orchard vegetables
Growing success!
No. 08
OPPORTUNITIES SOIL NUTRITION AND TOMATOES
GETTING THERE TRACEABILITY: SPREADING CODE
GLOBAL WINDOW USDA INSPECTION SERVICES
April 2011
SINALOA’S MARKET EXPANDING PRODUCE SCOPE
EDITORIAL
Dear Reader, The name of the game in this 21st century is opportunities and challenges; and it seems to be an endless game. There is a clear shot for us. We live in a country favored by a wide variety of soil, weather and we are located next to the world’s biggest market. We have an enviable tradition on agribusiness. Mexico’s strength as one of the first producers of fresh produce worldwide has been proved. We can also be proud of the amazing growth we have experienced for the last 15 years. Nevertheless, nothing is worse than feeling fulfilled with our achievements.
In AgroExpansion we are thrilled to cope with these challenges and to look for information and new tools to be in the forefront. Our intention is to become your main source of information so your company can have a better performance, more profitable and competitive in the current circumstances. Therefore, we are not only committed to keep on being a truthful and appropriate witness of the real condition of our industry, with its strengths, weaknesses and opportunities.
IN ORDER TO CROSS THE BORDER AND CAPTURE THE BIG MARKETS, WE SHOULD BE ABLE TO PUT INTO PRACTICE STANDARDS GLOBALLY ACCEPTED AND RECOGNIZED. For the challenges are numerous. The water supply is becoming more and more scarce, as well as the qualified workforce required by a high-tech industry. Moreover, consumers are more and more concerned on quality and food safety issues. In order to cross the border and capture the big markets we should be able to put into practice standards globally accepted and recognized.
Moreover, we intend to keep you in constant contact with the areas that hold the keys of our time, such as global standardization, the capacity to trace back our products and food safety, among others. In this way we will be able to make the most of opportunities and together overcome the challenges of our time.
Adriana Elizondo Villarreal
staff General Director Alberto E. Peña Pedraza
Commercial Director Adriana Elizondo Villarreal Translation Diana Margarita Morales V. Contributors Gonzalo López Ing. Maria Castro Lic. Radko Tichavsky Karla Ugalde Luis Gerónimo Gómez Mesillas Christopher Purdy Lic. Enrique López Félix Circulation Luis Angel Elizondo Redaction and Style Fernando Torres Editorial Design BMazul.com Art Director Beba Mier Design Cinthia Castañeda Manuel Robles Photography shutterstock.com Subscriptions +1 (956) 537-9459. McAllen, TX, USA +52 (81) 8850-3830. Monterrey, NL, MX ventas@agro-expansion.com www.agro-expansion.com AgroExpansión Import Export. Quarterly journal of international trade in fruits and vegetables. Editor of the publication: Adriana Lucero Elizondo Villarreal. All Rights Reserved. Circulation 7.000 copies. Distribution Mexico: Nuevo León, Jalisco, Distrito Federal, Michoacán, Veracruz, Sinaloa, Sonora, Baja California. Distribution USA: Texas, California, Illinois, New York, Georgia and Florida. AgroExpansión considers its sources as reliable and verifies their content the best way possible, however, there may be errors in the accuracy of the data so it is up to the reader. Book Number by the National Institute of Copyright in tramit. Address in Mexico: Hermosillo #3312-A Col. Mitras Centro, Monterrey, NL CP 64460. Printed in Mexico on April 2011 Printed by Impresos Artegraf SA de CV. Privada Artemio Elizondo # 1034, Parque Industrial ELICAN, Apodaca, N.L. CP 66603. Distribution in Mexico by SEPOMEX, Ocampo # 500 Pte Col. Centro. Monterrey, N.L. CP 64000. Distribution in U.S. by USPS, 620 E. Pecan Blvd, McAllen, TX 78501.
Index Opportunities 6. Global G.A.P: The importance of global certification 8. Soil Nutrition and organic tomatoes 12. Dawn comes earlier at the Terminal Market of Culiacan
getting there 16. Devising the Optimal Distribution Network 20. Traceability: A code says more than a thousand words
face to face 23. Produce: Fresher and Stronger global window 28. Improving the Bottom line with Optimal slotting 32. Brocolli from Guanajuato captures de U.S. market 36. USDA Inspection services: A helpful tool for the International fruit and vegetable industry
38. FDA
Agroevents 40. Events calendar through April-May 2011
OPPORTUNITIES
GLOBAL G.A.P. :
The importance of global certification There is an organization aimed at implementing and certifying Good Agricultur al Pr actice, in order to provide the world with safe, sustainable agricultur al products. GlobalG.A.P. is constituted by more than 300 members around the globe that work together to set tr ansparent standards and guidelines. With the support of 1,500 auditors, it has certified more than 100,000 farms in over 100 countries. And the best news is that you can benefit from it.
I
t all began in Europe. In the late 90’s, supermarkets and their major agricultural providers created EurepGAP, a common standard intended for farm management with the objective of reassuring consumers about the way that the food offered to them is produced. Nowadays, the organization has surpassed European borders. All 5 continents are involved in this private sector effort that has become the most widely implemented and valued certifica-
tion scheme. As recent as 2007, its name was changed to GlobalG.A.P., reflecting its wide scope and vocation.
What GlobalG.A.P. can do for you Certification is the most valuable service that Global G.A.P. offers to farmers around the world. Unlike other certification schemes, it gives transparent and definite rules for growers
to follow. Third party auditors, or Certification Bodies who are licensed by the organization’s secretariat, carry out the certification. GlobalG.A.P. has a global integrity program that checks out every CB. To obtain a certification, producers must prove their compliance to the GlobalG.A.P standard; they can choose from a list of approved Certification Bodies –nowadays there are 1500 around the world. They act as independent auditing companies that are constantly checked through an Integrity Program. To prepare themselves for the certification, producers are provided with five types of documentation: general regulations, control points, compliance data, checklists, and benchmarking cross reference checklists. Inspections by Certification Bodies are made on a yearly basis and may include unannounced visits. Currently, having a GlobalG.A.P. certification is more than an advantage. It is an entrance ticket to global business with top retailers. But this is not the only service. Capacity building, via events and training, benchmarking activities and consumer information are other tools this organization provides for your global business metamorphosis.
Five areas to pursue excellence There are five standards that are continuously worked on and revised by GlobalG.A.P and its members: ●●Integrated Farm Assurance (IFA). Version 4 has been recently released. This is a single integrated standard with modular applications for different product groups that range from plant and livestock to plant propagation materials and compound feed manufacturing. To apply the standard, a series of documents is provided to guide every member and allow him to position in a global marketplace with respect to consumer needs. Feed Manufacturing (CFM). This standard focuses on the quality of the animal nourishment, which is an integral part of the food chain. Members can select suitable resources for compound feed based on GlobalG.A.P. guidelines.
