Magazine | BBR - Food & Drink

(CENTRAL AMERICA)

Leadership in dairy products achieving operational excellence

Driving global brands into the coveted Chilean

pizza market

Omnichannel presence and growth taking giant steps

Insights contributing to food waste reduction

El Salvador

Exclusive interview with: David Vera, CEO for Food Delivery Brands in Chile

Editor’s letter

We’re thrilled to bring you a Food & Drink special edition, compiling appealing features about companies able to grow their operations abroad, competing for the leadership in their industry.

Our cover features Food Delivery Brands, a holding in charge of the operation of global pizza chains Pizza Hut and TelePizza in key markets across Latin America. The company’s currently undergoing a digital transformation that has led them to a head to head dispute among other global brands in Chile, one of the largest pizza markets, globally.

Mexico-based Grupo Lala has managed to take its products and a proven know-how in production, marketing and distribution to other countries, its presence in Central America and the Caribbean has resulted in taking the leadership in dairy products. On its behalf,

Lala Nicaragua took the right steps after the strategic acquisition of one of the country’s most emblematic dessert brands.

Vima Foods arrived into the Americas hailing from Spain, serving large hotel chains also from their home country which had already set foot in the continent, rapidly growing their operation from the Caribbean onto the continental Americas, and also evolving from offering foodservice to creating its own brand, as well as developing brands for third parties, private brands for retail chains and also finding its products’ way in new territories through alliances with distributors.

We also share the Kerry Group’s input into reducing food waste. Thanks for reading and thanks for sharing The Boston Business Review.

Mateo Rafael Tablado, Editor in chief for The Boston Business Review

Email: rafael.tablado@thebostonbr.com

WHO WE ARE

Managing Director

Jassen Pintado

Creative Director

Omar Rodríguez

Editor in Chief

Rafael Tablado

Editor for Brasil

Flavia Brancato

Translations

María Murgui

Finance Director

Christina Nichole

Social Media Director

Maria Elena Gastelum

Content Coordinator

Alicia Barrantes

Project Directors

Ana Macfarland

David Alarcon

Giuseppe Modenesi

Lucy Verde

Marcelo Modenesi

82.

Flavor

and nutrition for the Nicaraguan consumer

Produced by Jassen Pintado

Written by Mateo Rafael Tablado

Translation by María Murgui

Creative Direction

Omar Rodríguez

Interviewee

Marlon Rodas, Country Manager for Lala Nicaragua

Grupo Lala owns a more than70-year reputation in the dairy products market. Its history began in Mexico as one of the first producers and distributors of pasteurized milk in the country, to later include other dairy products in its production chain.

Grupo Lala entered Central America in 2008, first in Guatemala, and later the Nicaraguan market in 2014 by acquiring the “Eskimo” ice cream brand, a flagship brand in the country. The following year, Grupo Lala invested more than $50 million in the construction and setup of the San Benito factory, installing a production

center provided with high-end technology and thus guaranteeing the highest quality and food safety for the Nicaraguan consumer. The expansion went on in 2016 as the company acquired the milk, dairy and fruit juices brand “La Perfecta”, thus widening Grupo Lala’s portfolio in Nicaragua and becoming the country’s leader in the dairy products market. The company also owns a plant in Altagracia, Managua.

Besides its leadership in dairy products, Grupo Lala has provided the country with nutritional quality through its wide variety of products, it has

A strong portfolio, a working atmosphere able to drive staff members to fulfill their potential, and hand in hand development with suppliers are key factors that have led Lala Nicaragua to obtain and maintain the leadership in dairy products

become a key player in the country’s economy by generating jobs and contributing to a sustainable cattle industry.

Lala’s latest investments in Nicaragua have been focused on optimizing technology in its production plants and investing over $1 million

in the market’s points of purchase where they have coverage, deploying refrigeration and freezing equipment.

“Grupo Lala has been fulfilling its commitment to be a company in constant innovation and evolution. Lala Nicaragua, since it entered the Nicaraguan market, has kept

- Marlon Rodas, Country Manager for Lala Nicaragua

consistent with its mission,” commented Marlon Rodas, Country Manager for Lala Nicaragua.

CREDENTIALS AND EXPERIENCE TO LEAD OPERATIONS

Rodas obtained his bachelor’s degree in accounting from the National Autonomous University of Nicaragua in Leon. Later, he got an MBA specializing in Digital Marketing and three other specializations in Leadership and Supply Chain Management awarded by the Harvard Business School, the Nicaragua

Chamber of Industry, and the National University of Engineering (also in Nicaragua), respectively.

Before joining Grupo Lala, Rodas worked in the Planning and Financing Control area at Grupo Pantaleón, where he later took over the coordination of the Procurement area. He then moved to Lácteos La Perfecta, where he held different positions, such as Purchasing Manager and Logistics and Distribution Manager before the company was acquired by Grupo Lala. At the latter, he held the position

“Grupo Lala has been fulfilling its commitment to be a company in constant innovation and evolution. LALA NICARAGUA HAS KEPT CONSISTENT WITH ITS MISSION”

of Country Manager for Costa Rica.

In Nicaragua, he has led the company’s growth with support obtained as a result of gathering a solid team, thus establishing a vision capable of integrating strategic processes and implementing a remarkable supply chain.

Under his leadership, the company

and all of Lala Nicaragua’s brands have earned awards and recognition, and have been positioned at the top of different rankings from specialized media, both national and regional. Rodas, on his behalf, won the Young Award for Excellence in Commerce in 2022 from the Nicaragua Chamber of Commerce and Services.

PROVIDING OPTIONS IN FLAVOR AND NUTRITION TO THE REGION

Throughout its presence in Nicaragua, Grupo Lala has brought a wide range of nutritional, well-balanced, and flavorful products -mainly dairy products- to Nicaraguan households, sorted out into twelve categories:

• Glu Glu and Eskimo Brand beverages

• La Perfecta and Nutri Lety sweet and sour creams

• Vidamás and Nutri Lety baby formulas

• Ice cream from the Lala and Nicaraguan mainstay

Eskimo brands

• La Perfecta premium juices and recently-launched Eskimo juice

• Eskimo and Lala UHT milk, sold in both bags and cardboard packaging

• La Perfecta and Eskimo brands butter

• Nutri Lety powder baby formula

• La Perfecta milk caramel spread and jello.

• La Perfecta and Lala natural and flavored yogurt, including the Lala Kids line, whose specialized packaging was designed for younglings.

