THE CRUST - ISSUE #42

The

CEO

Chief Editor Overview

Hello and welcome to this month’s issue of THE CRUST.

This month, I had the opportunity to attend SENA in Boston once again.

As always, it was a great platform to reconnect with industry players and observe how the market is evolving. Interestingly, the final day coincided with St. Patrick’s Day: a celebration often associated with luck. And looking at the current state of our industry, it does feel like luck has been playing a role lately.

Just before SENA, we saw a major shift in U.S. trade policy. Trump’s reciprocal tariff was declared illegal by the Supreme Court, and it was quickly replaced with a flat 10% tariff across all countries. This created a sense of optimism. For once, the playing field felt more balanced. Countries that had been at a disadvantage compared to lower-tariff competitors suddenly found themselves back in the game.

However, that good luck was short-lived.

The escalating tensions in the Strait of Hormuz quickly disrupted global supply chains. Concerns over oil supply pushed fuel prices higher, and as expected, freight costs followed. Once again, external factors began reshaping the industry; this time through logistics rather than policy.

With rising logistics costs, proximity to the market becomes increasingly important. And once again, Ecuador seems to find itself in a lucky position due to its closeness to the U.S. market. Meanwhile, countries like India and Indonesia will inevitably bear higher shipping costs, further squeezing already thin margins.

What started as a moment of balance quickly turned into another layer of complexity. It is a reminder that in today’s shrimp industry, even when conditions improve, new challenges can emerge just as quickly.

This serves as a reminder that while we focus on improving efficiency and productivity at the farm level, there are still many external factors that influence competitiveness. Trade policies, geopolitics, and logistics conti­ nue to play a significant role in shaping the market.

This will be an interesting development to follow. How supply chains adjust, how exporters and importers respond, and how these shifts ultimately impact farmers on the ground.

THE CRUST - RIZKY

Rizky Darmawan Chief Editor

Photo source : doc. The CRUST

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Issue 42 | Mar - 2026

Next Steps for Indonesia’s Shrimp to Regain Competitiveness

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mid global economic challenges, the shrimp industry has not been spared. Despite frequent setbacks caused by disease and, more recently, market uncertainty driven by various issues, Indonesia’s shrimp farming sector still offers strong economic potential. This is further supported by the fact that only around 20% of the country’s potential aquaculture land has been utilized.

This point was highlighted by Rizky Darmawan, Chairman of the Indonesian Young Shrimp Farmers Association (PMI), during the Shrimp Outlook 2026 panel discussion held in Yogyakarta recently. “So I believe there will always be a market for shrimp if we produce it. At the same time, we also need to strengthen our food security,” he said.

The statement was reinforced by Prof. Andi Tamsil, Chairman of the Shrimp Club Indonesia (SCI). According to him, as an export commodity contributing around 40% of Indonesia’s total fisheries exports, shrimp still holds tremendous potential.

“However, because shrimp is an export commodity, our main challenges are, first, maintaining quality in line with the standards of destination countries, and second, improving efficiency. In the past, our competitors were Vietnam, Thailand, and China. Now, countries like Ecuador and several in South America are becoming major players, and even Africa is entering the market. We were once targeting exports to the Middle East during the Hajj season, but now even Saudi Arabia has started exporting shrimp,” he explained.

Efficiency Is No Longer Optional As an industry that tends to act as a price taker rather than a price maker, Indonesia’s shrimp sector must prioritize production efficiency at the farm level. Even downstream, processing companies have limited influence over pricing. According to Anna Maria, Executive Secretary of the Indonesia Fishery Product Processing and Marketing Association (AP5I), shrimp prices are largely determined by end consumers in destination markets.

In the United States, for example, the price consumers are willing to pay is also influenced by tariffs imposed on different shrimp-supplying countries, including reciprocal tariffs, an-

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ti-dumping duties, and countervailing duties. As a result, efficiency across all production stages has become essential, especially as cost components continue to rise.

“With such tight margins, we need to find where we can optimize. If our raw materials are more expensive, logistics costs are higher, and processing costs are rising—especially with additional requirements like scanning, cesium checks, and lab testing for shipments to the U.S.—then the overall export cost structure becomes very complex,” Anna explained.

