Archive For The “News” Category
Vegetable imports notched a 10 percent increase, while ottal fruit imports to the U.S. fell by 2 percent in the first half of the year, recently released USDA data shows.
The drop in fruit imports to the US was driven by a 19 percent drop in fruit juices and a 1 percent dip in fresh deciduous imports to the U.S. Fresh citrus imports fell by 1 percent to the US. The predominant ‘other’ fresh fruit category – which includes avocados, bananas and berries – saw no change, holding steady from January through June.
Avocado imports fell by 3 percent during the period, while bananas rose by 1 percent and blueberries fell by 17 percent and strawberries declined by 6 percent. Table grape imports through mid-February were up 35 percent, following by a 9 percent rise through the end of March, and then a 17 percent drop in the next three months.
Apples were down 22 percent, while limes were down 13 percent, mandarins were up 42 percent and oranges were up 19 percent.
Meanwhile, the total vegetable category was up 10 percent, driven by a 10 percent increase in imports of fresh vegetables excluding potatoes. Frozen vegetables were up 8 percent, while prepared or preserved vegetables rose by 15 percent. Potatoes notched a 38 percent uptick.
Bancroft, Wis. — Potato innovation doesn’t happen overnight or even in one growing season. Agronomists are long at work in test fields across the globe with the goal of growing better-tasting, better-looking, and better-growing potatoes.
These trials take years and the number of test candidates at the onset of testing might start out at 200 different varieties with eventually one or two reaching commercial production. This is the story of how new potato varieties are born.
RPE, Inc. — a full service grower, shipper, marketer of fresh potatoes – is delighted to bring a new, premium red potato variety to potato consumers this fall.
“RPE Golden Red™ premium potatoes are the new gold standard in red potatoes,” says Tim Huffcutt, Vice President Sales & Marketing Operations for RPE. “Compared to common red potatoes, these superior stunners have a vibrant red skin with a rich yellow interior and a sweet creamy taste.”
This potato variety started out in the Netherlands where it showed early promise based on yield, internal and external quality as well as disease and insect resistance. Likewise, the variety performed well in growing regions of the U.S. and Canada. Sensory testing showed that not only does the Golden Red taste better than standard, mainstream red potatoes; its internal and external appearance outshines its commodity counterpart.
Beyond the appearance of the Golden Red is its performance in the kitchen and flavor. Research Chef Chris McAdams said of Golden Red, “I truly believe this potato was built for potato salad, it’s phenomenal in that application. Once it’s cooked, it holds its shape and texture much better than comparable potatoes. When you cut it after boiling it doesn’t break apart or get grainy, which is what makes it ideal for a potato salad.”
Chef Chris also recommends consumers prepare this potato either boiled, roasted or fried. “These methods,” he said, “highlight the creamy texture and sweet, mildly-earthy flavor.”
Custom-created recipes and more information about Golden Red can be found on RPE’s website, RPEspud.com/our-products/golden-red-potatoes/
Golden Red is an RPE exclusive varietal. RPE and parent company, Wysocki Family of Companies, since the 1950s have been potato industry innovation leaders. Innovation in storage longevity and crop management along with trial varietals are the bedrock of the company and remain a core value today.
Golden Red premium potatoes will be available this fall in a three-pound, poly light-blocker, bilingual bag.
About RPE
Category leader RPE is a grower/shipper of year-round potatoes and onions, providing category innovation and retail solutions. Varietal development is just one way we combine our progressive farming heritage and our visionary agronomy practices.
An expansion of the Walker River Cooling Facility in Yerington, NV has been completed by The Nunes Co. Inc. and Peri & Sons.
Onion company Peri & Sons, Yerington, and Nunes, Salinas, jointly opened the facility in 2017. The expansion added cooling and warehouse space and 6 more loading docks, according to a news release, and eliminates trips in and out of California, dropping 600 miles from truck routes.
“By tripling the size of our facility we can increase our forward distribution capacity to — not only be able to load more trucks directly to the eastern part of the U.S. — but to increase the distribution of our California-based crops in the summer months,” Tom M. Nunes, president, said in the release.
“Through the expansion of this facility we also set ourselves up to be in great shape for expanding our acreage for future growth,” he said in the release. “Having the ability to consolidate loads gives us the opportunity to offer a heightened level of quality and consistency while still giving our customers a diversity of produce options.”
The Nunes Co. and Peri & Sons have worked together since 2008, growing and selling organic vegetables in Lyon County, of which Yerington is the county seat. Starting with 16 acres, the companies now grow and ship more than 40 million pounds of organic baby greens and 50 million pounds of organic vegetable every year, according to the release.
