
"While we don't want to load the responsibility on consumers alone,
all of us must be doing our jobs if we are to have a safe food supply,"
Garren warns.
© 2004 Columbia Publishing
Understanding
and Evaluating Fresh-cut Produce
Fresh Cut
September 2004
A discussion on "Understanding and Evaluating Fresh-cut
Produce" was an important segment in this year's Produce Marketing
Association (PMA) Fresh Produce Academy, held July 23-24 in Monterey,
Calif.
Attending were foodservice operators and distributors from throughout
the country. They heard Ronnie De La Cruz, PMA's vice president of training,
declare that the produce category continues to claim primary attention
in the $40 billion foodservice industry and that the value-added category
reins as "king."
There is increased reliance on key vendors who almost always "get
it right," he said. They are constantly bringing new products and
services to the market and also have the ability to specialize.
Times have changed, De La Cruz added. There is less time to cook or prepare
meals and less desire to do so; along with that, many feeling guilty about
not preparing home cooked meals.
Fresher Product Than Ever
Fresh-cut has gotten fresher, he declared. Noticeable improvements in
cold chain management and processing technologies have taken place, including
cutting, washing and drying. There also have been improvements in packaging
technologies, particularly the development of breathable packages. These
are helping the industry deliver a fresher product.
"Who buys fresh-cut product?" De La Cruz asked, responding that
customers include foodservice, retail, manufacturers and non-traditional
markets. Foodservice customers range from the airline industry to restaurants
such as Chili's, Boston Market, Pizza Hut and Burger King, he said.
The speaker then detailed the advantages and disadvantages of purchasing
pre-cut fruits and vegetables. Among the advantages cited were:
• Ease of use
• Increased food safety
• Reduced labor requirements and better labor utilization
• 100 percent yields - no waste; consistent portions
• Consistent quality
• Reductions in kitchen accidents
• Less cooler space required
Disadvantages noted were:
• Must maintain proper cold chain
• Lack in flexibility of use
• Seasonally, bulk can be less expensive
• Bulk is more forgiving, if mishandled
Not for Everyone
"Fresh-cut produce is not for everyone," De La Cruz cautioned.
"It must satisfy a specific need, and the cold chain must be in place.
For every one degree that product is maintained over 40 degrees F, one
day of shelf life is lost."
How do you choose the best fresh-cut processor? he asked, responding that
good processing is "no secret." Such processors use the best
quality of raw materials available and keep it clean, sharp and cold.
Among the considerations in choosing a fresh-cut processor are raw product
quality, continuous supply, food safety, products needed, shelf life,
sales support, field support technical support and price, he pointed out.
When it comes to raw product quality considerations, does your processor
have a field presence? De La Cruz asked. What standards are in place to
determine if raw materials are rejected? What criteria does the processor
use to determine raw material suppliers? Does the processor have enough
volume to quickly use up raw material inventories?
"Ask to look at the raw material as it is being processed,"
the speaker encouraged academy attendees. Since a continuous supply is
important, check into whether the processor ever shorted a customer product
due to raw material supply, and find out if he has long term relationships
with his suppliers. Does he have contracts in place or is he buying from
the open market?
"Never compromise food safety," the speaker challenged. Make
sure GAPs (Good Agricultural Practices) and field audits are in place
as well as GMPs (Good Manufacturing Practices). Check into whether third
party plant audits have been conducted, by whom and what were the results?
Describe the plant sanitation procedures, and find out if there is an
in-house micro lab. If there is, understand what is checked. How many
microbiologists and lab techs are employed? Find out if the processor
has an environmental program in place.
More Worthy Questions
"What is the processor's recall ability?" De La Cruz asked.
"How often are mock recalls done and what are the results? Is the
processor looking at new technologies to improve food safety? Does the
plant look bright, clean and sanitary? Observe employees going to and
returning from break, lunch and restrooms. At what finished product temperature
will the processor shut down the line? Has the processor ever had a product
recall?"
When considering field and technical support, check into whether field
support people are available to visit customers with issues, he advised.
Ask the processor how he knows if his products are performing in the field.
And if customers have technical questions or concerns, are there people
available to visit with them?
Addressing proper handling, De La Cruz cautioned his would-be graduates
to never forget that fresh-cut produce is still produce. When receiving
fresh-cut product, keep it in the coldest spot in the cooler. This requires
checking the temperature inside to make sure where that is, he advised.
Also, rotate the current stock prior to receiving a new delivery.
Other important advise for those receiving fresh-cut products:
• Check the condition of the truck.
• Note what other items are being stored in the truck.
• Check quantity against the bill of lading.
• Check condition of the cases.
• Check condition and temperature of the product.
• Reject any product that does not meet agreed to conditions.
• Check the code dates - first in, first out.
• Properly open the box by peeling off the tape.
• After washing your hands, open the fresh-cut bag using clean, sanitized
scissors.
• Remove the needed amount of fresh-cut produce and re-seal the bag;
rehydrate, if needed.
Fresh Produce Academy students were also advised to watch for defects
common to fresh-cut produce. Noted were such problems as frozen lettuce,
lettuce cores, lettuce chunks and oxidation.
© 2004 Columbia Publishing
Tips
for Improving Your Cold Chain Management
Fresh Cut
September 2004
Astute cold chain managers monitor every step in the
cold chain, from beginning to end, says Bill Oda, director of technical
services at Freshway Foods, Sydney, Ohio. It is important to evaluate
the whole process, particularly those areas where carefully controlled
temperatures are critical.
In the typical fresh-cut processing plant that begins with the raw materials
coming into the plant, Oda explains. It continues throughout plant, as
product is processed, stored and then shipped to end consumers.
Room and flume temperatures within the plant as well as finished product
and truck cargo temperatures all must be measured and monitored to ensure
that the highest quality product is delivered to the customer.
"The magic number here on all product going out is 40ºF, or
keeping everything at 40ºF or below," Oda cautions. "Some
customers have even more stringent requirements that specific an exact
temperature reading. Whenever there is more than one choice, we try to
ensure that our loads are kept at the more stringent level. That way,
we don't have to worry about customer X, who wants his product at a certain
temperature, and customer Y who wants his at a slightly different reading.
The more stringent temperature requirement is selected and utilized."
Because recommended storage temperatures for various fruits and vegetables
vary, the Freshway Foods director of technical services relies on U.S.
Department of Agriculture guidelines as well as university data to establish
company standards.
Raw product coming in from grower-shippers must be cooled down properly,
he cautions. Otherwise, experience has shown "you may be fighting
a losing battle." Product quality and safety are both compromised.
Product arriving at the plant in too warm of condition overheats in the
flumes and, generally speaking, is difficult to cool down.