These brands are distributed and commercialized in Nicaragua, and some of the products are being exported to Costa Rica and Guatemala.

“Our goal is that our products make their way into new markets as well as generating new development opportunities and new options of nutritious and healthy food for the whole region,” the executive pointed out.

ESKIMO, NICARAGUA’S FLAGSHIP BRAND

One of the first steps taken by Grupo Lala upon its arrival in Nicaragua and getting deep market knowledge was to acquire Eskimo, an ice cream household name.

Eskimo’s dates to 1942 when Mario Salvo Lazzari and Josefina Horvilleur came up with the idea of setting up a family business making ice cream and popsicles in their own house. The dividends this startup started to bear resulted in growth that allowed them to invest in infrastructure, machinery, personnel, and other elements that led Eskimo to be Nicaragua’s favorite ice cream brand.

That first chocolate popsicle became one of the most consumed products in Managua at the beginning of the 20th century, and it is still among the preferred ones, becoming a top of mind product, as any ice cream, either popsicle or cone, is known as Eskimo in Nicaragua.

Eskimo was acquired by Grupo Lala by mid-2014, keeping the brand’s domestic leadership and preference, and providing important investments in infrastructure, technology, constant personnel training, and innovative flavors.

“Eskimo is a synonym for pride

and tradition in Nicaragua. Currently, our purpose is clear, to become the favorite all throughout the region,” Rodas added.

PASSING ON KNOWLEDGE AND BETTER PRACTICES TO SUPPLIERS

Grupo Lala tries to establish and maintain close relationships with those who are part of its supply chain. It currently has a network of primary producers in Guatemala and Nicaragua consisting of more than 3,000 stock breeders, with whom they work closely to optimize different aspects of its production chain.

In 2018, Grupo Lala started the suppliers’ ResCA Project Nicaragua (Resilient Central America), which implements silvopasture systems and good practices for livestock before any consequences the stock breeders in the region may face.

The following year, The Nicaraguan Dairy Products Industry Development project was created, with the purpose of optimizing the quality of milk production and the producers’,

collectors’, and cooperatives’ profitability, as well as for Grupo Lala’s supply chain.

Both projects include 1,700 livestock farmers, 70 farms, 10 dairy products cooperatives, and 9 direct suppliers.

On the other hand, the Research & Development Department at Grupo Lala Central America works hand in hand with suppliers to generate efficiency and organize the “Innovation Day” annual event, where an exchange of the company’s most important needs and possible solutions are presented.

A RESPECTFUL WORKING ENVIRONMENT CAPABLE OF ENHANCING PERFORMANCE

Regarding its workforce, Lala Nicaragua applies, with all its convictions, policies that favor diversity as a base for its corporate culture, thus making the working environment egalitarian and inclusive, free of sexism and violence of any kind.

Besides respect and diversity, this

environment favors creativity and talent, thus giving room to innovation and different points of view capable of promoting collaboration. It is also a priority for Grupo Lala to provide its personnel with the necessary resources and knowledge to develop their operations in the best possible way. For that reason, it has nurtured itself with an array of programs for passing on technology and exchanging better practices.

“Our collaborators are our most

valued asset, we seek and foster their well-being, generate an environment in which we can grow, besides promoting environmental care and motivating our people to contribute to the communities where we operate,” the executive added.

A LEADERSHIP CAPABLE OF SPREADING ALL THROUGHOUT THE REGION

Lala Nicaragua has set as its main task to maintain its absolute leadership in Nicaragua’s dairy market

- Marlon Rodas, Country Manager for Lala Nicaragua

“ESKIMO IS A SYNONYM FOR PRIDE AND TRADITION IN NICARAGUA. Currently, our purpose is clear, to become the favorite all throughout the region”

Grupo Lala Nicaragua Food & Beverages

- Marlon Rodas, Country Manager for Lala Nicaragua

“WE ARE POISED AT POSITIONING THE GROUP AT THE TOP NOT ONLY IN NICARAGUA, but also in all the different countries in which our products are sold”

so that it can develop as a production hub capable of providing the rest of the market in Central America and the Caribbean.

“We are poised at positioning the group at the top not only in Nicaragua but also in all the different countries in which our products are sold,” concluded Marlon Rodas, Country Manager for Lala Nicaragua.

FOUNDED: 1950, 2014 in Nicaragua

INDUSTRY: Food & Beverages

CONTACT: marlon.rodas@grupolala.com

www.lala.com.mx/cam

Increasing the offer

as new territories are conquered

Vima Foods makes the most out of the multiple channels at hand to supply frozen foods and other highquality products efficiently as its portfolio and global reach increase

Vima Foods was created in Galicia, Spain in 1994, originally conceived as a family business in the fishing industry. During more than 25 years, Vima Foods has gone beyond this particular industry, developing and offering clients and consumers more variety and complete lines of packaged food by also becoming a full-fledged global operation with offices and distribution centers in seven countries, whose products find their way into 40 countries via production plants and distribution partners.

Throughout time, evolution and opportunities have factored to increase the company’s business lines after its beginnings in the foodservice channel, growing into retail, private label development, and distribution of toprate brands.

Produced by Jassen Pintado

Written by Mateo Rafael Tablado

Creative Direction Omar Rodríguez

Interviewee Víctor Moro, Executive Vice-President; Guillermo Mazarrasa, COO for Vima Foods

The company’s performance has positioned it in the leadership among frozen foods in Cuba and in the Dominican Republic, and also finding itself among the top five companies in this category in Mexico, Panama and Venezuela.

The growth experienced by Vima Foods in recent years is a result of the commitment among its team of professionals, relying on a corporate culture placing individuals at the center of the operation as the most important part of the organization, enabling them as key elements and supporting them to take part in postgraduate programs in prestigious institutions such as the MIT and Harvard University, among others.

Vima Foods is certified under the highest global standards, ensuring quality compliance in products and operations not only from the company but also from key strategic partners.

Such approvals include the MSC certification for sustainable fishery, ASC for responsible aquaculture, AENOR ISO 9001, BAP, COVID, FDA and OEA, among many others, besides being audited by a Big Four firm.

“Investing in all these certifications enables us to become the kind of company we want to be,” pointed out Víctor Moro, Executive VicePresident for Vima Foods.

