Food Chain Digest Edition 3 2023 by MindShareStrategies

EDITION 3 • 2023

All things food supply chain.

FOOD SHIPPERS OF AMERICA OPTION 1

BUILDING SUPPLY CHAIN RESILIENCY INSIDE:

Food Safety and Security

2023

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FOOD CHAIN Digest

Edition 3 2023

EDITION 3 • 2023 Published three times a year for: Food Shippers of America 1144 East State Street, Suite -288A Geneva, IL 60134 847-302-1496 executivedirector@foodshippers.org www.foodshippers.org Published by: MindShare Strategies, Inc. Ponte Vedra Beach, FL 32004 USA 952-442-8850 www.MindShare.bz Billing Address: MindShare Strategies, Inc. P.O. Box 843 Springfield, TN 37172 USA Group Editorial Director and Publisher: Brian Everett, ABC 952-442-8850 x201 brian@mindshare.bz Editorial Content This Edition: Faith Boone Brian Everett Courtney Bloom Karen Kroll Conrad Winter

All things food supply chain.

IN THIS ISSUE COVER STORY

FOOD SHIPPERS OF AMERICA OPTION 1

12 MESSAGES

Cargill Chartered Ship Tests Wind Power at Sea

Food Chain Performance Harmonization

Leading Food Shippers Are in Optimization Mode

Chipotle: The Journey of RFID Food Traceability

Food Safety and Security

The Freight Market Exposes Weaknesses

Food Shippers of America Executive Director Paul Newbourne

Board Advisors Motor Carrier: Craig Paulsen Schneider

A Deeper Dive: Nearshoring in Mexico

Artificial Intelligence: An Evolving Food Supply Chain

President David Domencic ARMADA

3PL Advisor: Chris Wilkes Uber Freight

FSA NEWS

Vice President Earnie Seibert

Railroad: Jonathan Tinker BNSF Railway

Treasurer Ernie Seibert Food Shippers of America Board Chair Steve Stein Danone North America Board Members Clyde Coleman Performance Foods Group

Technology Advisor: Jim Mueller Food Shippers of America

Top Food Chain Providers 2023

Building Your “Next Generation” Supply Chain By Brian Everett, Publisher

Secretary Darica Schneider Univar Solutions

The Name of The Game for Providers: Provide Value

Design/Production Manager: Todd Pernsteiner 952-841-1111 todd@pernsteiner.com

Food Shippers of America Board

Join Us in Orlando at the 68th Annual FSA Conference! By Lori Lammers, Darica Schneider, and Darlene Wolf

FEATURE STORIES

©2023 MindShare Strategies, Inc. All rights reserved. Contents may not be reproduced by any means, in whole or in part, without the prior written permission of the publisher. The opinions expressed in this publication are not necessarily those of MindShare Strategies, Inc., nor Food Shippers of America. Printed in USA.

Building Supply Chain Resiliency

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Accounting/Administration/Circulation: Karen Everett 952-442-8850 x203 karen@mindshare.bz

Driving Resilience through Talent and Technology

Seeking Nominations: 2024 Scholarship Program

Buyer’s Guide

40 34

Media Advisor: Mary Kearney Tucker Freight Lines FSA Media Committee Stace Knabel Promise Delivered Jon Pruitt Nutrabolt

Chris Domey Ocean Spray Lori Lammers Dawn Foods

18 www.foodshippers.org |

FROM THE TOP 2024 FSA Conference Co-Chairs: Lori Lammers, Senior Director of Transportation, Dawn Foods Global (left) Darica Schneider, Senior Director Transportation Operations, Univar Solutions (middle) Darlene Wolf, Senior Vice President, Strategic Partners at Arrive Logistics (right)

Join Us in Orlando at the 68th Annual FSA Conference in March! As 2024 FSA Conference Co-Chairs, we’ve been working hard to develop relevant, dynamic content - and we invite you to join us! The Food Shippers of America (FSA) 68th Annual Conference will take place March 3-5, 2024 at the Hilton Bonnet Creek in Orlando, Fla. Packed with a wide variety of peer networking opportunities and rich content, this three-day event will feature nationally recognized professional speakers, academic scholars, and high-level supply chain executives. What can you expect? Get inspired. Who doesn’t want to meet baseball’s all-time American icon? Cal Ripken, Jr. played for 21 seasons, all with his hometown Baltimore Orioles. After retiring from the game in 2001, he remained dedicated to baseball through the growth of Ripken Baseball and the Cal Ripken, Sr. Foundation. Hear his inspirational story of how he has been a national broadcaster and is one of the most sought-after corporate speakers and authors in the country. Anticipate the market. You’ll become educated on key supply chain and logistics indicators that will impact the economy and shipper costs. Hear an educated forecast and risk

assessment to help develop a better food chain strategy from Eric Starks, CEO of FTR Intel. Tap alternative talent. Hear from Dr. Stephanie Thomas, the Associate Professor of Practice in the Department of Supply Chain Management and the Executive Director of Women Impacting Supply Chain Excellence (WISE), about what young people find attractive about working in the supply chain industry and their views on ideal work environments. Change your perspectives. Fundamentally change the way you view your work by bringing deeper purpose into the workplace. The modern workplace has increased levels of uncertainty leading to individuals becoming burned out, disengaged, unfulfilled, and unhappy. Joshua Evans will help you to destroy toxic workplace preconceptions and pursue a future of work where you can derive deeper meaning and purpose in the work you do. Get smarter about AI. Become more educated about how artificial intelligence (AI) impact your supply chain. Professor Ken Goldberg will explain advances in AI, robotics and

networking, and the potential security and privacy dangers they raise. Build your knowledge on infrastructure. You’ll get caught up on how our infrastructure is holding up for getting our raw materials and finished goods to the right place in the right condition with an update from The American Transportation Research Institute’s President and COO, Rebecca Brewster. More gender diversity. Learn how gender diversity continues to be an important business strategy in our industry from Jennifer Hedrick, President & CEO of Women In Trucking (WIT) and Brian Everett, Publisher of Redefining the Road (WIT’s official magazine) and WIT’s strategic advisor. And of course, concluding the conference will be our closing keynote Bob Costello, Chief Economist and Senior Vice President of the American Trucking Associations. You won’t want to miss Costello’s current economic data and his no-nonsense education about the freight economy’s impact on food chains worldwide. For full details, visit foodshippers.org. See you in Orlando!

FSA RETURNS TO ORLANDO IN 2024. FOLLOWING THE RECORD-BREAKING ATTENDANCE IN PALM DESERT, THE 2024 ANNUAL FOOD SHIPPERS CONFERENCE UNDOUBTEDLY WILL BE IN HIGH DEMAND. 4 | FOOD CHAIN DIGEST • EDITION 3 • 2023

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LETTER FROM THE PUBLISHER

Brian Everett, Publisher Senior Partner, MindShare Strategies 952-442-8850 x201 brian@mindshare.bz

Building Your “Next Generation” Supply Chain Food manufacturers, retailers, distributors – and their supply chain partners – are under relentless pressure to get their products to the market quickly, safely and in the best possible condition. The food chain is even more complicated than other commodities because of its various stages, ranging from sourcing of ingredients and raw materials, production, processing and packaging to warehousing, wholesale distribution, and ultimately retail distribution to consumers. Now more than ever, food chain executives realize that if any one of these stages is compromised, a variety of issues will arise and their entire supply chain could be in jeopardy. This edition of Food Chain Digest examines seven specific food chain challenges that are common today - and how to address them today and anticipate pain points of tomorrow. The need for more efficiency and flexibility. We caught up with Paul Gallagher and Courtney Andersen, two supply chain leaders with General Mills, at the recent Reuters Supply Chain USA Conference in Chicago. They discussed how food chain performance harmonization can bring much-needed efficiency and flexibility, and how their accomplishing these goals at General Mills (See page 8). Being prepared for supply chain disruption. Whether it’s through supply chain visibility, diversified and localized

suppliers, standardized processes, or focused planning and forecasting, food chain executives can minimize disruption driven by unpredictable events. Gain practical advice and insights through Building Supply Chain Resiliency (and fixing top challenges) on page 12. Keep your transportation alternatives open. Manage your transportation costs, make an impact on your sustainability goals, creating supply chain efficiencies, and making a positive impact on service – these are all reasons to leverage the use of all modes of transportation. Supply chain executives with Goya Foods, Butterball and Nutrabolt share perspectives and best practices in the article, Leading Food Shippers Are in Optimization Mode (page 16). Make food safety your top priority. Carlos Londono, Vice President of Supply Chain with Chipotle Mexican Grill shares how his company is leading the way through RFID food traceability with the ultimate goal of “food with integrity.” He leads you through his company’s experience in the article on page 18. In addition, in this edition’s column of “Ask Our Experts,” Craig Rykaczewski of Armada walks you through his company’s most significant food safety and security challenges, and what his Quality Assurance team is doing to maximize food safety (See page 22).

