Tag Archives: traceability

Data protection, security

The Digital Transformation of Global Food Security

By Katie Evans
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Data protection, security

Modern food supply chains are inherently complex, with products typically passing through multiple suppliers and distributors, as well as countries and continents, before they end up on the supermarket shelf. While global supply chains offer consumers greater choice and convenience, they also make protecting the security of food products more challenging. With additional stakeholders between farm and fork, products are exposed to an elevated risk of biological or chemical contamination, as well as food counterfeiting and adulteration challenges—potentially putting consumer health and brand reputation in jeopardy.

Given the importance of maintaining the safety, quality and provenance of food products, global regulatory bodies are placing the integrity of supply chains under increased scrutiny. In the United States, for example, the adoption of FSMA moved the focus from responding to foodborne illnesses to preventing them by prioritizing comprehensive food testing measures, enforcing inspections and checks, and enabling authorities to react appropriately to safety issues through fines, recalls or permit suspensions.1 Similarly, China’s revised Food Safety Law (known as FSL 2015) is widely considered to be the strictest in the country’s history, and seeks to drive up quality standards by empowering regulators, and enhancing traceability and accountability through robust record-keeping. 2 The European Union continues to closely regulate and monitor food safety through its General Food Law, which is independently overseen by the European Food Safety Authority from a scientific perspective.

Achieving the Highest Standards of Food Security, Integrity and Traceability

For producers, manufacturers and distributors, the heightened regulatory focus on the security and integrity of the food supply chain has placed additional emphasis on accurate record-keeping, transparent accountability and end-to-end traceability. To meet the needs of the modern regulatory landscape, food chain stakeholders require robust systems and tools to manage their quality control (QC), environmental monitoring and chain of custody data. Despite this, many businesses still handle this information using paper-based approaches or localized spreadsheets, which can compromise operational efficiency and regulatory compliance.

The fundamental flaw of these traditional data management approaches is their reliance on manual data entry and transcription steps, leaving information vulnerable to human error. To ensure the accuracy of data, some companies implement resource-intensive verification or review checks. However, these steps inevitably extend workflows and delay decision-making, ultimately holding up the release of products at a high cost to businesses. Moreover, as paper and spreadsheet-based data management systems must be updated by hand, they often serve merely as a record of past events and are unable to provide insight into ongoing activities. The time lag associated with recording and accessing supply chain information means that vital insight is typically unavailable until the end of a process, and data cannot be used to optimize operations in real-time.

Furthermore, using traditional data management approaches, gathering information in the event of an audit or food safety incident can be extremely challenging. Trawling through paperwork or requesting information contained in spreadsheets saved on local computers is time-consuming and resource-intensive. When it comes to establishing accountability for actions, these systems are often unable to provide a complete audit trail of events.

Digital Solutions Transform Food Security and Compliance

Given the limitations of traditional workflows, food supply chain stakeholders are increasingly seeking more robust data management solutions that will allow them to drive efficiency, while meeting the latest regulatory expectations. For many businesses, laboratory information management systems (LIMS) are proving to be a highly effective solution for collecting, storing and sharing their QC, environmental monitoring and chain of custody data.

One of the most significant advantages of managing data using LIMS is the way in which they bring together people, instruments, workflows and data in a single integrated system. When it comes to managing the receipt of raw materials, for example, LIMS can improve overall workflow visibility, and help to make processes faster and more efficient. By using barcodes, radiofrequency identification (RFID) tags or near-field communication, samples can be tracked by the system throughout various laboratory and storage locations. With LIMS tracking samples at every stage, ingredients and other materials can be automatically released into production as soon as the QC results have been authorized, streamlining processes and eliminating costly delays.

By storing the standard operating procedures (SOPs) used for raw material testing or QC centrally in a LIMS, worklists, protocols and instrument methods can be automatically downloaded directly to equipment. In this way, LIMS are able to eliminate time-consuming data entry steps, reducing the potential for human error and improving data integrity. When integrated with laboratory execution systems (LES), these solutions can even guide operators step-by-step through procedures, ensuring SOPs are executed consistently, and in a regulatory compliant manner. Not only can these integrated solutions improve the reliability and consistency of data by making sure tests are performed in a standardized way across multiple sites and testing teams, they can also boost operational efficiency by simplifying set-up procedures and accelerating the delivery of results. What’s more, because LIMS can provide a detailed audit trail of all user interactions within the system, this centralized approach to data management is a robust way of ensuring full traceability and accountability.

This high level of operational efficiency and usability also extends to the way in which data is processed, analyzed and reported. LIMS platforms can support multi-level parameter review and can rapidly perform calculations and check results against specifications for relevant customers. In this way, LIMS can ensure pathogens, pesticides and veterinary drug residues are within specifications for specific markets. With all data stored centrally, certificates of analysis can be automatically delivered to enterprise resource planning (ERP) software or process information management systems (PIMS) to facilitate rapid decision-making and batch release. Furthermore, the sophisticated data analysis tools built into the most advanced LIMS software enable users to monitor the way in which instruments are used and how they are performing, helping businesses to manage their assets more efficiently. Using predictive algorithms to warn users when principal QC instruments are showing early signs of deterioration, the latest LIMS can help companies take preventative action before small issues turn into much bigger problems. As a result, these powerful tools can help to reduce unplanned maintenance, keep supply chains moving, and better maintain the quality and integrity of goods.