Strengthening Food Safety Beyond tariffs and efficiency, food safety also has become an equally critical issue, particularly following recent concerns over antibiotics and Cesium-137 in the U.S. market. As the U.S. remains Indonesia’s primary export destination, maintaining access to this market in the short to medium term is unavoidable. This means the industry must comply with all new required standards.

Additional requirements, such as increased scanning and testing, have led to longer processing times and reduced shipment productivity following the cesium case. To address this, AP5I now requires its members to have their own scanning equipment to speed up the process. “The only way forward is to conduct independent screening of incoming raw materials to safeguard our products,” Anna said.

This stricter control applies not only to cesium but also to antibiotics. If a processing plant detects positive antibiotic contamination in raw shrimp, the information will be shared across members, ensuring the material is rejected and does not proceed to processing and export.

Rebranding Indonesia’s Shrimp Beyond operational improvements, strengthening Indonesia’s image in the global market is equally important. As a unified industry which is essentially like a single “brand”, Indonesia’s shrimp sector cannot rely on fragmented rebranding efforts by sectoral players. Instead, rebranding must become a big collective agenda involving all stakeholders, including the government.

Photo source : doc. JALA

Industry “We need government support, as they carry the larger umbrella at the global level. If we act individually, our impact will not be strong enough,” Anna emphasized.

In addition to long-term rebranding strategies, an urgent priority is compliance with the European Union’s DG SANTE requirement to provide 4,100 shrimp samples. Indonesia must meet this requirement and demonstrate that its shrimp products are free from antibiotics.

“It’s important to note that while the EU currently accounts for only 4.6% of Indonesia’s shrimp exports, it has grown by over 50% in the past two years. This shows strong potential for further expansion,” she added.

Meeting DG SANTE’s requirements is also critical because it serves as a benchmark for other markets. Many countries are closely watching how Indonesia responds to the demand, and the outcome will influence their perception of Indonesian shrimp. Anna stressed that “as with the cesium case, which was monitored by 12 countries beyond the U.S., this is our opportunity to prove that our food safety standards are strong.

Even though the request comes from the EU, other markets will certainly be observing.”

Upstream Anticipation At the upstream level, Prof. Andi emphasized that his association is committed to ensuring all inputs used in shrimp farming are free from antibiotics. This includes strict screening of feed and other production inputs, demonstrating that food safety commitments must begin at the source, not just downstream.

“We must ensure that any issue does not originate from our own negligence,” he said.

Reflecting on the cesium case, partly triggered by the mixing of food and non-food industries in one area, Andi also called for stricter spatial planning to separate food production zones from

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potentially contaminating industries.

“In aquaculture, we are constantly reminded to comply with spatial planning regulations. We hope industrial zones will also enforce strict zoning so that food and non-food industries are not mixed,” he added.

Furthermore, upstream association SCI and downstream association AP5I have agreed to improve transparency in antibiotic testing. Differences in testing methods between farm and processing can lead to inconsistent results. To address this, both parties agreed to use independent third-party laboratories in case of discrepancies, with results serving as a shared reference.

Feed Industry Support As part of its commitment to industry sustainability, the Indonesian Feed Producers Association (GPMT) has pledged to supply antibiotic-free feed. Chairman Deny Mulyono emphasized that the use of antibiotics in feed is illegal, and companies found violating the rule could face legal consequences. GPMT also stated it would not provide legal assistance to members involved in such violations.

Beyond policy, GPMT also supports the industry through feed price adjustments. Although less than 50% of feed ingredients are imported by volume, more than 50% of their value depends on imports, making feed prices sensitive to global raw material fluctuations. However, price adjustments are not always immediately passed on to farmers in order to maintain farming activities.

“Unlike the oil and gas sector, feed prices don’t instantly follow global market fluctuations or currency movements.

We make sure farmers are not further burdened when they are already struggling. In fact, in many countries, especially in Southeast Asia, when farmers face difficulties, feed companies are often the first to step in and provide support,” Deny concluded.

THE CRUST - AB

Liris Maduningtyas, Anna Maria, Deny Mulyono, Rizky Darmawan, Prof. Andi Tamsil, Andy Solomon

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Issue 42 | Mar - 2026

FISH-School

Water Sources in Shrimp Farming (Part 3):

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Freshwater Systems

n the previous issues, we explored brackish water and seawater, two traditional sources in shrimp farming. In this final part, we turn to a growing alternative: freshwater or low-salinity shrimp farming.