"When we talk about raw materials that also means packaging,"
Oda emphasizes. "Cool down your corrugated material as well. An overly
warm box can undo everything you've done in managing the cold chain. It
can leave you wondering what happened, why your product is too warm, when
you've done everything right up until packaging time." To reduce
such risk, Oda advises bringing all packaging materials into the plant
a few days ahead of when they are to be used. There, they can be cooled
sufficiently to reduce the risk of disrupting the cold chain. Most managers
recognize the importance of doing so for an added reason. Warm packaging
material, particularly films, often do not run properly on packaging machines.
The University of California, Davis, has an excellent Web site with recommendations
for shipping raw fruit material, Oda adds. Click at www.postharvest.ucdavis.edu.
The USDA and FDA also have Web sites with additional information.
Can proper cold chain management be a challenge for those starting out?
"It certainly can be," Oda acknowledges. "You can have
all of the monitoring devices and technology available in position and
on site-temperature recorders, chart recorders and more-but if nobody
is doing anything to monitor the data collected, if you don't have a mechanism
in place, all of your effort will have been useless."
Why is proper cold chain management so important? Food safety and product
shelf life are the critical issues, Oda says, again emphasizing how temperatures
above 40ºF promote product breakdown and reduce overall shelf life.
Most breakdowns in cold chain management occur when managers fail to monitor
all key areas, he notes. They may do an excellent job of protecting the
raw material once it hits the plant but neglect to ensure it has been
cooled and maintained at proper storage temperatures en route to the plant.
Occasionally, a produce shipment may have warmed up and cooled back down
in transit, and since it arrived at the plant at the recommended temperature
setting, the fact that a severe temperature swing occurred is overlooked.
"Again, it is important to have the right kind of monitoring equipment
and properly trained people in place who can do the calibrations and take
care of the equipment and who can act when a decision needs to be made,"
Oda warns.
Editor's note: Bill Oda currently serves as
director of technical services at Freshway Foods, Sydney, Ohio. Before
joining the fresh-cut processing operation in 2000, he spent five years
with Silliker Laboratories. Oda holds a master's degree in microbiology
from Ohio State University and can be reached at boda@freshwayfoods.com.
© 2004 Columbia Publishing
Advice
on How to Comply with New Allergen Labeling Act
Fresh Cut
September 2004
With the Food Allergen Labeling and Consumer Protection Act of 2004 recently
signed into law, all food manufacturers, including fresh cut, must now
comply with more stringent labeling requirements.
The law specifies a list of eight probable allergens, identified by the
government, linked with milk, eggs, peanuts, tree nuts, fish, shell fish,
wheat and soy. If present in any food product, they must be properly identified
on the label.
The International Fresh-cut Produce Association has prepared a new publication,
"Model Food Allergen Management Plan for the Fresh-cut Produce Industry,"
specifically to help fresh-cut fruit and vegetable processors better comply
with the law. It includes a comprehensive look at product design, manufacturing
and operations controls, measurement systems, regulatory updates and more.
The plan can be ordered online at the IFPA Web site: www.fresh-cuts.org.
Helpful Information
Why purchase the allergen text? "In and of themselves, fruits and
vegetables are not necessarily allergens, but as the fresh-cut industry
has progressed, we're now seeing things such as croutons, salad dressings,
cheeses and other products added that may contain food allergens,"
explains Dr. Jim Gorny, Ph.D., IFPA vice president of technology and regulatory
affairs. "We need to be acutely aware of how to manage these food
allergen risks within the food processing plant."
Pointing to the complexity of the issue, Gorny used the example of a pallet
of croutons stored inside a salad plant being hit by a forklift.
"If such an incident should happen, what are you going to do to make
sure that you don't cross contaminate everything in your facility?"
he asked. "Some processors are marketing carmel dips for fresh-cut
apples that may contain wheat glutton as a thickening agent. If so, how
are you making sure that the outside of the containers are not contaminated
with wheat glutton and that you are not cross-contaminating your facility?
What the IFPA publication does is to provide you with practical guidance
on how to handle and assess food allergens in product development in your
manufacturing facility."
Of those involved in produce, the fresh-cut industry has "the more
complex labeling obligation," notes Dr. Donna Garren, Ph.D., vice
president of scientific and technical affairs, United Fresh Fruit and
Vegetable Association. "Many are co-packing products such as salad
dressings that often contain milk, eggs, or nuts, known allergens. In
such cases, they have got to make sure the ingredients are clearly identified
on the label."
Important to Inform Consumers
"The industry should inform its customers-especially those at risk
with allergies-what's contained in its fresh-cut products," Garren
warns. "If present to any degree, known food allergens-milk, eggs,
peanuts, tree nuts, fish, shell fish, wheat and soy-should be listed."
Is the new law good for the industry?
"Consumers do benefit from such information," Garren acknowledges.
"They need to be provided with appropriate, readable, user-friendly
information in order to make intelligent purchasing decisions."
Such information may be critical to the health of certain consumers, points
out Lou Cooperhouse, director of the Rutgers University Food Innovation
Center. With this new legislation, the food industry has an obligation
to label product ingredients that can directly or indirectly impact people's
lives.
As fresh-cut processors market more and more value-added products-salad
items that include dressings and croutons, carmel dips and more-correct
allergen labeling becomes even more critical.
Making another point, Cooperhouse warns companies adding nuts to certain
products, for example, to do so at the end of the shift, prior to implementing
clean up and sanitation procedures. Proper sanitation must take place
to avoid cross-contamination between products.
"A high quality HACCP plan is a must, and a food company with a proper
plan in place needs to have an allergen section identifying how known
allergens are segregated in its raw material inventory. It also should
detail how products that contain allergens are formulated, so that everything
they can be kept separate from those that do not contain such ingredients,"
Cooperhouse suggests.
Allergen control should be an integral part of any fresh-cut HACCP program,
the Rutgers University official warns.
"A high percentage of food industry recalls today are due to mislabeling,
not food-borne pathogens," he explains. "They are due to failure
to properly identify known allergen ingredients on the label."
© 2004 Columbia Publishing
Amber
Foods Inc. - Cutting Fruit the Old-fashioned Way
Fresh Cut
September 2004
While his company does more than $10 million a year in
fresh-cut fruit, Bill Bernstein, president of Amber Foods Inc., has yet
to be convinced that mechanical cutting is the way to go. All fruit cut
at the company's processing plants in Toronto, Canada, and Dinuba, Calif.,
is done by hand.
Bernstein is constantly looking at advanced technologies, but, as for
now, he believes his crews are the better choice. They continue to turn
out superior looking fruit cuts compared to those coming off of any of
the mechanical equipment he's seen. And after factoring in the cost of
equipment options, he's less than convinced that anyone out there can
offer him any real savings over cutting fruit the old-fashioned way.