●●Compound
Transportation (AT). This module is being developed at present. It has gone through 2 rounds of public commenting and has been tried in January-February 2011.
Global GAP small farmers session. London, October, 2010.
Propagation Material (PPM). This standard is currently on version 2.0. There is a number of Certification Bodies around the world that provide certification.
●●Plant
Assessment on Social Practice (GRASP). This module consists on 11 control points and compliance criteria, covering key issues as employee legal rights, communication channels, written working contracts, legal status of employees, children rights, working time, wages, and payment, among other social benefits.
●●Risk
Living up to the challenge of the er a No other production area faces a bigger challenge than food production in this globalizing era. That’s why GlobalG.A.P.’s task is very important, for it has established itself as a key reference for Good Agricultural Practice in the global marketplace. Reaching this point is not easy. The organization has a Governance Board that bases its decisions on a structured consultation process, where sector specific interests and stakeholders input are consolidated to insure global acceptance. There are 12 Sector Committees, in which 50% are retailer and 50% producer representatives, who discuss and decide upon product and sector specific issues.
●●Animal
The best news is that you can benefit from it, or even better, help build it by becoming a member. The time is now. Visit www.globalgap.org for more info.
OPPORTUNITIES
Soil nutrition and organic tomatoes The soil in organic farming is considered a living organism, or a set of organisms, this is why it requires adequate nutrition to offer the best conditions for your plants. R adko Tichavsky
Clusters of organic tomato greenhouse production
Clusters of organic tomato greenhouse production.
The preparation of a good compost should ideally be the responsibility of the producer, in order to ensure adequate content of nutrients in the soil.
S
oil nutrition is as important as plant nutrition, and indeed the imbalance in soil nutrients often results in diseases and pests in crops, poor flavor and weak consistency of the fruit. Conventional nutrition focuses primarily on the content of nitrogen phosphorus and potassium, but is much more important to consider the shortcomings of calcium, and some micronutrients such as selenium, boron, copper, or cobalt. The best way to add the trace is adding different plants or their extracts to the compost; this is much more advantageous than the store bought trace of agricultural chemicals.
The preparation of a good compost should ideally be the responsibility of the producer, to ensure adequate content of nutrients in the soil. For example, fruitworm in tomato is a plague that appears when there are sequential deficiencies of calcium, phosphorus, selenium and cobalt. If we want to add to the compost these four elements, we refer help of some of the following herbs: Valerian root, containing up to 42 000 ppm of calcium, or sugar beet root, flower of Hibiscus with 143 ppm of Selenium, and Golden seal root of with 153 ppm of cobalt. Calcium is an essential nutrient for plants, it has important structural roles and is the key element in intercellular communication. Without calcium, the plant could not adapt to enviromental challenges. Corn ear worm attack becomes visible in tomato plants when nutritional deficiencies of calcium, phosphorus, and manganese appears. We then add extract of stems of white oak that contains up to 3800 ppm of manganese. Stems of white oak contain over 70 known compounds, and it is an excellent pesticide, fungicide, bactericide, and antiviral. So in addition to solving nutritional deficiency of manganese, it will also provide your tomatoes a package of protections against different pathogens. Fusarium, a very dangerous and frequent fungal pathogen in the tomato,
As controversial as the use of vitamins in agriculture is, it is still believed that vitamin C increases the absorption of calcium in plants.
can be eliminated by solving the deficiencies of phosphorus, copper and molybdenum. Stem of black cherry contains more than 378 ppm of copper, and shoot of pignut hickory contains about 33 ppm of molybdenum. As controversial as the use of vitamins in the agriculture is, it is still believed that vitamin C increases the absorption of calcium in plants; this element is responsible for the creation of protective coatings on the leaves and has a significant impact on the transmission of nerve signals within the plant. That is, efficiency of communication of attack of pathogens reported in one part of the plant to her other part depends of rate of calcium in the corp. The fruits of wild rose Dog Rose, are an abundant source of vitamin C; it contains up to 25 000 ppm of ascorbic acid. Viruses are a very dreaded disease in tomato crops and are considered incurable. An adequate “diet” for the plant must be based on calcium, phosphorus, vitamin C, cobalt, selenium and vitamin E to avoid the viruses’ problem. Sunflower seeds contains up
to 34 000 ppm of tocopherol (vitamin E) and its extract can be helpful. An important role of vitamin E was recently discovered, related to cellular signaling in plants, helpful to protect the plant agains virus diseases, and increasing the plants’ resistance to the climatic stress. Adding carbohydrates (molasses or corn clintose) to a compost is a com- Pruning is a practice recommended for tomato production mon practice among organic producers, although not recognized by conventional producers, however it adds tion is more resistant to insects, and power to the plant. It is also very helpful to grow “guard” pathogens. plants around the tomato crops to pro- The desired levels of refraction at tect tomatoes against pests, and to an organically produced tomato fruit stimulate their growth; the most impor- should exceed the 12 Brix, and ideally tant of them is sweet basil. A good idea should be close to 18 Brix. can be a tomato intercropping with this Good soil composition prevents 90% aromatic plant. of diseases and pests. Remember, it It is important to observe the level is much cheaper and easier to prevent of refraction in sap of the plant. The than to cure. An adequate composition greater the molecular concentration of the soil will translate into highly miof the liquid, the higher the refractive neralized plants, resistant to climate index and higher sugar, mineral, and stress, and immunes to diseases, protein content will be. The fruit is then and pests. Soil care means fruits with sweeter tasting and richer in minerals. great taste, and benefits not only for Furthermore, the plant with high refrac- your health, but for your business.
OPPORTUNITIES
Dawn comes earlier at the Terminal
Market of Culiacan CENTR AL DE ABASTOS DE CULIACAN, THE HUB THAT JOINS THE WEST TO THE NORTHEAST OF MEXICO AND TO THE WORLD
W
ith the support of the government in the early 80’s, a trust was founded and land was purchased in order to start the Terminal Market of Culiacan. Early enough, it became of importance at a state level. The new century found it expanding its influence beyond state borders. Nowadays, its influence spreads over an area of 200 kilometers and also across the United States. Nobody begins the day as early as the Central de Abastos de Culiacan. Orders taken the day before have to be delivered before 5 o’clock, to supermarkets, local markets, convenience stores, green grocers, restaurants, and many other businesses. Almost each and every of its 190 warehouses are running at 100%. A thousand and one products have
At the beginning, most of them were owner-served small business, but they have grown through time.