Build strategic capacity and navigate through the challenges of slowing e-commerce growth, global recessionary factors, geopolitical tensions, cybersecurity threats, and unpredictable natural disasters. Learn how food shippers are leveraging their supply chain relationships in the article The Name of the Game for Providers: Provide Value on page 26. Then check out an invaluable resource for food shippers that starts on page 28 listing the 2023 Top Food Chain Providers. Combat supply chain expenses and inefficiencies, along with challenging lead times. Gain a better understanding of the benefits of moving your production process closer to your final consumer. Check out the article A Deeper Dive: Nearshoring in Mexico on page 38. Address inefficiencies and reduce costs in logistics operations and anticipate predictive behavior. These issues – and more - can be addressed through emerging technologies driven by artificial intelligence (AI) throughout the supply chain. Learn what Sam’s Club is doing in the world of automated inventory analytics robots in a unique use case scenario shared in the article Artificial Intelligence: An Evolving Food Supply Chain on page 40. Enjoy this info-packed edition of Food Chain Digest!

NOW MORE THAN EVER, FOOD CHAIN EXECUTIVES REALIZE THAT IF ANY ONE OF THESE STAGES IS COMPROMISED, A VARIETY OF ISSUES WILL ARISE AND THEIR ENTIRE SUPPLY CHAIN COULD BE IN JEOPARDY. 6 | FOOD CHAIN DIGEST • EDITION 3 • 2023

FEATURE

Cargill Chartered Ship Tests Wind Power at Sea Cargill and BAR Technologies’ ground-breaking innovation, BAR Tech WindWings by Yara Marine sets sail on open waters, testing new technology that will bring cutting edge wind propulsion to commercial shipping for the first time. Mitsubishi Corp.’s Pyxis Ocean, chartered by Cargill, is the first vessel to be retrofitted with two WindWings, which are large wing sails measuring up to 37.5 meters in height that can be fitted to the deck of cargo ships to harness the power of wind. Produced by industrialization partner Yara Marine Technologies, they are expected to generate average fuel savings of up to 30% on new build vessels, which could be even higher if used in combination with alternative fuels. The installation of the wings took place at the COSCO shipyard in China and the Pyxis Ocean is now on the water, conducting her maiden voyage.

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The installation demonstrates a step-change in attitudes towards technologies that can enable an energy transition for existing vessels. The WindWings project, which is co-funded by the European Union as part of the CHEK Horizon 2020 initiative, can help the industry meet those targets by offering a retrofit solution that is capable of decarbonizing existing vessels, which is particularly relevant given that 55% of the world’s bulker fleets are up to nine years in age. For more details on this emerging technology, visit the Food Shippers Blog on FoodShippers.org.

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“The maritime industry is on a journey to decarbonize—it’s not an easy one, but it is an exciting one,” says Jan Dieleman, President of Cargill’s Ocean transportation business. “At Cargill we have a responsibility to pioneer decarbonizing solutions across all our supply chains to meet our customer’s needs and the needs of the planet. A technology like WindWings doesn’t come without risk, and as an industry

leader – in partnership with visionary shipowner Mitsubishi Corporation - we are not afraid to invest, take those risks and be transparent with our learnings to help our partners in maritime transition to a more sustainable future.”

www.foodshippers.org |

FEATURE

Food Chain Performance Harmonization

Your Product Differentiator “It’s a fun game of Tetris — it is very complicated.” This is how Paul Gallagher describes the current supply chain at General Mills, a leading American producer of consumer packaged goods headquartered in Minneapolis. As the company’s Chief Supply Chain Officer, Gallagher explains that the supply chain strategy has undergone recent harmonization and the company now focuses on innovation, collaboration, and being comfortable with the uncomfortable. Gallagher’s colleague Courtney Andersen, Vice President of Supply Chain at General Mills, says she has seen a lot of the company’s evolution over the last 17 years. With the company’s supply chain being siloed in the past, supply chain harmonization efforts have presented an opportunity for General Mills to create more efficiency and flexibility. “It’s been necessary for us to really integrate a lot better, quicker,” Andersen said. “The pandemic was a little bit of a jumpstart for us there. But with the harmonization efforts, our decision-making speed has increased significantly, and we used to be very slow. It was very frustrating, and frustrating for us, and our business partners. Things that took us weeks or months, we can now do in days. We have seen immediate results from that.”

A Different Approach Andersen said General Mills now focuses on the supply chain process first before adding technology on top of it. She mentions when Gallagher first came to General Mills as its supply chain leader, he brought with him a business performance management system with a “run, improve, and transform” framework. To make this happen, leadership had to show the rest of the organization the value behind the changes implemented. Though a painful process to make such a significant transformation, Andersen says supply chain success is the result.

Fostering Key Supply Chain Relationships Here’s an example of a powerful initiative General Mills started to harmonize its supply chain. General Mills’ partnered with Rodale Institute, a non-profit organization that supports research in organic farming, to advance the company’s 2030 regenerative agriculture goals to support American farmers. The partnership provides organic farmers in General Mills’ supply chain with practical, on-the-ground technical assistance from Rodale Institute’s organic consultants. Through this partnership, General Mills implements monitoring practices to track improvements in soil health on participating farms and develop a forum for farmer-tofarmer mentorship focused on Northern Great Plains and California.

Bringing Together Technology, People, and Knowledge One way General Mills is making decisions faster is by using artificial intelligence (AI). Gallagher says though there is a myth of AI being a “big unknown,” it’s likely most people use some form of AI in their businesses daily. He says General Mills has up to 900 robots doing work in relation to the supply chain, whether it be robotic process automation and delivering dashboards or tasks that allow the company to be able to make decisions quickly.

Gallagher agrees that harmonizing the supply chain is not an easy thing to do. Now, General Mill is focused on how to put more process rigor into how the company gets work done. “What we’ve done is that we’ve inverted the pyramid, to bring accountability and autonomy to the level of the organization where it can have the biggest impact and an instant impact,” Gallagher says. “What we’ve also done is we’ve enabled the ability to escalate decisions quickly, to ensure that nothing gets left out or unsaid, or unsolved with a single owner.”

8 | FOOD CHAIN DIGEST • EDITION 3 • 2023

General Mills’ Courtney Andersen, Vice President of Supply Chain and Paul Gallagher, Chief Supply Chain Officer, discuss their approach to supply chain management with Ryan Patel of Drucker School of Management at the recent Reuters Supply Chain USA 2023 Conference in Chicago.

FEATURE From a representation standpoint, Andersen says she’s proud of General Mills’ somewhat nontraditional supply chain leadership team. She notes the team’s diversity as a great strength, with almost half of the team being female and including women of color. “I’m proud to represent the supply chain as a woman of color,” Andersen says. “I want people to see that diversity is achievable and that we are bringing unique value to the supply chain and to our companies. Together, we can help deliver outstanding results because of our different perspectives.” Andersen says she works in supply chain because “she loves the crazy.” “It’s never boring,” she says. “I just love to wake up every day with something new and challenging. I feel like the pandemic opened up everyone’s eyes to the value of supply chain management and what we bring. They might not always understand it, but they appreciate it and that’s pretty awesome.” 

www.foodshippers.org |

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COVER STORY

BUILDING SUPPLY CHAIN RESILIENCY (AND FIXING TOP CHALLENGES)

Many supply chain professionals are focused on addressing supply chain disruption risks and ensuring resiliency of their logistics operations to best serve customers. Due in part to continuous investment in logistics, U.S. business logistics costs now stand at a record $2.3 trillion (was $1.85 trillion last year), representing 9.1% of national GDP—the highest percentage of GDP ever.

enhance inventory management, and increase productivity. These processes also allow companies to better control the production and/or sale of goods, materials and finished products to stay on top of customer demand.

