Today’s produce department: a range of quality, standards and general knowledge.
I’m always interested in informally testing produce managers and clerks when I travel, when I shop locally and, well, whenever the opportunity presents itself. Why? I suppose I do this because of all the changes over the years — how some things have become more trendy or higher-tech (such as cut fruit sections that require strict health department rules) or how perhaps terminology has changed (such as how some chains refer to forced warehouse distributions as “plus-outs”).
So, here are a few questions and answers I’ve compiled from conversations over the past year with clerks and produce managers, in a Q&A format with no particular order, that are strictly my own observations.
Q.We used to straighten and detail the rack (wet rack, wet wall or dry tables) regularly through the day. Do you still do that? Also, we used to disassemble the rack once a week, scrub thoroughly and reassemble and even remerchandise. Does that sound familiar?
A. Haven’t heard or used that “straightening” or detail term. We have someone working the rack all day though. The multideck wet rack has way too many parts to clean like you describe. A couple of times a year our maintenance takes the pressure washer to it, and we only disassemble a section if the fans beneath start to make noise.
Q. How about table fixtures or refrigerated cases? Boy, those cold cases are especially nice for grapes and berries; I wish we had those back in the day. How often do dry or cold cases get stripped and cleaned? We used break down and clean at least one a month.
A. We don’t have the hours for that! If there’s a spill or mess made, we take care of it, but we don’t have a schedule to strip and clean fixtures. We try to tidy up as we go.
Q. Do you break down the load right away? Check off the load for accuracy? Air-stack the bananas to slow ripening?
A. It depends on the load breakdown process. When we have the help, yes. Otherwise, we kind of just pick at things we need off a pallet, and the later shift guys finish breaking it down. I don’t know what checking off the load means. I guess the manager does that but our warehouse is pretty good about billing. As for bananas, we just stack ’em underneath the incline tables in the morning and pull out to stock as the day goes on.
Q. Everyone seems to only stock hass variety avocados these days. Ever hear of other varieties like lamb hass, fuerte or bacon, to name just a few. We used to carry other varieties on a rotation basis.
A. Didn’t even know there were any other varieties besides what we carry. Hass is it? Hmm. It does remind me when I (produce manager) got written up a couple months ago. I was off and in my absence my assistant overordered avocados by 10 cases. We sold ’em, so it was a good call, but it went against my automatic, suggested corporate order.
Q. Don’t you have any ordering control? How about merchandising flexibility? If say, you wanted to push a hot seasonal item can you show that initiative and boost sales?
A. Not really. We are on a strict schematic. We can adjust our orders a little, but like the avocado example, it’s best not to rock the boat. We don’t decide much. We just execute.
Q. Do you or your clerks know some basics, such as the difference between russet burbank and russet norkotah spuds? Red- and yellow-type spuds? Do you know when local peaches are in season? Navel and valencia oranges? Do you know about regreening skins in valencias? How about pomegranates — when do you expect these? Or take apples, for another example: Do you know what “CA” stands for that’s printed on the sides of apple cartons in the wintertime?
A. (Mostly shoulder shrugs to all questions.) As for pomegranates, one produce manager admitted, “I don’t know,” she said. “The warehouse just sends them.” Yikes.
The Takeaway
I know. None of this bodes well for the overall confidence of present-day produce departments. I have to admit that it all depends on who and where I’ve asked the questions.
In independent or sharper-run chains, product knowledge and creativity still stands out — impressively. Many a clerk could recite when a seasonal product is expected, the range of varieties within the category and more. However, as labor gets ever tighter and chains strain to minimize shrink, produce operations, like so many businesses, must endure higher turnover and lower budgets for adequate hours and training.
Quality, selection, product knowledge, stock conditions, sanitation and labor all remain a constant challenge at every level. This is unfortunate, as fresh produce provides the highest return to a chain’s CTO, gross and net profit and customer satisfaction.
A high-quality fresh produce operation is deserving of company support in the way of investment, oversight, training and allowance for at least some creativity via carefully managed and independent merchandising.
Armand Lobato’s more than 50 years of experience in the produce business span a range of foodservice and retail positions. He has written a weekly retail column for two decades.
