Sourced 10

S E R V I C E

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V E R S AT I L I T Y

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K N O W L E D G E

Sourced FEBRUARY 2024—MAY 2024 | ISSUE NO. 10

by

Future focused

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CONTENTS

22

TABLE OF

10

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3 The Future of Food Traceability.............................................................................. 4 The Silver Bullet?.....................................................................................................................6 Welcome to the Future............................................................................................................

8 Strawberries: Savoring the Sweetness.......................................................................

10 Tips for Thinking Strategically, by Rick Van Arnam....................................................

12 AMC Mobile Application..........................................................................................................................

15 Peppers: A Culinary Explosion in Color and Flavor....................................................................6.........

16 Anton's Edge....................................................................................................................................

18 Information Technology Department.................................................................. 20 Chef Fred’s Corner................................................................................................................

22 Just for Fun..............................................................................................................................23 Welcome to SOURCED.....................................................................................................

S OU RC E D | 3

welcome to

Sourced

by

SERVICE • VERSATILITY • KNOWLEDGE At AMC, our continued FOCUS on the FUTURE inspires us to deliver cutting-edge services for our customers, growers, partners, and employees.

As we cast our gaze into the future, we are excited by the challenge of integrating technological advancements into the produce industry. Artificial intelligence, blockchain, and information technology represent a future where seamless integration of connectivity and intelligence affect every aspect of our lives.

In this edition of SOURCED, our focus centers on technology and its impact on the produce industry. You will be introduced to our IT Department, which keeps AMC connected with technological innovation.

Additionally, we delve into futuristic merchandising concepts, as well as preparation for FSMA 204. We are also excited to introduce “Anton's Edge,” where Anton Marano shares the philosophy of servant leadership.

The FUTURE is not a destination; it is a journey we shape with our actions, decisions, and unwavering determination. Embrace the Challenges; Envision the Possibilities.

Anton Marano Damon Marano

Chief Executive Officer President and Chief Business Officer

4

The Future of

Food Traceability Preparing for FSMA 204 What is the goal of FSMA 204?

• The goal of FSMA (the Food Safety Modernization Act) is to transform the nation’s food safety system by shifting the focus for responding to major foodborne illnesses and preventing them.

• The US Food and Drug Administration (FDA) established FSMA to regulate the way foods are grown, harvested, and processed.

• Recently, the FDA published FSMA Section 204, which establishes a Food Traceability List (FTL) to identify foods that are of high-risk to human health.

What is Anthony Marano Company doing in response to FSMA 204?

• AMC's strategic plan started two years ago in collaboration with customers.

• Our cross-functional team combines talents from Quality Assurance, operations, and IT. • This team has been attending conferences and training sessions to learn more about the new FSMA rules and regulations, gaining valuable insights into the industry and collaborating with our partners.

• A gap-fit analysis is being performed to compare our current procedures and digital traceability technology to the requirements defined by FSMA and customer requests.

• Our continuous improvement project plan will identify areas in the business where we can get ahead of the requirements and share our status with partners.

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Determine our customers' requirements for receiving shipping KDEs (ASN, Case/Pallet Labels, Online Portal, BOLs, etc.).

Evaluate current systems for capturing, maintaining, and sharing CTEs and KDEs.

Determine our suppliers' abilities to share shipping KDEs with AMC.

Prepare a gap analysis to see where information is missing in our supply chain.

Develop a food traceability plan that addresses any gaps.

FSMA 204 RULE

Read and understand FSMA 204

N LA

Review the Food Traceability List (FTL) and determine what FTL foods we manufacture, process, pack, or hold.

LEA RN

P

Research various methods and technologies for collecting KDEs. Pilot our top choices, internally and with suppliers.

Develop a budget and project plan, internally and with suppliers.

DO

RE V I E W

Review metrics regularly to determine level of compliance.

Schedule regular third-party audits or monitoring of the traceability program that includes facilities and suppliers.

Evaluate results, make a technology recommendation, and create an implementation timeline.

Execute the project plan.

Collect, manage, and share CTEs and KDEs.

Establish a quality management program for traceability.

Generate Generate electronic sortable spreadsheets upon request.

Evaluate results with the same criteria used during gap analysis.

Source: iFoodDS

Produce records upon request.

AMC QUALITY ASSURANCE Anthony Marano Company already has digital traceability technology that enables our Quality Assurance team to quickly trace and communicate information to customers.