The company president has been marketing fresh-cut fruit and fruit salads
since 1975. Amber Foods' most popular product is a fruit salad mix containing
oranges, pineapple, cantaloupe, honeydew and grapes. And, for those customers
with special blend requirements and a willing to spend a little more,
fresh apples, papayas, mangoes and kiwi can also be added. The company
also markets orange, grapefruit and pineapple segments.
Ran into Problems
"In the early 1990s, my wife, Darryl, and one of our mechanical experts
in Dinuba, Calif., developed a piece of equipment to slice oranges and
grapefruit more efficiently," Bernstein recalls. "It was later
abandoned. It could not handle the fruit as gently as a worker cutting
it by hand. The machine worked, but we ran into problems meeting our quality
standards.
"That's been more than 10 years ago, and since then we have continued
to look at various mechanical options for processing citrus, melons and
pineapple," he admits. "We belong to the International Fresh
Cut Produce Association, have attended all of its trade shows, have talked
to numerous people and have looked at a lot of equipment. With all of
that, we remain unconvinced that the equipment out there today really
does the job we want it to do - that is replace hand labor in its entirety.
"Melon cutting equipment started showing up more than five years
ago, and although some of it is pretty nifty, what we've seen really doesn't
measure up in terms of cost-effectiveness. But even more important, in
foodservice, where we do virtually all of our business, the chefs want
the fruit cut to a certain size and specs," he explains. "Machine-cut
slices or cubes are often irregular. To come out with similar quality,
going the machine route would require just as big of a workforce. Workers
who previously used to cut fruit, would need to be moved to quality control
to ensure that the cut fruit meets the specs.
"Retail is a different story. You don't have to have the same exacting
standards," Bernstein explains. "This may be my opinion, but
your average homemaker is not a chef and she doesn't worry as much about
the looks of her fruit plate. You can get away with more in retail because
as long as the product is selling, the retailer is happy. He doesn't care.
Whereas with foodservice, the chef will look at the product and if it
isn't quite right, it's coming back to you with a huge credit expected."
Concerned about Breakdowns
Another downside for most melon equipment is the propensity to breakdown
during critical periods, the processor argues. Experience has shown that
"bad things always seem to happen on the worst days."
"The pineapple equipment I've seen works fine. I've seen no real
problems," Bernstein acknowledges, "but after factoring in the
cost of the equipment, I fail to see the economic advantage."
Today's citrus processing equipment is promising, Bernstein admits, acknowledging
that he has seen some out of Italy and Germany that do "a fairly
good job." It has been on the market in Europe for several years
now and may have a future here in the U.S., but he remains unsure.
"Having been in business for nearly 30 years now and knowing that
our products turn out best when cut by hand, I'll admit that it is hard
to change," Bernstein smiles. "It is especially expensive to
invest in machinery only to find out later that it doesn't provide the
level of quality needed. Large companies can afford to absorb such mistakes.
If they buy a piece of melon equipment for $65,000 and it doesn't work
out, they are not going to be happy about it, but the impact is not going
to be as pronounced as it would be with the those of us with smaller operations."
One of the factors making it difficult to get excited about fruit cutting
equipment is that it doesn't know when to be gentle, he explains. Fruit
can be very hard and firm at one point in the season and much softer at
others. Sugar and acid levels move up and down, and the equipment, with
rotating blades, treats each piece exactly the same.
The Early Beginnings
The roots for Amber Foods Inc. can be traced back to Bernstein's father,
Ted, a survivor of the Great Depression. Looking for a way to provide
for his family, he began a fresh-squeezed orange and grapefruit juice
business in the mid-1950s. Previously, he bought and sold produce throughout
Canada's Ontario province and was looking for a way to spend more time
at home.
"In those days, he serviced a fledgling foodservice industry but
earned enough money to survive," the son remembers. "The juice
was sold at 25 cents per Imperial quart, which meant the fresh squeezed
juice was delivered in 40-ounce bottles."
The family operated out of a small facility in the middle of an industrial
building. In the front of the building was a greasy spoon restaurant;
on the back side was a small dairy. The fragrance of the freshly squeezed
juice permeated everywhere. The business was a miniscule Tropicana in
the middle of a huge city.
In 1960, a new dimension was added. After making a trip to Florida at
Christmas time and witnessing the state's citrus sectioning industry,
the elder Bernstein and his wife, Elsa, began adding orange and grapefruit
segments to their portfolio of products.
"And in those days, those were true segments," Bernstein points
out. "Everything was cut by hand and between the membranes. The membranes
were not cut as part of the true segment."
Upon his father's death in 1975, Bernstein and his wife, Darryl, took
over management of the business. Picking up a business that had suffered
because of the ill health of the proprietor - only five major accounts
remained - they went to work building a multi-million dollar business
empire today has them traveling back and forth every two weeks between
plants in Toronto, Canada, and Dinuba, Calif.
Looking back, much of the company's growth has come in response to requests
for new and different kinds of fruit products. In 1975, for example, a
fruit salad was still considered to be orange and grapefruit sections,
and it wasn't until the Sheraton Center in Toronto requested fresh pineapple
chunks that they were added to Amber Foods' product mix. Oftentimes, new
products were developed to compete against others offering various new
introductions.
"Somewhere between the fall of 1975 and winter of 1976, the Sheraton
asked us if we could jazz up our fresh-cut fruit line by offering a mix
with fresh melons in it," Bernstein remembers. "It was then
that we began putting orange, grapefruit, pineapple, cantaloupe and honeydew
in a mix.
Liked Fruit Mixes
"The larger companies in this business today have no idea of the
history of this business," the entrepreneur asserts.
"Toronto, for some reason, was a hot bed for fruit salad mixes. In
those days, nobody used distributors. They all did their own distribution.
Trying to sell product lines, the big thing was to ask customers to think
of outsourcing one or more of their products. It was a slow and difficult
process to get people to think about buying products that way. A few hotels
and restaurants were buying peeled potatoes in the late 1960s and early
'70s, but getting people to buy their fruit already cut was a challenge
and a slow and long-term process."
Another change in the way fresh-cut processors marketed fruit products
came in the early 1980s, when a company in Vancouver, B.C., began selling
a fruit mix containing watermelon, only with the seeds removed. Soon,
everyone, including Amber Foods, was following suite. In the days when
there were no seedless varieties around, picking out the seeds was arduous
task.
The next big change came in 1989 when red seedless grapes were substituted
for watermelon. Again, the portfolio of products changed.
After working out of a 4,500 square-foot facility in Ontario from 1975
to 1986, Amber Foods moved its operations in 1987 to a 12,000-square-foot
facility in Toronto. But soon thereafter, the company found it was running
out of space again. Later that year, that led to the establishment of
a separate processing plant in Dinuba, Calif., between Visalia and Fresno.