While food companies continue to invest time and resources to build resiliency, they also focus on these four areas to combat supply chain vulnerabilities and create efficiencies: build visibility, diversify and localize more of your suppliers, standardize your processes, and focus on planning and forecasting.

A good example of supply chain agility involves a partnership between ArrowStream, Inc. (a major foodservice cloud platform for supply chain intelligence), FoodINTransit (a managed services logistics company serving the foodservice industry), and FourKites (a supply chain visibility platform). With the foodservice industry struggling to counteract increasing supply chain uncertainty and price pressure, ArrowStream and FoodINTransit teamed up to launch Freight Visibility to FoodINTransit’s customers to create a new level of control and

1. Maximize Food Chain Visibility At the heart of an agile supply chain is a set of processes that enables food companies to effectively channel resources,

12 | FOOD CHAIN DIGEST • EDITION 2 • 2023

COVER STORY

ON AVERAGE, FOOD CHAIN DISRUPTION CAN COST 45% OF ONE YEAR’S PROFITS OVER THE COURSE OF A DECADE. TO ACHIEVE THE DESIRED VISIBILITY, AGILITY, AND TRACEABILITY, ORGANIZATIONS MUST IMPLEMENT EDUCATED PLANNING INTO THEIR RESILIENCY STRATEGIES.

real-time predictive awareness. Leveraging the partnerships with both FourKites and FoodINTransit, ArrowStream developed an integrated, alert-driven view into sales demand, distributor inventory positions, purchase order status, and live shipment tracking. This enabled FoodINTransit to make more proactive decisions to prevent stockouts, reduce food waste, reduce emergency deliveries, and adjust their network to keep critical products flowing. Since implementing ArrowStream’s solution, FoodINTransit customers have experienced an average 7% reduction in late deliveries to their inbound distributors.

2. Diversify and Localize Suppliers Building resilience requires establishing relationships with multiple suppliers and key stakeholders within your food chain. Within the past two years, more than 70% of supply chain leaders have already made changes to the size and number of locations in their supply chain network, and 51% have increased the number of locations, according to a recent Gartner survey among 403 supply chain leaders.

and processes. Sometimes referred to “multiple sourcing,” this practice helps to minimize your business risk because in a time of disruption you have multiple suppliers of the same materials to lean on. In addition, establishing cooperative relationships with multiple suppliers allows you to adjust your forecasts, orders, and increase sales more easily.

3. Standardize Processes This allows companies to easily move production among plants or distribution of finished food products among distribution centers to accelerate recovery and improve real-time response. This can entail everything from utilizing blockchain throughout your entire network of suppliers to standardizing your accounts payable processes. To begin, align your procurement strategy with suppliers to create strong network relationships. In

addition, synchronize supply chain planning and execution, as well as how often you update your data and future company projections.

4. Focus on Planning and Forecasting On average, food chain disruption can cost 45% of one year’s profits over the course of a decade. To achieve the desired visibility, agility, and traceability, organizations must implement educated planning into their resiliency strategies. Keep in mind that excess supply chain costs are not about transportation, logistics, and warehousing but can be attributable to manufacturing or production inefficiencies. Often at the root of it all: forecasting and planning. Strategic, long-range supply chain planning with a heavy focus on forecasting and planning requires an established, strategic framework for your supply chain. This includes a deep dive into your business

These findings illustrate the need to adapt networks that meet new market challenges. To build food chain resilience, some supply chain managers spread out their procurement so they aren’t tied to too few suppliers - especially for their most vital materials, products

www.foodshippers.org |

COVER STORY

and its suppliers with the goal of improving operations, standardizing processes, and planning for potential disruption. For example, Sunsweet Growers (a major producer of dried fruits) found that while it was managing distribution operations well, high production costs were inflating end-to-end supply chain expenditures. Upon further exploration, the company found that its distribution network was partly behind the problems. Sunsweet explored network redesign options to eliminate some production costs and shifted its approach to demand forecasting from a manual forecasting approach using only spreadsheets to an elaborate use of supply chain planning technology. Sunsweet also implemented a sales and operations planning program (S&OP) that enabled plant resource requirements to be anticipated months (rather than weeks) in advance. As the overall improvement plan passed through its five phases, Sunsweet was able to reduce production costs, increase in forecasting accuracy, reduce overtime in production facilities, significantly reduce finished-goods spoilage, and cut the number of U.S. warehouses from 28 to just eight. In addition, a transportation cost-per-unit remained static for two years despite increased utilization of costly refrigerated transport and rising fuel costs. 

WITHIN THE PAST TWO YEARS, MORE THAN 70% OF SUPPLY CHAIN LEADERS HAVE ALREADY MADE CHANGES TO THE SIZE AND NUMBER OF LOCATIONS IN THEIR SUPPLY CHAIN NETWORK, AND 51% HAVE INCREASED THE NUMBER OF LOCATIONS, ACCORDING TO A RECENT GARTNER SURVEY AMONG 403 SUPPLY CHAIN LEADERS.

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FEATURE

Leading Food Shippers Are in Optimization Mode Transportation mode optimization provides new opportunities in the postpandemic world and leading food shippers are seizing them. Food shippers are onboard with rail and intermodal. Goya Food’s investment in a rail spur at their Secaucus N.J. facility in 2019, just prior to the pandemic, paid off when over-the-road (OTR) capacity became scarce, and freight rates spiked. Goya is America’s largest Hispanic-owned food company and manufacturers more than 2,500 food products from Spain, the Caribbean, Mexico, Central and South America. According to Goya’s Director of Logistics, Richard Rodriguez, the competitive cost, and sustainability benefits of rail make intermodal and box cars shipping a big part of Goya’s future strategy. “Our long-term strategy revolves around moving as much freight as possible via rail. Rail transportation is cost effective, it’s sustainable and environmentally responsible,” says Rodriguez. Goya supplements rail shipping with full truckload (FTL) to balance costs—a move that enables them to optimize for cost and transit time when freight rates fluctuate. Intermodal is used by Butterball on certain of its shipping lanes where there are pricing advantages. Butterball, headquartered just outside of Raleigh, N.C., is the

largest producer of turkey products in the U.S. and distributes approximately 1 billion pounds of turkey each Dan Bohlman year. According to Butterball’s Director of Logistics, Dan Bohlman, many of Butterball’s origins don’t have easy access to intermodal hubs. This adds additional cost which can outweigh the price advantages, he says. In evaluating intermodal or full box car options Bohlman says they’ll have to see a price advantage as well as a transit time that is comparable to what could be achieved via truckload. Butterball’s primary transportation mode is temperature-controlled truckload with a sizable portion of this segment that Bohlman more specifically describes as ‘multistop truckload’. This cost-lowering strategy leverages Butterball’s transportation management system (TMS) to build full truckloads that maximize trailer space through multiple customer stops. “The benefit is we’re going directly from our shipping origin to our end customers. It may have two

or three stops on that truck, but we’re going direct. We’re not having to go through an LTL (lessthan-truckload) terminal or other pool point along the way. So we are getting to the market very efficiently,” Bohlman says. Energy drink manufacturer Nutrabolt uses a similar strategy. According to Jon Pruitt, Director of Logistics, North America, Nutrabolt uses LTL consolidation which involves “either internally building multi-stop full truckloads or using a carrier who pools LTL orders from multiple shippers.” A second key Jon Pruitt strategy Nutrabolt uses is intermodal on Nutrabolt’s high-volume lanes. “Cost, Service, and the environment all factor in our decisions. While FTL over-theroad typically has the best service, intermodal offers lower fuel costs and a more environmentally-sound choice versus OTR,” Pruitt says. Technology drives optimal decision-making for Nutrabolt, Goya and Butterball. Pruitt says, “We rely heavily on our TMS for load planning, and we use analytics solutions to constantly monitor our position to market, as well as monitoring lane-bylane performance to look for improvement opportunities.” Goya utilizes load optimization technology to create what-if scenarios and explore and test best mode options far upstream in the load planning process, according to Rodriguez.