While LIMS are very effective at building more resilient supply chains and preventing food security issues, they also make responding to potential threats much faster, easier and more efficient. With real-time access to QC, environmental monitoring and chain of custody data, food contamination or adulteration issues can be detected early, triggering the prompt isolation of affected batches before they are released. And in the event of a recall or audit, batch traceability in modern LIMS enables the rapid retrieval of relevant results and metadata associated with suspect products through all stages of production. This allows the determination of affected batches and swift action to be taken, which can be instrumental in protecting consumer safety as well as brand value.

Using LIMS to Protect Security and Integrity of the Food Supply Chain

Increasingly, LIMS are helping businesses transform food security by bringing people, instruments and workflows into a single integrated system. By simplifying and automating processes, providing end-to-end visibility across the food supply chain, and protecting the integrity of data at every stage, these robust digital solutions are not only helping food supply chain stakeholders to ensure full compliance with the latest regulations; they are enabling businesses to operate more efficiently, too.

References

  1. FDA. (2011). FDA Food Safety Modernization Act. Accessed October 3, 2019. Retrieved from https://www.fda.gov/food/food-safety-modernization-act-fsma/full-text-food-safety-modernization-act-fsma.
  2. Balzano, J. (2015). “Revised Food Safety Law In China Signals Many Changes And Some Surprises”. Forbes. Accessed October 3, 2019. Retrieved from https://www.forbes.com/sites/johnbalzano/2015/05/03/revised-food-safety-law-in-china-signals-many-changes-and-some-surprises/#624b72db6e59.
John McPherson, rfxcel
FST Soapbox

End-to-End Supply Chain Traceability Starts with High-Quality Data

By John McPherson
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John McPherson, rfxcel

End-to-end traceability technology across the food and beverage (F&B) supply chain has many benefits for companies at all nodes of the chain, not least of which is the ability to act to prevent problems such as irreversible damage, loss, and theft. For these technologies to best deliver on their promise, however, they need standardized and quality-assured data. F&B supply chain stakeholders need to take steps to achieve effective data management to truly take advantage of the benefits of traceability and real-time monitoring technologies.

Since FSMA was introduced in 2011, actors across the F&B supply chain have had to change their behavior. Prior to FSMA, companies tended to react to events; today, proactive and preemptive measures are the norm. This is in line with what the legislation was designed to do: Encourage the prevention of foodborne illness instead of responding after their occurrance.

F&B manufacturers and distributors rely on technology to help predict potential obstacles and mitigate issues along their supply chains. But expressing a desire to embrace technologies such as real-time monitoring solutions and predictive analytics isn’t enough to achieve ultimate supply chain efficiency. Only by taking the necessary steps can companies get on track to ensure results.

Any company that is thinking about deploying a traceability solution has a lot to consider. Foremost, data must be digitized and standardized. This might seem challenging, especially if you’re starting from scratch, but it can be done with appropriate planning.

Let’s examine what F&B companies stand to gain by adopting new, innovative technologies and how they can successfully maximize data to achieve end-to-end supply chain traceability.

New Technologies Hold Huge Potential for F&B Supply Chains

The advantages of adopting new technologies far outweigh the time and effort it takes to get up and running. To smooth the process, F&B companies should work with solution providers that offer advisory services and full-service implementation. The right provider will help define your user requirements and create a template for the solution that will help ensure product safety and compliance. Furthermore, the right provider will help you consider the immediate and long-term implications of implementation; they’ll show you how new technologies “future-proof” your operations because they can be designed to perform and adapt for decades to come.

Burgeoning technologies such as the Internet of Things (IoT), artificial intelligence (AI) and blockchain are driving end-to-end traceability solutions, bridging the gap between different systems and allowing information to move seamlessly through them.

For example, real-time tracking performed by IoT-enabled, item-level sensors allows companies to detect potential damage or negative events such as theft. These devices monitor and send updates about a product’s condition (e.g., temperature, humidity, pressure, motion and location) while it is in transit. They alert you as soon as something has gone wrong and give you the power to take action to mitigate further damage.

This is just one example of how data from a fully implemented real-time, end-to-end traceability platform can yield returns almost immediately by eliminating blind spots, identifying bottlenecks and threats, and validating sourcing requirements. Such rich data can also change outcomes by, for example, empowering you to respond to alerts, intercept suspect products, extend shelf life, and drive continuous improvement.

As for AI technologies, they use data to learn and predict outcomes without human intervention. Global supply chains are packed with diverse types of data (e.g., from shippers and suppliers, information about regulatory requirements and outcomes, and public data); when combined with a company’s internal data, the results can be very powerful. AI is able to identify patterns through self-learning and natural language, and contextualize a single incident to determine if a larger threat can be anticipated or to make decisions that increase potential. For example, AI can help automate common supply chain processes such as demand forecasting, determine optimal delivery routes, or eliminate unforeseeable threats.

Blockchain has garnered a lot of buzz this year. As a decentralized and distributed data network, it’s a technology that might help with “unknowns” in your supply chain. For example, raw materials and products pass through multiple trading partners, including suppliers, manufacturers, distributors, carriers and retailers, before they reach consumers, so it can be difficult to truly know—and trust—every partner involved in your supply chain. The immutable nature of blockchain data can build trust and secure your operations.

To date, many F&B companies have been hesitant to start a blockchain initiative because of the capital risks, complexity and time-to-value cost. However, you don’t have to dive in head-first. You can start with small pilot programs, working with just a few stakeholders and clearly defining pilot processes. If you choose the right solution provider, you can develop the right cultural shift, defining governance and business models to meet future demands.