As coastal space becomes more limited and competition for land increases, many farms are moving inland, producing shrimp far from the sea. This shift opens new opportunities for expansion, but also requires a deeper understanding of water chemistry and shrimp nutrition.

What Is Freshwater Shrimp Farming?

Freshwater shrimp farming involves culturing marine species such as Litopenaeus vannamei in low-salinity water, typically below 5 ppt, and in some cases close to zero.

Since shrimp are naturally adapted to marine environments, farmers must actively adjust water conditions, particularly by managing mineral content to maintain proper ionic balance.

Without this, shrimp may struggle with molting and growth.

These systems are often operated under low-density or extensive conditions, which help maintain stability and reduce stress in a more sensitive water environment.

Where Is It Commonly Practiced?

Freshwater shrimp farming is widely practiced in inland regions, especially across India, Thailand, and China, where the industry has expanded beyond traditional coastal zones.

Farms typically rely on groundwater, reservoirs, or irrigation canals as their primary water sources. This allows producers to operate closer to domestic markets, reduce transportation costs, and avoid dependence on coastal infrastructure.

Advantages of Freshwater Systems One of the biggest advantages is location flexibility.

Farmers are no longer restricted to coastal areas, allowing shrimp farming to expand into regions with more available land and improved biosecurity.

Freshwater systems also tend to have lower Vibrio pressure, as these bacteria are more prevalent in saline environments. This can reduce certain disease risks and create a more controlled farming environment.

Additionally, some inland water sources, particularly deep wells, provide more consistent and isolated water inputs, helping farmers better manage external contamination.

Challenges to Manage The main challenge in freshwater systems is mineral deficiency. Freshwater lacks essential ions such as potassium, magnesium, and calcium, all of which are critical for shrimp health. Farmers must supplement these minerals to support molting, shell formation, and osmoregulation.

Feed management also becomes more important. In low-salinity systems, shrimp diets often need to be adjusted to compensate for missing minerals in the water, ensuring proper growth and performance.

Water preparation is generally more technical, requiring regular monitoring, buffering, and mineral balancing. In addition, like all systems, freshwater ponds can still accumulate TOM and nutrients, especially under poor feeding practices, making good management essential.

Freshwater shrimp farming offers a promising path for inland expansion, but success depends on careful control of water chemistry, nutrition, and system design.

Across all three water sources—brackish, seawater, and freshwater—the principle remains the same: success is not defined by the source itself, but by how well it is understood and managed.

THE CRUST - DELTA MARINE INDONESIA

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Where Should Indonesia’s Shrimp mid growing pressure in the global shrimp market, both in terms of demand and competitiveness, it has become increasingly important for Indonesia’s shrimp industry to rethink its strategy, starting from the farming level.

During a panel discussion moderated by Ronnie Tan, an Aquaculture Consultant, at Shrimp Outlook 2026, it was highlighted that Ecuador is currently the leading producer with a production volume of around 1.7 million tons, followed by India at approximately 1 million tons. Indonesia, with an estimated production of around 310,000 tons, is facing pressure due to oversupply issues.

This situation makes it crucial for Indonesian shrimp to improve its competitiveness in order to avoid losing market share, particularly in the United States, where around 70 percent of Indonesia’s shrimp exports are destined.

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High-Density Dilemma As most shrimp production in Indonesia comes from intensive farming systems, a statement from shrimp industry veteran Robins McIntosh during the panel stood out as somewhat counterintuitive. He recommended low-end intensive farming as a potential approach to be developed further in Indonesia. This recommendation is aimed at reducing the risk of failure, which often represents the largest portion of production costs.

“So we need to stock in a way that avoids high percentages of failure. With the margins that we receive today in the market, you can’t afford that. It may take 10 successful crops, even 20 successful crops, to compensate for one failed crop,” he said.

The limited success of intensive systems in Indonesia can be seen from the shifting pattern of farming areas, from western regions, which already have a long history of disease outbreaks, toward eastern regions that are still relatively “clean.” Intensive systems tend to work well only when water conditions are still suitable and able to support high stocking densities.