16 | FOOD CHAIN DIGEST • EDITION 3 • 2023

FEATURE Today, effectively containing costs while delivering a high level of customer service hinges on mode optimization Jason Ickert aided by technology, says Jason Ickert, President of Sonwil Transportation, a provider of parcel, LTL, truckload, intermodal, dray and value-added warehouse services to many Global 500 brands. “Food shippers will find that transportation service providers who have invested in recent technology and created robust and integrated tech stacks will deliver the most value.

easy-to-use UI (user interface) that provides dispositional information and actionable data. Anything less won’t produce the desired results,” Ickert says.

“This includes the integration of technology that is API (application programming interface) compatible and can be translated into an

In addition to Butterball’s transportation management technology, it’s human connection that enables America’s largest turkey distributor to optimize

on-time performance every Thanksgiving. A key aspect of their strategy is their network of longtime carrier partners. Many drivers return every year—some for over 20 years—to haul turkeys in an unparalleled all-hands effort Bohlman describes as “our Super Bowl here at Butterball.” 

www.foodshippers.org |

Photo Credit: Chipotle Mexican Grill

FEATURE

Chipotle: The Journey of RFID Food Traceability Chipotle Mexican Grill is scaling up its use of radio-frequency identification technology (RFID) to trace ingredients from suppliers to restaurants in real-time and strengthen its inventory systems, says Carlos Londono, Vice President Carlos Londono of Supply Chain at Chipotle Mexican Grill. A leader in food safety within the restaurant industry, Chipotle is one of the first major restaurant companies to leverage RFID case labels

to track ingredients from suppliers to restaurants via serialization. “Food safety continues to be a priority for every food company in the world and it’s imperative to know where your products come from and where they’ve been at all times,” says Londono. “You need good visibility of the value chain so if something were to happen you can address the problem right then and there. That’s why we decided to head down this path and identify a technology that could help us achieve this capability.”

“FOOD SAFETY CONTINUES TO BE A PRIORITY FOR EVERY FOOD COMPANY IN THE WORLD AND IT’S IMPERATIVE TO KNOW WHERE YOUR PRODUCTS COME FROM AND WHERE THEY’VE BEEN AT ALL TIMES.” — CARLOS LONDONO 18 | FOOD CHAIN DIGEST • EDITION 3 • 2023

FEATURE

“RFID LABELS TRANSFORM INVENTORY MANAGEMENT INTO AN AUTOMATIC, DIGITAL FUNCTION THAT OPTIMIZES RESTAURANT OPERATIONS AND GIVES OUR RESTAURANT SUPPORT CENTERS ACCESS TO INVENTORY DATA IN REAL-TIME. THIS INTEGRATED TECHNOLOGY IS IMPROVING OUR EMPLOYEE EXPERIENCE IN PARTICIPATING RESTAURANTS WHILE ALSO BENEFITING OUR SUPPLY PARTNERS.” — SCOTT BOATWRIGHT

Small Testing Before Broader Application A few years ago, Chipotle began with a very small test using RFID technology, recalls Londono at the recent Reuters Supply Chain USA Conference, which Food Chain Digest attended. RFID are smart bar codes that can automatically identify and track inventory. Although they’re more commonly used in retail, Chipotle has worked over the past several years to see whether the technology could translate to the restaurant industry. Through success and learnings, Chipotle expanded the test in RFID technology to enhance its traceability and inventory systems at its Chicago distribution center and approximately 200 restaurants in the greater Chicago area. “RFID labels transform inventory management into an automatic, digital function that optimizes restaurant operations and gives our Restaurant Support Centers access to inventory data in real-time,” says Scott Boatwright, Chief Operating Officer of this expanded test. “This integrated technology is improving our employee experience in participating restaurants while also benefiting our supply partners.” Committed to rigorous “food with integrity” standards, Chipotle purchased more than 35 million pounds of locally grown produce in 2021 and at that time had spent more than $400 million in food premiums over the last two years to buy responsibly sourced and humanely raised ingredients. The brand then further increased transparency into the direct source of its ingredients. Through this test, the company worked closely with the Auburn University RFID Lab to refine the pilot program, which was being tested on meat, dairy, and avocados from five Chipotle suppliers. Through this test program, ingredients arrived at Chipotle restaurants affixed with RFID enabled case labels and were scanned by RFID readers, which complement existing scanners in the restaurants, requiring minimal incremental investment. The techenabled traceability system is designed to allow the company to act on food safety and quality concerns swiftly, efficiently, and precisely.

Participating suppliers invested in RFID technology using Chipotle specifications, which saved suppliers time on inventory management and stock rotation, mitigate human error, and increase expiration date visibility and accountability. Chipotle had invited key supply partners to participate in the test and provided partners with an RFID playbook with best practices and benefits of the program – which ultimately proved to enhance the restaurant chain’s robust traceability program.

Where Is RFID Food Traceability Today? Fast forward to today, and Chipotle has essentially asked all of its suppliers to tag products with RFID, according to Londono. He says that although Chipotle is still testing the use of the technology on a regional basis, the company plans to roll it out on a nationally basis soon. Using RFID technology provides Chipotle with a realtime snapshot of its inventory across its distribution centers and restaurants, but the technology also benefits the company’s suppliers. Vendors can use Chipotle’s RFID system to improve their own inventory management processes and reduce repetitive tasks. The investment to integrate the technology is minimal since RFID readers already complement existing scanners in restaurants, says Londono. “It’s imperative to know where your products come from and where they are at all times,” concludes Londono said. “You have to have very good visibility of that supply chain and the value chain so that if something were to happen, you can address it right away.” 

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FEATURE

Food Safety and Security From farm to shelf, the many links in the sophisticated food chain must be diligently managed to ensure that the food your customers purchase is safe to consume. For most food manufacturers and retailers, along with their transportation and logistics providers, there are three major concerns in food chain safety and security: temperature control management, cross contamination, and cargo tampering and theft. Food Chain Digest sat down to discuss food safety issues with Craig Rykaczewski, Senior Director of Quality Systems for Armada, an integrated supply chain solutions provider that delivers competitive advantages and improves business Craig Rykaczewski performance for customers in the food and beverage industry. This interview is particularly relevant because Armada has become one of the largest outsourced logistics providers to the U.S. foodservice industry.

What do you see as the most significant food safety and security challenges for Armada? Rykaczewski: Any load that has been tampered with could potentially cause harm to our client’s customers, the general public. Our clients rely on us to maintain the integrity of their products while in our custody, and we take that responsibility very seriously.

What proactive steps has Armada taken to help maximize food safety and security? Rykaczewski: Armada has implemented policies and procedures in compliance with regulations, client expectations, and global food safety standards to ensure product integrity is maintained. We monitor regulatory and global food safety sources regularly to ensure we are aligned with current food safety legislation, global standards, and industry best practices. Armada’s warehouse facilities voluntarily certifies to Safe Quality Food (SQF), a Global Food Safety Initiative (GFSI) benchmarked standard, to ensure our quality system meets the highest standards in food safety. We also take it a step further and voluntarily certify to the minimum-security requirements of Customs Trade

22 | FOOD CHAIN DIGEST • EDITION 3 • 2023

Partnership Against Terrorism (CTPAT), which is a U.S. Customs and Border Protection program that focuses on securing international supply chains. We leverage the CTPAT program requirements in development of our domestic programs where it helps mitigate risk, such as using ISO 17712 compliant trailer seals and verifying seals using the VVTT method: V – View seal and trailer locking mechanisms; ensure they are OK V – Verify seal number against BOL T – Tug on seal to make sure it is affixed properly T – Twist and turn the seal to make sure its components do not separate from one another, or any part of the seal becomes loose

FEATURE

We require that carrier partners monitor trailer seals while the load is in-transit and are required to advise us if there is an issue with trailer seals at any stop. We follow the rule that any load at rest is a load at risk. Armada’s QA Team leads the investigation for any food safety/security issues that occur throughout the supply chain. By partnering with our supply chain partner’s Quality Assurance (QA) Teams, we are able to determine if products are safe to continue to their destination.