To summarize, new technologies are not disruptive to the F&B industry. If you work with an experienced solution provider, they will be constructive for the future. Ultimately, it’s worth the investment.

So how can the F&B industry start acting now?

How to Achieve End-to-End Traceability

Digitize Your Supply Chain. We live in a digital world. The modern supply chain is a digitized supply chain. To achieve end-to-end traceability, every stakeholder’s data must be digitized. It doesn’t matter how big your company is—a small operation or a global processor—if your data isn’t digitized, your supply chain will never reach peak performance.

If you haven’t begun transitioning to a digitalized supply chain, you should start now. Even though transforming processes can be a long journey, it’s worth the effort. You’ll have peace of mind knowing that your data is timely and accurate, and that you can utilize it to remain compliant with regulations, meet your customer’s demands, interact seamlessly with your trading partners, and be proactive about every aspect of your operations. And, of course, you’ll achieve true end-to-end supply chain traceability.

Standardize Your Data. As the needs of global F&B supply chains continue to expand and become more complex, the operations involved in managing relevant logistics also become more complicated. Companies are dealing with huge amounts of non-standardized data that must be standardized to yield transparency and security across all nodes of the supply chain.

Many things can cause inconsistencies with data. Data are often siloed or limited. Internal teams have their own initiatives and unique data needs; without a holistic approach, data can be missing, incomplete or exist in different systems. For example, a quality team may use one software solution to customize quality inspections and manage and monitor remediation or investigations, while a food safety team may look to a vendor management platform and a supply chain or operations team may pull reports from an enterprise resource planning (ERP) system to try and drive continuous improvement. Such conflict between data sources is problematic—even more so when it’s in a paper-based system.

Insights into your supply chain are only as good as the data that have informed them. If data (e.g., critical tracking events) aren’t standardized and quality-assured, companies cannot achieve the level and quality of information they need. Data standards coming from actors such as GS1 US, an organization that standardizes frameworks for easy adoption within food supply chains, can help with this.

There are many solutions to ensure data are standardized and can be shared among different supply chain stakeholders. With recent increases in recalls and contamination issues in the United States, the need for this level of supply chain visibility and information is even more critical.

Data Security. Data security is crucial for a successful digital supply chain with end-to-end traceability, so you must plan accordingly—and strategically. You must ensure that your data is safe 24/7. You must be certain you share your data with only people/organizations who you know and trust. You must be protected against hacks and disruptions. Working with the right solution provider is the best way to achieve data security.

Incentive Structures. Incentives to digitize and standardize data are still lacking across some parts of the F&B supply chain, increasing the chances for problems because all stakeholders are not on the same page.

Companies that continue to regard adopting traceability as a cost, not an investment in operations and brand security, will most likely do the minimum from both fiscal and regulatory standpoints. This is a strategic mistake, because the benefits of traceability are almost immediate and will only get bigger as consumers continue to demand more transparency and accuracy. Indeed, we should recognize that consumers are the driving force behind these needs.

Being able to gather rich, actionable data is the key to the future. Industry leaders that recognize this and act decisively will gain a competitive advantage; those that wait will find themselves playing catch-up, and they may never regain the positions they’ve lost. We can’t overstate the value of high-quality digitized and standardized data and the end-to-end traceability it fuels. If companies want to achieve full visibility and maximize their access to information across all nodes of their supply chains, they must embrace the available technologies and modernize their data capabilities. By doing so, they will reap the benefits of a proactive and predictive approach to the F&B supply chain.

Sean O'Leary, FoodLogiQ

The Value of a One Percent Improvement

By Food Safety Tech Staff
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Sean O'Leary, FoodLogiQ

During the past year, the headlines have been filled with stories of foodborne illness, product recalls, and consumers becoming sick from tainted food. In a Q&A with Food Safety Tech, Sean O’Leary, CEO at FoodLogiQ, talks food safety, traceability, and how small percentages can translate into big victories for the food industry and for the people they serve.

Food Safety Tech: From your perspective, what is the current sentiment of consumers with regard to food safety?

Sean O’Leary: Over the last few years, the consumer mindset has changed about food in general. We’ve watched fad diets come and go; however, the interest in healthy ingredients and the concern about where food comes from has graduated from a passing trend to a full shift into the public consciousness. Consumers are much more discerning about what they eat; they also demand to know where their food comes from, how it was produced, and how it got to their table. We are living in the age of transparency, and consumer expectations are high.

And who can blame them? CDC statistics tell us that approximately 48 million people get sick every year from foodborne illnesses—and that’s just in the United States; 128,000 of them end up in the hospital. When a person is admitted to the hospital, it affects more than just that one individual. If the patient is the sole breadwinner of their family, their illness affects the entire family. If the person who gets sick is a child, there can be long-term consequences that trickle down to his or her whole community. And when you consider that 3,000 people die every year from foodborne illness—that’s one 9/11 every year. That’s unacceptable, because this is a preventable issue, and unfortunately, these illnesses are an underreported public health problem.

My challenge to the food industry is simple: What if we made just a 1% improvement in the number of cases of foodborne illness? That seems like such a small percentage, but when you do that math, that’s 480,000 people who don’t get sick this year; 1,280 people who aren’t admitted to the hospital; and 30 people who don’t die. Those are significant numbers.

Sean O'Leary, FoodLogiQ
Sean O’Leary joined FoodLogiQ as CEO in January 2019 with more than 25 years of experience in the technology industry.

