Four Seasons Produce

In 1976, Four Seasons Produce, Inc. was born. As sales continued to grow, the company
outgrew its first home in 1986, and moved into a 25,000 square-f oot building. In 2004, it
moved again into its current facility, a 262,000 square-foot distribution center including
nearly 193,000 square feet of refrigerated space with 176-foot long storage aisles storing
6,700 pallets of product at various temperatures. Keeping at the vanguard of state-of-theart
technologies and logistical systems continues to push the company into the future, and
the future is bright.
 
It’s always “growing season” at Four Seasons Produce, a top Pennsylvania based distributor
that provides quality produce, including organics, in bulk and custom packaging for
domestic and export markets. Four Seasons Produce serves independent grocers, chains
and the food service industry. There can be no compromise on quality, nothing less than
the absolute freshest fruits and vegetables will do. It’s simply a matter of reputation, which
is why Four Seasons installed Priya Smart Warehouse Software and Vocollect Voice.
 
The Challenge - Drive Up DC Volume
 
Four Seasons’ fast paced expansion came at a price. Over the years, the company added
additional warehouses to support growth. Eventually, they had five facilities - four storage
and repacking locations and one for shipping. “Product for daily orders had to be pulled from
multiple buildings, transferred to a central shipping warehouse, slotted, selected, and loaded
onto trucks.” Says Nelson Longenecker, Vice President of Organizational Development at
Four Seasons Produce. “We ran into traffic delays and other problems, and were constantly
under tremendous time pressure.”
 
To make matters worse, Four Seasons ran its distributed warehouse operation using manual
processes. This meant staff tracked inventory manually by keying in every quantity received,
transferred, and shipped and applying labels to every box for shipping. “With so many manual
transactions taking place, we suffered from significant errors and were always one step
behind the product,” says Longenecker. “It wasn’t uncommon to lose track of whole pallets,
which affected service levels and ate into profits.
 
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