What advice would you give others to ensure food safety and security? Rykaczewski: A well-developed quality system that is verified and validated is important to maintain the integrity of food products throughout the supply chain. A robust Corrective and Preventive Action (CAPA) program should always be part of this process to help with identifying root cause, prevent recurrence of food safety/security incidents, and to foster continuous improvement.

Does Armada do anything to help prevent cargo theft? Rykaczewski: Armada’s QA Team monitors and periodically receives notification of “hot spots” for cargo theft. This information is communicated to business partners and stakeholders for awareness and for use in routing and identifying safe areas to stop during transit. We work with our business partners to ensure trailer seals are used and monitored throughout the supply chain. If a seal is not present, then we require to be notified, so that we can initiate an investigation into the safety of the product. In the past, Armada has worked with a vendor to provide trailer seal guard locks as a method to provide additional security to high value loads. We worked with supply chain partners on a specific lane to develop a return process that incorporated the use and return of these devices to add a higher level of protection to the standard seal process. The result was total reduction of seal breaks on the lane. 

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CASE STUDY:

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The Solution The ENFORCER CargoGuard and the ABLOY 342 shrouded padlock were selected as additions to current security measures. The CargoGuard is extremely heavy duty. It covers and protects the roll up door handle and padlock assembly from pry bars or cutting tools. It can be installed with the Roll Up Door Lock. Available with an ABLOY 341/50 high security padlock. The ABLOY 342 shrouded padlock protects the shackle from bolt cutters. Lock is made of casehardened steel and designed for the rugged trucking environment. All locks on the truck were keyed alike for driver’s ease of use.

Abloy 342 Padlock ABLOY padlocks do not have any critical springs to break or corrode. They provide tough resistance to physical attack on trailers such as from drills and cutting tools. Shackles are made of case-hardened boron steel

CargoGuard Made of 10-gauge high strength steel, the CargoGuard completely covers and protects the handle and padlock assembly from pry bar or cutting tools. Lock is portable and easy to install on any Todco® or Whiting® style roll up door.

The Results The wholesale distributor’s trailers remained secure during elevated cargo theft risk. Their delivery drivers have been pleased with the addition of the CargoGuard and the shrouded padlock as both products allow them to do their job with additional peace of mind. The fleet continues to maintain their schedule and dependability without security interruptions.

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FEATURE

2023

THE NAME OF THE GAME FOR PROVIDERS:

Provide Value

As the food logistics sector moves forward from several years of supply chain challenges and bottlenecks, now is the time to proactively think about building strategic capacity – particularly with the recent landscape that now includes slowing e-commerce growth and global recessionary factors, geopolitical tensions, cybersecurity threats, and more unpredictable weather and natural disasters. To navigate such challenges, food manufacturers, retailers and distributors are now relying more heavily on their logistics partners to generate value in their supply chains – whether it involves enhanced inventory and delivery visibility, competitive pricing, omnichannel solutions, fulfillment, e-commerce and final mile capabilities. And much of this value is delivered through significant investments in technology. This fact is underscored by volume and quality of submitted

26 | FOOD CHAIN DIGEST • EDITION 3 • 2023

nominations for the 2023 Top Food Chain Providers, a recognition program managed by Food Chain Digest, the official magazine of Food Shippers of America. “The focus by providers of food chain services clearly is on providing value to food companies through strategic collaboration,” says Brian Everett, Group Publisher and Editorial Director of Food Chain Digest. “Motor carriers, 3PLs and omnichannel companies now look for more nontraditional ways to serve their

FEATURE

“THE FOCUS BY PROVIDERS OF FOOD CHAIN SERVICES CLEARLY IS ON PROVIDING VALUE TO FOOD COMPANIES THROUGH STRATEGIC COLLABORATION.” - BRIAN EVERETT

food customers beyond such typical capabilities as transportation, distribution and warehousing.” Such capabilities include providing flexible solutions for peak season, inventory management and transparency, precision temperature-controlled warehousing and distribution, consolidation and deconsolidation solutions, dynamic tracking and tracing technology, quality control processes, and added-value services such as labeling, relabeling, repacking, co-packing, picking and stuffing. “Through all this, we also see that today’s providers are pushing hard to invest in efficiency address increasing inflation, a tough labor environment, and seeking to drive better service,” continues Everett.

How Shippers Leverage Their Partners What are some of the ways Top Food Chain Providers this year are providing value? Allen Lund Co. now works with customers’ purchasing and fleet operations teams to identify existing vendors that have consistent backhauls, and then negotiate new agreements on freight terms. Such vendor backhaul programs improve efficiency by reducing empty miles and carbon emissions while lowering operational costs. Cowan Systems provides 100% lightweight trailers offer a range of benefits that contribute to smoother and more cost-effective transportation. This specialized equipment increases cargo capacity without exceeding weight limits imposed by transportation regulations – meaning more food products can be transported in a single trip, reducing the number of journeys required and minimizing fuel consumption. Additionally, this reduces the carbon footprint with less trucks on the road, and reduces yard congestion, labor reductions, and other soft-cost impacts.

MODE Transportation has codified the Food Safety Modernization Act (FSMA) and other food-related regulations language in its customer and carrier contracts to ensure its supply chain solutions meet or exceed industry and government requirements. This depth of knowledge and attention to detail allows MODE to provide a much-needed service in a segment of the supply chain that is regionally fragmented, technologically limited and under-served on a national level. Because ESG has become a part of many food companies’ corporate strategy that supply chain stakeholders are looking for in a partner, PLM’s electric and solar solutions pave the way in alternative energy for refrigerated transportation to provide sustainability in the supply chain. PLM offers on-site consulting for facility and refrigerated trailers leveraging alternative energy. It’s also an approved dealer of the California Clean Air Off Road Equipment program and has worked with lease customers to reserve almost $6 million of vouchers to bring zero emission TRUs into California fleet operations. Schneider specializes in solving transportation and logistics challenges such as maintaining product quality through varying climates, seasons and transport length; battling through seasonal, promotional and unexpected demand surges; dealing with product contamination and other food safety challenges; and lightweight equipment configurations and loading engineering services for shipping heavy weight freight. 

Echo Global Logistics has developed a refrigerated consolidation program that is creating more efficiencies in day-to-day operations. These efficiencies lead to products spending less time on a trailer, fewer out-ofroute miles, and minimal cross-docking or pool points. Ultimately, this program results in lower costs as well as drastically lower CO2 emissions and product waste.

www.foodshippers.org |

2023 Top Food Chain Providers This program recognizes third-party logistics 2023 companies (3PLs), freight brokers, motor carriers, rail/intermodal and maritime companies (ocean carriers and port authorities) that effectively serve the food chain industry. In turn, food shippers use this list as a resource to become better aware of providers recognized for their quality service and capabilities. How does the program work? Providers with more than U.S. $5 million in gross global sales complete the nomination form that adequately articulates how the company solves business problems for food shippers. The nomination includes an impressive achievement in the last 12-18 months and a recent example of how the company has helped a food shipper accomplish a business goal. Finalists are listed on the ballot of an industry-wide vote, and only companies that generate a minimum number of industry votes are named to the list. Congratulations to the 2023 Top Food Chain Providers!