FST: To help shed additional light on this subject, FoodLogiQ conducted a national survey to tap into how U.S. consumers feel about issues related to food transparency. What did you learn from those consumer responses?

O’Leary: We polled more than 2,000 people to gauge their sentiment around food traceability and their expectations for food companies regarding foodborne illness and product recalls. The survey also posed questions around consumer preferences regarding their food sources and how they are identified on food labels and menus. The results were enlightening, to say the least.

We learned that a brand or restaurant will pay a high price in terms of customer loyalty if they experience a food recall due to consumer illness. And those customers have some strong opinions regarding how quickly the brand or restaurant should address a food safety issue.

  • 35% of survey respondents told us they would avoid an affected brand or restaurant for a few months, and maybe they would return after the issue had been resolved. Meanwhile, nearly 25% admitted they would never use the brand or visit the restaurant again.
  • Of the respondents who say they care about the quality of the food they eat, 55% say they expect a recall to be executed within 24 to 48 hours.

In reality, it sometimes takes weeks for a product to be pulled from the store or restaurant. This is frequently due to communication issues, since everyone along the supply chain—the grower, supplier, packing and distribution centers, corporate office, and the retailer or restaurant—all must be notified, and a recall plan must be set in motion. Unfortunately, that communication process takes time. When that communication takes place via email or by phone call, the people responsible for pulling product may not have the information they need or may have received misinformation. This can result in lag time, and potentially unsafe product can still get into the hands of consumers.

The faster a food company can address a recall situation and return to business as usual, the faster customers will come back. But comprehensive supply chain transparency is needed to be able to make swift, accurate decisions during this time of crisis. By having a robust end-to-end traceability program and technology that provides real-time data and visibility, companies facing a recall can isolate and surgically withdraw the tainted product out of the supply chain without recalling more items than necessary. That limits the disruption and the waste of good food, which saves the company money.

FST: You recently attended the FDA’s “A New Era of Smarter Food Safety” public meeting in Maryland. What do you think this new campaign will mean for the food industry?

O’Leary: FoodLogiQ was honored to have the opportunity to share our intricate knowledge of the food supply chain, as well as best practices regarding whole chain traceability during this monumental meeting with the FDA with more than 250 food industry leaders.

In retrospect, one thing is clear—we’re in the midst of a pivotal time of change for the world’s food supply chain. In the United States, the food industry remained status quo for decades, but the introduction of FSMA has brought increased scrutiny and accountability; I think it’s made every food company pause and evaluate where they are with regard to food safety, and that’s a good thing. And now, with the launch of the “New Era” campaign, we’re coming together in a collaborative fashion to map out how technology tools, prevention measures, new business models, and an evolving culture of food safety can be merged as a framework for a long term food safety solution. I agree with the FDA; ‘Smarter Food Safety’ is people-led, FSMA-based, and technology-enabled. It will take all of us working together to reach that goal.

FDA

FDA Receives Record Turnout As Industry Eager to Discuss New Era of Smarter Food Safety

By Maria Fontanazza
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FDA

Industry from the public and private sector joined for a record turnout during the FDA public meeting yesterday to discuss the agency’s initiative, a new era of smarter food safety. The meeting, which was at maximum capacity for both in-person as well as webcast attendance, began with a call to action from FDA Deputy Commissioner, Office of Food Policy and Response, Frank Yiannas on the importance of all stakeholders in the industry to work together to drive the change. As Yiannas has previously commented, the food industry is in the midst of a revolution. The world is changing faster than ever, and the FDA is challenged with not just creating a safer, more technology-centric and traceable food system, but also getting there faster and more effectively. “I’ve always believed that words we use are important,” he said. As the day’s various discussions would be around the new era of smarter food safety, Yiannas gave the audience a definition to consider: “A new era is a memorable or important date or event, especially one that begins with a new period in our history.”

FDA held breakout sessions centered on areas critical to the initiative:

  • Tech-enabled traceability and outbreak response
  • Smarter tools and approaches for prevention
  • Adapting to new business models and retail modernization
  • Food safety culture

During each session, FDA facilitators asked the audience questions. The following are some key points brought out during the breakouts.

Tech-Enabled Traceability and Outbreak Response

  • FDA should consider all parts of the supply chain when thinking about traceability
  • Take into account considerations for sharing sensitive data along the supply chain
  • Speaking a common language and creating data standards, along with necessary minimum data elements for traceability is critical
  • Better communication related to data sharing as well as more meetings with FDA and stakeholders, especially during outbreaks
  • Show industry the ROI of the data
  • Provide a roadmap or recommendation for companies on where they can begin on their traceability journey
  • Request for unity across government agencies (i.e., FDA, USDA), as it would provide more clarity during an outbreak

Smarter Tools and Approaches for Prevention

  • Trust and transparency are key
  • Safeguards that address privacy concerns and liability
  • Data
    • Data sharing: Concern about retroactive investigations
    • Types of data: With the “treasure trove” of existing data out there, which is the most important and helpful in improving food safety?
  • Environmental assessments and root cause analysis—more dialogue between FDA and industry

Adapting to New Business Models and Retail Food Safety Modernization

  • More need for collaboration
  • Globalization and use of best practices
  • Establishing a common standard to level the playing field
  • Establish best practices for tamper resistance
  • The last mile: Food safety training for food delivery personnel as well as harmonization for last mile delivery
  • More consumer education

Food Safety Culture

  • Emphasis on behavior and humanizing the work: Focusing on what happens within organizations at all levels
  • Clarity and communication are important
  • Leveraging current food safety culture best practices as well as any relevant existing standards (i.e., ISO, Codex)
  • Partnerships are critical, finding the balance between compliance and collaboration

Other Factors FDA Must Consider

The FDA meeting also included panel discussions that drew out the realities FDA must consider in this rapidly changing environment. “These are exciting times and this initiative is recasting our thinking in a whole new light,” said CFSAN Director Susan Mayne, adding, “We need to get ahead of these challenges and not be in reactive mode.”