EXPERIENCE IN HANDLING BIG-NAME PLAYERS

Víctor Moro graduated with a bachelor’s degree in Economic and Business Sciences from the Comillas Pontifical University-ICADE, and also earned an MBA from the Columbia Business School. For more than ten years, Moro has worked in investment banking in companies such as the Santander Group, involved with

- Víctor Moro, Executive Vice-President for Vima Foods

“Investing in certifications enables us to become the kind of company we want to be”

corporations such as AB InBev, Diageo, Reckitt Benckiser and Unilever, among others.

Moro joined Vima Foods in 2018 as associate CEO, becoming executive VP in 2020, in charge of the company’s strategy and expansion.

A WIDE AND COMPLETE PORTFOLIO WITH CAPABILITY TO GROW

The main products marketed by Vima Foods in the frozen variety are fish and

seafood, vegetables, fruits, smoothies, pre-cooked food and dairy. Among non-frozen foods, the company offers oil & vinegar, olives, jams, pickled foods, sauces -including a wide variety of tomato sauces-, coffee, legumes, cereals, canned fish and vegetables, and pasta.

The Vima Selección gourmet line encompasses the best Iberian pork products, and high quality canned and frozen foods resulting from the finest

manufacturing techniques.

These products are marketed as foodservice for hotels, and also through the Vima Foods brand, private labels for supermarket chains and as white-label for rebranding.

In select markets, Vima Foods has become a distribution partner for well-known brands with a global reputation, such as Unilever and El Corte Inglés, among others.

The company has one key asset

which also services different clients: the Almafrío cold storage warehouse complex, located in Santo Domingo, Dominican Republic. The facility relies on cutting-edge technology and high storage capacity, guaranteeing the cold chain for every product. The 1.7 million cubic feet space boasts 13 cargo bays and a 7,500 ton capacity. Its advanced cooling system has a refrigeration range of 35ºF to 46ºF and a freezing range of-0.4ºF to -22ºF.

CONSTANT EXPANSION WORLDWIDE

Vima Foods currently has offices and distribution centers bringing the company close to its clientele in Cuba (La Habana), Panama (Panama City), Dominican Republic (Santo Domingo), Mexico (Cancun, San José del Cabo, Mexico City and Monterrey), the United States (New York and Miami), and China (Qingdao), besides Spain (La Coruña), where its corporate headquarters are located.

Vima Food’s first venture out of its homeland took the company to Cuba, aligned with the expansion and opening of multiple properties from Spain’s large hotel chains. The next step was in the Dominican Republic, where -besides the foodservice channel for hotels- the company also took part in catering to supermarkets, rapidly becoming the country’s number one import company for frozen meals, available in all the

Dominican supermarket chains. The company arrived in Mexico in a similar way, with the foodservice unit working for hotels in important beach destinations, such as Cabo and Cancun, and afterwards venturing into the country’s inner states, setting offices and distribution centers in Mexico City and Monterrey, supplying for Mexico’s most prominent supermarket chains, such as Chedraui, Casa Ley and Soriana, among others.

After Mexico came the U.S. and Panama, also with company presence, settling in their own offices, where the company has focused on thrusting its presence in retail.

In other countries, Vima Foods boosts its presence through strategic partners and distributors, as it currently does in Colombia, Ecuador, Peru and Venezuela, and more recently in the Bahamas and Puerto Rico.

ABOUT US SINCE 1972

Cotransa Group is made up of 4 companies. Cotransa, Logitrans, Vitrans and SFI. As a global group, it has its own o ces in Alicante, Barcelona, Bilbao, Mexico City, Havana, Madrid, Valencia and Veracruz.

We offer solutions for Sea Transport, Air Transport, Customs Service, Special Transport, Logistics and Distribution.

PRIME SERVICES

Specialized services to Turkey, Mexico, Chile, Ecuador, Colombia, Cuba, Peru, Israel, the USA and China.

“We support our partners regarding marketing, boosting our brand and other matters. This model allows for a hybrid growth strategy without being completely organic or inorganic, but rather with controlled risk,” added Guillermo Mazarrasa, COO for Vima Foods.

THE KIND OF LEADERSHIP ENABLED TO FACE EVERY CHALLENGE

Guillermo Mazarrasa graduated in Computer Engineering from the Polytechnic University of Madrid. He also earned an Executive MBA from the IESE Business School and a MicroMaster in Supply Chain from MITx.

For almost a decade, Mazarrasa performed in the consulting environment between Spain and the United Kingdom, contributing to different companies’ operational optimization.

His tenure in Vima Foods began in 2019 as Associate CFO, and in 2022 he was named to his current position as COO.

- Víctor Moro, Executive Vice-President for Vima Foods

“At the countries where we are at, we’ve had the opportunity to supply a wide array of products in such a way that, even though our stronghold is frozen products, we’ve developed from cheese to tomato sauce for clients in specific markets”

SOLID PROPOSALS IN THE RETAIL CHANNEL

After the success achieved in foodservice, catering mainly to the hospitality and restaurant industries, in 2019 Vima Foods was set for a brand renovation as it entered the retail channel, a process that became reality ahead of schedule due to the COVID-19 pandemic.

Vima Foods works directly with factories and suppliers, placing more than 1,000 SKUs in more than

40 countries, making a name and reputation for itself also among consumers. A key factor for success in every new market is the company’s adaptability to the territory’s customary tastes and choices. This has been achieved by developing a sustainable operation which not only obtains the best of locally available commodities, but also by hiring more and more local staff -in executive positions, as wellknowledgeable about the market and

... we simply deliver

We deliver extensive forwarding services around the world

consumers’ customs.

“We’ve found out that hiring local executives is actually sustainable, becoming the kind of business we want to deploy: a sustainable model able to engage local community,” the COO commented.

Different product lines from Vima Foods are easy to single out, as these are grouped by the use of different colors in packaging, one for each variety.

- Guillermo Mazarrasa, COO for Vima Foods

”This model allows for a hybrid growth strategy without being completely organic or inorganic but rather with controlled risk”

Vima Foods’ experience in finding the best ingredients translates into servicing retail chains who rely on the company to develop their private brands.

products in every supermarket chain in the Dominican Republic, in different Mexican nationwide retailers, in supermarkets through Peru, Colombia

and in the U.S. it’s a supplier for the Wild Fork brand.

“At the countries where we are at, we’ve had the opportunity to work along with our clients supplying a wide array of products in such a way that, even though our stronghold is frozen products, we’ve developed from cheese to tomato sauce or canned fish for clients in specific markets,” pointed out Moro.