Allen Lund Company, LLC

Echo Global Logistics

Category: Freight Broker Website: www.allenlund.com Services: Brokerage, Dry, Refrigerated, LTL, Flatbed

Category: Freight Broker Website: www.echo.com Services: Truckload, LTL, Intermodal, International Air, Ocean, Small Parcel

Arrive Logistics

FST Logistics

Category: Freight Broker Website: www.arrivelogistics.com Services: LTL, Expedited, Dry Van, TemperatureControl, Dedicated Capacity, Flatbed, Intermodal

Category: Third-Party Logistics Website: www.fstlogistics.com Services: Truckload, Warehousing, E-Commerce Fulfillment, Temperature-Control

Bay & Bay Transportation

GLT Logistics

Category: Third-Party Logistics Website: www.bayandbay.com Services: Refrigerated Trucking, Dry Tank, Flatbed, Intermodal, Project Management

Category: Third-Party Logistics Website: www.goglt.com Services: Truckload, LTL, Drayage, Rail, Heavy Haul, Expedited

Covenant Logistics

Koch Companies

Category: Motor Carrier Website: www.covenantlogistics.com Services: Expedited, Dedicated, Warehousing, Managed Freight Transportation

Category: Motor Carrier Website: www.kochcompanies.com Services: Truckload, Dedicated, Flatbed, Specialized, Brokerage, Ocean, Air, Leasing

Cowan Systems, LLC

Leonard’s Express

Category: Third-Party Logistics Website: www.cowansystems.com Services: Dry Van, Flatbed, Intermodal, Expedited

Category: Motor Carrier Website: www.leonardsexpress.com Services: Truckload, Intermodal, Refrigerated, Warehousing, Distribution, Cold Chain Solutions

28 | FOOD CHAIN DIGEST • EDITION 2 • 2023

Running late can hurt your reputation. That’s why Penske offers customized transportation and logistics solutions, drawing from real-time data to optimize shipments, minimize disruptions and improve fleet efficiency.

2023 Top Food Chain Providers

2 02 3

MODE Transportation

Radiant Road & Rail

Category: Freight Broker Website: www.modetransportation.com Services: Small Parcel, LTL, Truckload, Intermodal, Air, Ocean, Supply Chain Solutions

Category: Third-Party Logistics Website: rrs.radiantdelivers.com Services: Dry, Intermodal, Brokerage, Refrigerated, IMC

MoLo Solutions

RLS Logistics

Category: Third-Party Logistics Website: www.shipmolo.com Services: Truckload, LTL/Partial, Flatbed, Dedicated Capacity, Expedited, Refrigerated, Dry Van, GPS Integration

Category: Warehousing Website: www.rlslogistics.com Services: Cold Storage Warehousing, LTL, Brokerage, E-Commerce

Old Dominion Freight Line Inc.

Schneider

Category: Motor Carrier Website: www.odfl.com Services: LTL, Expedited, Truckload Brokerage, Container Drayage

Category: Motor Carrier Website: www.schneider.com Services: Logistics, Dedicated, Brokerage, Long-Haul, Regional, Expedited, International, Warehousing, Port Drayage, Power Only, Dry Van, Intermodal, Bulk, LTL, Refrigerated, Flatbed

Penske Logistics Category: Third-Party Provider Website: www.penske.com Services: Transportation, Warehousing, Freight Management, Dry-Van Truckload

Plains Dedicated, LLC Category: Motor Carrier Website: www.plainsdedicated.com Services: Truckload, LTL

PLS Logistics Services Category: Third-Party Logistics Website: www.plslogistics.com Services: Truckload, LTL, Rail, Barge, Air, Ocean, Intermodal

Pride Group Logistics Category: Motor Carrier Website: www.shipwithpride.com Services: Truckload, Dry, Temperature-Controlled, Dedicated, Cross-Border

30 | FOOD CHAIN DIGEST • EDITION 2 • 2023

www.foodshippers.org |

2023 Top Food Chain Providers

2 02 3

SNAPSHOT:

Stokes Trucking Category: Motor Carrier Website: www.stokestrucking.com Services: Dry, Refrigerated, Logistics

The Shippers Group Category: Third-Party Logistics Website: www.shipperswarehouse.com Services: Warehousing, Contract Warehousing, Packaging, E-Commerce, Truckload, LTL, Drayage, Cross-Dock

TRAFFIX

Overall Logistics Costs on the Rise In 2022, the market swung back sharply in shippers’ favor, and supply and demand largely rebalanced across all modes of transit, according to the 34th 2023 State of Logistics Report, which is produced annually for the Council of Supply Chain Management Professionals (CSCMP) by global strategic management consulting firm Kearney. However, costs increased, with overall United States business logistics costs rising 19.6% to $2.3 trillion in 2022, representing 9.1% of the national GDP. This has significant ramifications for food shippers. Transportation costs—driven by increases in all modes and nodes—reached $1.39 trillion, up from $1.3 trillion the year prior. Road freight, the most significant segment of U.S. logistics expenditure, increased to $896 billion from $844.5 billion in 2021.

Category: Freight Broker Website: www.traffix.com Services: Managed Transportation, Truckload, LTL, Intermodal, Refrigerated, Specialized, Expedited, Drayage, Warehousing

Road freight saw little change in overall volume, but capacity increased. The changing dynamics caused shippers to seek a new balance among dedicated, private and one-way services. Shippers want to be strategic as they negotiate new rates and contracts, says Balika Sonthalia, a partner with Kearney and and co-author of this year’s report.

Werner Enterprises

“Continue to emphasize why you are the shipper of choice,” she noted, adding that she doesn’t expect rates to return to the highs of 2021, but there could be lanes that experience increases. “We’ve seen this before, and carriers will remember how you treated them.”

Category: Motor Carrier Website: www.werner.com Services: Dedicated, Truckload, Intermodal, Temperature-Control, Expedited, Logistics, CrossBorder, Final Mile

XTL Transport Inc. Category: Third-Party Logistics Website: www.xtl.com Services: Warehousing, Distribution, Logistics, Intermodal, Dedicated, Temperature-Control

Costs also increased for rail, air freight and water transportation. Class 1 railroads in the U.S. saw operating income increase 8% and total revenue increase 14%. However, rising costs undermined operating ratios, and the sector suffered from service-related issues, ongoing congestion and high-profile derailments. Major ocean liners saw combined global operating profits of $215 billion in 2022, but the trend has lost steam, and 2023 profits are projected at $43 billion, an 80% yearover-year decrease. Worldwide air cargo revenue is projected to reach approximately $150 billion in 2023, which is 25% below 2022 but still 50% higher than the pre-COVID revenue figures from 2019.

2023

32 | FOOD CHAIN DIGEST • EDITION 3 • 2023

Shifting consumer behavior and macroeconomic pressures challenged parcel and last-mile networks, but e-commerce continued to drive supply chain demand and is expected to grow by 9% annually for the next five years. The U.S. e-commerce market grew by 8% in 2022 and constitutes 14.5% of the entire U.S. retail market. The U.S. parcel market grew 4.7% year over year. 

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The Freight Market Exposes Weaknesses Ambitious goals to reduce carbon emissions are shaping how food shippers evaluate their transportation and logistics providers, according to a recent whitepaper published by the Transportation Intermediaries Association and other sources on the Food Shippers Blog. Yet the widening gaps in pricing for conventional versus low-carbon and zero-emissions services have exposed a fault line. A recent study by Boston Consulting Group found that 82% of companies are willing to pay more for sustainable shipping. Still, price premiums are insufficient for motor carriers to make large-scale investments without generous state and federal incentives—whether direct funding or tax credits. Zero-emission solutions that use electric vehicles can double or triple shipping costs. Paying a much higher premium is more

difficult when the freight market is oversupplied with capacity, yet shippers generally expect lowcarbon transport services to cost more.

Case Study: Agropur Agropur, one of the largest dairy producers in the world and member of Food Shippers of America (FSA), plans to reduce greenhouse gas emissions by 30% through 2031, but transportation only contributes 3.6% of its total emissions. “As a co-op, our main objective is at the farm level and the manufacturing plants [caption: farming and manufacturing] themselves,” says Logistics Coordinator Shane Lange. With 23 plants in Canada and seven in the U.S., the company is committed to reducing GHG emissions by 24% per kilogram of milk produced. “Our customers are very conscious of emissions, and they are diving in

FEATURE

more and more into the economic and environmental impact of their suppliers,” he says. When the freight market returns Shane Lange to more pricing equilibrium, Lange expects to have more conversations with carriers and freight brokers about sustainability initiatives to award freight. Paying a premium for newer equipment, biofuels, and more “might be a little bit more costly to us,” he says, “but in the long run, meeting our goals to reduce emissions would make that a no-brainer.” Want more resources to build a sustainable food chain? Visit FoodShippers.org, click Food Shippers Blog (under News & Trends tab), the click this article: Resources to Build a Sustainable Food Chain. 

