FRESH DIRECT PARTNERS WITH LOVE BRITISH FOOD

Fresh Direct, the UK’s leading provider of foodservice fresh produce, has announced that it has become an Official Partner of ‘Love British Food’, the organisation that supports and promotes the use of British food.

 

Driving the use of British produce is a key strategic goal for Fresh Direct, and it has been working with British growers and customers to increase the amount of British food that it sells as part of its ongoing commitment to focus on providing the freshest, in-season British fruit and vegetables. The link with Love British Food is a natural extension of its Best of British campaign, which has seen Fresh Direct widely promote its British supply partners through social media and advertising campaigns as well as within a dedicated section on the website.

 

The partnership launches ahead of British Food Fortnight, which takes place from 20 September to 6 October, and will see Fresh Direct creating a PR and social media campaign as well as working with sister company, Brakes, to provide a range of offers and information on British produce. Brakes is also an Official Partner of Love British Food.

 

Paul Nieduszynski, CEO at Sysco GB, said: “Over the past few years, we have made a conscious decision to focus on increasing the amount of British food that we sell across all of Sysco’s British businesses.

 

“We know that customers want to put great British produce on their menus when it’s available and in season, whether that’s traditional fruit and vegetables or vertically-grown herbs, so we are working hard with more than 100 growers to provide a fantastic range of high quality, home-grown food for them.”

 

Alexia Robinson, Founder & CEO, Love British Food, added: “We are delighted to welcome Fresh Direct into the Love British Food family.  Their lead, alongside their sister company Brakes, in having a dedicated section on their British produce is something we applaud and are calling for across the industry.  The work they are doing with their growers is a testament of support to British fruit and vegetable producers at a time when so many are united in acknowledging we need to produce more fruit and veg on home soils. Demand for British seasonal produce is increasing exponentially and I am sure all the work Fresh Direct is doing will translate into commercial success too.”

SEAFISH ASSESSMENT OF IMPACT OF VISAS ON NEPHROPS FISHERY RECOMMENDS SIGNIFICANT SCAMPI PRICE INCREASES – 16.09.2

The changes in crewing costs highlighted by a recent Seafish assessment published on 10th September impacts 75% of all of the boats landing scampi tails to Whitby Seafoods.

In the September report Seafish illustrate that the Nephrops (scampi) fleet could experience “annual operating losses of between £41.5k and £83.5k per vessel, on average unless these losses are offset by increased prices”.

Whitby Seafoods has chosen to support the boats impacted by substantially increasing the pricing paid for tails. Whitby has communicated that those boats that also support the In Transition to MSC programme (ITM) will get the highest tail prices.

This means the ITM – achieving MSC for scampi – has a financial incentive for boats. The In-Transition to MSC (ITM) fishing improvement programme is a new chapter in the sustainable management of the Nephrops fishery. All boats supplying Whitby with scampi tails will get an increase, however those boats signing up to the ITM obtain the highest level of tail price increase from the company.

In the September report Seafish goes on to state that the changes could lead to “vessel tie-ups and business closures, with a knock-on impact on scampi supply in the UK”.
This is why Whitby have acted proactively to ensure this is not the case.

The Seafish assessment of the impact of the change on Nephrops prices indicates that to meet the revised salaries on-board boats necessitated by the government the prices paid by “processors/wholesalers to vessel operators would need to increase by 33%”.

Seafish goes on to state that the price that processors would charge retailers would need to increase by 14.5% and that the price that processors would charge food service sector buyers would need to increase by 15.6%.

Whitby have asked retail and foodservice customers for price increases to cover the tail price increases. Whitby have chosen to recover only a portion of the additional costs in order to keep the scampi category competitive in a tough market place.

Whitby Seafoods Managing Director Daniel Whittle said:
“Whitby Seafoods has taken significant steps to improve the viability of UK scampi and our recent initiatives demonstrate the positive direction we are heading in. We’re proud to play a leading role in helping the sector adopt and implement measures which will ensure that the UK Fishing fleet is safe and sustainable for generations to come.