DISTRIBUTION STANDARDS MATCHING TOP PLAYERS IN THE MARKET

Vima Foods’ footprint around the world through its products and distribution network has resulted into becoming also the exclusive distribution partner for important brands in select markets.

Through certified processes and operations, Vima Foods has earned

Seafood

- Guillermo Mazarrasa, COO for Vima Foods

“We’ve found out that hiring local executives is actually sustainable, becoming the kind of business we want to deploy a sustainable model able to engage the local community”

the trust of well-known brands such as Unilever, César Iglesias, El Corte Inglés, Kiliç and Bonagro, as to becoming their exclusive distributor in the Dominican Republic and other territories where the company runs a larger operation.

The relevance of becoming an important strategic partner for such big players implies not only to run optimal operations, but also obtaining key certifications that have taken Vima Foods to a privileged position.

“Partnering Vima Foods to big industry players is extremely interesting and positive for the group. This means we are doing things the right way, it boosts our reputation and increases the brand’s value,” Mazarrasa remarked.

UNITED STATES: A VENTURE WITH KEY PURPOSES

Vima Foods broke into the U.S.A. market by opening a new office in Miami with more demanding tasks

SMOOTHIES

regarding the one already running in New York. Consolidating its presence in the former follows both the company’s expansion into new markets and also establishes North America (Canada and the U.S.) as a key market for sourcing, easing nearshoring, given the reputation and market share earned by Vima Foods in the Caribbean territory.

The creation of a large logistics center in the States is key to offer better services and reduce the hassles displayed currently in the logistics industry, contributing to offer products from different countries.

Businesswise, the company will become more involved in entering select markets in key locations which do not necessarily depend upon large retail chains, and one of the first steps toward this purpose has been achieved by developing a gourmet line of fish, already available in more than 40 points of purchase in the U.S.

VEGETABLES (STEAMABLE/ MICROWAVE)

FOUNDED: 1994

INDUSTRY: Food & Beverage

CONTACT:

www.vimafoods.com

guillermo.mazarrasa@vimaworld.com

“We want to develop the United States not only as a new market for sales, but also as a giant sourcing market. With current disruption in logistics, it makes a lot of sense to bring our sales and sourcing markets much closer,” Mazarrasa finalized.

Entering the digital age in delivery, Pizza Hut is

REBORN

in Chile

Food Delivery Brands adds a complete digital strategy to its strengths, supported by global brands Pizza Hut and Telepizza, disrupting the food delivery market in Chile and the entire territory

Produced by Jassen Pintado

Written by Mateo Rafael Tablado

Creative Direction

Omar Rodríguez

Interviewee David Vera, CEO for Food Delivery Brands in Chile

Food Delivery Brands (FDB) is a world-class company operating different pizza brands mainly focused on delivery with presence in 32 countries. The holding was created in 2018 and is not only in charge of the Spanish chain Telepizza -which for decades has run successful operations in its home country as well as overseas into the Americas-, but has also established a partnership with Yum! Brands -formerly Tricon Global Restaurants (grouping KFC, Pizza Hut and Taco Bell)-, becoming in charge of the Pizza Hut master franchise for Latin America and the Iberian Peninsula, encompassing Mexico, Central and South America, Spain and Portugal. FDB also operates the Apache Pizza and Jeno’s Pizza chains, from Ireland and Colombia, respectively. This is a total of 2,300 locations creating 45,000 jobs. In Latin America alone the holding owns more than 1,800 restaurants.

As the master franchise for Pizza Hut and Telepizza in Latin America, the rest of the countries in the territory operate as sub-franchisors, obtaining support from FDB as the company in charge of Pizza Hut in Latin America, besides operating their own locations.

Pizza Hut is undergoing a transformation of its presence in the coveted delivery market without leaving behind the traditional dining experience at its locations.

FOOD DELIVERY BRANDS IN CHILE

The precedent of FDB in Chile dates back to 1992, when Telepizza first set foot in the country, as the brand expanded from Spain onto the Americas. The partnership with Pizza Hut in 2019 transformed FDB into the number one master franchise in Chile and the world with both this and the Telepizza brands. Telepizza is available in 34 Chilean cities, as Pizza Hut has locations in 21 cities.

FDB built a sourdough production plant to provide the frozen ingredient

to be distributed to each location. Since the facility’s opening in 2019, Chile has been consolidated as the company’s expansion platform, creating 900 new direct and indirect jobs. The property sits on 32,300 sq. ft. and sustains a 16.5 million dough discs per year production, becoming the largest pizza dough producer in Latin America. The plant is strategically located near Santiago’s airport, easing dough distribution to Bolivia, Ecuador, Paraguay and Peru in the same way the plant located

in Queretaro, Mexico, supplies all of Mexico and the Southern United States.

“We believe in product quality, we’re obsessed with the quality of each of our brands following our standards”, commented David Vera, CEO for Food Delivery Brands in Chile.

A FULLY-EXPERIENCED CAREER IN THE INDUSTRY

David Vera’s experience in the busy mass-consumption food delivery industry in large chains is not only backed by his education after obtaining a bachelor’s degree and an MBA in the U.S.A., but also by his more than 23-year experience in the delivery and fast food industry in global chains such as Papa John’s also in the States, where he got to become district manager, besides developing the brand in Panama.

Vera also worked in the LatAm territory for the Cinnabon baked goods chain and was recruited by

Drake Food Service International, the largest Papa John’s franchisee, globally, based in Chile, as COO in charge of operational excellence across the Central and South America territories, as well as in seven countries in Europe.

Among further postgraduate studies, his diploma courses in Digital Transformation (completed at the Pontifical Catholic University of Chile) and in Disruptive Strategies (from Harvard University) stand out.

BOOSTING THE DELIVERY FACTOR

After the development of new players in the fast-food industry and events such as the COVID-19 pandemic, the offer in the food delivery market transformed. With pizza positioned as a standard within the food delivery tradition, other food options aiming to continue operating under the pandemic restrictions were forced to take part in this modality, thus increasing the competition within

- David Vera, CEO for Food Delivery Brands in Chile

WE BELIEVE IN PRODUCT QUALITY, we’re obsessed with the quality of each of our brands following our standards

the delivery industry and prompting restaurants and chains with no delivery fleets and infrastructure to partner with food delivery apps.