Consumer awareness and demands for healthy, locally sourced and minimally processed food, for example, are creating increased pressures on food companies and retailers. In addition, the digital savvy and diverse Generation Z (the population born between 1990 and 2010, which will comprise nearly 40% of the U.S. population by 2020) has buying habits and a strong desire for transparency that is shifting how food companies will need to do business, according to Mary Wagner, president of MX Wagner & Associates.

“Trust represents safety, quality and commitment on a much more personal level to our consumers,” said Dirk Herdes, senior vice president at the Nielsen Company, emphasizing the need to communicate with authenticity. “Consumers have never been more informed, but never have been more overwhelmed with information. It’s not data—it’s trust. Trust is the new currency with which we’ll operate.”

FDA and USDA also remain committed to building a stronger relationship between the agencies, said Mindy Brashears, Ph.D., deputy undersecretary for food safety at USDA. “As science moves forward, we have to allow our policies to move forward to keep consumers safe,” she added.

The comments shared during yesterday’s meeting, along with written and electronic comments (with a deadline of November 20), will be considered as FDA puts together its blueprint document for a new era of smarter food safety. More information about providing comments can be found on the Federal Register page.

Jeremy Schneider, Controlant

Using Technology for Traceability Adds Dimension to Supply Chain, Promises ROI

By Maria Fontanazza
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Jeremy Schneider, Controlant

“As food safety leaders, it is our responsibility to actively investigate the newest technologies in the market with the goal of providing the highest level of safety for our customers. The regulatory environment is rapidly evolving from a position of hazard management to preventative control, which challenges the status quo while promoting innovation. In addition, we are actively working to build food safety cultures within our operations,” says Jeremy Schneider, business development director, food safety and quality assurance at Controlant. “On top of these mandates, we are consistently being challenged to find ways to improve quality, reduce waste, and assure supply. When taken as a collective mandate, this can be considered a challenge that allows the industry to solve previously unsolvable business problems in new and exciting ways. Utilizing the newest technologies for enhanced supply chain visibility is the solution to some of our most challenging industry-wide problems.”

Schneider has more than 15 years of experience in the food quality, safety, and regulatory sector. His experience spans managing food safety and quality systems within several fast-casual restaurant chains as well as food manufacturing. In a Q&A with Food Safety Tech, Schneider discusses some of the issues that food companies are experiencing surrounding traceability in their supply chain.

Jeremy Schneider, Controlant
Jeremy Schneider, business development director, food safety and quality assurance at Controlant

Food Safety Tech: What challenges are food companies and retailers facing when it comes to real-time monitoring of their supply chain?

Jeremy Schneider: One of the biggest challenges that the industry faces when it comes to real-time monitoring of the supply chain is where to start. As you can imagine, implementing a program that allows for an organization to monitor all shipments, including those that are shipped internationally, by ship, air freight, over the road or by rail, can be daunting.

As with all food safety programs, it is advised to take a risk-based approach to the project. Begin with the highest-risk items within your supply chain and work to your second- and third-tier items or suppliers. When implemented by category over time, you will find implementation less challenging. It is important to remember that when you begin a real-time program, you will start to discover eye-opening information about your supply chain. It’s important that you develop strategies to deal effectively with these incidents.

Another primary concern for the food industry is the cost of implementation, as well as the return on investment. We have found that, by implementing a real-time monitoring solution, an organization is able to dramatically reduce shipping loss because of temperature abuse. Oftentimes, the program provides a net savings for the organization. When considering the cost of wasted food, freight, liability, lost sales and labor, a real-time supply chain visibility solution becomes a cost-effective program very quickly.

FST: Are there any lessons learned from recent outbreaks or recalls regarding traceability?

Schneider: Over the last several years, the industry has made real progress towards a transparent supply chain. However, it must be said that much work is needed to meet regulatory standards and consumer expectations when it comes to traceability. As we have become accustomed to having information that provides insights into all facets of our life, the same is becoming true of the supply chain.

Being able to have business-critical data immediately, such as real-time supply chain and traceability data, is revolutionizing the industry and is allowing enterprise-wide improvements. During a crisis situation, being able to have insights into your supply chain is paramount. Unfortunately, it has become all too common for organizations to take the ‘’out of an abundance of caution’’ approach and remove all products from the supply chain, regardless of lot code or other data, to ensure consumer safety.

The consequence of such an approach is that much more product is removed than necessary, which compounds the effects of the incident. Having had the appropriate traceability information allows organizations to take a precision-focused approach, allowing for organizations to minimize the impact as much as is safely possible.

To help organizations solve this dilemma, there are a variety of technology offerings available to help companies collect and transform data so that it can be easily used. In addition, layering rich data, such as that which is created from real-time Internet-of-Things (IoT) devices and cloud-enabled software technology, helps provide dimensional insights into your supply chain information.

FST: How can companies leverage technology to be proactive in maintaining consistent tracking and tracing throughout the supply chain?