Norma Calderon Senior Director of Quality Assurance

The Silver Bullet?

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In today's dynamic business landscape, marked by numerous technological advancements and the pervasive influence of AI, it is crucial for us to acknowledge that no "silver bullet" can slow progress. This assertion held true four decades ago, with emergence of the internet, and it continues to hold relevance today.

While AI

Undoubtedly promises to revolutionize and enhance the speed and efficiency of business operations, we must never lose sight of the human element in decision making and the inherent challenges associated with over-reliance on technology.

Below, we have outlined some key challenges and advantages associated with the current state of AI. Ultimately, decisions regarding what is best for your business remain in your hands.

Challenges of AI Ethical Questions • AI can introduce ethical dilemmas, such as algorithmic bias, privacy issues, and transparency in decision making.

Data Quality • The accuracy and quality of data are critical for AI to be effective. Poor data can lead to unreliable results.

Regulatory Issues • Businesses must navigate a complex regulatory landscape when using AI, especially in industries with strict compliance requirements.

Human Element • AI can enhance decision making, but human expertise and judgment will continue to be essential, especially in complex and nuanced situations.

Cost • Implementing AI can be complex and expensive as it requires skilled professionals, infrastructure, and ongoing maintenance.

Acceptance by Consumer • Not all customers will be comfortable with AI-driven interactions and trust.

Benefits of AI

S OU RC E D | 7

Improved Efficiency • AI can analyze business processes to generate efficiencies in cost savings for time and labor.

• Automation of time-consuming, repetitive tasks can free up time for people to focus on strategy more creative work.

Cost Reduction • AI can lead to reallocating resources, minimizing waste, and reducing operational expenses.

Customer Engagement • AI can tailor marketing messages, product recommendations, and customer experiences based on individual preferences, thereby increasing customer satisfaction and loyalty.

• AI-powered chatbots and virtual assistants can provide 24/7 customer support, improving availability and response times.

Analytics • AI can analyze large volumes of data to extract valuable insights and patterns that help businesses make data-driven decisions.

• AI can predict future trends and outcomes, enabling proactive planning and risk management.

Product Development • AI can facilitate research and development by automating experiments, simulations, and data analysis that lead to innovation and product improvements.

Risk Management • AI can assess and mitigate risks by identifying potential issues, anomalies, and security threats in real time.

Competitive Advantage • Businesses that effectively leverage AI can gain a competitive edge by delivering superior products, services, and customer experiences.

Achieving success with Al demands meticulous planning, a comprehensive understanding of its limitations, and alignment with business objectives. It should be regarded as a component of the solution rather than a universal remedy. As always, it's crucial to strike a balance between Al-driven automation and human expertise.

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WELCOME TO THE FUTURE

WHERE THE PRODUCE AISLE IS AN ADVENTURE WAITING TO UNFOLD

FUTURE CONCEPTS IN PRODUCE MERCHANDISING

Step into the future, where the produce aisle transforms into a captivating space designed to engage, educate, and entice shoppers.

With the use of smart displays and augmented reality(AR), just imagine strolling down the produce aisle and having the ability to instantly access detailed information about each fruit or vegetable through your smartphone.

The future of merchandising involves such technologies, allowing consumers to scan produce items to unveil their origin, nutritional content, and even recipe suggestions. This interactive experience not only enhances transparency but also empowers shoppers to make informed and personalized choices.

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Picture this: you're on the hunt for that specialty vegetable for tonight's dinner. Feeling a bit lost, you pull out your smartphone, launch the supermarket's app and, in the blink of an eye, an AI-driven virtual assistant swoops in to analyze your past purchases, dietary preferences, and health goals. Then, AI algorithms suggest produce items tailored to your individual needs.

As AI technologies continue to advance, supermarkets can expect even more innovations that reshape customer experiences and streamline operations. Augmented reality holds great potential, enabling shoppers to access product information and tailored recommendations through AR glasses or smartphones while browsing store aisles.

Disclaimer: These concepts serve as a playful exploration into a future where possibilities are endless. It's important to note that these visuals are not grounded in reality (yet)... but rather represent an imaginative journey into what could be in the FUTURE.

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s e i r r e b w Stra Savoring the Sweetness

Strawberries are one of the most beloved berries globally, and, in the US, 52 percent of households eat strawberries.