For this matter, Pizza Hut didn’t remain far behind, as it continues to offer a dine-in experience, take-out and delivery, and is also undergoing a transformation to keep up with the same technology used between consumers and established lastmile delivery companies, improved

with features able to offer a unique experience such as real-time video into each order’s elaboration from start until it leaves for delivery.

“One of the relevant aspects of delivery is to have an e-commerce platform up to date with current times. We invested to deploy the kind of technology used by aggregators, and when customers enter our website and order, they can track their order,” Vera pointed out.

THE POWER OF TRANSFORMATION

To improve the delivery experience

Pizza Hut is able to offer currently in Chile and, soon enough, in the rest of Latin American markets through digital platforms, it has been crucial to work with tools capable of interconnecting each part involved in the process.

Dragontail Systems optimizes preparation, delivery and customer contact processes, guaranteeing increased productivity in the kitchen, reducing delivery costs and offering a faster response, which results in improving the customers’ satisfaction, as they now are in contact with the entire purchase cycle.

To guarantee quality, each process is under surveillance after deploying the KWALI platform, the Silicon Valley company specializes in AI and robotics. After results from pilot programs in Chile, the platform will take part in operations in every other market within the territory.

“This is the tech we want: finding out

about product quality, about delivery service and offering customers 360º order tracking,” the executive added.

MAINTAINING COMPETITIVITY ACROSS THE VALUE CHAIN

FDB restaurants didn’t go unscathed from the aftermath of the COVID-19 pandemic and from the consequences derived from recent conflicts over supply chains, globally.

To maintain competitiveness and to assure ingredient procurement, the company engages in significant efforts to which both local and global strategic purveyors align.

FDB is already working in the development of local suppliers in order to keep operations free from any affectation due to long transits for raw materials, and to keep counting on important high-quality products such as flour, by achieving a local mix meeting such standards to be exported to other FDB locations in the region.

On their behalf, global purveyors in charge of supplying important resources such as meat products and dairy -Tyson and Leprino, respectively- have accomplished to maintain convenient prices to avoid high costs being passed to end consumers.

“We strive to be competitive, accessible, possessing an adequate value to keep being relevant to our customers,” Vera said.

STANDARDS AND FLEXIBILITY AS THE BASE FOR CORPORATE CULTURE

FDB’s vision in guaranteeing the delivery of the best product, offering the best service starts from the premise of creating an excellent experience for employees.

The company pushes for a good work-life balance for its staff by offering flexible schedules, as a large part of its workforce is formed by students, future entrepreneurs as well as parents, also allowing employees

to choose a convenient location to work at.

Training is not an afterthought, considering both Pizza Hut and Telepizza are global brands, each sharing a know-how among its locations in the U.S.A., Spain, Mexico or South America, in order to maintain its high standards.

“We inspire young people to work by offering them multiple benefits. We want them to grow, we want their families to feel proud about one of its members becoming part of a company that supports them,” the executive remarked.

Regarding inclusion, FDB efficiently complies with Law 21.105, which establishes companies in Chile’s workforce must include at least 1% of individuals with disabilities. Currently, FDB works with 20 such employees in Chile and, in the same way, the corporation complies with current labor laws in the rest of the markets it has presence at.

RESOURCES TO ACHIEVE SUCCESS IN A VERY PROFITABLE MARKET

FDB is facing quite a challenge in Chile by competing with other global and domestic brands for a significant market share. Nevertheless, the company possesses the resources and finds itself in a position able to deliver successful outcomes: its solid agreements with Pizza Hut and Telepizza as brands sharing a wide expertise, as well as the Chilean

market, which boasts a 2.7 pizzas per month, per person purchase frequency.

FDB will continue with its digitization process, which has resulted in improving the customer experience, relying on the advantage of its own delivery fleet and app, without involving any third party to guarantee an excellent service. This renovation also encompasses

Our endeavors will drive Pizza Hut to a leadership position and to become a disrupting force in the Chilean market, THE MOST COMPETITIVE IN LATIN AMERICA

- David Vera, CEO for Food Delivery Brands in Chile

location, packaging, communication and e-commerce channels rebranding.

Keeping up to date with the times also means offering an inclusive menu with options for different types of diets, such as more vegan products and low in certain ingredients, also considering maintaining competitive prices and a delivery service with

tech to make it easy, accessible and available in every digital channel.

“Our upcoming endeavors will drive us to a leadership position and to become a disrupting force in the Chilean market, the most competitive in Latin America,” finalized David Vera, CEO for Food Delivery Brands in Chile.

FOUNDED: 2018

EMPLOYEES: 45,000 (a nivel global)

CONTACT:

www.fooddeliverybrands.com

david.vera@fooddeliverybrands.com

DIGITAL CORPORATE CULTURE

WITH THE POWER TO TRANSFORM

The knowledge of available technology, its capabilities and deployment thrust

Productos Alimenticios DIANA into keeping leadership in its country and territory

Produced by Jassen Pintado

Creative Direction Omar Rodríguez

Interviewee Julio Salazar, CIO for Productos Alimenticios DIANA

The Poductos Alimenticios DIANA

food company has been a mainstay in El Salvador with a more than 70-year history. From its beginnings with a modest portfolio of handcrafted candy to growing beyond the border to become a leading food distribution company in El Salvador, Central America and the United States, DIANA has also established itself as one of the companies supporting its home country’s economic recovery.

Keeping a company such as DIANA not only with the head above the water, but also creating jobs and contributing to a country’s economy, encompasses efforts both within the company as well as in regards to external factors. It’s a must to keep up to date with demands from the way business is currently carried out, either through process digitization and automation, as well as with industry requirements, such as evolving demands from consumers.

“The way we defined success

yesterday is not the same as we know it today. For example, growth was the only goal in the past; nowadays, sustainability is essential,” commented Julio Salazar, CIO

for Productos Alimenticios DIANA.

SOLID RESULTS THROUGHOUT A PRODUCTIVE CAREER

Julio Salazar has been the main responsible in leading and making sure DIANA relies on the adequate technology, with it being used to its fullest potential, optimizing operations in every front.

Salazar has achieved a more-than 20-year experience in key executive IT-related positions for companies in different industries.