Schneider: As we enter an era of smarter food safety, each organization will be challenged to solve some of the most pressing concerns using state-of-the-art technology. The great thing about having actionable traceability data, beyond its uses to support food safety, is that it allows an organization the ability to gain insights into their supply chain at both the micro- and macro-levels.

As an example, when an organization implements a real-time temperature monitoring program, not only are they able to identify and resolve temperature deviations before they become food safety or quality incidents, logistics can then utilize the data to optimize the shipping lane to reduce costs, and purchasing is able to know exactly where a truck is located on its route. Being able to show the value that location traceability data provides across an enterprise helps to improve the organization at every level.

2019 Food Safety Consortium, Glenn Black, CFSAN, FDA

Say What? Perspectives We Heard at the 2019 Food Safety Consortium

By Maria Fontanazza
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2019 Food Safety Consortium, Glenn Black, CFSAN, FDA

Last week’s seventh annual Food Safety Consortium brought together a variety of industry experts to discuss key topics around regulation, compliance, leadership, testing, foodborne illness, food defense and more. The following are just a few sound bytes from what we heard at the event. (Click on any photo to enlarge)

Food Safety Consortium, Frank Yiannas, FDA “The food system today, while it’s still impressive, it still has one Achilles heel—lack of traceability and transparency.” – Frank Yiannas, deputy commissioner for food policy & response, FDA. Read the full article on Yiannas’ keynote session

“A typical food company only has about 5% visibility into known supply chain threats.” – Ron Stakland, senior business development, FoodChain ID, Inc.

“For most of us, our supply chain is a big black hole. Why are we so fearful of technology? Is it the implementation itself? What if technology could help us solve some of those perennial problems? There are resources available to help us get there.” – ¬ Jeremy Schneider, business development director, food safety and quality assurance, Controlant

“The records tell the story of how well the facility is being managed. It’s the first thing the regulators are going to look at.” – Glenn Black, Ph.D., associate director for research, CFSAN, FDA, on validation considerations and regulations for processing technologies in the food industry 2019 Food Safety Consortium, Glenn Black, CFSAN, FDA

“We’ll see more robotics enter the food space.” – Gina Nicholson Kramer, executive director, Savour Food Safety International

Melody Ge, Corvium, 2019 Food Safety Consortium “Changes are happening; you can choose to face it or ignore it. We’re at least 10 years behind on technology. Automation/technology is not a new term in aerospace, etc., but to us [the food industry], it is. We will get there.” – Melody Ge, head of compliance, Corvium, Inc., on how industry should prepare for the data-driven transformation occurring in the smarter era of food safety

It’s okay to risk and fail, but how are going to remediate that with your employee? The more learners practice in different scenarios, the less they rely on specific examples. [They] become more adept with dealing with decision making.” – Kathryn Birmingham, Ph.D., VP for research and development, ImEpik, on employee training

“As a contract lab with the vision of testing for foodborne viruses for about 10 years—it wasn’t until about three or four years ago that we had the test kits to turn that into a reality. We also didn’t have a reference method.” – Erin Crowley, chief scientific officer, Q Laboratories, on the viral landscape of testing in the food industry

“You have to be strong and you have to believe in yourself before you get into any situation—especially as a food safety professional.” – Al Baroudi, Ph.D., vice president of quality assurance and food safety at The Cheesecake Factory, on what it takes to earn respect as a food safety professional Jorge Hernandez, Al Baroudi, Ph.D., 2019 Food Safety Consortium

“’See something, say something’ is likely not enough. We recommend that companies develop a formal detection program that includes management buy-in, HR and governance, and policy documents, formal training and an awareness program…While FDA focuses on the insider threat, we feel that using a broader mitigation approach works best.” – R. Spencer Lane, senior security advisor, Business Protection Specialists, Inc. on lessons learned from food defense intentional adulteration vulnerability assessments

“Food safety is a profession, a vocation, [and] a way of life.” – Bob Pudlock, president of Gulf Stream Search

Steve Sands, Performance Food Group
FST Soapbox

Redesigning Supply Chains to Match Evolving Consumer Demands

By Steve Sands
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Steve Sands, Performance Food Group

Food is no longer a commodity. With an increase in special interest consumer groups, it’s taking on a more nuanced character. Consumers are increasingly seeking out specific attributes for their food. Whether the focus is on organic and natural, foods with superior eating quality, or simply a better price—consumers are more discerning than ever.

Their expectations around transparency and authenticity are growing as well.

According to Food Marketing Institute research, nearly 93% of consumers are more likely to be loyal to a brand when it commits to full transparency. Transparency and traceability go hand in hand. In a study conducted by SMS Research, traceability was at least somewhat important to 75% of participants and very important to 45%.* Animal welfare emerged as a contributing factor with 75% of consumers claiming they would be at least somewhat more likely to buy beef if they knew about the animal’s living conditions.

These are useful insights but challenging to make fully actionable in our commodity-focused infrastructure that’s simply not built for the nuance of our new reality. Successful companies will design a supply chain within the existing infrastructure and industry capabilities that meets customers’ unique needs and desired attributes.

Two major retailers are developing their own supply chains to control quality. Last year, Costco announced it is bringing chicken production in-house, largely driven by its rotisserie program, to ensure size specifications are met. In April, Walmart announced it is developing an end-to-end supply chain for Angus beef. Companies like Tyson are upgrading some of their supply chains with improved traceability systems using DNA technology. The use of this technology was pioneered in North America a decade ago in partnership with IdentiGEN, a global expert identifying and tracing food products with greater precision and accuracy.