As an independent family-owned company we’re deeply committed to the sustainability of our waters, and we’re working hard to make sure that responsible fishing practices help scampi remain a firm favourite on the tables of UK families for generations to come. No one welcomes price inflation, but this should lead to an important step change in the scampi fishery”.

A link to the Seafish report mentioned is below:-

Skilled Worker Visa changes – impact on the seafood sector | Seafish

THE IMPACT OF BLOCKCHAIN ON WAREHOUSE MANAGEMENT

Blockchain technology is revolutionising warehouse management systems (WMS) and other supply chain applications. The inherently secure nature of the technology allows supply chain partners to create and share detailed information about items as they move from one location to another: in simple terms each action or movement creates a new irreversible block in the chain. Built-in safeguards prevent unauthorised transaction entries and create consistency in supply chain partners’ shared view of those transactions. Data is secure and nothing can be deleted or modified unless everyone agrees. This means that data contained in the blockchain can be used as an authoritative record of the item’s history. The technology is growing in popularity and was one of the five trends in WMS that we identified earlier this year.

 

There is no doubt that product traceability and provenance tracking is the major benefit of blockchain technology. This is important across almost every industry and at a basic level the technology supports the quality, consistency, assurances, and trust that underpin all good business relationships. But with supply chains becoming increasingly complex and global there are more opportunities physical interventions, disruptions, and fraudulent activities such as counterfeiting that have even more serious implications. This may be particularly true in industries or sectors covered by strict governance and regulations such as agriculture, food, pharmaceutical, chemicals, aerospace, and automotive. In these and other industries knowing that an item is what it claims to be, and being able to trace its origins, can have much wider implications for safety and health.

 

To illustrate how blockchain works, imagine a scenario where a warehouse receives a shipment of perishable goods, such as fresh produce or pharmaceuticals. Using a blockchain-based system, each item in the shipment is assigned a unique digital token. Throughout its journey from the supplier to the warehouse, the item’s status (e.g. temperature, humidity, handling conditions) is recorded on the blockchain. This creates a record of the item’s history, ensuring that everyone involved (suppliers, logistics providers, warehouse staff) can verify its authenticity and quality. If any discrepancies or deviations occur (e.g. temperature spikes), the blockchain can trigger alerts, allowing immediate corrective action. When the goods are dispatched from the warehouse to retailers or customers, the same process continues, providing end-to-end traceability. In case of recalls or quality issues, the blockchain enables rapid identification of affected batches, minimising risks and ensuring consumer safety. The result is enhanced supply chain transparency, reduced fraud, and improved overall trust in the quality and origin of products within the warehouse ecosystem. In some ways, none of this is new. WMS have, after all, offered benefits such as data accuracy and consistency that support and enable highly detailed and effective product traceability. Blockchain builds on these capabilities by enabling the security that adds reassurance for all supply chain stakeholders. But there are inevitably some challenges to address.

 

Complexity and Learning Curve: blockchain is a relatively new and complex technology. Understanding its intricacies can be challenging for warehouse operators and IT teams. This can create barriers to adoption and innovation, as well as potential for misuse and errors. Learning how to design, deploy, and maintain a blockchain network requires specialised knowledge. Much of this burden will be removed as WMS and other application suppliers embed blockchain capabilities into their products so that they work in the background.

 

Integration with Existing Systems: most warehouses already have established legacy systems for inventory management, order processing, and logistics. Blockchain technology is not generally compatible with existing systems and standards, which can make it difficult to integrate with legacy infrastructure and applications. This can require significant modifications and investments to adopt blockchain solutions. Nevertheless, it is still fundamentally data that is involved so there is no reason why WMS cannot work well with the technology.

 

Scalability and Performance: blockchain networks have limited capacity to process transactions, which can result in slow performance and high fees. As the number of users and transactions increases, the network can become congested and inefficient which will limit speed and responsiveness. Ensuring the blockchain can handle the volume of data generated by a busy warehouse operation is crucial. Most modern WMS are optimised around requirements such as interoperability and scalability and in themselves should not present a limiting factor on blockchain.