Agricultural products are not confined to California and Florida, as it used to be. Nowdays, commercial scope spreads to every corner of the Unites States traveled some kilometers or maybe they arrive to this trading center in the Pacific after crossing half the country from the distant coasts in Veracruz. They will not take long to be again on the road. Everything here is strictly fresh. The Terminal Market of Culiacan takes pride in a very high product rotation. You will never find anything outdated here.
are now not confined to California and Florida, as it used to be. Nowadays, commercial scope spreads to every corner of the United States. However, he made clear that this is mostly the result of an effort of the businessmen. In the case of the Terminal Market of Culiacan there are less than a dozen businessmen who establish direct connections. They attend PMA and have their own expertise and vision. Some of them work through Nogales or have warehouses on the border. Others trade through McAllen, from where the whole northeast of the US is being supplied. They generally work with brokers who deliver the goods more to the North. They may be receiving state or federal support.
“At the beginning, according to Mr. Enrique Lopez, from the Terminal Market of Culiacan, there were only small businesses. Nobody had a name. The owners would serve the clients at the counter. Within time, these small businesses became full fledged enterprises with a formal structure”. Lopez describes how, today those dynamic organizations have a good command of logistic and supply chain aspects. They are sup- Some of the most important products for the American marported by teams specialized in sales, storage and adminis- ket are tomato, a wide variety of chili, cucumber and, mostly, tration. “All that is needed to run a real business”. eggplant, which is not very popular in the national market. Between 2001 and 2008, the terminal market developed a Entrepreneurial talent and exports strategy and many exhibitions were carried out. International exhibitors, traders and people interested in trade were inviAgro-Expansion was particularly interested in knowing how ted. This was a good experience, allowing direct contact with businessmen in the Central de Abastos de Culiacan have businessmen from faraway locations, such as Chile. Unfortusucceeded in capturing the market beyond their borders. nately, there have been so many agricultural exhibitions lately Mr. Lopez tells us that the exports of agricultural products that the market has been saturated, and its effect is now void.
Keeping the mechanism to a 100% An Assembly rules the Central de Abastos de Culiacan. Every 3 years a new Administration is elected, depending entirely on the Assembly. President, Treasurer, Secretaries, and Members are appointed. The key post is the Market Manager. He is in charge of the operating aspect. Services such as cleaning and garbage collection, weighing, tolls, unloading tolls, etc. must be carried out. A human staff of 30 to 40 people takes part; they work the year round and organize special events to keep the market in optimal conditions. Mr. Lopez tells us that the Administration has been working in the black and that they only ask for the government’s support in extraordinary occasions.
Everything is strictly fresh here, thus packaging and correct handling is also important.
After almost 30 years of use, the premises have to be renovated. It is important to update the logistic, the scales, entrances, streets, etc. The Administration of the Market is dealing with the government. There are pymes funds, which are specifically allocated for wholesale food markets in order to help them in their logistic issues. The last change in the government makes it a very favorable time to do this.
Businessmen must have expertise and vision, make direct connections and attend networking shows. They generally work with brokers, too. Wholesale food markets may receive support from the government through pymes funds.
Hard times. Great opportunities 2011 has been particularly difficult for Mexican producers. Mostly in Sinaloa, where frosts worsened when the growing was at its most, 80% of the harvest was affected. In order to face this unusual and unexpected crisis, the Federal Government allocated substantial support. Those who were able to take advantage of it and place their products in the market will benefit from a strong demand and a reduced offer. From our talk with Mr. Lopez it becomes clear that the terminal market of Culiacan, one of the most important in the country, is a perfect place in which businessmen with the best vision and initiative can succeed. Aspects such as promoting exports depend on the effort of each and every one of them. Product presentation and enveloping, and in general, the value added, are key to stand out; and many of them are already aware of this. The terminal market of Culiacan gives them an enviable platform from where they can do it.
GETTING THERE
Devising the Optimal
Distribution Network
I
There are no non-important aspects regarding distribution in the current economic environment.
n a need to shed operating costs, particularly in an environment of high volatility, companies are turning attention to their distribution networks. In the knowledge that distribution networks can offer competitive advantage in a marketplace demanding even higher levels of customer service, they’re asking how to optimize current infrastructures.
The first step, collecting the necessary information, is the most important. Ever yone wants to avoid the “garbage in, garbage out” maxim that leads to bad decision making. Instead, all information for use in this exercise must be properly reviewed, cleansed and validated; making it mission-critical to thoroughly review information needs prior to undertaking a distribution network study.
No pre-established solutions exist for what constitutes an optimal distribution network. Each operator has a unique context, influential on the outcome of any investigation into exactly what their optimal network should look like. However, the methodology employed to arrive at the answer is universal: collect the necessary information; model current network performance under a series of growth projections; model potential alternatives under the same series of projections; compare the alternatives to the current infrastructure in terms of capital and operating costs, customer service, financial sensitivity, risk, and ease of implementation. Once complete, this method provides an effective platform for building the optimal distribution network.
Each point in the distribution network must be mapped and characterized in terms of its logistics function. This includes the supplier base from which the operator draws its product, the company’s distribution centers and stocking points; as well as the customers and/or company’s stores.
1. The suppliers each need to be described in terms of volumes shipped into the network expressed in: ●●cost
of goods, pallets, pounds and cubic feet; the frequency and mode of shipment (truck load, LTL, rail cars, etc.); the lead times from supplier to distribution center site; the information exchange between your company and your suppliers.
2. Each facility within the distribution network should be described:
Creating a strategic distribution network map implies compile every bit of information about distribution centers.
●●product in terms of current capacity;
Each point in the distribution network must be mapped and characterized in terms of its logistics function.
geographic position, pallets, pounds and cubic feet; SKUs variety; on-site storage capacity; the frequency and mode of shipment; the destination of shipments (i.e., direct to customer, into distribution centers or stocking points) ●●distribution centers and stocking points in terms of storage and throughput capacity (current and site maximum); number of SKUs; is it owned or leased (if leased, term of lease); geographic position; 3rd party or self-operated; service region and customer base; the frequency and mode of outbound shipments (to customer locations and interfacility transfers).
3. The customers served should be described in terms of shipping volumes, geographic location, service level, particular requirements.
transactions occurring within that period are brought into a database to create a network model. Often, data management constraints lead companies to use an abbreviated sample period, for example 12 weeks. ●●12 months is the preferred sample period as it allows for a rigorous analysis that models seasonal distribution network peaks and valleys and eliminates errors arising from “annualizing” a model. That is, converting a short sample period and the related cost model based on annualized figures rather than actual P&L performance and operating budgets. ●●All transactions for the sample period are incorporated at line level detail including: »»Each purchase order line shipped into the network; »»Each inter-facility transfer at the SKU-line level; »»Each order line shipped to a customer. ●●Using the physical properties of the items and freight history, the transaction can be expressed in terms of pallets, cubic feet, pounds and shipments.