Strawberries hold significance for Mother's Day and Valentine's Day due to their symbolic association

Perfect for:

with love, sweetness, and appreciation. Their vibrant red hue and sweet flavor make them a fitting choice for expressing affection and gratitude on these special occasions. Whether featured in decadent desserts, dipped in chocolate, or arranged in heartwarming displays, strawberries embody the sentiments of love

Tuesday February 14, 2024

and care.

Strawberries and Technology The integration of technology into strawberry farming is revolutionizing the way crops are grown—from breeding to yields and sustainability. Sensors, for instance, are being used

Sunday May 12, 2024

to monitor crop health, optimize irrigation, and assess the overall condition of strawberry fields. This data-driven approach allows farmers to make informed decisions, improve yield, and minimize waste, creating a more efficient and sustainable strawberry farming ecosystem.

Controlled Environment Agriculture (CEA) has expanded its footprint over the last several years, providing year-round production, reducing reliance on pesticides, and optimizing growing conditions. Currently, CEA represents a small percentage of the overall strawberry market, but as technology continues to improve and becomes more cost effective it could produce a steady year-round supply.

S OU RC ED | 11

National Pick Strawberries Day is celebrated on May 20th.

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VIBRANT IN COLOR; SWEET WITH A HINT OF TARTNESS

Fun Facts 8

The “seeds" you see on the outside of a strawberry are actually called achenes.

Strawberries contain more vitamin C than oranges.

Americans eat an average of eight pounds of strawberries per year.

California produces 80 percent of the strawberries grown in the US.

A strawberry weighing 10.19 ounces crushed the previous Guinness World Record in 2022.

Strawberries are related to roses. They are both from the Rosaceae family.

Ancient records reveal that the strawberry was grown in Rome as far back as 200 BC. They used the berries to treat depression, fever, and sore throats.

More than 40 species of strawberries are recognized.

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Tips for Thinking Strategically

without a Strategic Plan

by Rick Van Arnam If I’ve been asked once, I’ve been asked a hundred times: “Can you help with our strategic plan?” My short answer is always the same—of course. But what the curious inquirer doesn’t know is that I’m going to do it a lot differently than they probably imagine.

In the early days of my career, which reaches back into the 1990s, it was common for companies to have a five-year or even ten-year strategic plan. Probably the worst example I’ve seen comes from higher education. As it turns out, colleges and universities aren’t great prospects for “organizational health” (too much politics), but they love strategic plans that are both too long and too long in the making.

Often written by committees staffed by “experts” and organized as colleagues, the fault is really, in my opinion, that they settle, or compromise—which is a recipe for mediocrity. That may seem a bit harsh, but let’s face it: a lot can happen within five years that could render the final version of a strategic plan, which often takes a year to complete, obsolete upon delivery. You don’t need to look back more than three to five years and contemplate the changes we’ve witnessed to understand.

More important than a strategic plan, I believe, is to build a culture where leaders think strategically. But first, let’s address what a strategic plan is and what a strategic plan is not.

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What Is a Strategic Plan?

I once read that a strategic plan is no more than a continuous conversation about the future. I liked that definition when I read it and still do. That’s just one reason why I advocate for quarterly off-site meetings (see SOURCED, Summer 2023). Healthy executive teams should spend most of that time working on the business—which implies talking about where they are going, why, and how they want to get there. Specific topics will often center on people, opportunities, and thematic goals. I’ve also thought about strategic plans as no more than properly sequencing a company’s next four to six thematic goals.

6–9 Month Thematic Goal

Thematic Goal

Defining Objectives

Make the new airline partnership work

Refocus executive time and attention on airline

Establish airline specific weekly progress updates

Train airline employees and other channels to promote new card

Standard Operating Objectives

Revenue/ Expenses

Source: The Advantage by Patrick Lencioni.

Hire an executive to focus exclusively on the airline partner

Account retention Partner satisfaction

Develop and market new credit card to airline customers

Customer satisfaction

Accounts receivable/ Default rate

What a Strategic Plan Is Not A strategic plan cannot be static. Things change. Fast. Imagine a strategic plan started in early 2019 and approved by a board by Christmas of that year. What becomes of the plan by mid-March 2020?