“Seeing the impact of the Walker River Cooling Facility, not only on the customer level, but also at the community level to the people of Lyon County, goes to show that great accomplishments can be made when two product giants join teams and share a common vision,” David Peri, owner and founder of Peri & Sons, said in the release.
Port Manatee, Palmetto, FL., has received approval for an $8.3 million project that will nearly double the size of its dockside container yard.
The project, through a construction contract approved by the Manatee County Port Authority on July 28, will add 9.3 acres to the 10-acre paved facility adjoining the port’s berth 12 and 14 docks, according to a news release.
“Expansion of the dockside container yard to encompass 19.3 acres not only will accommodate dynamic demand from such longtime users as Port Manatee-based World Direct Shipping and Del Monte Fresh Produce Co., but also will literally and figuratively pave the way for further global commerce opportunities at our flourishing seaport,” Carlos Buqueras, the port’s executive director, said in the release. “The expansion project is a cornerstone of the two-year, $38 million capital enhancement initiative under way at Port Manatee.”
World Direct Shipping has imported produce and other goods from Mexico since 2014, and Del Monte is in its fourth decade at the facility, importing bananas, pineapples and avocados from Central and South America, according to the release.
The project includes installation of 150 electrical receptacles for plugging in refrigerated cargo containers, bringing the port’s total reefer plugs to 600.
“In these challenging times for our nation, Port Manatee continues to thrive as a vital economic engine for our region and beyond, serving as a preferred gateway for numerous key commodities,” Priscilla Whisenant Trace, chairwoman of the Manatee County Port Authority, said in the release.
By Derek Robinson
If you ask any truck driver out there, especially produce drivers, what is one of the biggest headaches they face each and every day you will end up with a resounding answer across the room…”Hours of service!”
A truck driver has always needed to be part mechanic, dispatcher, and accountant but with the HOS in place today they need to be part calculus professor as well. At least that is the way it seems when you look at ELD’s or log books and work out all of the math and hope a DOT inspector does not find a mistake while he is looking over your shoulder.
Since perishable shippers rely on reefer service, September 29th will be a great day. Drivers will be given a little more control of their destiny, and shippers will have more open windows for pick up and deliveries. The Federal Motor Carrier Safety Administration (FMCSA) listened to owner operators, carriers and fleet managers and are offering more flexibility while maintaining the highest safety standards. What does this mean for drivers?
Short-Haul Exception: The maximum allowable workday is changing from 12 to 14 hours and the distance is extending from 100 air-mile radius to 150 air-mile radius. As any produce driver out there knows when it comes to multiple sheds, this will be a major benefit!
Adverse Driving Conditions Exception: This can extend the duty day by two hours if adverse driving conditions are encountered. Snow, ice, sleet, fog or unusual road or traffic conditions that were not known prior to beginning the duty day or immediately before beginning driving after a qualifying rest break or sleeper berth period, or immediately prior to dispatching the driver.
If you are subject to a 30-minute break requirement: This requirement can now be satisfied by taking an on-duty, not driving break, in addition to an off-duty break. After an 8-hour driving period there will be a few options, including combination of activities as long as the 30 minutes are consecutive and satisfied by time. These options include: off-duty; in sleeper berth; and off-duty, not driving.
Sleeper Berth Provision: This allows drivers to split the 10-hour off duty period after meeting certain requirements: One period is at least 2 hours long, the other involves at least 7 consecutive hours in the sleeper berth, both must add to at least 10 hours. When paired together, neither period will count against the 14-hour driving window. An 8-hour sleeper berth period by itself can no longer be excluded from the 14-hour driving window.
To all of our produce professionals out there, here is to putting the drivers and shippers back in the driver’s seat! September 29th cannot come fast enough.
****
Derek Robinson is a business development specialist in the Savannah office and has been with the Allen Lund Company since 2015. Robinson attended Savannah Technical College, specializing in Aviation Structural Mechanics.
In 2018, the supply of fresh fruits available for Americans to eat, after adjusting for losses, totaled 58.3 pounds on a per capita basis.
USDA’s Economic Research Service (ERS) maintains an historical data series on national per capita supplies of over 200 food commodities available for domestic consumption.
Citrus fruits accounted for 14 percent of this 2018 total, down from a 24-percent share in 1970, partly reflecting Americans’ expanded fresh fruit options.
Loss-adjusted per capita availability of fresh citrus fruits fell to a low of 6.3 pounds in 2007 before trending upward to 8 pounds in 2018. Over 1970-2018, loss-adjusted per capita availability of fresh oranges and grapefruit declined, while availability of lemons, limes, and tangerines increased.