"We found a place with around 10,000 square feet of space and existing
refrigeration," Bernstein says. "It was owned by Sam Perracone,
well known in California produce circles. He also owned Simply Fresh,
a major foodservice supplier and competitor. Perracone was gracious enough
to help.
New State-of-the Art Facilities
"In 2000, we moved into a new 25,000-square-foot building in Dinuba
, where we have one of the most active HACCP plans of any company in the
fresh-cut fruit industry," Bernstein says. "Our niche market
is furnishing the foodservice industry with products in 1-, 2-, 3- and
4-gallon pales. That same year, we also expanded and modernized our Toronto
plant to around 15,000 square feet. Both facilities today are extremely
efficient."
As the years have rolled by, Amber Foods continues to do well in the marketplace,
wet packing its fresh-cut fruit products in water with sugar, citric acid
and sodium benzoate added as a preservative. A light preservative - less
per serving than would be found in a Diet Coke - is used to extend shelf
life to about two weeks. The company's fruit products are sold to customers
in central and northern California, parts of Nevada, the Midwest and Northeast
U.S. and eastern Canada.
Amber Foods' products are marketed through Sysco, U.S. Foodservice and
other distributors.
© 2004 Columbia Publishing
>>
Return to top
Classic Salads LLC
This Company Has Come a Long Way in
Four Short Years
Fresh Cut
October 2004
By D. Brent Clement
Editor/Publisher
Classic Salads, LLC, established in 1999 in Salinas,
Calif., is one of a string of companies that traces its roots to owner
Lance Batistich. Batistich is well-known in the Salinas Valley as one
of Salyer America's major grower-suppliers. Under the name Classic Baby
Vegetables, Batistich is also a substantial raw product supplier for fresh-cut
produce giant, Ready Pac. In addition to Classic Baby Vegetables and Classic
Salads, Batistich owns and operates Classic Farms and Classic Berry as
separate divisions of the company.
Classic Salads got its start marketing spring mix, spinach and arugula.
An industry innovator, the company has steadily expanded its ample line
of offerings, including the introduction two years ago of a fresh-cut
fruit program.
Farming History
Batistich and his wife Christina began farming in 1983 in the Watsonville,
Calif. area, growing sugar peas, green beans, squash and rhubarb. They
operated under the name of Lance Batistich Farm. Five years later, they
moved their operations to Salinas and changed the name of the business
to Classic Farms. By 2001, the two were growing 1,700 acres of head lettuce,
700 acres of leaf lettuce, 150 acres of broccoli, 100 acres of cauliflower
and 50 acres each of celery and strawberries.
By 1996, Classic Farms was growing spring mix and baby spinach for Ready
Pac, commencing a business relationship that continues to this day. The
success and growth of Classic Farms led to the July 1, 1997 launch of
Classic Baby Vegetables. As demand for top quality produce increased,
Classic Baby Vegetables expanded by initiating a winter growing program
in Yuma, Ariz.
In June of 1999, the Batistichs' enterprises expanded yet again. Classic
Salads was formed to process spring mix, baby spinach and arugula, and
now operates year- round with plants in both Aromas, eight miles north
of Salinas, and Yuma.
A Growing Family
In addition to company owners Lance and Christina Batistich, Classic Salads'
management includes several other husband-and-wife teams: Lex and Joyce
Camany; Myuzette and Jose Ornelas; and Richard and Romi Urbach.
Camany serves as sales manager while his wife handles raw product inventories
and sales. Myuzette Ornelas is one of two key sales executives; the other
is Jeff Jensen. Richard Urbach serves as production manager for both plants.
Jay Del Rosario is quality control manager. On the Classic Baby Vegetables
side of the business are two other key players, Cliff Stout and Jessica
Fields, who supervise raw product production in the field. Both are connected
with the Batistich family. Another member of the family, Joan Batistich,
Lance's mom, takes care of business matters for the companies.
"We're proud of our family atmosphere here," says Camany. "We're
a family-owned business that excels in high quality products, arrivals
and service. Here, the customer continues to come first. Our owner, Lance
Batistich, is right there with us. There is no hierarchy. He participates
in our daily meetings, and it's not uncommon to see him down there on
the plant floor working away. He personally oversaw the setup of equipment
at our Aromas plant. He's a hands-on guy, and everybody likes him because
he is so genuine. He's a motivating factor."
Fresh-cut Vegetable Offerings
Today, the company's baseline commodities continue to be spring mix, baby
spinach, teen spinach and arugula, in different package configurations.
They have also added a full line of fresh-cut foodservice items such as
shredded lettuce, chopped romaine, coleslaw, carrot sticks and broccoli
florets in different packs and sizes.
"For retail, we're marketing three 1-pound bags per box as well as
twelve 1-pounders and clamshells," says Camany. "We also offer
a variety of specialty salads-asian mixes, braisin mix, boston blends,
frisée and radicchio."
Their spring mix is also available in straight packs (any one of 10 products):
mizuna, lolla rosa, tatsoi, etc. "Special blends are available on
request," Camany explains.
"Along with our spring mix, spinach is one of our more outstanding
programs in terms of consumer demand," says Camany. "We select
the highest quality spinach and offer stemless, teen and baby spinach
in the four 2-1/2-pound size," he says. "Baby spinach is also
available in clamshells."
Camany is rightfully proud of the company's exceptionally high quality
and arrival rate. "We have one of the lowest adjustment rates in
the industry," he says. Camany attributes that to daily harvesting
and packing. Most shipments are moved to market within a day or two of
harvesting. "We try to stay as close as we can without making service
an issue due to a lack of inventory," Camany continues. "This
practice helps us maximize product quality and boost shelf life."
On the production side, Classic Salads gathers a substantial amount-"at
least 50 percent"-of its raw product from its sister division, Classic
Baby Vegetables. Diversity is the key. In California, the produce comes
from the Salinas Valley, the Hollister area, Watsonville and the Soledad/Greenfield
area. During the off-season, the company turns to its Yuma and Holtville
production sites. "We're able to guarantee our clients a year-round
supply with this program," Camany says.
The company has processing facilities in both the Salinas Valley and Yuma.
The Aromas site is located on 43 acres and includes 26,000 square feet
of processing space and state-of-the-art equipment. Located on 10 acres,
the Yuma plant is approximately 20,000 square feet in size, and the equipment
matches the Aromas plant in sophistication. Nine thousand square feet
of office space is currently under construction and will become home for
management and sales staff sometime in 2005.