“And that’s because of what I call the pathogen load. If we

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have a high pathogen load in an area, we need to keep the shrimp healthy. And the only way to keep shrimp healthy is to support their immune system. And immune systems are closely related to stress. The more stress in a pond, the lower the immune system, and the higher the risk of disease. So it’s all a balancing act,” he stressed.

According to him, if farming takes place in high-disease areas, it is important to evaluate how much the pathogen load can realistically be reduced. The simplest and most logical way is by managing stocking density, so that shrimp receive optimal aeration and feed without experiencing excessive stress.

Shrimp that are not stressed tend to be healthier, better able to maintain their immune systems, and ultimately more resistant to disease.

“And that’s the ROI (return on investment). For ROI, you need to balance the capitalization. Too many farms are overcapitalizing without getting a return. We want to maintain a lower capital structure with a higher success rate,” he added.

Working Within Carrying Capacity Although not going as far as recommending low-density systems, Gerry Kamahara, a shrimp farmer from West Sumatra, shared a similar perspective during the discussion. According to him, under current conditions, the safest approach is to adopt a more “defensive” farming strategy—one that remains profitable and sustainable by aligning with the carrying capacity of the environment, particularly in western Indonesia.

He outlined four key principles in determining shrimp production in line with carrying capacity, including environmental conditions, infrastructure, pond construction, and the genetics used. He then bases his production level on the lowest potential among these factors, rather than optimizing for the best-case scenario.

“Those four principles have their own weighted score when we determine our carrying capacity. But I can say that in West

Production Be Heading?

Indonesia, in my area, we operate at less than 100 PL per square meter. That’s the sweet spot where we can generate profit and repeat that profit with very small standard deviation in every crop,” he added.

Daranee Seguin, an aquaculture nutrition expert, added that nutrition during the early phase of shrimp farming plays a very important role, especially during the first 20–30 days.

“To achieve a successful harvest, you need healthy animals at the beginning of the cycle, let’s say within the first 20 to 30 days. If you have good survival and strong growth performance, when you check the trays, probably you have more even size in the ponds,” she explained.

When asked about the optimum protein level in feed, Daranee said that 35% protein is likely the most suitable for Indonesian farmers stocking at around 70–150 shrimp per square meter. At lower densities, 30% protein may already be sufficient. Lower protein levels may also perform well if natural productivity in the pond is high. However, it is important to note that the protein content stated on feed labels may not always reflect the actual usable protein due to other components.

“If you want to really make sure that your feed performs at 30% protein, you need to consider around 10% for moisture, which brings it to about 29%, more or less. Then you also have some ash in there, probably another 10%. In the end, you will end up with around 26% protein in that 30% feed for that price.

So, as far as I know, you may keep it ongoing, but you may not reach the maximum growth potential,” she warned.

Post-Harvest Challenges Beyond technical farming issues, post-harvest handling remains a major challenge for Indonesia’s shrimp industry, particularly due to its archipelagic geography. Export ports are limited, and processing industries are generally located near those ports. On the other hand, farms are often situated far from these manufacturing hubs. As a result, the distance

and travel time to processing facilities can be significant, often leading to a decline in harvested shrimp quality.

“It’s not feasible economically for packers to build facilities near some of the (shrimp) production areas. I think what we really need is a very good cold chain system, reliable thermoking, maybe trucks that can transport shrimp without slurry ice. But the question is, who is willing to pay the premium to build this supply chain and distribution system to deliver our product at a good price?”

Robins added that the shrimp industry in Asia, including Indonesia, typically places strong emphasis on farming. While farming practices in Asia are relatively good, the value is often diminished due to weak post-harvest handling. This stands in contrast to practices in the United States, where farming may not be as strong, but post-harvest systems are far more advanced.

“They put a lot of effort into maintaining product quality after it leaves the pond. Whereas in Asia, we put a lot of effort into culturing the product, but then give very little attention once it leaves the pond.”

While building cold storage facilities near production areas is highly challenging and often not feasible in Indonesia, Robins suggested the implementation of mini cold storage units located within a radius of about six hours from farms. In addition, he also recommended processing, such as cooking, closer to the pond to maintain raw material quality at a premium level, especially for entry into markets like China and Europe.