From Salazar’s education, his bachelor’s degree in Computer Science from the José Simeón

Cañas Central American University (in El Salvador), a master’s in finance from the same institution, as well as international certifications such as

-

Julio

Salazar, CIO for Productos Alimenticios DIANA

“WE’VE RECURRED TO CLOUD COMPUTING AND ANALYTICS AS THE FOUNDATION OF OUR TRANSFORMATION, every industry’s organization needs to increase the level of its digital maturity to achieve success and growth”

With 34 years of industry experience

Customer´s choice for integrated supply chain management software

Mobile App for Presales, Autosales, Delivery, Supervisor & Merchandisers

Dynamic Routing and Online monitoring

Online Orders Platform B2B2C

Sales Contact Center Software

Big Data and BI for analysis of KPIs

Backoffice module for management of commercial processes

the PMP professional credential from the Project Management Institute (US), e-commerce and the software development cycle, stand out.

His leadership has contributed to important results through a combination of innovation, knowledge, strategic relationships and setting in motion processes able to articulate the IT agenda in the short, mid- and long term with strategic business plans.

“My role is to create business value through tech and analytics, empowering companies to achieve results, transform corporate relations, making the most from the adequate technology and prioritize investments,” the executive pointed out.

DIGITAL STRATEGY WITH SOLID PREMISES AND CLEAR PURPOSES

Productos Alimenticios DIANA ventures toward the Industry 4.0 concept, increasing profitability in a sustainable way with an optimal use of today’s available resources, according to what the company requires.

With help from tools within the reach of any company, -such as AI, remote work apps and scalability in adoption velocity, among others-, different goals such as cost reduction and enabling employees to increase productivity have been accomplished, reaching digital maturity and the company’s fully-fledged potential.

DIANA’s digital strategy applies new technologies in existing business functions and is focused into enabling new digital capabilities, considering the following concepts as its pillars:

• Modern work: Up to date technology in aspects such as communication and its influence in company culture and strategy.

• Data and analytics

democratization: Increasing each individual’s abilities through data access and understanding.

• Big data and cloud computing: For recovery, storage and processing of high volumes of information.

- Julio Salazar, CIO for Productos Alimenticios DIANA

“THE COMPANY AIMS TOWARD AN ORGANIZATION ABLE TO EXPAND ITS DIVERSITY IN PERSONALITIES, SKILLS AND IDEAS, which are requirements to adopt new digital abilities being sustainable in our growth”

• AI: Deployment of intelligent agents in processes in which the chances to successfully achieve business goals become maximized.

• Automation, blockchain and IOT: Direct integration from the physical world to the computer-based world, resulting in efficiency improvements, economic benefits and reducing human effort.

TANGIBLE RESULTS IN A SHORT TIME

After arriving at DIANA during the COVID-19 pandemic, Salazar and his team wasted no time in establishing the goals for the company to reach the concepts of Industry 4.0, directing the company towards this accomplishment.

“We’ve recurred to cloud computing and analytics as the foundation of our transformation, every industry’s organization needs to increase the level of its digital maturity to achieve success and growth,” Salazar added.

Among the results obtained during this continuous process, the wide portfolio of successful brands, digital invoicing through every channel and considering data as an information asset certainly stand out, with data being not only a strategic resource, but one to committedly obtain the most of.

The double-digit increase in DIANA’s

revenue is -in great measure- a result of recent solutions deployed in the company’s processes, such as Powerstreet software for points of purchase, distribution and sales on delivery. Another key factor has been the analytic-driven creation of insights.

“The company aims toward an organization able to expand its diversity in personalities, skills and ideas, which are requirements to adopt new digital abilities being sustainable in our growth,” the executive commented.

PROCESS ACCELERATION BOTH INWARD AND OUTWARD

The digital transformation that Productos Alimenticios DIANA has been through has led to the deployment of processes that have achieved a positive impact in interactions with suppliers and strategic partners, besides clients and prospective clients, with whom a more agile business relationship is being perceived, as well as a decrease in the procure-to-pay cycles.

Key goals in these processes continuous development are:

• Acceleration of the sales cycle as the sales cost is reduced.

• Finding new, ready to purchase clients.

• Answering to RFPs/RFIs, sending proposals and negotiating contracts.

• Managing purchase orders, sending invoices and receiving payments.

• Knowing when a payment is to be collected and what that payment covers.

• Strengthening relations with clients and increasing client retention.

TOWARD THE EVOLUTION OF A DIGITAL CULTURE

During 2023, DIANA’s main task in digital matters is information unification through user-aimed automation programs, encouraging a culture able to keep devices connected, as well as a company

mentality rooted on flexibility and openness to new ideas, new tech and new digital capabilities.

The digital culture on a corporate level being implemented at DIANA will dictate what kind of processes, apps and algorithms will be required, besides developing its data citizens, enabling them to allow them to elaborate from the data they receive,

understand and process, thus developing new capabilities as they take this data into an understandable language.

“The commitment from the IT Department and myself is making technology fit to become part of our everyday lives. Information is being enriched to make better decisions,” finalized Julio Salazar, CIO for Productos Alimenticios DIANA.

FOUNDED: 1951

INDUSTRY:

Food & Beverages

CONTACT: www.diana.sv

- Julio Salazar, CIO for Productos Alimenticios DIANA

“The commitment from the IT Department and myself is making technology fit to become part of our everyday lives. INFORMATION IS BEING ENRICHED TO MAKE BETTER DECISIONS”

in the dairy industry

Great efforts and traits to become a

A Management with goals such as operational excellence through inclusion and process optimization by investing in sustainable initiatives make Grupo Lala a leader in the dairy products industry in Central America and the Caribbean

Produced by Jassen Pintado

Translation

by

María Murgui

Written

by

Mateo Rafael Tablado

Creative Direction Omar

Rodríguez

Interviewee Ana María Orozco, CEO for Grupo Lala Central America and the Caribbean

During its 70 years of existence, Grupo Lala, originally a Mexican company, has been bringing different dairy products and derivatives to millions of households. Lala installed the first pasteurizer in Torreon, Coahuila, in 1950, and in 1967 it began the commercialization of milk in carton packaging. In 1985 the Lala Foundation was created, this is the group’s branch providing nutritional support to disadvantaged communities focusing mainly on children.

Besides Mexico, Lala has expanded all over America by being present in Brazil, Guatemala, Nicaragua and in the USA. Globally, Lala products are manufactured in 31 production plants and are distributed from 173 facilities by more than 40,000 direct employees and with an estimation of providing Guatemala with 3,500 jobs ̶ both direct and indirect.