The Fruit Side of the Business
On the fruit side of the business, Classic Salads offers an impressive
array of fresh cut fruit in a wide variety of tasty blends and package
types and sizes. Strawberries, cantaloupe, honeydew, watermelon, pineapple,
red grapes, mangoes, Mexican papayas, blueberries, blackberries, raspberries
and apples with caramel dip are the current headliners. They have various
package sizes of single fruits as well as a fresh-cut melon blend (cantaloupe,
honeydew and watermelon); a fresh-cut tropical blend (mango, papaya and
pineapple); a fresh-cut berry blend (strawberries, blueberries, blackberries
and raspberries) and a fresh-cut fruit blend (cantaloupe, honeydew, pineapple
and red grapes); plus fresh-cut fruit parfaits-one with cantaloupe and
one with pineapple.
"We're also very excited about our chocolate-dipped strawberries,
which are dynamite in popularity," says Camany. "Chocolate dips
come in white, milk and dark chocolate and are garnished with colored
chocolate shavings, chips or sprinkles offering both visual and taste
appeal."
An Emphasis on Food Safety
Food safety is one of management's highest priorities, according to Camany.
The company has a quality HACCP plan in place, adheres to good agricultural
practices and has implemented regular third-party audits.
"Some companies deal only with AIB," he explains. "We have
three different institutions monitoring what happens here. The USDA is
the most rigorous of them all. You never know when they are coming, so
we maintain the highest standards and best practices so that we're always
prepared. They come in unannounced-it could be at one o'clock in the morning."
Classic Salads markets its products to a variety of foodservice, institutional
and retail customers. Last year alone, it turned out approximately 3.5
million packages, tremendous growth in the company's short four-year history.
The future holds great things for Classic Salads and its customers.
© 2004 Columbia Publishing
Subway
New Salad Entrées with the Ability to Choose
Fresh Cut
October 2004
By D. Brent Clement
Editor/Publisher
With its four new premium salad offerings, Subway has
one distinct advantage over many of its competitors in the marketplace.
It offers its customers an opportunity to choose for themselves what ingredients
will be added or left off. They can add extra tomato, olives and jalapenos
or they can cut the cucumbers and green peppers. The choice is theirs.
Visit any of 19,530 Subway restaurants in the United States and Canada
and you'll see why the Milford, Conn.-based chain now leads even McDonald's
in the number of restaurants. While there are high fat and carb-filled
choices still on the menu, there are plenty of healthier choices. From
grams of fat to a carbohydrate count, everything is spelled out. Customers
can choose from freshly cut vegetables for both sandwiches and salads,
leaving the impression that the Subway menu is both healthy and nutritious
and won't add on pounds and clog arteries
As of Dec. 31, 2002, Subway had 148 more restaurants in the U.S. and Canada
than McDonald's. McDonald's still leads the pack worldwide with more than
30,000 units in 119 countries; Today, Subway has nearly 22,000 restaurants
in 74 countries. But Subway, started by Fred DeLuca in 1965, is closing
the gap and fast. The fast food chain opened 2,754 units in 2003; McDonald's
opened 295.
New Salad Offerings
In its latest menu changes, Subway has taken its salad offerings up another
notch by rolling out four new premium products in North America. The first
salads were added in March; the Mediterranean Chicken Salad was added
in May. These include:
· Garden Fresh Salad - a basic garden salad with 2 grams of fat.
It is paired with a fat-free, red wine vinaigrette dressing.
· Mediterranean Chicken Salad - contents include romaine, iceberg
lettuce and baby spinach with onions, carrots, cucumbers, tomatoes, green
peppers, black olives, croutons, all white meat chicken strips and feta
cheese. This is served with a Greek vinaigrette dressing.
· Classic Club Salad - this is Subway's Atkins' diet friendly offering
and has full Atkins' endorsement. It has 9 grams of net carbs and has
all of the same vegetables as the Mediterranean Chicken Salad plus turkey
breast, ham, shredded Monterey cheddar cheese, diced egg and bacon bits.
The Classic Club Salad is paired with a carb-controlled ranch dressing.
· Grilled Chicken and Baby Spinach Salad - this salad is also Atkins'
diet friendly. It has 6 grams of net carbs and is made with baby spinach,
onions, chicken, shredded Monterey cheddar cheese, diced egg and bacon
bits and is served with a low-carb honey mustard dressing. There is a
distinct garlic flavor from the slivered almond garnish.
Began Testing Last March
Subway began testing its first three new salad entrees last March in 2,300
stores. The restaurant chain has always offered salads. In fact, in its
earlier years, it was known as Subway Sandwiches and Salads.
"With new salads being offered everywhere, we felt a need to differentiate
our salad line from our competition," explains Tina Fitzgerald, senior
purchasing consultant for IPC, Miami, Fla., which does all of Subway's
purchasing. "After completing our market studies, we felt we had
a pretty good indication of which salads would be successful and which
would not. Once the tests were completed, we rolled out our enhanced salad
program."
How are things going?
"We're still pretty early into everything, and we are still adjusting,"
Fitzgerald acknowledges. "The additions have made it necessary to
add four new SKUs just in produce alone. For our franchises, it's been
a learning curve. They've had to make room for the salads on their lines
because, unlike our competition, we're making everything right in front
of our customers' eyes. This required reconfiguring our sandwich units
to fit in all of the new items necessary to make the salads."
"As with our sandwiches, people enjoy the fact that they can participate
in the production of their salads," adds Les Winogard, Subway's public
relations coordinator. "When at the counter, they can point to the
items they want and ask for more or less of each. We have a lot of green
vegetables there-carrots, onions, peppers, all of the things that are
good for you. For our customers, it's all about choice, variety and balance."
Although huge quantities of lettuce, onions, carrot slivers and other
pre-cut products are part of the company's vegetable mix, on-the-spot
preparation of Subway's salad offerings remain a very important part of
the product presentation.
"We've always felt it important that we prepare the salads in front
of our customers," notes Fitzgerald. "In one of our tests, we
offered a pre-made salad. Essentially, it was cut lettuce already in a
bowl. The customer would select the bowl and then, as he went down the
line, choose whatever other toppings he wanted. We discovered, however,
that most were happier when they were able to watch everything put together,
including the lettuce, and could choose for themselves."
Both Winogard and Fitzgerald feel there are advantages to preparing salads
in front of their customers as opposed to pulling a plastic-wrapped bowl
from under a counter or bringing in a fully prepared salad from a backroom.
Most of the lettuce, carrots, onions and other pre-cut products used in
Subway salads are sourced from California, particularly the Salinas Valley.
Subway is involved with the California Fresh promotional campaign but
also purchases product from the Arizona (Yuma area), Florida, the East
Coast and Canada. The largest volumes come from California and Florida.
Ensuring Adequate Supplies
Whenever a huge restaurant chain, such as Subway, comes on the market
with a new vegetable entrée, careful planning is undertaken to
ensure adequate supplies.