“We can actually cook shrimp pond-side. Once you deactivate the enzymes, you essentially preserve the quality. This could be a strong strategy, especially for the European and Chinese markets. By cooking at the pond, you can produce a very high-quality product suited for these premium markets,” Robins concluded.

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THE CRUST - AB

Photo source : doc. JALA

Ronnie Tan, Gerry Kamahara, Daranee Seguin, Robins McIntosh

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Issue 42 | Mar - 2026

WETMarket

Freight, Risk, and Reality:

Shrimp Trade in a Disrupted World

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he global seafood trade is entering another period of instability as tensions in the Middle East begin to disrupt one of its most critical foundations: logistics. For shrimp exporters, the issue is no longer just about supply and demand, but about how reliably and affordably products can move across the world.

What is happening in the Middle East may feel distant from shrimp farms in Indonesia, but its impact is immediate. Trade flows that once operated with relative predictability are now being reshaped by risk, cost, and uncertainty.

A Chokepoint Under Pressure The Middle East plays a crucial role in global shipping, particularly through the Red Sea and the Suez Canal. These routes connect Asia to Europe and are among the most efficient corridors for seafood exports heading west.

As tensions escalate, shipping lines are increasingly cautious. Some vessels are being rerouted around the Cape of Good Hope to avoid potential threats. While this decision reduces security risks, it adds significant time and cost to each journey. For shrimp shipments, this can mean delays of one to two weeks, along with higher freight rates driven by longer distances and increased fuel consumption.

This shift is not temporary in nature. Even short-term disruptions can have lasting effects, as shipping companies adjust their pricing models and risk assessments.

Freight Costs Are No Longer Stable For years, shrimp exporters have worked within relatively stable freight structures. That stability is now gone. Logistics costs are becoming more volatile, influenced not only by fuel prices but also by insurance premiums and route availability.

For buyers in key markets like the United States and Europe, this creates hesitation. Importers are less willing to commit to large, long-term contracts when the landed cost of shrimp can change significantly within weeks. Instead, many are shifting toward shorter purchasing cycles, focusing on immediate needs rather than forward planning.

This change directly affects exporters. Pricing strategies that once relied on predictable logistics must now account for sudden increases in freight costs, often with limited ability to pass those costs on to buyers.

Shorter Buying Cycles, Higher Pressure One of the clearest shifts in the market is the move toward short-term decision making. Importers are buying closer to shipment dates, reducing their exposure to uncertainty. While this approach helps manage risk on the buyer side, it transfers

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pressure upstream to exporters.

For Indonesian shrimp producers, this means less visibility on future demand. Production planning becomes more complex, especially for farms that depend on stable harvesting cycles. The traditional rhythm of contracting, producing, and shipping is being replaced by a more reactive model.

This is not entirely new, but the situation in the Middle East is accelerating the trend.

Indonesia’s Position: Flexible but Exposed Indonesia remains a key player in the global shrimp market, with geographic flexibility and access to multiple shipping routes.

However, flexibility alone is not enough. Increasing freight costs continue to compress margins, while buyers maintain price comparisons across origins regardless of logistical challenges. Buyers will continue to compare prices across origins, regardless of the challenges exporters face.

Where Indonesia can differentiate itself is in reliability. In uncertain conditions, buyers place greater value on suppliers who can deliver consistently and communicate clearly. Exporters who are proactive in managing expectations and offering flexible solutions will be better positioned to maintain relationships.

Indonesia’s Position: Turning Flexibility into a Commercial Advantage Indonesia may not have the most direct routes compared to competitors like India or Vietnam, but it can offer more adaptable routing strategies when global logistics become unstable. Its advantage comes from dispersion and optionality rather than proximity.

With multiple export gateways such as Jakarta, Surabaya, Makassar, and Belawan, Indonesian shipments are not tied to a single corridor. Exporters can route via Singapore, Malaysia, or direct services depending on conditions, and shift between carriers or transshipment hubs as disruptions evolve.

For buyers, this translates into optionality. Instead of fixed shipping plans, Indonesian exporters can offer alternatives such as faster routes at higher cost or slower routes with better pricing. This helps importers manage uncertainty, which is increasingly a priority.

At the same time, exporters can align with shorter buying cycles by offering smaller, more frequent shipments with flexible scheduling. In the current environment, this responsiveness can be as important as price, turning logistical flexibility into a practical commercial advantage.