Compiling the above allows an operator to create a static distribution network map. The next level of analysis converts the static map into a dynamic network model making use of transactions between suppliers, distribution centers and customers. To do this: To conclude, the final aim is to project ●●A sample period is chosen and all the dynamic distribution network model
Satisfy customer’s demands as they evolve and seek costs reductions is essential.
●●Alternate
The final aim is to project the dynamic distribution network model to a future state or design year. to a future state or design year. Too often, this step simply models using a volume growth rate assumption or set of assumptions and measures the effect on the network. However, while absolute volume growth is an important component of projecting future network requirements, other critical elements to consider include: ●●New item variety: new products originate for a variety of reasons, from packaging changes to entirely new product lines. Changes in SKU variety have an important impact on network capacity.
suppliers or supply channels: optimal network design should incorporate future planned changes to supply. This may impact geographic origin of the supply such that new infrastructure or increased capacities are required. For example, sourcing product from overseas affects not only the frequency and mode of inbound shipments, but related extended lead times and variances alter inventory positions a company takes on those products. ●●New customers: the absolute volume growth must be characterized in terms of growth from both existing accounts and new accounts or customers. This latter growth may be regionally specific or dispersed along the lines of the current customer base and therefore plays a determinant role in the optimal network solution. ●●New customer demands: as customers evolve and seek cost reductions and service level improvements from their own networks, demands change. It’s important to ascertain forthcoming changes in customers’ demands. For example, a supplier may deliver product directly to customer retail locations while down-the-road that customer
requires product shipments to distribution centers instead, leaving the store deliveries to the customer’s own network. Having amassed, cleansed and validated the appropriate information, the operator is ready to model the current distribution network and explore alternatives that yield a better cost-service outcome. In this way, when it comes time to recommend changes toward an optimal distribution network as a result of the study, management can be confident of a sure footing.
KOM International Global Leaders in Supply Chain Consulting www.komintl.com Contact Canada: •Denise Beamish (Marketing & Sales Manager) denise_beamish@komintl.com Tel. (514) 8994000 Contact Mexico: •Maria Castro (Partner – Director) maria_castro@komintl.com •Gonzalo López (Marketing & Sales Manager) gonzalo_lopez@komintl.com Tel. +52 (55) 56711870
getting there
Tr aceability:
a code says more than a thousand words Everybody is talking about it and there’s news that it will be a must for custom purposes. If you are already prepared for it, this is good news. Otherwise, it’s time to catch up.
It is spreading through the world Traceability is a term that made headlines in the news due to problems like bioterrorism and the mad cow disease. In fact, in the US, the Bioterrorism Act of 2002 required every food handler to establish and maintain records of their products all the way along the supply chain. However, traceability is far from being only a way to prevent emergencies or crime activity. Many producers practiced it long ago as a way of improving efficiency. And governments are enforcing it as a way to insure public health
and also to serve the consumer’s right to know. Examples are the European Union’s General Food Law, passed on 2002, which made traceability compulsory for food and feed operators. The TRACES System, dating from 2004, tracks the movement of animals within the EU and other countries. Australia implemented a National Livestock Identification System and India has a system called Grapenet, that monitors fresh grapes exported to the European Union.
What is it? Traceability in fresh produce means recording all the steps of the production and distribution process, and encoding it via barcodes, rfid tags or other media. This way, all the movements can be traced in the different sections of the business, including suppliers and clients. Special software must to be used to read and identify every particular transaction within the supply chain. When a company implements a traceability system, it is making an investment for life.
There are three main objectives in a tr aceability system: Improving supply management. The expense related to movement, storage and control of products across the supply chain could be the difference between a successful and a failing business.
Tracing back for food safety and quality. This means the ability to isolate the source and the extent of a safety issue. The possibility to avoid the production and distribution of unsafe or poor quality products is key. Fast and effective identification of a problem is a way to avoid bad publicity. Many buyers, like restaurants and grocery stores, require their suppliers to adopt traceability systems, in
some cases endorsed by third-party certification.
Differentiate food for marketing purposes. Traceability also makes it easier to market products tailored to the needs and preferences of various groups of consumers. There are many process attributes that are not apparent to the eye or the taste, such as the country of origin, whether they are shade grown, earth friendly, genetically modified, calcium enriched, and so forth. Tracing back makes it easier to insure consumers they are getting what they are looking for.
Towards total tr aceability However, it is not sufficient that all producers practice their own traceability systems, confined to the operations of their own companies. Whereas this may have been enough in the past, the objective is to depend on a system with an industry scope. Nowadays, there are retailers that have their own traceability systems and push providers to adopt them. In the US, the industry is working on building a common framework and nomenclature for case labeling, and connectivity across the supply chain. A plan is in the works to provide a single system that will be able to identify the manufacturer, a lot num-
In the US, the industry is working on building a common framework and nomenclature for case labeling, and connectivity across the supply chain. ber and the producer’s harvest or pack date. With these three pieces of data, any handler will be able to search in its own internal traceability system for all the necessary information about any product in in concern.
Added value at the border We must not wait until that kind of traceability is enforced on the other side of the border. We must be ready to demonstrate that the fresh produce we are exporting is not only appreciated because of its quality and safety attributes. We have no doubt that being certified in terms of the traceability, will translate into added value, and efficiency at the border.
GLOBAL WINDOW
USDA INSPECTION SERVICES:
A helpful Tool for the International Fruit and Vegetable Industry ROBERT C. KEENEY
DEPUTY ADMINISTRATOR U.S. DEPARTMENT OF AGRICUL TURE, AGRICULTURAL MARKETING SERVICE, FRUIT AND VEGETABLE PROGRAMS.
Selling produce in the U.S. can be challenging, but there are resources available to help you meet these challenges. Your customs broker can navigate the rules and regulations necessary to export produce into the U.S., but you may need additional help.
T
he USDA’s Agricultural Marketing Service (AMS) -of fers inspection and grading services, valuable tools for the global fruit and vegetable industry. In ad dition, your buyer and industry trade associations can help with marketing and other challenges. Upon request, any party with an ownership stake in a ship USDA inspection. Inspections provide an unbiased, indepen in domestic and international marketing systems. For sell grade or contract requirements; for buyers, grading services ensure that the expected quality is being delivered.
“It’s always important to be sure that trading partners are specific about their expectations. Using the USDA inspection service can help you know whether your supply chain partners have met those expectations. It benefits both the seller and the buyer,” said Nancy Tucker, vice president of Global Development for the Produce Marketing Association (PMA), a leading industry trade association whose members often rely on the USDA inspection services. While most customers contract with USDA to inspect a shipment for quality, weight, size, count and other commodity specific conditions, inspectors also can assess a number of conditions related to the shipment. For example, inspectors can visually inspect or measure the ambient temperature of the shipping container. In addition to a written inspection report, customers can also request that USDA provide digital photographs to support an inspection result.