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FEATURE

A DEEPER DIVE: Nearshoring in Mexico The popularity of nearshoring continues to rise among companies in the United States as it offers many benefits, such as lower costs, decreased lead times, and increased efficiency. As a result, Mexico, particularly its northern states, stands to benefit greatly from this shift. This is due to its highly skilled and cost-competitive workforce, trade agreements with more than 50 countries, The United States-Mexico-Canada Agreement (USMCA), and its border with U.S. which is one of the busiest land crossings in the world with economic trading surpassing U.S. $150 million per hour. “Nearshoring has quickly become a buzzword within the manufacturing industry,” says Alberto Villarreal, Managing Director of advisory firm Nepanoa. “While the strategy of outsourcing business processes to nearby countries has gained popularity in recent years, it is not a new concept. Several companies started their local journey long ago and are now benefitting by expanding to countries like Mexico which have now emerged as a top destination.”

Nearshoring: Explained Nearshoring is an emerging trend amongst food companies where all or part of the production process is moved closer to the final consumer and away from China. With recent supply chain challenges continuing as a result of the COVID-19

pandemic, more companies have turned to nearshoring as a means to reduce costs and steer clear of any logistical complications that may arise. Additionally, the proximity to markets is a primary benefit of nearshoring for manufacturers of food and beverage products. Food companies can readily reach new

markets and customers by shifting their operations to a nearby nation without incurring transportation or logistics-related costs. Food companies that depend on perishable goods and need to maintain the quality and freshness of their products may find this to be of significant benefit.

FOOD COMPANIES CAN READILY REACH NEW MARKETS AND CUSTOMERS BY SHIFTING THEIR OPERATIONS TO A NEARBY NATION WITHOUT INCURRING TRANSPORTATION OR LOGISTICS-RELATED COSTS.

38 | FOOD CHAIN DIGEST • EDITION 3 • 2023

FEATURE

NEARSHORING IS AN EMERGING TREND AMONGST FOOD COMPANIES WHERE ALL OR PART OF THE PRODUCTION PROCESS IS MOVED CLOSER TO THE FINAL CONSUMER AND AWAY FROM CHINA.

What’s Driving Nearshoring to Mexico? There are several factors that have triggered nearshoring: U.S tariffs on China. In 2018, a trade war started between the U.S. and China. The tariffs that were imposed by the U.S. have resulted in heighted costs leading some businesses to search for alternative markets. NAFTA vs. USMCA (2020). Producers have additional motive to make moves in their production processes due to the United

States-Mexico-Canada Agreement (USMCA), which substituted the North America Free Trade Agreement (NAFTA). USMCA provides a favorable legal and regulatory environment for foreign operations in Mexico, protecting investments and intellectual property. The COVID-19 Pandemic. As the world shut down due to the COVID-19 pandemic, supplying goods became increasingly difficult while demands continued to rise. There was also a significant delay in product delivery times while

borders were closed. Disruptions to Logistics. In recent years, transportation costs have increased drastically, and availability of shipping materials is becoming harder to come by. The Russia-Ukraine War. When the war began in Ukraine, raw materials provided by the country were no longer available. This forced businesses across the globe to begin searching for alternate suppliers.

Best Practices in Nearshoring According to Villarreal, there are five main lessons to be gained from the companies that have invested successfully in Mexico: 1. Remain Agile: The business climate in Mexico may be tumultuous and unpredictable sometimes disrupting operations. As a result, companies investing in Mexico must remain proactive and capable of quickly pivoting in order to adapt to changing conditions. 2. Understand the Regulatory Environment: Companies interested in investing in Mexico should become familiar with the country’s regulatory system. This includes fully understanding the tax system, labor laws, and other regulations that may have an influence on business operations. 3. Build Strong Relationships: Developing solid relationships with important and strategic players in Mexico such as local government officials, suppliers, and customers allows businesses to seamlessly confront the specific obstacles and

maximize the numerous opportunities that come with conducting business in another country. 4. Embrace Cultural Differences: Mexico has a unique cultural identity and businesses interested in investing need to be prepared to adapt to these differences. Understanding local customs, traditions, and language as well as tailoring marketing and commercial techniques to better resonate with the local market are all integral elements of a successful venture. 5. Mitigate Risks: Investing in Mexico, like any other investment, has inherent liabilities. Companies can take precautions to reduce these risks such as carrying out extensive due diligence on potential partners and suppliers, establishing robust security measures, and having a sound contingency plan in place to respond to any unforeseen events or obstacles.

www.foodshippers.org |

FEATURE

AI ARTIFICIAL INTELLIGENCE: An Evolving Food Supply Chain In recent years, the food industry has faced challenges to stay ahead of the curve. Implementing a data-driven approach leveraging emerging technologies has never been more critical to remain successful. As the price of food, fuel, and housing continues to rise, consumer behavior is becoming

increasingly unpredictable, which can lead to overbuying and overproducing of materials and finished goods. As a result, more businesses are beginning to leverage Artificial Intelligence (AI) and machine learning to discover valuable insights and gain a strategic advantage over their competitors.

In 2022, Sam’s Club began a national deployment of automated inventory analytics robots that operate heavily using Artificial Intelligence (AI).

Case in point: AI-powered algorithms can help supply chain professionals to analyze significant amounts of transportation and distribution data to accurately make predictions about future demand by their customers and manage inventory levels. Additionally, AI technology can be used

to ensure delivery times in tight windows by the collection of realtime data originating from sources such as weather and traffic reports. Overall, the implementation of AI technology allows food shippers to optimize their operations, reduce waste, and improve the customer experience (CX).

Automated Inventory Analytics Robots Sam’s Club, a leading membership warehouse club and division of Walmart Inc., is at the forefront of market leading technologies. In 2022, the membership-only retail giant unveiled their chainwide implementation of Inventory Scan. This innovative technology, developed in collaboration with Brain Corp and Tennant Company, was integrated into their existing fleet of robotic scrubbers. This extensive rollout represents Brain

MORE BUSINESSES ARE BEGINNING TO LEVERAGE ARTIFICIAL INTELLIGENCE (AI) AND MACHINE LEARNING TO DISCOVER VALUABLE INSIGHTS AND GAIN A STRATEGIC ADVANTAGE OVER THEIR COMPETITORS.

40 | FOOD CHAIN DIGEST • EDITION 3 • 2023

FEATURE Corp’s most ambitious and rapid deployment of technology to date. Additionally, it marks the global debut of their inventory scanning technology in a commercial setting. Brain Corp. is the global leader in robotic AI software that powers Todd Garner the largest fleet of autonomous mobile robots (AMRs) operating in commercial public spaces. Global OEM partners use the company’s cloud-connected platform, BrainOS, to create scalable, self-driving robots that are used by end customers to clean floors, move inventory, and sense environmental data to enable the digital transformation of physical workflows.

“The speed and efficiency of the deployment of this next generation retail technology with Sam’s Club is a testament to the strength of our team,” said David Pinn, CEO at Brain Corp. “Through the use of Inventory Scan, Sam’s Clubs across the country are able to access a trove of critical inventory data in real time, which they can use to better inform decision making, run their clubs more efficiently and provide a better in-club experience for their members.” 

“Sam’s Club is hyper-focused on making sure our members have a seamless shopping experience, so any time-saving innovation we can implement is significant,” says Todd Garner, Vice President of In Club Product Management at Sam’s Club. “By adding Inventory Scan to our current fleet of robotic scrubbers, we obtain critical inventory data that previously was time consuming to obtain. This intelligence allows us to proactively manage our clubs in an efficient manner. Inventory Scan assures items are available and easy to locate in the club, freeing up time for our associates to focus on members and the shopping experience they deserve.” The state-of-the-art scanning extension was seamlessly integrated with the approximately 600 autonomous floor cleaning machines previously deployed at various Sam’s Club stores nationwide. These cutting-edge structures, powered by Brain Corp’s BrainOS artificial intelligence system, offer unparalleled independence and user convenience. Club managers are delivered data from these cloud-connected Inventory Scan towers as they autonomously roam about the stores. These reports are then used to provide insights such as verification of pricing accuracy, planogram compliance, product stock levels, and product localization, thus eliminating waste of time, reducing waste, and inventory loss.