Leveraging DNA Technology

DNA traceability was first developed nearly 20 years ago in Ireland by IdentiGEN to protect market access for Irish beef. The technology can serve as the backbone for a comprehensive set of origin, handling and processing practices that work together to guarantee quality. Beyond genetics, a company’s quality improvement program should consider standards for feeding, animal health, humane treatment, environmental impact and the processing of the animal. DNA technology can help uphold these standards throughout the supply chain, providing a cost-effective way of tracking product and establishing meaningful accountability.

Here’s how the technology works. At the slaughterhouse, a DNA sample is taken from the animal, and the ear tag is then scanned to create a digital link. With this information, the origin and handling of product throughout the supply chain is verifiable, even after disassembly and packing. From a safety standpoint, the technology can support recall mitigation efforts, allowing for swift and specific identification of the animals involved, helping protect consumers and limiting financial damages.

To create the most effective supply chain, companies should still supplement DNA testing with time-tested initiatives for quality improvement, such as customer feedback mechanisms and facility audits conducted both by internal groups as well as external partners and USDA-approved auditing companies. The data collected should not be siloed but rather correlated in some capacity to create a holistic view of all supply sources and the quality they deliver.

Building a Foundation for Success

There are many elements beyond technology that come together to make traceability and quality initiatives successful. One is a company’s big-picture, strategic view. It helps to look at these programs and systems as supporting an evolving process. Continuous improvement means creating and refining the right mix of methodologies, partners and technology—it’s about evaluating and eliminating anything that no longer adds value. Some companies have banned electric cattle prods, for example, because they cause stress on the animal that negatively impacts quality. As standards continue to strengthen and the supply chain is better organized, everything works together more cohesively, and it becomes easier to continue updating and adding new elements.

The foundation for any initiative of this type must be built on a shared vision, strategy and end goals, starting at the organizational level, and then with external partners. A supply chain should be organized for better production, but it also should be organized for mutual benefit, recognizing that everyone has different goals and interests. Structure your economic models so that every link in the supply chain is pulling in the same direction. Participating in the supply chain should mean doing at least a little bit better, however each partner defines it—enhanced financial performance, higher quality, lower shrinkage or improved safety and compliance. Farmers and packers will be willing to participate in the systems—and use tools like DNA technology—if they gain insights that help them achieve their goals, sell more product and improve their bottom line. It’s all about building a system that works for everyone involved.

Consumer demand for foods that offer greater choice and a wider variety of attributes will only continue to grow. Companies can successfully mature brands through a customized supply chain grounded in increased accountability and traceability. The potential to re-engineer supply chains and meet customer needs more effectively exists across many different product categories and attributes. It’s a valuable opportunity many companies may find well worth exploring.

* The survey was conducted by SMS Research on behalf of PFG among a sample of 2,001 general consumers in the U.S., weighted to census. This survey was live on March 28 – April 1st, 2019. All statistical tests were performed at a 5% risk level. PFG had no role in survey design, data collection, data analysis or data interpretation.

Susanne Kuehne, Decernis
Food Fraud Quick Bites

In France, Appellation Matters, Not Just for Wine

By Susanne Kuehne
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Susanne Kuehne, Decernis
Food fraud, Decernis, Strawberries
Find records of fraud such as those discussed in this column and more in the Food Fraud Database. Image credit: Susanne Kuehne

The 2013 horse meat and lasagna scandal, and the 2018 kiwi fraud issue are just some of the product traceability cases that are under public scrutiny in France. For the second time in France’s Lot-et-Garonne region, strawberries labeled French turned out to originate in Spain. Part of the harvesting labor was outsourced and was therefore more difficult to track. This makes it easier for mislabeling and food fraud to enter smaller-scale agricultural and agricultural cooperative businesses.

Resource

  1. Annick Berger (June 22, 2019). “Apres les faux kiwis, voici les fausses fraises francaises”. Capital.fr Retrieved from https://www.capital.fr/entreprises-marches/apres-les-faux-kiwis-voici-les-fausses-fraises-francaises-1342718
Bob Burrows, Chainvu
FST Soapbox

Five Steps To Overcome the Catch-22 Dilemma Of Blockchain Adoption In Your Food Supply Chain

By Bob Burrows
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Bob Burrows, Chainvu

Have you ever heard the saying, “It takes a village to raise a child”? This saying can easily be adapted to blockchain in the food supply chain, only it would say, “It takes a village to do blockchain successfully.”

Blockchain, by definition, requires the collaboration and consensus of all of its participants. If you look at a commonly accepted definition, blockchain is a sequence of consensually verified transaction blocks chained together, with each of the supply chain members as an equal owner of the same transaction data.

In the food supply chain context, this means that all supply chain participants—from the farmer/grower to the retail store and, in some scenarios, even the end consumer—have to be part of the blockchain or it will fail.

But therein lies the problem.

The Blockchain Catch-22 Adoption Dilemma

While blockchain has the potential to revolutionize the food industry (e.g., the way we handle food recalls), it puts innovators in today’s complex food supply chains in an awkward Catch-22 dilemma.

Unless you are Walmart or another equally big force in the food industry with the buying power to demand that your suppliers adopt blockchain, you cannot implement blockchain successfully without your entire supply chain joining you. But oftentimes, your partners (and sometimes your management) require the commitment of all others jumping on the blockchain bandwagon.