THE CRUST - MIDA

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How to Compete in the Glob That Demands More Than Pr

he global shrimp industry is entering a new phase, where competitiveness is no longer defined solely by price and production volume. For years, these two factors dominated trade flows and determined which countries led global exports. Today, however, market dynamics are becoming more layered, requiring producers to respond to a wider set of expectations beyond cost efficiency alone.

This shift was highlighted as a key discussion point in one of the panels at the Shrimp Outlook 2026 event.

That said, price has not lost its relevance. In major markets such as the United States, China, and Southern Europe, buyers still prioritize affordability and stable supply above all else. As Dan Gibson, the Deputy Director for Europe and Asia for Undercurrent News, pointed out, “the question is, can you provide a reliable source of shrimp, and can you do so at a price that beats your competitors, and can you do it in the product format that they ask for?” Dan also said that those questions reflect the continued dominance of economic fundamentals, especially in high-volume segments where margins are tight and competition is intense.

Targeting Segmented Markets However, what defines “competitiveness” is gradually expanding. It is no longer enough to simply offer the lowest price; suppliers must also demonstrate consistency,

Issue 42 | Mar - 2026

compliance, and adaptability.

This shift is partly driven by increased scrutiny from regulators and buyers, but also by changing consumer expectations, particularly in more developed markets.

China offers a clear example of how market complexity is evolving. With its massive population and uneven wealth distribution, it behaves less like a single market and more like a collection of different segments. “There are super-rich people, willing to pay the high price for good quality, but there is also a mass population looking for affordable protein,” explained Susan Yen from Pescadores Products who joined online.

With this diverse demand structure, Ecuador has successfully positioned itself as the largest shrimp supplier to China, capturing around 60–65% market share. India follows, along with ASEAN countries such as Vietnam, Thailand, and Malaysia. Indonesia, however, still has a relatively small presence in the Chinese market, largely due to mismatches in product specifications and pricing. Despite this, opportunities remain.

Susan suggested that Indonesia should focus on niche segments that align with its strengths, even if those segments are relatively small.

“So the only solution you can think of is, because China is a huge market, if we divide it into a different market segment, there might be an opportunity for you guys to enter a certain market segment,” she added.

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Sustainability as a Market Gatekeeper One of the most significant changes in the shrimp industry is the growing importance of sustainability.

Once seen as an optional or marketing-driven initiative, it is now widely regarded as a core requirement. Corey Peet, Vice President of Sustainability of Aqua Star who joined the discussion on screen said that “sustainability is no longer a nice-to-have, it’s a musthave—and it’s one that’s ever-evolving.”

Corey also said that sustainability today goes far beyond environmental considerations. It includes social responsibility, human rights due diligence, and carbon footprint accountability across the entire supply chain. This means producers must not only manage their farms responsibly, but also ensure that inputs such as feed ingredients or energy used are sourced sustainably and that labor practices meet international standards.

Despite its growing importance, sustainability does not necessarily lead to higher prices. “I agree that the price premium is a myth,” Corey noted, highlighting that the main benefit lies in securing access to better and more stable customers. In many cases, sustainability serves as a condition for participation rather than a competitive edge.

Traceability is another key element shaping the market. As supply chains become more complex, buyers and regulators are demanding

greater transparency. “Supply chains are not chains, they’re actually webs,” Corey explained, emphasizing the interconnected nature of modern seafood production.

This shift is being reinforced by regulatory developments such as the U.S. Food Safety Modernization Act (FSMA 204), which will require more detailed tracking of products throughout the supply chain. While full implementation may still be a few years away, many buyers are already preparing for stricter requirements, pushing suppliers to adopt digital traceability systems.

Certification schemes such as ASC and BAP also play a critical role, particularly in developed markets.

However, their function is increasingly seen as a baseline requirement rather than a differentiator. “They’re the gatekeeper,” said Kevin Sidharta from Haven Foods, referring to certifications as essential for entering certain markets.

This is especially true in Northern Europe, where retailers often require certified products as a minimum standard. In such markets, failing to meet certification requirements can result in complete exclusion. As Gibson noted, suppliers may not receive a premium for certification, but “you won’t get in at all without the sustainability measurements.”

Even so, the adoption of sustainability practices does not need to happen overnight.