 

Costs and Resources: setting up and maintaining a blockchain network involves costs related to infrastructure, development, and ongoing management. Allocating resources (both financial and human) for blockchain implementation can be a challenge, especially for smaller warehouses. Again, much of this will become less of an issue when the technology is more commonplace in the applications that work with it.

 

Data Privacy and Security: while blockchain provides transparency, it also exposes data to all participants in the network. Ensuring that sensitive information (such as customer details or proprietary inventory data) remains secure is essential.

 

Regulatory Compliance: each country or trading bloc is likely to have different regulations covering data privacy, storage, and security. Complying with these regulations while using blockchain can be complex, especially when data is stored across multiple – particularly international – locations. Application developers should be abreast of the rules covering the territories where they operate.

 

Interoperability: warehouses collaborate with suppliers, logistics providers, and retailers. Ensuring that all parties can participate in the same blockchain network requires interoperability standards. As before, this will be less of an issue as blockchain becomes a standard (or optional) part of a WMS.

 

Energy Consumption: proof-of-work (PoW) blockchains (such as Bitcoin) consume significant energy because of the way the technology is applied in the so-called “mining” process. Supply chain partners will no doubt be mindful of the need to manage energy consumption but the type of blockchain they will be using will be more clearly defined and less open-ended which should prevent any major issues.

 

Resistance to Change: employees and stakeholders may resist adopting blockchain due to fear of disruption or unfamiliarity. Change management strategies are crucial to overcome this challenge.

 

Lack of Industry Standards: the lack of standardised protocols and best practices for blockchain in warehousing can hinder widespread adoption. Collaborative efforts are needed to establish industry norms. In practice, there are many forms and flavours of blockchain or at least systems based on the same concepts. Principal Logistics Technologies, for example, developed its worldwide patented Unique Referencing (UR) mechanism years before blockchain although both are based on the same concepts. Today, UR is the backbone of the ProWMS product suite. Whenever a stock item undergoes a new transaction, such as being moved or picked, ProWMS applies a new UR which is added to the chain for that particular item and provides complete forward and backward traceability at any time. A chain can comprise an unlimited number of URs. Crucially, a new UR cannot be added unless the previous UR exists and the new transaction has been confirmed.

 

Integrating blockchain with warehouse management systems offers the prospect of enhanced data security and accuracy covering aspects such as inventory levels, order processing, and shipment tracking. This offers immense potential for improving transparency and trust in warehousing but addressing the associated challenges is essential for successful implementation.

 

Principal Logistics Technologies as source of this article: http://www.principalsystems.com

FSA CALL FOR EVIDENCE: THE IMPACT OF DISCOUNTS ON CHARGES FOR OFFICIAL CONTROLS AND OTHER OFFICAL ACTIVITIES IN RELATION TO MEAT PREMISES

The FSA has launched a call for evidence to gather information on how discounts applied to charges for official controls (OC) and other official activities (OOA) for businesses in the meat sector, provide benefits to businesses and consumers.
OC and OOA are a service provided to businesses by the FSA. The FSA charges businesses for this service to cover the FSA’s costs.

To date, the FSA has provided discounts, the rate of which varies according to the number of hours of OC and OOA the FSA provides to Food Business Operators (FBOs). This subsidy to businesses can only be justified if charging the full cost of the service provided does not meet ministers’ policy objectives.
The FSA must therefore be able to justify not charging the full cost of providing the service in terms of protecting public health or protecting the interests of consumers in relation to food. The FSA must also be able to demonstrate that it manages public money carefully and offers clear value for money to the taxpayer.
Should members be interested in answering this call for evidence, responses are required by the 24th October 2024 via an online form here

The results of the call for evidence will be communicated to the FSA Board at the December public Board meeting to help inform their advice to Ministers on meat charges and discounts.
You can also read a blog on this subject, from Dr James Cooper, Deputy Director of Food Policy at the FSA here. The BFFF hold quarterly meetings with Dr Cooper so please do let us know let us know if you have any comments/concerns you wish us to raise with him directly.