A strategic plan cannot be a “check-box exercise” that creates a long-range plan only to pacify a board or make a leader falsely believe that the organization has a plan. What a waste of time that would be!

I think Peter Drucker, management guru from the 1960s and ’70s, once said that the reason to plan at all is to avoid avoidable mistakes. Ask any veteran about the stateside plans that were developed prior to deploying: the plan mostly fell apart upon landing overseas.

To further avoid these traps, think about building a culture that thinks strategically. On the next page are a few tips that may encourage agility and help avoid traps of conventional strategic planning.

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Create Time and Space to Think On a deployment to Afghanistan, a general officer offered this advice for remaining sharp in the 24/7/365 operating climate of a war zone: use the acronym R.E.S.T as a guide; in other words, be intentional to READ, EXERCISE, SLEEP, and THINK. Especially, READ things that make you more knowledgeable, wiser, or better at what you do, and carve out time to THINK. Think big. Dream. Think beyond the numbers. What future story should be told? Finally, consider where you do your best thinking. Have awareness around a place or an activity that generates your best thinking. For me, it has been running, walking, or hiking without my phone.

Get Out of the Building Start with the assumption that you aren’t the best in your industry. Go find best-in-class examples. If you can, go in twos and threes. Ask questions. Be curious. One observation may lead to another idea and that may lead to another idea. Get out and go look around.

Have Continuous Conversations about the Future This may be my favorite tip and it draws from one definition of a strategic plan. Leadership teams should be talking about the future—as a team, and often. These conversations should be heard in quarterly off-site meetings but also can be great conversations over dinner or drinks. Frequently, what you end up doing can be traced to an earlier, unplanned conversation about an opportunity or a possibility. Discover those by simply talking about what could be.

What’s most important, right now?

USING THE THEMATIC GOAL OVER TIME

2024

2023

Thematic Goal v. 1

Thematic Goal v. 2

2024

Thematic Goal v. 3

2025

Thematic Goal v. 4

FUTURE

S OU RC ED | 15

MOBILE APPLICATION CONVENIENCE AT YOUR FINGERTIPS The AMC mobile app is designed to enhance your experience and make your job easier. Packed with advanced features, the app allows users to effortlessly check order status, view invoices, access order history, track deliveries, obtain credit status, utilize PLU (price look-up), and more.

The AMC mobile app serves as a powerful tool for efficiency and collaboration between AMC and its customers. Download the AMC app today!

EXPERIENCE THE CONVENIENCE WITH AMC'S CUTTING-EDGE MOBILE SOLUTION.

Peppers

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A Culinary Explosion in Color and Flavor

Specialty Peppers

17% of consumers purchase specialty peppers.

Habaneros

Distinct fruity flavor

SHU: 100,000–350,000

Jalapeño

Moderate heat, slighty sweet flavor

SHU: 2,500–8,000

Serrano

Crisp with distinct spiciness

SHU: 10,000–23,000

Poblano

Peppery, slightly smoky flavor

SHU: 1,000–2,000

Hungarian

Sweet slighty hot flavor

SHU: 5,000–10,000

Anaheim

Smokey, sweet, tangy

SHU: 500–2,500

Bell Peppers

One of the most favored vegetables: 43% of consumers buy bell peppers

Red

Sweet, mild flavor with a crisp-firm texture

Orange

Sweet, tangy, fruity

Yellow

Sweet with a mild flavor

SSOU O URC RCED ED || 17

Specialty peppers are a key flavor around the world. Some popular dishes include: • Mexican Salsa • Indian Curry • Thai Pad Thai • Italian Pasta Arrabbiata • Chinese Kung Pao Chicken • Spanish Paella

Fresnos

PERFECT FOR:

Smoky, sweet flavor

SHU: 2,500–10,000

Shishito

Grassy, citrusy, slightly sweet

DID YOU KNOW? TECHNOLOGY AND PEPPERS • There's a large online community offering tips and tricks for growing the hottest peppers.

• Tech-savvy spice lovers can download

SHU: 50–200

mobile apps that use SHUs (Scoville Heat Units), or the Scoville scale, to measure the heat level of different peppers.

• Farmers can use technology to optimize

Green

Slightly bitter, grassy flavor

conditions for pepper growth. Smart greenhouses equipped with sensors and automated systems ensure that peppers receive the ideal temperature, humidity, and light for optimal development.

