performance food group subsidiaries

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Solutions That Ignite Success. The food distribution industry remained highly fragmented, with the ten largest concerns in the country controlling roughly 20 percent of the $125 billion in sales up for grabs each year. As they discovered, their fears of potentially losing a portion of their distributor base were not unfounded. In 1997 the company completed acquisitions that pushed sales toward Sledd's projected total, purchasing W.J. Lebanon, Tennessee-based K.O. Visit Performance Foodservice Caro Produce and Institutional Foods, a family-run distribution company based in Houma, Louisiana, had an offer from a suitor. Beneath the short list of the industry's largest companies were more than 3,000 distributors who averaged well below $100 million in sales, providing PFG with legions of acquisition candidates from which to choose. Serving Customers Across the Country What we really do is deliver With over 100 distribution centers across the country, Performance Food Group … Our job is all about making our customers thrive. As the two executives surveyed the developments affecting their industry, noting that in one energetic fit Kraft Foodservice had acquired eight of the 50 largest distributors in the country in 1986 alone, they grew alarmed.

Sales in 1992 were up more than 20 percent to $325 million and profits rose 25 percent, reaching $51 million. Our team is constantly seeking out new products and finding new, innovative ways to expand the markets we serve. We find flexible, efficient solutions for our customers We enable restaurant operators to build their own something great Serve Smart Education and training of gluten-free foods. During the mid-1980s, the U.S. food distribution industry was in flux. PERFORMANCE FOOD GROUP CO Annual Report (10-K) SUBSIDIARIES. Meeting the needs of America's favorite chains

Sledd was aiming to increase revenue to $1.5 billion or $2 billion by the end of the 1990s. Sledd retained his title as chief executive officer, but moved from his position as president to assume the chairmanship. These proprietary brands are unique to Performance Foodservice, and our thousands of products cover everything from condiments to fresh caught fish.

PFG's broadline division served more than 9,000 customers, supplying food and related products to particular outlets operated by Wendy's, Subway, McDonald's, Kentucky Fried Chicken, Burger King, and Taco Bell, as well as to institutional customers, such as hospitals, schools, nursing homes, and hotels. Cracker Barrel had been a customer since the early days of Pocahontas Food Group (Lester had served as a director of the company from 1970 to 1986). Here are some resources that can help.PFG is a company that cares. We hire in a variety of fields.Everything we do is built around ensuring our customers’ businesses thrive. Two industry participants who were watching the consolidation surrounding them--and growing increasingly anxious--were Robert Sledd and Michael Gray. I value the trust and investment that PFG places in my development. Sound management had led to the revitalization of the acquired properties and to impressive financial growth, to which the company could point when it offered itself to the investing public. 'There was a lot of consolidation going on in the industry at the time,' Sledd reflected in September 1998 in the periodicalTo turn Pocahontas Food Group into a reality, Sledd and Gray approached three Pocahontas Foods USA members in 1987. The Company markets baked goods, seafood, choice cuts of meat, condiments, and other food products. Gray, meanwhile, took over as president and chief operating officer. Together, the company's operating companies distribute more than 25,000 products to approximately 20,000 customers in the southern, southwestern, central, and northeastern United States. Sledd was president of Taylor & Sledd, a family food marketing company that owned a distributor buying group named Pocahontas Foods USA.

I. Feldman Co., based in Washington, D.C., had been approached as well. 'We don't have time to do turnarounds now,' Sledd declared toRanking as one of the industry's elite by the mid-1990s, PFG earned its lofty position by recording consistent and energetic growth during the decade. The rising financial totals provided the record of accomplishment Pocahontas Food Group needed for its initial public offering (IPO), a debut to be made under a new corporate banner. Are you cashing in on the to-go phenomenon? Powell Company, Central Florida Finer Foods, Inc., Tenneva Foodservice, Inc., and AFI Food Service Distributors. This process is automatic. Choose Performance Leadership Sustainability. Kenneth O. Lester, head of the eponymic distributor, balked at Sledd and Gray's proposal, while he weighed the merits of an offer by Kraft Foodservice.

We’re constantly in the kitchen, exploring new ways to add quality, value, and flavor to our customers’ menus. Two other smaller divisions operated under PFG's auspices, a pre-cut produce division that distributed lettuce and other produce to fast food restaurants and a merchandising services division. Pocahontas Food Group lacked sufficient financial resources to embark on an aggressive acquisition spree, forcing its senior executives to develop an initial strategy for growth that conformed to the realities of the company's financial might. PFG was beset by operational inefficiencies late in the year, a difficult period that company officials shrugged aside by attributing the problems to 'growing pains.' Simplify Scheduling Save time & effectively manage your labor costs. With increasing frequency, the larger members of the industry were acquiring smaller distributors, hoping to take advantage of a highly fragmented industry by swallowing up as many companies as feasible and secure a greater share of the market. The fledgling consortium appeared destined for failure, but Jerry Caro, head of Caro Produce, decided to take the risk and ally his company with Pocahontas Food Group.

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performance food group subsidiaries

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