USDA Partners with Industry Tr ade Associations for Education USDA partners with a variety of industry associations such as PMA, to educate the international produce industry about resources offered by USDA to assist companies doing business in the U.S. For example, last year a USDA staff member delivered a presentation at PMA’s “Fresh Connections: Central America” educational event held in Guatemala. The conference helped Central American growers and others along the supply chain get a better understanding of the challenges and opportunities of selling in the U.S. “Our members in Central America appreciated hearing first hand from USDA about some of their rights and responsibilities when exporting to the U.S.,” said Kathy Means, vice president of PMA’s Government Relations and Public Affairs.
USDA Office Locations & How to Request an Inspection USDA maintains a network of nearly 100 offices in the U.S., with locations at most of the major terminal markets and ports of entry. This includes a partnership with most of the state departments of agriculture to provide inspection support in locations USDA does not cover. To request an inspection of fresh produce, contact (800) 560-7956, select option #3 or visit www.ams.usda.gov/ freshinspection. To request an inspection of processed fruit and vegetable products, contact (202) 720-4693 or www. ams.usda.gov/processedinspection. AMS Fruit and Vegetable Programs helps U.S. and international produce buyers and sellers market their perishable products in the most efficient manner possible through distribution channels. To learn more about inspections and other services offered by AMS Fruit and Vegetable Programs, visit
An inspection by USDA helps both the seller and the buyer assuring they are fulfilling their expectations in every operation.
www.ams.usda.gov/fv or contact Christopher Purdy (202) 720-3209 or christopher.purdy@ams.usda.gov. PMA is a global not-for-profit trade association representing companies that market fresh fruits, vegetables, and related products. The association's programs promote the efficient distribution and increased consumption of members’ products around the world. For additional information about PMA, visit www.pma.com/resources/government-relations/ navigating-government-agencies or contact Nancy Tucker (302) 738-7100 ext. 3005 or ntucker@pma.com.
USDA Inspections can be used as: Evidence of compliance or noncompliance of contract specifications Evidence of compliance or noncompliance with marketing order and agreement requirements, state regulations, and mandated import and export inspection requirements for several products Factual evidence Quality control Establishing product value Making and obtaining loans Settling claims Basis for acceptance or rejection of a shipment.
FACE TO FACE
Produce:
fresher and stronger It is well known that Mexico is a great country to grow fruits and vegetables all year long with consistency in freshness and quality. Mexican soil and weather diversity have been contributing factors. People are another one. Considering these conditions, it’s no surprise that green produce has a great business potential for Mexicans, and represents one of the most appealing export opportunities.
F
or many decades, Mexico has been one of the most dynamic producers and exporters of fruits and vegetables in the global marketplace. It stands as the 4th producer worldwide and 1st in the American Continent. Other big players are the Netherlands, Spain, China, France, Belgium, and Canada. The 10 main producers account for around 70% of the world’s production. Most of it goes to the European Union and the US, which absorb about half of the global imports. That’s why it is so important for our country to be placed next to the world’s largest market. In fact, Mexico is the largest supplier of the American market on many vegetables, such as green bean, hot peppers, Brussel sprouts, cabbage, cucumber, eggplant, onion, red pepper, and tomato. Furthermore, our country is the first green produce provider to the US with over 65% in value, followed by
Canada (just over 20%.) Fruits follow suit with Mexico in a fierce competition with Chile, a prospect which arouses brighter for us. In the first years of the century, our country became US’ first avocado supplier, surpassing our South American competitor. Watermelons, cantaloupes, and berries are also important Mexican imports. Our country is also the main provider of lemons and mango. However, the US is not the only destination of our produce. Trade with Japan is increasing, where our avocado and squash are highly appreciated. Canada and Russia are other countries that are gaining importance in our trade of agricultural products.
Trade with Japan is increasing, where our avocado and squash are highly appreciated.
70 ways to go About 70 varieties of green produce are grown in our country. They can be classified in 9 different groups: seeds-grains
MEXICAN AGRICULTUR AL EXPORTS TO THE U.S. Other agricultural products
Livestock and animal products
19% Beer
9%
16%
21%
Other vegetables and preparations
6% 4% Other preparations (not fruit juice)
15%
10%
Peppers Tomatoes
Fruits and preparations
Mexico grows over 70 varieties of green produce, wich represents 34 % of the total exports to the U.S., being 15% fruits and preparations and 19%, other agricultural products.
26
AGROEXPANSION
(such as peas or green beans); fruits (such as tomatoes, hot peppers or eggplant); bulbs (garlic, onion); cabbages; leaves (such as lettuce, spinach, chard), stems (asparagus, celery); cucurbitales (cucumber, squash); roots (carrot, radish, beet, potato); edible flowers  (artichoke, broccoli, cauliflower). Even though horticultural products may be thought as high priced, some varieties stand out when it comes to commercial value, and profitability. Tomato, green hot pepper, onion, green tomato, zucchini, and cucumber, in that order, are regarded as the best investments. However, onion and cucumber are noteworthy when thinking in terms of yield per hectare. According to SIACON, in 2006, the highest yielding crops were chayote, with 58 ton/ha, turnip (47 ton/ha), eggplant (37.2 ton/ha), cabbage (34 ton/ha), and tomato (32 ton/ha). Geographically speaking, our horticultural production is concentrated in the Bajio region and the Northwest. Sinaloa, Baja California, and Baja California Sur are major contributors. Those, along with Sonora, and Chihuahua show a strong dynamism based on high yield and high output farming, extensive and intensive agriculture mix, along with strong investments in protected agriculture, and hydroponic methods.
Greenhouses and business thinking The growing use of protected agriculture is undoubtedly one of the reasons of the positive trend, even when we face adverse conditions such as water availability, lowering of water tables, droughts, and frosts. Protected agriculture is the way to go for intensive production, all year long or as a winter window, depending on the market strategy adopted. But it is said that the production in greenhouses could be even 10 times greater. AMPHAC reports a spectacular growth of protected agriculture, going from 700 hectare in 1999 to 9000 in 2008 (including high tech greenhouses and shade mesh), whereas open field agriculture has remained steady in the same period. More than 8800 direct jobs and 22,000 indirect jobs have been generated by it. Yields may vary from 150 tons per hectare in shade mesh to 500 in high tech facilities. Nevertheless, greenhouses and top technology are not a guarantee of success. Business planning and involving personnel with expertise are key. Keep constant product quality, close supervision, and traceability, are also essential factors to the success of the operation.