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18

Anton Marano Chief Executive Officer

In this edition of SOURCED, we are excited to introduce “Anton’s Edge” for the first time. Its mission is to instill self-belief by sharing ideas and insights that have inspired him. In this issue, Anton shares the philosophy of servant leadership, highlighting its significance and impact.

Unlocking the Potential of Servant Leadership At AMC we are focused on the importance of a servant leadership philosophy. This philosophy fosters a culture that places the needs of employees at the forefront, creating trust and loyalty. It also has a profound impact on employees by creating a workplace where individuals thrive, collaborate, and contribute their best to the success of an organization.

Servant leadership is a leadership philosophy and practice that emphasizes the importance of serving others.

It is based on the idea that the primary role of a leader is to serve their team. This distinctive approach contrasts with traditional leadership theories that typically wield power from the top of a hierarchy.

The concept of servant leadership was first explored by Robert K. Greenleaf in his 1970 essay The Servant as Leader. According to Greenleaf, a servant leader is someone who seeks to serve first, with leadership being a natural extension of their desire to serve. This leadership style is often associated with a more ethical, inclusive, and effective form of management that promotes high levels of trust, engagement, and collaboration within teams and organizations.

Servant Leadership Customers

Leader Employees Management Management Employees Leader

Supports Develop

Commands Control

Traditional Leadership

Customers

Rebecca Herman, graduate professor of leadership at Purdue Global, is an organizational culture expert and says, “If they are growing, then they desire to perform and achieve. They have more capability to accomplish things, and therefore they're really serving in return, and it becomes a cycle of positive service Customers and performance, which I believe makes servant leadership exceptional.”

S OU RC ED | 19

The 10 Characteristics of a Servant Leader Listening

Empathy

Awareness

Healing

Actively hearing a team’s ideas, concerns, and feedback.

Analyzing and understanding the needs and challenges of team members.

Being cognizant about the impact of one’s own decisions and actions on others.

Focusing on the emotional and psychological wellbeing of team members.

Persuasion

Conceptualization

Foresight

Relying on rationalization and influence rather than authority and coercion to inspire and guide the team.

Guiding an organization towards long-term goals while managing day-today realities.

Anticipating potential challenges, and opportunities, and making decisions that are beneficial in the long run.

Stewardship

Encouraging

Taking responsibility for the well-being of an organization and its members.

Committing to promote personal and professional growth among team members.

Building Community Fostering a sense of community and collaboration within the team.

Why Is Servant Leadership Important?

Encourages employee empowerment

Enhances overall performace

Promotes better communication

Fosters a culture of trust

Improves employee retention

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IT DEPARTMENT Why such a robust IT Department? Because it's role extends beyond basic technology support to encompass strategic planning and innovation. They are pivotal in assisting both our valued customers and vendors on a daily basis, offering a range of services.

Some of those services include traceability; interactive reporting capabilities, which include purchase and sales activities; and data analytics for in-depth vendor reviews. Our IT Department assists vendors with the ability to forecast future seasonal sale demands. And some of our services for customers are the AMC Mobile App where users can view invoices, statements, order history, and real-time status updates. Moreover, our customer web portal offers a userfriendly interface for accessing ADs and weekly pricing details, along with the convenience of placing orders online.

Customers can seamlessly integrate with us through EDI (Electronic Data Interchange), automating the transfer of orders from their system into AMC’s system. On-site customers can enjoy Wi-Fi connectivity throughout our entire facility, with terminals provided for their convenience.

Metrics

2

In-house data centers

65 Custom

applications

9,000 Reports generated daily (avg)

Data stored

1 pb

(petabytes)

210

210

Tickets resolved in 30 days (avg)

Wireless access points

16,000

Incoming and outgoing emails daily (avg)

62,000

Labels generated daily (avg)

339 Virtual servers

600

366

Managed devices

512

Customers actively using our app

Cameras

783,000 Lines of code

1,107

Customer app downloads (to date)

S OU RC ED | 21

Vice President of Technology "The best part of working at AMC is the people. We all enjoy seeing each other succeed and, at the same time, supporting each other to grow and become better versions of ourselves each day.”"

DARREN

Software Development Team Responsible for creating, maintaining, and improving custom software applications for all areas of the business. This team works closely with project sponsors from each business unit to create applications that streamline the workflow and boost productivity.

"My favorite part about working at AMC is being part of a family."