The data in the ERS historical series predate the Coronavirus (COVID-19) pandemic and do not reflect its impacts on food supply chains and food demand.
ERS calculates national supplies of food commodities available for domestic consumption by adding domestic production, initial inventories, and imports of a particular commodity, such as oranges; then subtracting exports and end-of-year inventories.
To calculate per capita estimates, these national supplies are divided by the U.S. population. For loss-adjusted availability, ERS applies commodity-specific loss rate estimates to account for some of the spoilage, plate waste, and other losses in food stores, restaurants, and households. Loss-adjusted food availability is designed to approximate consumption.
Fresh Del Monte Produce, Coral Gables, Fla, has added six energy-efficient reefer container ships to its fleet.
The Del Monte Gold is the first in service, traveling from Hong Kong on its way to the Panama Canal, according to a news release. It and the other ships has a capacity of 1,276 TEUs (twenty-foot equivalent units) with 634 electrical plugs for 40-foot high cube reefer containers, which can maintain temperatures down to 13 degrees Fahrenheit.
Helmuth Lutty, senior vice president of shipping operations, said Fresh Del Monte has been working on this goal since 2017.
“As one of the world’s leading producer, marketer and distributer of fresh fruits and vegetables, we have set a very high bar for all the reefer containers and ships in our fleet,” Lutty said in the release. “These six new vessels set the bar even higher, and allow us to deliver the high-quality fresh fruits and vegetables we are known for while meeting our sustainability goals.”
“We have been working towards this goal since 2017 and could not be more excited to see it come to fruition,” said Helmuth Lutty, Senior Vice President of Shipping Operations for Fresh Del Monte Produce. “As one of the world’s leading producer, marketer and distributer of fresh fruits and vegetables, we have set a very high bar for all the reefer containers and ships in our fleet. These six new vessels set the bar even higher, and allow us to deliver the high-quality fresh fruits and vegetables we are known for while meeting our sustainability goals.”
Each Del Monte vessel includes:
- Hull and bow designs for fuel efficiency;
- Hybrid scrubber systems to reduce emissions;
- Shore power connections; and
- Preventive Maintenance System technology for efficient combustion on main and auxiliary engines.
Globally, shipping fruits and vegetables accounts for Fresh Del Monte’s largest energy use, according to Hans Sauter, chief sustainability manager.
“In 2018 we committed to lead by example and reduce our vessel emission by 10%,” he said in the release. “With the addition of these six new container vessels we are well on our way, estimating a savings of nearly 19 thousand metric tons of fuel each year.”
The names of the other new ships are Del Monte Rose, Del Monte Harvester, Del Monte Spirit, Del Monte Valiant and Del Monte Pride.
By Jim Prevor, PerishableNews.com
It was just February 28, 2020, right before the shutdowns began in America for the coronavirus, that Joe Coulombe, the founder of Trader Joe’s, passed away. He was 89 years old.
We’ve been visiting Trader Joe’s since before it was purchased by brothers Karl and Theo Albrecht, of Aldi fame, in 1979. We confess that we never once considered it to be racist or in any other way objectionable. We would have said the store was kind of light-hearted in its promotion, with staff running around in Hawaiian shirts, nautical décor, etc.
Coulombe grew up on an avocado farm in Del Mar, CA. He did a stint in the Air Force and then earned a Bachelor’s degree with a major in economics. He continued at Stanford to get an MBA.
The genesis of Trader Joe’s was competition. Coulombe worked for Owl-Rexall, the drugstore chain, and he had been asked to develop Pronto Markets, a convenience store concept. Eventually, Rexall was going to close the division, and Coulombe bought the company—having to sell his house, borrow from Bank of America and get his employees to buy stock. He ran it for several years as a convenience chain and then heard that 7-Eleven was coming into the Pasadena market. He felt he would lose out in a competitive battle. He explained his thoughts in a 2006 article in Stanford Business, which is published by Stanford’s Graduate School of Business:
“The guy with the most money wins. He gets the best locations. It’s very simple,” Coulombe says now, but he knew it then.
His best hope for survival was to come up with a new idea so the stores didn’t compete head on with 7-Eleven. He had to appeal to a particular demographic group that would seek out his stores, even if he couldn’t put them in the best locations.
It took more than a year for the idea to crystallize. Part of his inspiration came from an article in Scientific American detailing a new generation of college-educated adults. Up to 60% of young people would be going to college, the article told him, up from just 2% in the early 30s, when he was born. Clearly, college was a factor that would transform society.