1991-1993
2007-2009
322
2,059
Avocados, fresh or dried
1
505
Avocados, processed
12
67
Grapes, fresh
59
258
Limes, fresh or dried
20
155
Watermelons, fresh
18
174
Mangoes, fresh3
63
142
Strawberries, fresh
15
133
Strawberries, frozen
18
67
Blackberries, mulberries, and loganberries, fresh
*
91
Raspberries, fresh
*
62
Papayas, fresh
4
56
111
350
1991-1993
2007-2009
322
2,059
Tomatoes, fresh
1
505
Peppers, fresh
12
67
Cucumbers, fresh
59
258
Squash, fresh
20
155
Onions, fresh
18
174
Broccoli, frozen
63
142
Asparagus, fresh
15
133
Lettuce, fresh
18
67
Cauliflower and broccoli, fresh
*
91
Other
*
62
Fruits and preparations
Other
vegetables and preparations
Mexican exports of fruits and vegetables to the US exploted in the last 15 years. Source: USDA.
Horticultural production in our country is highly technified. Irrigation agriculture prevails and is growing. Source: Siacon, in “La producción de hortalizas en México”, Financiera Rural, Mexico, 2008.
Support and assistance A number of government funded organization at a federal or state level provide assistance to producers and exporters, to improve the quality of their products. SAGARPA, NAFTA, and more than 40 Free Trade Agreements have exceeded all expectations in recent years. Another driving force has been the participation in international events, where Mexico’s presence has increased in the last years. Thus, through the Mex Best image “The Best from the Fresh”, a big effort has been made to position Mexican produce as the best of the market in terms of freshness, and quality.
fresh produce: sown field area in hectare
300, 000
250, 000
200, 000
150,000
100,000
Irrigation
To become really competitive, achieving certifications and traceability stands as a key objective.
2005
2003
2004
2002
2001
1999
2000
1998
1997
1996
1995
1994
1993
1992
1991
1990
1989
1988
1987
1986
1985
1984
1983
1981
1982
0
1980
50,000
Seasonal
In 2002, we participated in 7 events, with 57 participants involving 4,114 producers. Six years later, we were in 37 events, with 638 participants that stood for 17, 521 producers: that is four times more.
Challenges and opportunities for a healthy future Looking to the years to come, there are areas that demand hard work. It is essential to continue advancing in food safety. Even when most American consumers trust the food they find in the supermarket, 4 out of 10 still are worried about the safety of fruits and produce, and almost all would feel more
comfortable with produce grown in their own country. So, to become really competitive, achieving certifications and traceability stands as a key objective. In the local front, we face growing costs of input, a weak economy, lack of qualified labor, and higher standards of food safety and sustainability. Happily, the future is full of opportunities. The demand for fruits and green produce is now in function all year long. The growing of the Hispanic population in the US is also a driving force of this demand. Furthermore, the awareness of the role of produce in a healthy diet is also gaining strength every day.
GETTING THERE
Improving the bottom line with Optimal Slotting Facility slotting
is a dynamic process. Facilities that have implemented logical slotting and that maintain it on an ongoing basis are always more productive both on direct and indirect labor. Basic Slotting can be best described as the placement of Stock Keeping Units (SKUs) in a stor age location. These locations can be on the floor, in shelving units, r acks, case flow lanes, etc‌ These locations are usually labeled for tr ack ability and tied into a database that has some basic information such as: SKU char acteristics, quantity on hand and aver age sales.
Optimal slotting
incorpor ates historical sales, inventory levels, growth, numbering, hit r ates, priority, cube, weight, ergonomics, etc. This allows you to gain productivity savings on all direct labor functions (receiving, put away, replenishments, and selection). When taking basic slotting and creating an optimal slotting, we typically see a savings of at least 20% on direct labor. The following article describes the steps taken to create an Optimal slotting.
These slot types can be as small as shelving units or as large as multiple deep and multiple faced pallet slots.
The right match between assigned slot types and slots available make work easier for everyone.
T
he Optimal slotting process consists of four stages:
the Preslot Stage, the Slot Refinement Stage, the Final Slotting Stage and the Slot Maintenance Stage. For most distribution centers, all
these stages are necessary to determine the optimal slotting system. To begin the first or Preslot Stage, detailed analysis of each Stock Keeping Unit (SKU) must be preformed. Specifically: SKU sales (case and cube movement), inventory levels and dimensions data. The Preslot Stage can also incorporate rules to insure that unique complexities of your operations are adhered to. Examples of these complexities are: Vendor pallet heights and pallet weight, date or lot sensitive products, fire protection, chemical protection and other restrictions. Once analyzed, we then determine what the slot type should be for each item and then assign each specific item its optimal slot type. These slot types can be as small as shelving units or as large as multiple deep and multiple faced full pallet slots.
While the preslot may have yielded the optimal slot type for each item, the preslot slot types rarely fit existing warehouse layouts and equipment. Assuming we are not going to build a new Greenfield facility, we must then proceed to the second or Slot Refinement Stage. Therefore, the slot types and/or layouts must be adjusted to ensure a good fit between the assigned slot types and the slots available in the facility. After the sum total of all the assigned slot types correctly fit the given warehouse layout, the third or Final Slotting Stage can begin. In this stage, items are assigned an actual new slot or position number that is based on a combination of criteria. These criteria ensure that the most efficient warehouse operating system possible will be put into effect —providing Optimal slotting for a given point in time—. There are two basic methods for final slotting. The first, the Customer Receiving Method, emphasizes efficiencies in customer receiving and the second, the Warehouse Shipping Method, emphasizes the efficiencies in warehouse operations.
It’s a challenge to take all of the information, tie it together and then use it to make all the necessary changes in the physical building.
The method chosen by most companies is a compromise between these two methods and is designed to suit the specific needs of both the warehouse and the customers. This method combines the best attributes of the first two methods. Slow and fast moving items are slotted together in one continuous pick by Family and SKU Type. Thus, a selector need not travel the entire pick line for every order. Items are then slotted by sequence (descending/ascending case height or weight) within each Family, so as to facilitate the actual stacking of items on a pallet. The combined method tries to satisfy the requirements of customer receiving, while emphasizing efficient warehouse shipping techniques. It also reduces selection travel by segregating different types of orders.
Other guidelines to slot items within a grouping are, as follows: ●●Numbering.
