Food Logistics: A Focus on Safety

Scott Hothem • August 4, 2014

According to Statista 86% of Americans are seriously to moderately concerned about health or safety related food recalls. And rightfully so, considering that many foodborne illnesses are potentially lethal, including salmonella, E. coli, listeria, and even Hepatitis A. As a core concern of American families, there is nothing more important to preserving your brand image than maintaining a safe and clean food supply chain. Do you remember the Peanut Corporation of America (PCA)? In 2008, they were forced out of business shortly after it was discovered that they were the cause of a major salmonella outbreak. More than 700 people became seriously ill. 9 people died. The PCA underwent Chapter 7 bankruptcy and is still fighting civil lawsuits in court to this day. The damage didn’t stop there either, but extended to retailers who used the peanuts in their products. PCA had distributed contaminated peanuts as raw goods for companies such as Kellogg and Walmart, costing the two retailers over $70 million in recall related expenses. This may be an extreme example, but it is an eye-opening anecdote illustrating the potential impact that poor oversight of your food supply chain can have.


As you can see, it is not enough to control what happens inside your facility. Your suppliers and vendors are also responsible for the safety of your products. In recent news, a Chinese meat processor came under fire for selling expired and contaminated meat to popular fast food chains, including McDonald’s, Kentucky Fried Chicken and Taco Bell. Already, Yum! Brands, owners of KFC and Taco Bell, have announced huge losses of sales and a 5% slump in their stock. As you can see, it is not enough to oversee your own operations. It is crucial to have oversight of your supplier’s operations in order to ensure that what comes in the door is safe. 


In order to protect your company from a potential disaster, it is imperative to establish procedures approved by the major food regulatory agencies. The two regulatory agencies responsible for monitoring the Nation’s food safety are the Food and Drug Administration (FDA) and Food Safety Inspection Service (FSIS).    FSIS is responsible for the safety of meat, poultry and eggs. Every other food product falls under the jurisdiction of the FDA. The latest effort from the FDA impacting food safety controls is the Food Safety Modernization Act (FSMA). 


Signed into law in 2011, the FSMA influences your fulfillment operations are now being influenced from every angle. The new authority at the FDA’s disposal can mean a variety of things for your supply chain operations. 


  1. Preventative Measures: The FDA is now more focused on pre-empting recalls than responding to them. This will be done by holding any facilities that produce, distribute or handle food accountable for leveraging FDA-approved safety measures to combat contamination. This can mean an upgrade to facilities, hiring better skilled staff or implementing new practices.
  2. Response Authority: The FDA now has the authority to issue mandatory recalls on all food products. In an effort to prevent these dangerous health issues to the public, recalls can be put into effect when standards and regulations are not met and a potential contamination could occur. This new ability for the FDA places a higher than ever obligation on your company to safely produce and transport your product.
  3. Science Based Standards: These standards for food production will be the new minimum for acceptability. Along with these modern standards, inspection frequency will increase based on risk. This could be another reason for the aforementioned changes to infrastructure. All of these changes will put an even greater importance on not only streamlining, but enhancing your logistical processes to maintain the same level of distribution service.


The safety and security of the food supply chain is monitored closer than ever before, and rightfully so. With over 300,000 hospitalizations and 5,000 deaths each year, food safety processes need to be enhanced. However, as a food product producer, the resources and expertise necessary to navigate this changing landscape aren’t always available. At Barrett Distribution Centers, the facilities, staff and experience can all be leveraged to maintain the safety of your food product and fulfillment service competency to which your customers have become accustomed.