Entering in Central America

Lala began operations in Central America in 2008 acquiring the Foremost production plant in Guatemala and installing distribution centers in every department of the country, thus managing to cover the entire country, and becoming a leading company in milk and yogurt production during the last thirteen years. Brands such as Lala, NutriLety, and Foremost ice-creams are synonymous with nutrition and quality in the Guatemalan market. The latter are produced at the Palin Plant, in Escuintla. Lala also offers brands to specialized markets such as the children segment through Oh Lala, Lala Kids, and Lala 100, a lactose-free product.

Regarding Nicaragua, Lala made its way into this market in 2014 by integrating the Eskimo brand with Grupo Lala, and afterwards by investing in the construction of the

- Ana María Orozco, CEO for Grupo

Lala - Central America and the CaribbeanCaribbean

Making high-quality and highly nutritious food available is something we are passionate about

San Benito Plant in 2015. A year later the La Perfecta brand was included in the strong Lala portfolio, thus becoming the leading company in dairy products such as milk, ice cream, and yogurt in the Nicaraguan market, supplied by San Benito and Altagracia Plants.

“Making high-quality and highly nutritious food available is something

we are passionate about”, commented Ana María Orozco, CEO at Grupo Lala for Central America and the Caribbean.

An outstanding career in mass consumption

Ana María Orozco graduated in Business Administration, specializing in Strategic Marketing from the

Grupo Lala Central America and the Caribbean

CESA University (College of Higher Management Studies). Her broad experience in more than 25 years in mass consumption global companies makes her the perfect leader for Lala operations in Central America. Her career highlights include her time in Unilever ̶for 11 years̶ and AB InBev, leading different business areas, Non-Alcoholic Beverages

among them, achieving results by fulfilling high standards, strategic plans, the creation of brands’ values, and cultural transformation.

Orozco has been part of Grupo Lala since 2019, overseeing Central America and the Caribbean regions, running three plants and 1,900 employees.

Ingredient Source

custom formulations, manufactured, distributed

Food Applications

bakery, frozen dessert, dough, soups

Sports Nutrition

RTD and RTM applications

Infant Formula Application

complete amino acid profile with high digestibility agropur.com/us

Permanent operational excellence

Ana María Orozco’s arrival at Lala Central America and the Caribbean has resulted in the optimization of the group’s operations in the territory, which can be seen in a double-digit growth in sales during the last three years.

To achieve these results, the division underwent a restructuring

of the model of the route to market, a change in the mixture of products in the portfolio ̶ thus focusing on high-contribution value categories̶-, a portfolio reduction, increasing available items and through geographical expansion, among other factors which led this division to operational excellence.

Currently, the company keeps working on the development of

Tetra Pak is a world leader

in food processing and packaging solutions.

We offer safe and innovative products, we believe in responsible industry leadership and a sustainable business approach. Our vision is to make food safe and available everywhere.

www.tetrapak.com

innovations for the consumer and operating with flexibility, which enables the company to face macroeconomic situations allowing Lala to become its clientele’s preferred company.

Supportive investments since the get-go

Lala Central America has invested in its production line and innovating int its regional product portfolio. The company invested in a production line for the 31.75 oz smoothie yogurt in Nicaragua. And recently, in Guatemala, it raised the stakes by deploying a UHT line for the Lala milk manufacturing process. Besides, for this market, the distribution fleet was renewed, getting the product closer to clients and consumers. The company’s most outstanding investment is undoubtedly the $30 million allocated

to the construction and beginning of operations of the Palin Plant.

Innovative products making a difference in the market

Lala has increased its portfolio after researching the different options the market presents according to restrictions or specific diets and even its consumers’ age:

• Within the Lala 100 line, the Lala 100 Lactose-Free variety stands out, it’s the first and only milk in Guatemala produced through an ultrafiltration process, patented by Lala, keeping the milk’s original flavor. This line also offers Lala 100 Protein, a variety providing 70% more natural milk protein and 30% more calcium.

• The Lala Kids yogurt line was developed for children ̶ this line includes the special edition Lala

Kids Minions packaging, related to the movie saga and easy to open̶ , as well as dairy products NutriLety, Bolsileche, Foremost ice-creams, and Oh Lala flavored milk (available in chocolate, strawberry, and vanilla), thus also reaching the ‘tweenie’ segment in Central America by offering a product which is enriched with 100% cow’s milk and nutrients such as vitamins A, D, B1, B2, B5, folic acid and zinc.

“Our priority is to offer high-quality products with leading-edge technology and trends from the beverage sector that help fulfill the needs of the contemporary consumer”, the executive pointed out.

Important developments along with suppliers

The dedication and standards

level of the main Lala Central America suppliers has been a key factor to generate improvements in different aspects of its production chain.

Tetra Pak is one of the most renowned partners when supplying the ‘brik’ aseptic carton package (and by innovating over the years, thus making Lala the first company to introduce the ‘Edge’ format in Central America.

Technofilms, on its behalf, supplies materials with a sustainable innovation strategy, by reducing the plastic quantity to save an average of 9% in this material, which means a lesser impact ong the environment caused by plastic.

Most of the Grupo Lala Central America products contain dairy solids supplied by Agropur, a company of American origin that provides highquality dairy solids.

Grupo Lala seeks to promote and establish good practices that improve productivity and quality, as well as achieving a cleaner production

- Ana María Orozco, CEO for Grupo Lala - Central America and the CaribbeanCaribbean

For the ice cream lines in Guatemala and Nicaragua, Lala has worked with Plásticos Modernos for more than 25 years, which is currently developing sustainable packaging materials for the Lala products, thus allowing the use of packages that use up to 30% of resin.

On the other hand, the Research & Development Department at Grupo Lala Central America works hand in hand with suppliers to generate efficiency and organize the “Innovation Day” annual event, where an exchange of the company’s most important needs and possible solutions are are presented.

Contributions to the region’s livestock development Grupo Lala tries to establish and maintain close relationships with those who are part of its value stream. Currently, its primary producers

network in Guatemala and Nicaragua consists of more than 3,000 cattle breeders.

In 2018, Lala started the suppliers’ ResCa Project Nicaragua (Resilient Central America) development program to generate endurance in the livestock sector before consequences from climate change may arise, by implementing silvopasture systems and good practices for livestock.

Also in Nicaragua, The Nicaraguan Dairy Products Industry Development project was created in 2019 with the purpose of optimizing the quality in milk production quality and the producers’, collectors’, and cooperatives’ profitability, as well as for the Grupo Lala’s supply chain. The two projects include 1,700 livestock farmers, 70 farms, 10 dairy products cooperatives, and nine direct suppliers.