Different numbering methods are used to optimize the productivity of all direct labor (Z-Pick,
U-Pick, X-Aisle, One sided, etc.) The preferred method is dependent on your type of operation. ●●Priority. Once the preferred numbering method is chosen, Items with the highest movement are slotted at “dot” positions. These positions concentrate movement and minimize the number of times an order picker will cross the aisles and walk backwards. ●●Weight restrictions. Heavy items are kept at an ergonomically friendly height. ●●The number of slots. This should include a minimum of 10% opens positions for introduction of new SKUs and flexibility. When new racking is installed or a major reslot of aisles occurs you must determine at what levels to set the new rack elevations. There are multiple factors to consider for this stage: 1. Existing Limitations 2. Building clear height 3. Sprinkler levels 4. Maximum fork lift height 5. Vendor TIER and vendor HI
The ability to ship in an efficient way, satisfying the requirements of every client and reducing selection travel is a token of the benefits of a well-implemented slotting method
Ergonomics 6. Height of the beam in a two level pick (low enough to
select product but high enough to get a pallet in the bottom position) 7. Height of the beam in a one level pick (high enough not to hit your head!) It’s a challenge to take all the above information, tie it together and then use it to make all the necessary changes in the physical building. Creating a detailed step-by-step move plan with associated time-lines is an integral part of the reracking, re-setting and re-slotting project. The Final Slotting of a facility is performed for a snapshot or a specific moment in time. Past historical levels of movement and inventory can quickly change due to new items, changing sales patterns, seasonality and many other factors. As a result, the slotting must be constantly monitored and maintained, if you are to keep the warehouse at its highest operational efficiency. Finally, the fourth or Slot Maintenance Stage would be the ongoing process of keeping the warehouse at peak operating efficiency. Reports of changes and additions to the final slotting will allow you and your employees to keep the slotting continually up-to-date.
Slot Maintenance reports are essential to pinpoint problem areas and summarize overall operations. These reports will provide the analytical and support tools needed to easily keep your facility up-to-date. Many imprudent companies stop after completion of the final slotting stage and suffer the consequences later, when the delicate balance achieved during final slotting is degraded over time. The overall objective of the Slot Maintenance reports is to simplify the ongoing task of maintaining a good slotting system. Slotting systems are dynamic and cannot be maintained without continuous effort.
KOM International Global Leaders in Supply Chain Consulting www.komintl.com Contact Canada: •Denise Beamish (Marketing & Sales Manager) denise_beamish@komintl.com Tel. (514) 8994000 Contact Mexico: •Maria Castro (Partner – Director) maria_castro@komintl.com •Gonzalo López (Marketing & Sales Manager) gonzalo_lopez@komintl.com Tel. +52 (55) 56711870
GLOBAL WINDOW
Broccoli
from Guanajuato captures the US market Broccoli, a vegetable so prized by the American consumer, flagship of a healthy way of life and r aw material for the best chefs in the world, is grown on Mexican soil. To be more specific, it is grown in the state of Guanajuato.
Broccoli is the main agri-food produce export from Guanajuato to the US. It is an “emblem product”
T
his central Mexican state stands as the first exporter of frozen broccoli in Mexico; with 185,325.25 tons produced only in 2010 and with the US as its main destination. Thus, Guanajuato supplies 70% of the fresh and frozen broccoli imported by the United States. In other words, 90% of the fresh and frozen broccoli which Mexico exports comes from producers in Guanajuato. We are talking about 36 companies which supply both kinds of broccoli to the United States. Agribusiness in Guanajuato is the second most important of the traditional sectors and the third in importance within the state’s exports.
Therefore, the Coordinadora de Fomento al Comercio Exterior of the state of Guanajuato (COFOCE) –a decentralized institution which promotes exports on this state– is seeking out opportunities to strenghten the positioning of the agrifood industry in general and, of course, of its top produce, broccoli, in order to benefit the whole chain. COFOCE is focused on promotion and advertising at an industrial level, as well as on providing new ideas for the end user on different and supplementary ways of preparing broccoli. But moreover, it is also willing to assist on the dif-
ferent processes of food safety. COFOCE is developing the Broccoli Product System, which would guarantee the quality of the product and would reduce the risk of rejection by the US consumers. Broccoli is the main agri-food produce export from Guanajuato to the US. It is an “emblem product” and, as such, through the Broccoli Product System, strategies are being developed in order to maintain and increase exports to the US, its natural market; for it is the number 1 buyer, with 17% of the worldwide imports of this product.
usa global brocolli import & produce origin
17%
90%
GUANAJUATO
IMPORTS
USA has 17% of global imports of broccoli.
In the other hand, 90% of the fresh and frozen broccoli which Mexico exports comes from producers in Guanajuato.
Our northern neighbour is a mature market in which there are higher chances to position Mexican broccoli; For Guanajuato, this is a fruitful and well-organized industry, which represents aproximately 10 thousand employees and, therefore, a substantial contribution to the income of families in Guanajuato.
Comparing 2009 to 2010, just broccoli exports increased by a 8.19%, which were sent to a total of five countries. The US standing on the first rank, followed by Canada, Germany, Japan and Guatemala. This shows that we are also working on the diversification of the market for this product. Our northern neighbour is a mature market in which there are higher chances to position Mexican broccoli; this is to say, broccoli from Guanajuato, which is mainly grown in the counties of San Francisco del Rincón, Irapuato, Apaseo el Grande, Cortazar, Salamanca and Silao, within the so called “green” belt.
For the last 5 years, the yearly average growth rate on broccoli exports has been of 10%, and a growth of 16% on the volume imported by the US is expected by 2012. Thus, once the state of Guanajuato achieves the certifications of food safety, it will not only boost the US market, but will increase its participation within the European Union, in countries such as Germany and France. This way, broccoli grown in Guanajuato will capture not only the United States, but also the world. Elaborated by COFOCE, with data from the Center for Statistical Information.
GLOBAL WINDOW
FDA
There are so many issues facing your importations of fresh produce from Mexico, but one of the most complicated matters receives the least amount of attention – the Food and Drug Administr ation regulations. For the most part, Customs and Border Protection (CBP) issues are fairly cut and dried. As long as proper documentation can be provided, CBP issues can be resolved fairly easily (with the assistance of a competent Customs Broker, of course). But FDA issues are not so easily overcome.
Grower (in the form of the FDA Registration Number), and the Importer (in the form of the EIN or Tax ID number). Once FDA has these four pieces of information, their systems can make a fairly logical decision about whether or not an FDA Inspector needs to get involved.
While many importers see the FDA as just another nuisance to the import process, they are actually asked to perform a monumental task – protect the supply chain of food entering the United States. Without the FDA examining imported foods, Americans run the risk of food borne illness, become less educated about what they are eating, and open themselves to ingesting all sorts of unwholesome things like bug parts, pesticides and filth.
The FDA will never release it’s determination of whether the shipment will be examined until such time as it has arrived at the Port of Entry. Once it has arrived, you can expect one of two messages: May Proceed or Review.