Second, he read about the coming of the Boeing 747, a larger plane that would greatly reduce the cost of foreign travel. Coulombe began to see the demographic slice he wanted to attract: the growing group of people who were well educated and looking for something different—perhaps a bit exotic—but with a keen eye for a bargain.
As he tells it today, he saw his customers as teachers, musicians, journalists—the overeducated and underpaid.
The final piece of the puzzle fell into place on a Caribbean vacation. Lounging on the beach, he saw what Trader Joe’s would look like: a South Seas trading post with fishing nets and oars adorning the walls.
Trader Joe’s became a leader selling premium items, such as specialty cheese. For a while, it was the number one seller of Brie in America.
After he retired, Coulombe served on many boards, including those of Denny’s and Bristol Farms. He was always focused on the idea retailers needed to be uniquely aligned with their clientele. For him, that was often the idea of a new generation of Americans who were far better educated than in the past but not necessarily highly paid. Coulombe used to joke that Trader Joe’s would get great press because journalists fell in that well educated but not necessarily well paid bracket.
May Joe rest in peace.
Now, all of the sudden, a high-school senior claimed that Trader Joe’s was an exemplar of cultural exploitation because it markets many ethnic products under trade names such as Trader José for Mexican foods or Trader Ming’s for Chinese food.
By mock way of explanation of its theme, the Trader Joe’s website says the Trader Joe’s name came from Joe having “been to the Disneyland Jungle Trip ride.” The Wall Street Journal suggested that the inspiration behind Trader Joe’s name may have been the Trader Vic’s restaurant chain, which claims to be the home of the original Mai Tai.
The culture being what it is today, The Wall Street Journal explains that Trader Joe’s surrendered instantly. Trader Joe’s claims it had already decided to phase out the “offensive” names:
“While this approach to product naming may have been rooted in a lighthearted attempt at inclusiveness, we recognize that it may now have the opposite effect—one that is contrary to the welcoming, rewarding customer experience we strive to create every day,” said Kenya Friend-Daniel, the company’s director of public relations.
When the current period of ultra-cultural sensitivity is past, perhaps it will be realized that these “concerns” help no one at all. Nobody gets better educated. Nobody makes more money. Nobody is happier.
Indeed, as The Wall Street Journal pointed out, the high school student who did this will now get into an Ivy League school. Aside from that, we can say the world will be a little less fun and the real problems of the world today will be neglected a little longer.
Retail potatoes sales in the U.S. have skyrocketed during the Covid-19 pandemic, increasing 31 percent in dollars and 32 percent in volume in the three months from mid-March. Consumers are believed to be cooking more at home over recent months and favoring produce items with long shelf life. All potato categories across the retail store, except deli-prepared sides, increased in dollar and volume sales.
Most potato categories saw double-digit growth in both measures as dehydrated potatoes experienced the largest increase in dollar and volume sales. Dollar sales increased by 59 percent, and volume sales increased by 49 percent.
Deli-prepared sides decreased by 23 percent in dollars and 51 percent in volume. Over the 13 weeks, total potato sales saw dollar sale increases of 13 percent or more. Fresh potato sales increased by 46 percent, and volume increased by 35 percent.
Every fresh potato type except for fingerlings showed double-digit dollar sales growth. Fingerling potatoes were the only category that decreased in volume sales, down by 7 percent. Yellow potatoes showed the largest increase in both dollar and volume sales. Dollar sales increased by 54 percent, and volume sales increased by 42 percent.
Aldi will open another 70 stores by the end of the year and currently has 2,000 stores.
The company’s continuing expansion will also include entering the greater Phoenix market and, in 2021, building a new distribution center in Loxley, Ala., to support more expansion on the Gulf Coast, according to a news release. Aldi has invested more than $5 billion in recent years to remodel existing stores and add hundreds of new ones.
“Each new store is an opportunity to serve another community, which is an honor and responsibility we do not take lightly,” Jason Hart, ALDI U.S. CEO, said. “As we continue to expand, we promise to do everything in our power to offer the lowest prices, every day, without exception. In fact, as food costs are rising across the country, we’re lowering prices on hundreds of items to meet our customers’ increased need for savings.”
Along with its aggressive growth in recent years, Aldi has increased its fresh food selection by 40 percent. It has also expanded its e-commerce presence, with delivery available through third-party services for more than 10,000 zip codes and curbside pickup an option at nearly 600 stores.
Aldi’s entry into the greater Phoenix market later this year will include four new stores. Arizona is the 37th state for Aldi.
The company’s new distribution center in Alabama will serve new stores in southern Alabama, the Florida Panhandle and Louisiana, which will be the 38th state for Aldi. The retailer already has 180 stores in Alabama and Florida, plus four regional headquarters and distribution centers in the area.