What matters most is a clear commitment to progress. As

Photo source : doc. JALA

bal Shrimp Market rice Corey highlighted, companies are not expected to achieve perfection immediately, but they must demonstrate that they are actively working toward sustainability, supported by data and continuous improvement efforts.

“I think it’s critical to learn the language of sustainability and engage on projects where possible, even pilot projects.

We’re not looking for perfection, but if you could show that you’re on the sustainability journey, you’ve got the data or you’re working to get the data, I think that’s really important,” Corey said.

Trust, Branding, and the Future of Marketing Amid these evolving requirements, trust has emerged as the most critical factor in the shrimp business.

Beyond price, certifications, and sustainability claims, buyers ultimately want as-

surance that suppliers can consistently deliver what they promise. “The main thing about all of this is trust,” Kevin emphasized.

Trust is built through reliability, consistency, and transparency. Delivering the right product, in the right format, at the right time is fundamental to maintaining strong relationships with buyers. Any deviation, whether in quality, specification, or timing, can quickly undermine confidence and lead to lost business.

Recent challenges in the industry have underscored how fragile trust can be. Issues such as Cesium-137 contamination and antibiotic concerns have forced producers to invest heavily in compliance systems, testing infrastructure, and monitoring processes. However, these investments are not seen as competitive advantages, but rather as necessary steps to

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restore credibility. “All of the hoops we jump through… is basically restoring that trust after that trust has been damaged,” Kevin said.

In the end, branding and product differentiation are becoming increasingly important, particularly in markets with diverse consumer segments. Valueadded products, customized formats, and clear storytelling can help suppliers stand out in a crowded and competitive landscape.

Ultimately, the shrimp industry is moving toward a more balanced model of competitiveness. Price remains a key factor, but it must be complemented by trust, transparency, and sustainability. As Corey summarized, success lies in combining all these elements: delivering “the best price, the most traceable, the most sustainable.”

THE CRUST - AB

Liris Maduningtyas, Aryo Wiryawan, Erwin Dwiyana, Kevin Sidharta, Dan Gibson

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More Than Just Green:

The Story Behind St. Patrick’s Day

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very March 17th, the world turns green. Parades fill the streets, shamrocks appear everywhere, and the phrase “luck of the Irish” is repeated with easy cheer. In many places, the day is also synonymous with a drink in hand. But behind the celebration lies a deeper story: one shaped by history, faith, and identity.

St. Patrick’s Day honors Saint Patrick, the missionary credited with spreading Christianity in Ireland in the 5th century. Once a quiet religious feast, the day was traditionally marked with reflection, and notably, a temporary lifting of Lenten restrictions, allowing people to eat, gather, and drink.

That small allowance would later become a defining feature.

At the center is the shamrock, a three-leaf clover said to have been used by Saint Patrick to explain the Holy Trinity. Over time, it evolved into a broader symbol of Irish identity and pride: simple, recognizable, and deeply rooted in tradition.

From Tradition to Celebration Today, the holiday looks very different depending on where you are.

In Ireland, it has grown into a national celebration: parades, cultural events, and a strong sense of heritage. In the United States, shaped by Irish immigrants, it became bigger, louder, and more festive. Cities like New York and Chicago host massive parades, and the day has become closely associated with pubs, gatherings, and celebration.

What started as a religious observance gradually evolved into a social occasion, where culture, community, and yes, drinking, all play a role.

Luck: The 3-Leaf vs 4-Leaf The idea of “luck” often associated with the day comes from a different symbol.

The three-leaf shamrock represents faith and unity.

The four-leaf clover, however, is rare and has long symbolized good fortune, with each leaf often said to represent faith, hope, love, and luck.

Over time, the two became intertwined. The shamrock stood for Ireland, the four-leaf clover for luck—and together, they shaped the familiar phrase: “luck of the Irish.”

A More Honest Meaning of Luck Despite the image of carefree celebration, Irish history tells a story of resilience more than luck. The modern St. Patrick’s Day—full of energy, gatherings, and raised glasses—is less about chance and more about community and continuity.

The shamrock reminds us of roots and identity.

The four-leaf clover reminds us how rare true opportunity is.

And “luck,” in its truest form, may simply be the moment when preparation meets opportunity.

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