Chris

"Fueled by passion and teamwork, I relish crafting solutions that advance our company's success. Thanks to every AMC Family member!”

Jose

"I am grateful for a company and a team that challenges and pushes me outside my comfort zone."

DAVID

"Thanks to the supportive environment and emphasis on developing potential at AMC, I've been able to grow and evolve in my career path."

TERRY

Infrastructure Team Responsible for managing and maintaining IT infrastructure, which includes hardware, software, networks, servers, and other components that support the company's day-to-day operations. This team plays a critical role in ensuring the stability and reliability of the IT environment.

"We love the word quality, not quantity."

Allen

"Together, we don't just manage IT infrastructure; we engineer possibilities, safeguarding the present and envisioning the future of technological excellence."

KENNY "I’m grateful for the opportunity AMC has given me. Love the fact that I get to interact with internal users and outside vendors— makes it interesting."

MAMUN

"I find fulfillment in connecting with people and resolving their technical and software issues."

Kenny

"AMC’s goal to give people better life opportunities makes for a more meaningful work experience. I am grateful to be a part of it."

KYLE "I enjoy working in the AMC IT Department, where we don't just solve problems; we optimize processes, streamline operations, and redefine efficiency."

RICARDO

Solutions & Reporting Team Responsible for creating a technical vision for a specific solution to a business problem. In addition, team members are responsible for collecting, analyzing, and presenting data to support decision- making processes. Their primary focus is on generating various types of reports, dashboards, and insights that provide key stakeholders with a clear understanding of business performance, trends, and opportunities.

"A company full of opportunities for those that seek challenges."

Chuy

"Culture, education, and friendships. I’ve enjoyed collaborating with team members and having a sense of urgency to protect the Golden Goose."

RICHARD "Through mentoring, coaching, collaborating, etc., it’s so rewarding to make a significant impact on not only the business but other AMC Family members!"

"I love that I am always learning something new! I enjoy interacting with users, helping to solve problems, and working with a great team!"

SHAWN

SILVIA

22

Freds’ Chef

COR

NER

Mothers Day Delight

Mushroom & Asparagus Risotto Ingredients

Preparation

• 1½ cups Arborio rice

add diced onion.

• 6 cups hot chicken stock

1.

Melt butter in a large braising pan or large, deep-frying pan; then

• ½ lb butter

2.

Sweat onions until they are translucent.

• ½ medium yellow or white onion

3.

Add mushrooms and garlic, and cook until mushrooms just start

(diced small)

to soften.

• 2 cloves of garlic (minced)

4.

Add salt and pepper to taste.

• 1½ lbs sliced mushrooms (cremini or

5.

Add rice; stir and toast for about 5 minutes.

portobellos are recommended, but

6.

Add white wine and stir until absorbed.

this recipe will work with any kind of

7.

Slowly add in chicken stock, about ½ cup at a time, and stir

mushroom) • ½ cup white wine

constantly—do not stop stirring!

8.

• 1 lb asparagus (grilled and cut into 1-inch pieces)

When rice becomes creamy and is cooked through, adjust the amount of liquid to your desired consistency.

9.

Stir in asparagus, Parmesan, and parsley.

• ½ cup grated Parmesan

10. Taste; add additional salt and pepper if needed.

• ¼ cup fresh parsley (chopped)

11. Garnish with Parmesan and a drizzle of extra virgin olive oil.

• salt, pepper, and extra virgin olive oil to taste

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Mothers Day is Celebrated on Sunday May 12th.

Just for Fun

SOURCED | 23

Draw Lines to Connect the Matching Fruits!

Today's produce does NOT look like it did thousands of years ago! Did you know? The evolution of produce from wild to modern forms is a result of centuries–selecting and breeding plants over generations to enhance specific characteristics. In more recent times, advancements in genetics and biotechnology have played a role, too.

Try to match up the produce that looks nothing like it did before.

MODERN PRODUCE Pi neapple

Cucumbers

Bananas

Eggplant

Carrots

Cabbage

Watermelon

Celery

WILD PRODUCE

Answer Key

A N T H O N Y M A R A N O CO M PA N Y MAIN LINE 773-321-7500

BUSSINESS DEVELOPMENT 773-321-7645

FOOD SERVICES 773-321-7696

Please feel free to contact us. Our team is available to assist you with all your produce needs.