"We always have to make sure we're going to have adequate vegetable
supplies," Fitzgerald points out. "We contract to make sure
the ground is set aside to handle our needs. Since we test market before
launching a full-scale program, this generally allows adequate time. With
this many Subway outlets, it can take a while to gear up as it was for
us with spinach."
Subway's Grilled Chicken and Baby Spinach Salad continues to be one of
its most popular entrées. "I've been surprised at how popular
this salad is," Fitzgerald says. "I didn't think it would be
as widely accepted as it is. Part of reason, I believe, is that we have
been able to secure very high quality spinach. Shelf life is good, and
consumers seem to really enjoy this one."
How important is the salad market to Subway?
"Right now, we're trying to find out," Fitzgerald admits. "In
the past, people were not coming to Subway for a salad, but I don't think
they were going to McDonald's for one either. Our niche is not trying
to be all things to all people. Our specialty is sandwiches, but we're
also set up to build salads. We're just trying to find what will work.
We're still trying to discover what, for us, will be the optimal salad
and formulation.
"We do a partnership with Atkins, so we have Atkins' friendly salads.
These are carb-controlled entrees and appear to be what consumers want.
However, we also recognize that fads come and go. We intend to be flexible
and adjust to the demands of the marketplace quickly. Meeting the needs
of the market is a huge factor," the consultant says.
Continuing Research
Subway's market research team continues to research its customer base.
"Our demographics show that most are 18 to 35 years old, both male
and female," Fitzgerald says. "However, when our salad and wrap
program began, we were seeing a lot more women than previously. Housewives
were coming in that were not among our clientele before. The Atkins' friendly
wraps and salads were bringing new people in the door."
Most customers order either a sandwich or a salad but not a combination,
she points out, something Subway officials would like to change. This,
plus the fact that requests are coming in for a small, side order salad,
has prompted them to begin testing to see if doing so would be good business.
Whatever the future brings, Fitzgerald believes Subway will continue promoting
its image as a healthy place to eat. With salads now heavily promoted
at McDonald's, Wendy's, Burger King and other places, the competition
is on; concerns over health, however, are in Subway's favor, she believes.
"Again, we're not trying to be all things to all people," Fitzgerald
smiles. "Mom may say that she can take her children to McDonald's
for a happy meal because she can now enjoy a salad, but the fact remains
she's often walking out of the door with french fries instead.
"With its fresh, healthy food, Subway offers better options. You
can come in and get something less health conscious if you want. You can
purchase a foot-long meatball sandwich with extra cheese, but I think
the salad trend has hit and isn't going away any time soon. I see it as
a change that is too important to ignore," Fitzgerald says.
© 2004 Columbia Publishing
PMA Product Showcase
Fresh Cut
October 2004
Idromatic Spin Dryer and Speedy Cutter
NILMA USA will be displaying the ATIR I Tilting Washer and the IDROVER
50 Batch Drier in booth No. 3776. Available for video viewing will be
the IDROMATIC, a fully automatic continuous vegetable spin dryer. This
machine increases productivity and eliminates manual handling. It is ideal
for drying a complete range of products ranging from delicate leafy vegetables,
such as basil, to diced onions, peppers and carrots. The spin dryer includes
automatic feed and discharge conveyors and an automatic cleaning cycle.
The motorized spin-drying drum system is electromechanical, while the
drying cycle is controlled by programming a PLC (programmed logic controller).
The hourly output depends on the type of vegetable and size of each piece,
and ranges from 750 to 1,500 lbs/hour from light to heavier vegetables.
This dryer is a recent addition to the NILMA processing equipment line.
It can be part of a new processing line including the company's ATIRMATIC
continuous washer and STRIPPER II cutter or incorporated into an existing
system.
Also available for video viewing will be Nilma's SPEEDY CUTTER universal
food processor (pix up pix, August issue, p. 19). Mincing, grating, chopping,
mixing - The SPEEDY CUTTER does them all. It incorporates a multiplicity
of functions and carries them all out extremely quickly and efficiently.
Whether it is chopped vegetables for salads or soup mixes or preparing
such items as mayonnaise or mincemeat, the Speedy Cutter can handle the
task.
The SPEEDY CUTTER is available in five different models: DS/1, with a
23-liter bowl capacity; DS/2, with a 32-liter capacity; DS/3 with a 60-liter
capacity; DS/4 with a 90-liter capacity; and DS/5 with a 120-liter maximum
capacity.
The company also will make available numerous videos and brochures on
other equipment.
For more information, contact Vlade V. Dobrohotoff, Nilma USA, 137 Stonehurst
Court, Martinez, CA 94553; phone: (925) 229-9311; fax: (925) 229-9311;
vladev@comcast.net; www.nilma.it.
Alcan to Feature Flexible Packaging for Foodservice
and More
Products to be featured at the Alcan Packaging (formerly Pechiney Plastic
Packaging) booth at this year's PMA show include retail and foodservice
flexible packaging for salads and blends, Parafilm™ and Floratape™
to protect items like bananas and flowers, related agricultural packaging
for dried fruit/nuts and packaging for complimentary markets such as dressings
and condiments
Alcan offers cutting-edge technology, including blown film, 10-color flexo
printing, co-ex films, laminations, anti-fog features, innovative ideas
for easy open/reclosable packaging and customized films to meet specific
OTR and bagging machine needs. Alcan Packaging can partner with its customers
on retail and foodservice applications.
Alcan Packaging is the leading global supplier of flexible packaging with
a vertically integrated focus on the produce market. From in-house graphics
development through local technical and service support, Alcan Packaging
provides a one-stop-shop for our customer in several key markets, including
fresh produce.
Stop by booth #410 and meet Alcan's fresh produce team or contact the
company at: Alcan Plastic Packaging, 8770 W. Bryn Mawr Avenue, Chicago,
IL 60631; phone (773) 399-3680; fax (773) 399-8549; www.pechineyplasticpackaging.com.
Litehouse to Show Off New Products and Graphics
Litehouse will be introducing several new exciting products and graphics
at the PMA Show in Anaheim, Calif. Included are:
· One Carb Plus Dressings and Dips
· Chocolate & Toffee Caramel Dip
· New Sesame Ginger with Real Ginger
· New Litehouse logo
Also at the booth will be:
· Comprehensive consumer feedback helping retailers understand
who our customers are
· Chef Tony Merola serving up delicious samples
· Award Winning Products
Litehouse is the recipient of two national taste awards on its new, Ranch
Veggie Dip. Its booth will be manned by owners Doug and Edward Hawkins
and the sales and marketing team. Meet everybody at booth #923 or contact
Litehouse at: 1109 North Ella, Sandpoint, ID 83864; phone (800) 669-3169;
fax (208) 263-7821; www.litehouseinc.com.