CONTACT US

Recent Blog Posts

By Faith Artieda • September 25, 2026
Culture can sound like one of those things that belongs in an employee handbook or on a poster in the break room. Important internally, perhaps, but what does it have to do with the company trusting a 3PL to fulfill thousands of customer orders? Quite a lot, actually. Inside a warehouse, culture quietly influences how people communicate when an order goes wrong, whether someone feels comfortable raising a concern before it becomes a larger problem, how seriously teams take the details of a customer's account, and whether employees see themselves as simply completing a task or taking responsibility for an outcome. Customers may never witness those interactions, but they experience the consequences of them every day. At Barrett Distribution Centers, that connection between culture and customer experience is intentional. Adam Robertson, Vice President of Customer Experience, describes it as something that begins with leadership and travels throughout the organization. “Culture that comes all the way from the top. Our vision statement is to wow our customers. That comes from the top.” Culture Eventually Finds Its Way to the Customer Think about everything that can happen between an order being placed and a package reaching someone's doorstep. There are systems communicating, inventory being located, products being picked, packaging decisions being made, carrier requirements being followed, and people responding when something does not go exactly according to plan. Technology supports that work, but people bring it to life. For Barrett, the guiding vision is to “WOW our customers, partners, and fellow employees with every interaction.” The company's five core values build on that idea through continuous improvement, integrity, dedication to the customer, ownership, and open and honest relationships. Those values become especially meaningful when fulfillment gets complicated. During an easy day, almost any operation can look impressive. What happens during the difficult one? When volume unexpectedly increases, a retailer requirement changes, an inventory question appears, or a customer needs an answer quickly, the habits established within a company begin to show. Does someone take ownership? Do teams communicate openly? Are people willing to raise their hands and solve the problem? That is culture in practice. Give People a Reason to Care About the Outcome Interestingly, one of Barrett's core values is “I Am an Owner.” Barrett operates with an open book philosophy, sharing financial results with employees and allowing them to participate in the company's success when financial goals are achieved. The idea is larger than financial transparency. Barrett wants employees to think and behave with the responsibility of an owner. That sense of involvement has been reinforced through Barrett's participation in The Great Game of Business for the past 20 years. Weekly huddles, forecasting, scoreboards, and other practices give employees greater visibility into how the company performs and how their individual work contributes to a larger result.
By Faith Artieda • September 24, 2026
Every 3PL can build an impressive presentation. You can review technology, locations, capabilities, services, and carefully selected photographs of the operation, all without ever stepping inside the building. Those details matter, of course, but they only tell part of the story. What happens when you leave the presentation behind and actually walk through the warehouse? Almost immediately, fulfillment becomes more tangible. Instead of hearing how an operation works, you can watch it unfold around you. Inventory is being received, orders are moving through the building, teams are communicating, and the people who could eventually be responsible for your products are doing the work right in front of you. For a prospective customer, that experience can reveal far more than another slide ever could. That philosophy is one of the reasons Barrett Distribution Centers hosts open houses. Mary Glenn, Director of Business Development at Barrett, recently reflected on Barrett's Memphis open house and explained that the intention was never to bring prospective customers into a building just to deliver another sales presentation. “This wasn’t going to be a sales pitch. This wasn’t going to be, you know, come and get PowerPointed to death.”
By Faith Artieda • September 23, 2026
The contract is signed. Your inventory is moving. Systems are being connected. After months of comparing providers and talking through every detail, your new 3PL relationship is finally becoming real. The first 30 days should not be about handing over the keys and hoping everything works. They should be about turning everything discussed during the sales process into something your customers can actually rely on. Scott Wilkins , Vice President of Customer Solutions at Barrett Distribution Centers, has described implementation as an important moment in establishing that relationship. “The implementation itself really sets the stage for that relationship. The more information that you have up front, the better off that relationship is going to get off on the right foot.” So, what should those first few weeks actually look like? Week One: Get Everyone on the Same Page The beginning should involve a lot of communication. Your 3PL needs to understand more than how many orders you ship. This is the time to confirm inventory details, sales channels, packaging requirements, retailer expectations, technology needs, transportation requirements, upcoming promotions, and the small details that make your business different. You should also know the people involved. Who is your main contact? Who is responsible for operations? Who handles systems questions? Who gets involved when something unexpected happens? Scott describes the work behind building a customer solution as a team effort, saying, “It takes a small army to develop and submit a potential proposal.” That collaboration becomes even more important once the proposal turns into a real operation. Weeks Two and Three: Turn the Plan Into an Operation This is where a lot of the behind the scenes work happens.
More Posts