So, just how does the FDA operate in regards to imported fresh produce? And how can understanding a few FDA guidelines help you avoid the dreaded “FDA Refusal”? In this article, we’ll focus on the decision making process within FDA. Knowing how they “think” may help you avoid FDA issues in the future. All information regarding an importation must be sent to the FDA at least 1 hour prior to importation. This information is usually electronically transmitted by your Customs Broker at the same time as your Customs information is transmitted. This is known as Prior Notice, and NO SHIPMENT will enter the country unless the FDA has received Prior Notice of what is arriving. The critical pieces of data that are transmitted are: the Manufacturer/Grower (in the form of the Manufacturer Identification Number – MID), the commodity (in the form of the Product Code), the field or plant location of the Manufacturer/
May Proceed means exactly that – the FDA has determined that your shipment poses no immediate threat to the food chain, and it may proceed to destination. It is important to understand that, like CBP, this release is CONDITIONAL, meaning the FDA has the right to rescind this release within 30 days of release. Review means that an actual FDA Inspector will have to further review the data to see if additional examination is required. The Inspector may issue a May Proceed, may sample the merchandise to determine admissibility, or may Detain the merchandise based upon the history of the grower or product – known as Detention Without Physical Examination (DWPE). If the FDA makes a determination to sample the merchandise, they will usually send the samples to their laboratory for analysis at no cost to the importer. Results for fresh produce are usually generated in 3 – 5 days from date of sample. Based upon the results, the FDA will either release the goods, or detain them if they are found Violative. In either case, it’s a good idea to leave the entire load intact at the Port of Entry until such time as results are obtained.
DWPE occurs when the FDA has examined merchandise from a particular manufacturer/grower in the past and has found Violative issues, or that merchandise from an entire country has presented issues to the FDA in the past. These Importer issues or Country issues are contained in what is known as the Import Alert. In either case, your merchandise will not be allowed entry into the USA until such time as a Private Laboratory report from an FDA approved lab can be sent to the FDA stating that the products are safe for human consumption. In addition, you will have to pass a minimum of five (5) consecutive clean shipments through FDA in order to have your Manufacturer/Grower taken off of Import Alert. If your shipment is determined to be Violative by either a positive laboratory exam, or DWPE, it will be Detained by the FDA. You will then have approximately 3 weeks to present oral or written testimony to the FDA on the admissibility of the shipment. If the FDA does not agree to release the goods, then they will be Refused admission into the USA. Once Refused, FDA will notify CBP of the refusal, and CBP will demand redelivery of the merchandise to CBP custody at the Port of Entry for either exportation or destruction under CBP/FDA supervision. If the merchandise cannot be redelivered to CBP/FDA custody within 90 days, CBP will issue Liquidated Damages (penalties) against the Importer in the amount of Three Times the imported value. The majority of these adverse FDA issues can be avoided by exercising your due diligence prior to importing. Here are three critical things to know:
Know your Grower – Does this grower use only FDA approved pesticides? Does the grower follow established GMP’s? Has this grower had previous issues with the FDA?
While many importers see the FDA as just another nuisance to the import process, they are actually asked to perform a monumental task.
Being prepared for every inspection at the border is the best way to avoid time-consuming rejections.
Know your Product – Does this commodity have a history of problems with the FDA? Is it currently on Import Alert? Is there a possibility that the product is currently under investigation within FDA?
Know your own History – Keeping your company above board and honest with the FDA and CBP goes a long way to avoiding unnecessary delays. Work with credible Customs Brokers and Laboratories. Offer prior disclosure when you are made aware of adverse information. One last consideration…Use a US Customs Broker who can seamlessly move your goods from the Mexican side to the U.S. side, clear your shipment through U.S. Customs and FDA, cross dock or cold store your shipment, and deliver to market. Phillip Garcia US Customs Broker is an experienced US Customs Broker and Full Service Provider. We would be more than pleased to discuss in greater detail what steps your company can take to minimize FDA issues. Remember – an educated importer/exporter is a successful importer/exporter. Phillip Garcia Phillip Garcia Customs Broker 700 S. Bridge St Pharr, TX 78557 (956) 843-7050 Fax: (956)843-9511 Phillipgarcia.com phillipgarciachb@yahoo.com
AGROEVENTS
Events calendar Congreso Nacional de la Sociedad Mexicana de Ciencias Hortícolas Culiacan, SIN, Mexico 10 - 14 April www.somech.com.mx
Set Canada 2011 11 - 13 may Toronoto, Ontario, Canada Nadia Rousseau● nadia.rousseau@● comexposium.com +1-514 289-9669 ext 2241 www.setcanada.com/set/en/ index.sn
Simposio Internacional de Cultivos sin Suelo e Hidroponía GLOBALG.A.P Tour Mexico D.F., Mexico 11 - 12 April www.tour2011.org
Puebla, PUE, Mexico 15 - 19 May www.soillessculture.org
Convención Mundial del Chile Leon, GTO, Mexico 26 - 28 Mayo
april Curso de Producción y Diseño en Invernadero
may United Fresh
Tucson, Arizona, Estados Unidos
Nueva Orleans, Luisiana, ● Estados Unidos
4 - 8 April
2 - 5 May
ag.arizona.edu/ceac
www.unitedfresh2010.org/ uf2011
Nutrición orgánica especializada (Course)
www.octavaconvencionmundialdelchile.com.mx
JUNE Alimentaria México Mexico, DF, Mexico May 31 - June 2 alimentaria-mexico.com
Sial Canada
Tezoyuca, MOR, Mexico
Toronoto, Ontario, Canada
7 - 8 de April
11 - 13 Mayo
www.fira.gob.mx
www.sialcanada.com
Convención anual ASTA Huntington Beach, California, Estados Unidos 18 - 22 June www.amseed.com
If you know Craig and Tony, then you know United Fresh. Or you might know others like them. They’re leaders who want to make a real difference in the produce industry, and shape their own future in the process. People just like you.
Thousands of industry leaders already know the value of working together through United Fresh. Are you ready to make a difference?
www.unitedfresh.org Craig Kelly and Tony Mosco, CHEP, Orlando, Florida
202-303-3400 AGROEXPANSION
41
would you like to be part of the most exclusive
International Business network? Present in key cities, such as: Monterrey, Guadalajara, Ciudad de M茅xico, Sonora, Sinaloa, California, Chicago, Nueva York, Atlanta, Florida, Texas.
Subscription Ph. USA +1 (956) 537-9459
Join today and start enjoying of the benefits of being part of Agro-Expansi贸n, and receive all necessary information to make key decisions in your business
ventas@agro-expansion.com
www.agro-expansion.com