Increase Fresh-cut Produce Shelf Life with Selectrocide™
Biosteam Technologies will be talking about an exciting new product the
company is handling, Selectrocide™, at the upcoming PMA Conference
in Anaheim, Calif. The company has field tested Selectrocide™ with
processors handling fresh-cut honeydew, cantaloupe and watermelon.
Selectrocide™ uses a unique disposable generation device to impinge
pure chlorine dioxide gas in solution-without requiring the addition of
an acid. Simply add tap water to activate, and dilute straightforwardly
to the desired concentration. Biosteam Technologies has contracted with
the firm that manufactures this product to tailor applications for food
processing uses.
In testing to date, chlorine dioxide, as generated in the Selectrocide™,
proved to be more effective than bleach in reducing and maintaining low
levels of bacteria, yeast and mold on fresh-cut fruit while maintaining
better taste and presentation. Low levels of bacteria, yeast and mold
in fresh-cut fruit enable the product to maintain "fresh-cut"
qualities over its entire extended shelf life.
For more information, contact Biosteam Technologies, Inc., 1919 Oakwell
Farms Parkway, Suite 265, San Antonio, TX 78218, phone (210) 824-8821.
The Garlic Company to Introduce Garlic Bits
The Garlic Company introduces Garlic Bits, fresh all-nature California
garlic roasted to perfection using a proprietary process. Garlic Bits
add delicious flavor to recipes (just like fresh or peeled garlic - without
the hassle). Garlic Bits can be added during cooking or shaken directly
on already prepared foods.
With its convenient shaker top, Garlic Bits offers a quick and easy way
to add roasted garlic flavor to pasta, pizza, vegetables, salads, sandwiches,
eggs and more. Sprinkle in dips, soups, sauces and marinades.
At the table, Garlic Bits can be used to suit each individual's desired
level. For delicious roasted garlic flavor, place a shake next to the
salt and pepper.
The Garlic Company will be introducing Garlic Bits at PMA, booth #2778.
Stop by for a taste.
Maxco Machinery Packaging Machines
Information on the latest in packaging machines for RSC, tray and bliss
style boxes will be available at the Maxco booth at the upcoming PMA show.
An example is the ME 24 Case Erector for glue or tape sealing.
The ME 24 erects and bottom seals RSC and related styles of corrugated
cases. It features speeds up to 30 CPM for tape or glue seal and comes
in a standard 5- by 3-inch rectangular tube powder-coated frame; stainless
steel construction is available.
Serving the fresh-cut industry for more than 20 years, Maxco can be reached
at Maxco Machinery Division, Parlier, CA 93648; phone: (800) 726-2926;
e-mail: pflaming@maxcomachinery.com; Web: www.maxcomachinery.com.
© 2004 Columbia Publishing
PMA Fresh Summit 2004
How to Tap the Growing Hispanic
Market
Fresh Cut
October 2004
With the buying power of the Hispanic market estimated
at around $1 trillion, what does this growing market mean to your organization?
Those attending the Produce Marketing Association's Fresh Summit 2004
International Convention and Exposition Oct. 15-19 in Anaheim, Calif.,
will have an opportunity to find out. One of a series of high quality
sessions, "The $1 Trillion Question: Does Your Marketing Mix Speak
to Your Hispanic Customers?" is scheduled to take place on Monday,
Oct. 18, at 10:40 a.m.
All Fresh Summit 2004 events will be held at the Anaheim Convention Center.
Attendees of the Hispanic marketing session will learn how to create and
implement a successful Hispanic marketing program - one that will resonate
with the cultural and lifestyle distinctions of the Latino market.
One of the new aspects of Fresh Summit 2004 is the availability of new
educational tracks: consumption, merchandising, foodservice, technology,
packing/transportation; global trade, supply chain, professional development,
hot topics, and floral. Based on feedback received from PMA members, these
10 tracks will allow participants to develop and customize their own Fresh
Summit experience. Specifically, the international and technology programs
PMA has traditionally offered on the Saturday during Fresh Summit have
been integrated throughout the event's program.
Kicking off the global trade education track at Fresh Summit 2004 is a
special two-hour session titled "Produce Supply And Demand: Global
Economic Trends, Indicators and Analysis." Scheduled from 10:30 a.m.-12:30
p.m. on Saturday, Oct. 16, this session will give participants information
for strategic planning and macroeconomic insights on the current business
cycle, upcoming trends and potential areas of instability in the global
arena. Other sessions in this track are:
· What You Don't Know About Origin Labeling…But Need To. Origin
labeling remains a hot topic in the produce industry. During this workshop
from 2:45 p.m.-4:30 p.m. on Saturday, Oct. 16, session participants will
get the latest information on regulation updates and hear how companies
and commodity boards are using labeling to build their brand and increase
sales.
· Paving the Way to Increased Market Access. Market access interests
converge at the point where retailers seek a wider variety of fresh produce,
suppliers search to expand export opportunities, and governments work
to protect health and trade priorities. Workshop participants will learn
more about this process through case studies that illustrate the players,
relationships, and challenges surrounding efforts to increase worldwide
consumer access to fresh produce during this workshop scheduled from 2:45
p.m.-4:30 p.m. on Saturday, Oct. 16.
· Out of the Box and Into the Cart: Innovative Ways to Spark Produce
Sales. Participants looking for a dash of inspiration to get sales growing
will hear how produce marketers around the world have increased sales
and consumption through innovative marketing promotions and merchandising
programs during this session on Sunday, Oct. 17 from 9:35 a.m.-10:50 a.m.
· Fair Trade and Social Responsibility: A Closer Look. This session
on Sunday, October 17 will highlight case studies where the Fair Trade
philosophy has been implemented and focus on the impact that fair trade
practices have had on businesses. It will be held from 9:35 a.m.-10:50
a.m.
· The Green Light: Getting Approval for Exports to the U.S. Produce
exporters sending product to the United States are encouraged to attend
this session to receive information that will enable them to successfully
export to the U.S. This session is scheduled for 9:05 a.m.-10:20 a.m.
on Monday, Oct. 18.
· Global Prospecting: The Hottest Emerging Markets and How You
Can Capitalize On Them. Produce marketers interested in growing their
businesses into new markets are invited to attend this session, which
will identify new areas of opportunity within the global marketplace and
provide information about market entry strategies. This workshop will
be held Monday, Oct. 18 from 10:40 a.m.-11:55 a.m.
· The Realities of RFID: A Panel Discussion. During this session,
participants will hear from an industry panel addressing the realities
of RFID: its implementation, costs, benefits, challenges, limitations,
and new opportunities. This workshop will be held Monday, Oct. 18 from
10:40 a.m.-11:55 a.m.
