Food & Drink International - Winter 2017, Volume 2 - 32
Ripple Foods is a data-driven
company. "We're constantly looking at and evaluating data," Vice
President of Supply Chain Brian
Hudon says, noting that it uses
Tableau, a business intelligence
software. "By understanding data
and utilizing technologies, we're
able to understand how we can
mitigate risk to be successful."
The company also is a partner
of Farmers Business Network, an
independent network of thousands of Farmers. "We want to
improve the livelihood of farmers
by providing them with data," he
says. "We want to do things that
impact the world."
>> Ripple Foods is still raising awareness about its milk products, but it did well by going from zero to 8,000 stores in 18 months.
prove that process so we can provide a
better tasting product for our customers."
Ripple Foods currently uses peas
for this process, but is looking at alternative feed stocks. "We've evaluated
dozens and dozens of them and we're
always looking towards the future for
what protein we can use," he says.
Today, Ripple Foods' milk products are
sold in 48- and 12-ounce containers,
along with its shelf-stable kids' products, and a vegan half and half product.
Each product, Hudon notes, is on par
with those from dairies.
"We deliver eight grams of protein
per serving," he says, adding that they
feature lower sugar and fat contents.
"We don't want our customers to feel
like they're making a trade off."
Ripple Foods also is still raising
awareness about its brand. So far,
"We've had a good track record, going from zero to 8,000 [stores] in 18
months," Hudon says. "We want people to see us as a brand they trust and
brings really great products to market."
The company also substantially grew
its operations in recent months. When it
started, "We had one strategy in terms
of how we went into the marketplace,"
Hudon recalls, explaining the company
only had a single manufacturing facili-
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food & drink international * winter 2017 volume 2 * www.fooddrink-magazine.com
ty and one point of distribution. Since
then, the company has added more distribution and manufacturing facilities
so "we have continuity of supply and
we can maximize our cost structure," he
says. "As we grow the company, we'll
look to further optimize."
Limiting the Spoils
Ripple Foods is coping with freight
costs. "We've really had to work hard
at maximizing our freight," Hudon says,
noting that the company is in constant
negotiations and has hired a logistics
professional. "He's managing all of this
The company also has formed strategic partnerships with C.H. Robinson
Worldwide Inc. and J.B. Hunt Transport Inc. and moved towards a regional
supply chain. "My whole goal is to take
miles out of the supply chain," he says.
The limited shelf life of Ripple Foods'
products also makes things challenging.
"We have a set time that we can get
products in the hands of consumers,"
Hudon says. "We're in a constant battle
trying to limit our spoils while maximizing our service levels."