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Food Shippers of America 68th Annual Conference MARCH 3-5, 2024 | ORLANDO, FLA To receive an invitation to the 68th Food Shippers of America Annual Conference, please fill out the Request A Conference Invite on our website (https://www.foodshippers.org/registration) and fill out the requested information. Invitations will be sent starting October 1.

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FSA NEWS

Adapt to Deliver:

Driving Resilience through Talent and Technology THE FOOD SHIPPERS OF AMERICA (FSA) 68TH ANNUAL CONFERENCE WILL TAKE PLACE MARCH 3-5, 2024 AT THE HILTON BONNET CREEK IN ORLANDO, FLA. IN ADDITION TO A WIDE VARIETY OF PEER NETWORKING OPPORTUNITIES, THIS THREE-DAY EVENT WILL FEATURE NATIONALLY RECOGNIZED PROFESSIONAL SPEAKERS, ACADEMIC SCHOLARS, AND HIGH-LEVEL SUPPLY CHAIN EXECUTIVES.

Cal Ripken, Jr.

Dr. Stephanie Thomas

The opening keynote will be baseball’s all-time “Iron Man” and an American icon, Cal Ripken, Jr. His playing career spanned 21 seasons, all with his hometown Baltimore Orioles. After retiring from the game in 2001, Cal Ripken, Jr. he remained dedicated to baseball through the growth of Ripken Baseball and the Cal Ripken, Sr. Foundation. Over the years, he has been a national broadcaster and is one of the most soughtafter corporate speakers and authors in the country. He has traveled the world celebrating the game he loves at the grassroots level and continues to work with Major League Baseball and the U.S. State Department to keep kids from all walks of life engaged with the sport of baseball and use the game to spread good will.

In addition, Dr. Stephanie Thomas, the Associate Professor of Practice in the Department of Supply Chain Management and the Executive Director of Women Impacting Supply Chain Excellence (WISE), will provide insights into what young people find attractive about working in the supply chain industry and their views on ideal work environments.

Dr. Chris Caplice Dr. Chris Caplice, Senior Research Scientist MIT and DAT, will then facilitate a panel of chain executives who will discuss the challenges and the future of the food industry’s logistics and supply chains. Dr. Chris Caplice

44 | FOOD CHAIN DIGEST • EDITION 2 • 2023

Dr. Stephanie Thomas

Joshua Evans What is the future of talent in the supply chain field? Joshua Evans will fundamentally change the way attendees view their work by bringing deeper purpose into the workplace. The modern workplace has increased Joshua Evans levels of uncertainty leading to individuals becoming burned out, disengaged, unfulfilled, and unhappy. But Evans is destroying toxic workplace preconceptions and pursuing a future of work where individuals derive deeper meaning and purpose in the work they do.

MARCH 3–5, 2024 | ORLANDO, FL FSA NEWS

Jennifer Hedrick

Rebecca Brewster

Gender diversity continues to be an important business strategy for many companies in the food transportation, logistics and supply chain industry. In fact, many studies associate a direct link between diversity of talent, Jennifer Hedrick thought, and experiences to the ability for a company to deliver optimum value and results. Gain relevant insights from Jennifer Hedrick, President & CEO of Women In Trucking (WIT) and Brian Everett, Publisher of Redefining the Road (WIT’s official magazine) and WIT’s strategic advisor.

Get caught up to date on how our infrastructure is holding up for getting our raw materials and finished goods to the right place in the right condition with an update from The American Transportation Research Institute’s Rebecca Brewster President and COO, Rebecca Brewster.

Professor Ken Goldberg How will artificial intelligence (AI) impact your supply chain? Professor Ken Goldberg will help to answer this question by explaining advances in AI, robotics and networking - and the potential security and privacy dangers Professor Ken they raise. Goldberg will illustrate Goldberg these issues in the context of how today’s supply chain will be impacted by advances in audio, video/face recognition, and data surveillance.

Bob Costello To conclude the conference, closing keynote Bob Costello, Chief Economist and Senior Vice President of the American Trucking Associations returns to present current economic data and its effects throughout the Supply Chain.

Bob Costello

For more information, visit foodshippers.org. 

FOOD SHIPPERS OF AMERICA OPTION 1

www.foodshippers.org |

FSA NEWS

Seeking Nominations: 2024 Scholarship Program One of the values to membership in the Food Shippers of America (FSA) is the ability for a logistics department employee or children and dependents of FSA members to apply for a John J. Murphy Scholarship. Earlier this year, Nathan Ferrel (son of Hector Ferrel, McLane Food Service/Vantix Logistics) received a scholarship award for U.S. $8,550. In addition, Stephen Venable (son of Grett Venable of Burris Logistics), Naomi Lin (daughter of Michael Lin of Musco Family Olive Co.), and Kristin Murray (daughter of Kevin Murray of Red Gold Tomatoes) also received significant scholarship awards. According to Paul Newbourne, FSA Executive Director, a total of $22,500 will be awarded in the 2024 scholarship program. The guidelines for becoming an applicant for this scholarship are as follows: • Applicant must be a child or dependent of a Supply Chain Logistics department employee of a Food Shippers of America member whose membership has been paid for in full. • Applicants for the scholarship requires enrollment in a college program with additional merit places on those

majoring in Logistics or Supply Chain Management. Awards are available to all applicants enrolled in a college program; however additional consideration will be allocated to those applicants with a major concentrating in Business, Logistics or Supply Chain Management. • Applicant must have maintained at least a 3.25 grade point average during their junior and senior years of high school and/or have maintained this average if currently enrolled in undergraduate or graduate courses. • Application must be completed in its entirety. • Received applications will be reviewed and selections determined by the current sitting Officers and Board members of Food Shippers of America. • Applicants can reapply as long as they have not previously received the John J. Murphy Scholarship top award. The application deadline this year is Dec. 31. For more information, visit FoodShippers.org or email scholarship@foodshippers.org. 

Nathan Ferrel, winner of 2023 John J. Murphy Scholarship, addresses more than 1,000 attendees at the FSA Food Shipper’s Annual Conference in March in Palm Desert, Calif. He is majoring in Supply Chain Management at the University of Arkansas.

22 • 2023 46 ||FOOD FOODCHAIN CHAINDIGEST DIGEST• EDITION • EDITION • 2023

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BUYER’S GUIDE ADVERTISERS IN THIS EDITION Alliance Shippers ................................................................................. 5 ATS...........................................................................................................1 Bay & Bay .............................................................................................. 7 Bettaway...............................................................................................15 Blakeman Transportation................................................................... 9 BM2 Freight..........................................................................................41 BWS/Flo Trans/ B&C Logistics....................................................... C4 C.A.T Global.........................................................................................43 Catch-Up Logistics............................................................................48 Challenger Trucking........................................................................... 37 Continental Express..........................................................................43 CSX Transportation........................................................................... 21 Doug Andrus Distributing LLC.........................................................20 DTS Logistics .....................................................................................33 FTR........................................................................................................36 Hermann Total Distribution Service...........................................10-11 Hudson Refrigerated Logistics........................................................48 Kennesaw Transportation................................................................42 Koch Companies............................................................................... 30

Kottke Trucking............................................................................24-25 Lansdale Warehouse......................................................................... 37 Legend Transportation.................................................................... C2 Lineage Logistics ............................................................................... 47 Loadsmart............................................................................................34 Penske..................................................................................................29 Plains Dedicated, LLC.......................................................................20 PLS Logistics Services....................................................................... 31 RLS Logistics....................................................................................... 37 RMX Global..........................................................................................20 Ruan........................................................................................................ 2 Sharp Transportation....................................................................... C3 Sonwil Logistics...................................................................................17 Stokes Trucking LLC..........................................................................35 Tippmann Group.................................................................................14 Transport Security, Inc......................................................................22 Uline......................................................................................................33 XTL Transport Inc..............................................................................33

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50 | FOOD CHAIN DIGEST • EDITION 3 • 2023