“Grupo Lala seeks to promote and establish good practices that improve productivity and quality, as well as achieving the lowest loss or product’s refusal levels, but especially achieving a cleaner production”, Orozco declared.

Inclusion as another hallmark Undoubtedly, opening the inclusive factor in Lala Central America has generated a positive impact beyond

fulfilling good working practices.

Currently, Lala Central America’s women employees mean 16%, and 34% of the management positions are held by women, besides 37% of the Executive Committee.

It is a woman who runs the Altagracia Plant, a role that has been traditionally performed by men. Her performance has been outstanding, thus achieving extraordinary results.

“Since I was appointed as CEO,

I resolved to increase women’s participation in the professional framework. I am proud of these numbers, and I expect to continue promoting women’s growth within the company”.

Committed to nutrition

Grupo Lala works along with the private sector and the local government to eradicate child undernourishment in Guatemala.

-

Ana María Orozco, CEO de Grupo Lala Central America and the Caribbean

I resolved to increase women’s participation in the professional framework.

I am proud of these numbers, and I expect to continue promoting women’s growth within the company

Campaigns for this purpose are constantly being carried out, having donated bags with provisions to ice cream vendors, thus benefiting over 1,000 families. The “Collective Impact for Food” program was implemented for two consecutive years in collaboration with Walmart. And along with Kellogg’s, the company took part in a strategic partnership named Better Days to Grow Together, which includes an educational and integral program designed to support families by favoring their food security through a close accompaniment with the communities. In 2022, Grupo Lala has supported 1,000 children from over 20 communities in Chimaltenango, Guatemala.

been recognized after having saved more than 39 billion gallons of water in 2021.

“Grupo Lala has always been a responsible company, with high standards, passionate to produce high-quality products, to improve nourishment, and all this has been possible with a talented human team, committed to the company’s goals”, concluded Ana María Orozco, CEO for Grupo Lala - Central America and the Caribbean.

Towards a sustainable future

The goals to be fulfilled in 2022 include the growth and implementation of technology that will allow to keep working sustainably, thus generating scale economies. In Guatemala, Grupo Lala’s duty regarding sustainability has

FOUNDED: 1950 (en Mexico)

INDUSTRY: Food & Beverage

CONTACT:

www.lala.com.gt/somos-lala

lala800@grupolala.com

HOW TO FEED THE WORLD

is wasted?

Produced by Jassen Pintado

Creative Direction

Omar Rodríguez

while a third of the food

Discussion was one of the themes of the Global Agribusiness Forum 2022 (GAF), in São Paulo, with the presence of the Global Head of Sustainability and Technologies of the Kerry Group

In its fifth edition, GAF 2022 -one of the main agribusiness meetings in the world-, discussed the sector’s movements towards a prosperous and sustainable future for the entire production chain, with a view to global food security. Juan Aguiriano, Global Head of Sustainability and Technologies at Kerry Group, highlighted, in the panel “Circular Economy and Food Waste Reduction”, that there is an opportunity for

industries to take advantage of this moment to change, improve and use collective power to contribute to a better world through sustainable nutrition. “We must commit to making a real impact by doing better for people, better for the planet and better for society. To achieve this, the industry needs to avoid food waste,” said Head Global.

According to the Food and Agriculture Organization of the

- Juan Aguiriano, Global Head of Sustainability and Technologies at Kerry Group

“We need to come together and contribute to a positive circular economy with less waste, leveraging sustainable packaging and a positive contribution to society”

United Nations (FAO), a well-defined vision of sustainability for food and agriculture encompasses broad access to nutritious foods, with efficient management of natural resources. The data also shows, for example, that more than 30% of total greenhouse gas emissions come from the food system. For Aguiriano, the future will depend on how well this challenge is tackled in the 21st century. “Agriculture is the core of the food system, and accelerating the shift to regenerative practices will make a huge contribution to the future of the system,” said Aguiriano.

During his presentation, the executive highlighted that Kerry’s goal is to improve the nutritional profile of food while contributing to global efforts to increase sustainability on the planet and in society. For him, creating sectoral partnerships and with

customers is essential to guarantee the availability, accessibility and safety of final products. “We as an industry need to come together and contribute to a positive circular economy with less waste, leveraging sustainable packaging and a positive contribution to society,” he noted.

FIGHTING WASTE

According to the United Nations (UN), one third of all food produced ends up as loss or waste, enough to sustain more than 2 billion people, which represents $936 billion of cost to the global economy annually, this could be invested to reverse the situation of thousands of people. Reducing this waste, explains Kerry’s Global Head, depends on two main factors: taking advantage of preservation solutions to prolong the shelf life of food and the impacts of this action on consumer

behavior. “Ensuring that all food is produced with a maximum shelf life will feed more people and significantly reduce the environmental impact. Extending the shelf life of a food, protecting it from mold, aging and flavor degradation, is what gives

it a chance to be consumed rather than wasted.”

Consumer behavior and habits also significantly impact food waste, and a small step such as raising awareness about using up to expiration dates is a relatively simplistic but important

step so that nothing is thrown away prematurely. There is also technology available to help influence consumer behavior. For example, a simple scan of a package confirms that the cold chain has remained intact and provides accurate data on the

microbial load on a product, overriding the best static data. The Global Head states that if we can reverse the trend, we would save enough food to feed 2 billion people, while contributing significantly to reversing climate change.

ABOUT KERRY

Kerry is a world leader in the development of Taste & Nutrition solutions and a leading partner for the food, beverage and pharmaceutical industries. Its broad technology base, customer-centric business model and industry-leading integrated solutions capability position it as the best partner in co-creation. It is innovation with customers that allows for the

creation of great-tasting products, with better nutrition and functionality, while ensuring a better impact on the planet. In 1994, Kerry began operating in Latin America, starting activities in Mexico. In 1998, the company was established in Brazil. Currently, Kerry is present in eight Latin American countries with 13 factories, 6 commercial offices and 2 Research, Development and Application centers. Employing more

- Juan

Global Head of Sustainability and Technologies at Kerry Group

Aguiriano,

“Ensuring that all food is produced with a maximum shelf life will feed more people and reduce the environmental impact. Extending the shelf life of a food is what gives it a chance to be consumed rather than wasted”

Food

& Beverage

INDUSTRY: Food & Beverage

CONTACT: www.kerry.com