· Planes, Trains and Automobiles: Important Developments in Transporting
Produce. This workshop on Monday, Oct. 18, will address critical issues
in the transportation arena, such as hours of service regulations, fluctuating
fuel costs, security. This session will be held from 10:40 a.m.-11:55
a.m.
· In addition to these educational sessions, international attendees
will also be able to network with their peers and industry leaders during
a special International Partners Reception on Friday, Oct. 15.
For more information or for last minute registering for Fresh Summit 2004,
visit the PMA Web site at www.pma.com/FreshSummit2004.
© 2004 Columbia Publishing
Bodek Kosher Produce Inc.
Catering to the Growing Kosher Market
Fresh Cut
October 2004
When Jack Weiman of Bodek Kosher Produce Inc. first began processing and
marketing fresh-cut produce in New York City in 1989, his focus was on
meeting the needs of the city's large Jewish population. A strong segment
adheres to Kashrut, the body of Jewish law dealing with what foods can
and cannot be eaten and how these foods are to be prepared and consumed.
With no other processors catering to this market at the time, Weiman envisioned
a small niche business capable of feeding his family and a handful of
other partners in the venture. Fifteen years later, in 2004, Bodek Kosher
Produce Inc. is a multi-million-dollar business marketing kosher-certified
products both in the United States and overseas. Its fresh-cut vegetable
products are distributed only in the U.S.-due only to time restraints-but
its frozen vegetable line is sold to a growing list of eager customers
in Europe, Israel and other countries.
Growth Market
Bodek Kosher Produce Inc. is the dominant player in the kosher vegetable
segment, which, he says, is growing at the rate of 15 to 20 percent per
year. Bodek, itself, has been growing at close to 30 percent per year
since its beginning.
"The kosher population keeps on growing and growing, especially in
New York City and New Jersey," the entrepreneur smiles. "There
also are lots of customers in California and in many other states. These
are not just orthodox families but are others asking for kosher products.
They are not just Jews, but include Muslims and people from other religions
and ethnic backgrounds."
While today's business has "never been better," that's not to
say that building the business has been easy going. As president and CEO,
Weiman is the first to admit there has been "a huge learning curve."
One important date marked on Weiman's calendar each year is Kosherfest,
an annual event that takes place at the Jacob Javits Center in New York
City. This year's show will be held Oct. 26-27.
"Kosherfest is very important to me because there are buyers there
from all over the world," he says. "We have a booth there each
year and talk to a lot of potential customers. In addition to the U.S.,
there are buyers here from France, Switzerland, Belgium and all over the
world. Most years, we pay for the cost of our booth thirty times over."
Product Line
The Bodek line of fresh-cut vegetables includes chopped spinach, California
style vegetables (broccoli, cauliflower and carrots), Mexican blend (broccoli,
corn, cauliflower and red peppers), stir fry (broccoli, sugar snap peas,
green beans, carrots, water chestnuts, onions and red peppers), Oriental
blend (green beans, broccoli, diced onions and mushrooms), Italian blend
(zucchini, squash, sliced carrots, cauliflower and Italian green beans),
asparagus, strawberries and more.
Each product adheres to strict kosher standards. Rabbi Gissinger, a world
renowned infestation specialist, is on hand to personally inspect what's
happening at the plant. His responsibility is to see that there are no
insects of any kind contaminating any of the processed food. All rabbis
on duty must be approved by an official kosher certification agency.
Company-employed rabbis visit the sites where the produce is grown. There,
they check the production and cleaning process to make sure there is adherence
to strict kosher codes.
"We go to the extreme," Weiman admits. "Kosher vegetables
must be free of aphids, thrips and other bugs. The consumption of bugs
or bug parts is prohibited by kosher law. The majority of bug issues are
with crops such as lettuce and cabbage, grown in open fields. Whole fruit,
if intact, is not a concern, but, even then, the inspections have to be
thorough because there may be a worm growing inside."
Current USDA regulations permit as much as 60 or more aphids, thrips or
mites per 3.6 ounces in frozen broccoli, Weiman points out, adding such
levels are unacceptable under kosher rules.
"From seedling to harvest to production, we supervise our produce
and discard any batches deemed inferior to kosher standards," Weiman
emphasizes.
Kosher Products Not Cheap
Does all of this sound expensive?
"The cost of production is definitely more, but so is the return,"
Weiman says. "We have to pay the rabbis, and the processing operation,
itself, runs at a much slower pace. While conventional processing plants
may handle up to 1 million pounds of product per day and everything is
in a rush, here, we actually slow the process down. There are proprietary
secrets in what we do to accomplish that, but our merchandise is washed
and cleansed much more thoroughly. Instead of handling 20,000 pounds of
product in a flume at 30 miles per hour, we may have half of that going
at half the speed. That makes our cleaning procedures much more effective.
And when I say cleaning, I don't mean cleaning for bacteria but cleaning
for bugs and insects so that a product can be properly marketed as kosher."
Kosher-certified food is not cheap to produce but is less costly than
organic Weiman notes. The major advantage over organic is that it is cleaner.
"Because of the kinds of chemicals used and the practices employed
with organics, there can be a lot of insect problems and damage in organics,"
the Bodek president points out. "That's unacceptable with kosher."
In addition to complying with kosher guide lines, Bodek has all of the
usual food safety programs in place, including a rigid HACCP program.
Both plant and equipment are state-of-the-art and function much the same
as other more conventional facilities. One of the noticeable differences,
however, is there are rabbis on hand and the processing process moves
at a slower, more careful pace.
What's Ahead?
Plans for the future?
"We're moving forward with a number of new ideas," Weiman says.
"One is the recent addition of our own greenhouses outside of New
York City. We're now growing some of our own vegetables there. We're doing
a lot of experimenting and are working on something new, which I'm not
at liberty to disclose. I can say that we plan to expand into kosher greenhouse
vegetables within the next six months. We are also negotiating on a variety
of overseas ventures, including the possibility of opening a fresh-cut
produce facility in Israel."
Is Weiman surprised at the company's success to date?
"Most definitely," he smiles. "In the beginning, I thought
this was just another small business. We've been tremendously surprised.
Despite growing competition for this audience-there are smaller companies
out there now copying everything we turn out -we've had an enjoyable experience
over the past 15 years. It was a challenge in the beginning and still
is, but as we read the newspapers and listen to the news, everybody is
into the diet craze. That's good news for us and has helped our business
tremendously.
"Health is important to us all, and with vegetables being pushed
a lot these days, it is exciting to be part of this revolution,"
Weiman says.
Editor's note: Jack Wieman, president and CEO
of Bodek Kosher Produce Inc., can be reached at jweiman@bodek.com.
© 2005 Great American Publishing
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