While this situation could feel intimidating, those obstacles are usually easily overcome with the right arguments presented in a sound business case. I want to share with you five tried-and-true steps to get even the most reluctant technophobic supply chain member excited about blockchain and ready to sign on.

1. Clearly Outline Risks Across the Entire Supply Chain

One of the biggest (and most expensive) mistakes companies make when adopting blockchain is to adopt a new technology purely for the sake of it. Therefore, the starting point for any negotiations should be to outline the real business problems you are trying to solve. Put yourself in the shoes of your partners’ management and explain the problems from their perspective.

But don’t try to boil the ocean—just focus on two or three main issues that could either have disastrous (as in business operation/reputation-destroying) consequences or become extremely costly issues. Additionally, you could include a short list of secondary issues to preempt questions about other concerns.

For example, facing a food safety incident and the associated food recalls could be your primary issues. Secondary issues might be product integrity and spoilage (due to the long transit times and possible temperature fluctuations along the way), compliance with government regulations regarding cost and resources, and the consumers’ demand for transparency and traceability.

2. Calculate the Cost of Doing Nothing

Once you have identified the biggest risks, it’s time to put some numbers on paper.
Let’s stay with the example of food safety and recalls. According to the Grocery Manufacturers Association, the average food recall in the United States costs businesses $30–99 million, which only includes direct costs from retrieval and disposal of recalled items without taking additional expenses for lawsuits, reputational damages and sales losses into account.

What would a recall scenario look like for your company, and what costs would be associated with it? What does your liability management for this scenario look like across the entire supply chain? Walk through the scenario step-by-step and put down realistic numbers. Be sure you can back it up with real data at any point in time.

3. Explain the Proposed Solution (Without Getting Too Technical)

Now that you have outlined the biggest risks and walked them through the numbers, it is time to present your proposed solution. When doing so, keep in mind that most people who are not very familiar with blockchain think immediately of Bitcoin and cryptocurrency—including the hype, unpredictability and hacks.

Rather than leading with technical explanations, try to first explain your solution from a business perspective without using the word “blockchain.” Frank Yiannas, the former Walmart vice president of food safety and now deputy commissioner, food policy and response for the FDA, once described blockchain as “the equivalent of FedEx tracking for food.” This is the level of technicality you want to hit.

Once you have buy-in for the overall approach, you can lay out the technical details including how blockchain, IoT-enabled sensors and smart contracts fit into this picture.

4. Showcase Lowest Hanging Fruit First, Then Define Long-Term Benefits & Soft Savings

Pat yourself on the back—you have just overcome the biggest hurdle in the process. Now it is time to bring the deal home by laying out the quick wins (low-hanging fruit) and the long-term benefits.

If you implement a blockchain solution paired with smart sensors to constantly monitor your product’s temperature, shock impact, moisture and location, a huge quick win could be the ability to immediately identify any potentially spoiled or compromised items. All members of the supply chain could get an instant notification if an exception occurs.

While listing the immediate benefits and calculating potential savings is crucial for getting buy-in, the long-term benefits are also important. For example, you could point out that consumers (especially millennials) are willing to spend more money on brands that offer more transparency, brands they can trust (e.g., authenticity of extra virgin olive oil), and brands they can trace back to their origins (provenance).

In addition, there are also efficiency gains through blockchain. When speaking to your own management, point out the ability to improve your own operations due to the increased level of automation, as well as the opportunity for improving the overall supply chain efficiencies by collecting data across the supply chain.

Just be sure that your benefits correlate with the problems you had outlined initially.

5. Have a Detailed Adoption Roadmap

Last but not least, be prepared to have a detailed adoption road map. This is crucial, as it allows you to take their enthusiasm to the next level. All the other steps are for nought if this isn’t put into action. Go the extra mile to set your project up for success and map out the key details, including:

  • Proposed project timelines (e.g., onboarding phase, trial start and end dates, decision deadlines),
  • Must-meet milestones and key performance indicators
  • Expected road blocks and how you will address them

While this puts extra responsibility on your team, it allows you to keep driving the project forward and at least bring it to a trial or pilot stage that will give you more tangible benefits.

Conclusion

Whether you follow these tips step-by-step or you pick and choose, I would like you to take one thing away from reading this: While there is tremendous potential in blockchain, don’t implement it purely for the sake of catchy headlines or bragging rights! To get your supply chain partners and executive management on board, you must tie the implementation to relevant business use cases to achieve tangible results.

SafeTraces

Seaweed-Based DNA Barcodes Trace Food Throughout Supply Chain

By Food Safety Tech Staff
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SafeTraces

Having the ability to apply barcodes directly to food could change the game of food traceability. One company has developed a patented technology that involves applying a DNA barcode directly to raw materials and finished product to enable traceability of a product throughout the entire supply chain.

Last month SafeTraces, Inc. was granted a U.S. Patent for a new method that encodes and decodes digital information to and from DNA strands. Called safeTracers, these seaweed-based DNA barcodes have been deemed generally recognized as safe (GRAS) by FDA, are non-GMO and Kosher, and can be applied to all food and beverage products, according to SafeTraces. The DNA barcodes were initially developed for low margin industries such as fresh produce, and bulk foods and grains. The safeTracers are generated via the company’s IoT miniDART solution, which creates a unique batch for each lot of product. They are directly applied to food during processing, giving the food item or batch of commodity food a unique tag that contains traceability information.

This technology could be fill a critical piece of the puzzle during a recall, as information about a product could be accessed within minutes.