cold chain conference nov 7 2013 chicago
TRANSCRIPT
• Creating clear protocols and product standards
• Evaluating cold chains for trends and weaknesses
• Managing product/information flows at transfer points
• Minimizing cost while maximizing quality
Vulnerabilities in the Cold Chain
Description US UnitsPublic Blast Freezers 51,000
Private Blast Freezers 100,000Public Refrigerated/Freezer Facilities 12,800
Private Refrigerated/Freezer Facilities 114,000Public Coolers 1,600,000
Private Coolers 2,200,000
Restaurant Coolers/Freezers greater than 1K sf 4,000,000+
Public Refrigerated Trailers 30,000,000Private Refrigerated Trailers 9,000,000Public Refrigerated Railcars 31,000
Private Refrigerated Railcars 35,000Sources:International Association of Refrigerated WarehousesWorld Logistics OrganizationInternational Refrigerated Transportation AssociationInternational Association of Cold Storage Construction
Refrigerated distribution is huge…
Cold Chain Making National News
http://www.today.com/id/26184891/vp/44623239#44623239
http://youtu.be/0dNqUK6caAo?t=4m18s
Another Example of Poor Cold Chain Performance
AdulteratedProduct
CompromisedProduct
DesiredProduct
45 to 50+
40 to 44.9
< 39.9
42%
12%
46%
88% of product delivered
had been compromised and
based on science should
have been disposed of
Cumulative Average Temperatures
Protocols and Product StandardsAn example of an actual Desired State for large shipper
• An optimal carrier base for chilled loads that properly balances service and cost
• Clearly defined carrier expectations for temperature control and rigorous carrier performance management
• Well defined processes, standard work and data sources for chilled product staging, loading and shipping; clear accountability at each step of the process
• Systemic data gathering around temperature abused loads across all chilled product categories
• Selection and application of temperature monitoring technology that expands data capture across chilled shipments
Required Component Description
Available cold chain policyProvides guidance and temperature thresholds on all the elements from pre-loading to loading , yard mgmt/trailer staging, monitoring through to delivery
Determine product limitsUsing real life operating environment simulate the effect of cumulative average temperatures on product stability and spoilage rates
Temperature range stipulations Based on spoilage rates develop trailer temperature protocol in monitoring temps and given thresholds
Defined temperature trigger points Based on defined thresholds develop stages of intervention and required decision points
End to end t monitoring - Rules based control and monitoring systems
Apply temperature and quality protocol in monitoring trailer temps during pre-chill, loading, staging, and delivery cycles
Suitable staff training Revise cold chain (HACCP and Quality Management System based) training for associates
Self and third-party audits Periodic monitoring of the system in assessing how the system is performing as planned and required
A formalized validation process assuring the process works
Actual monitoring, validation and quantification of how well the system works and what adjustments are needed in bringing system in line with established standards
Protocols and Product Standards
Initiative Now Next Later Impact
Fix what is wrong
Develop Cold Chain policy and product standards – how does product behave in real life operating conditions – for all seasons
Develop temperature performance index
Design and implement rules based temperature monitoring
Selected training at management and hourly levels
Review fleet utility and rationalize size – with a process in place and asset productivity improved other
Develop audit to validate index
Protocols and Product Standards
Temperature as a Quality Control Point
• Single point readings are irrelevant• Average temperature readings are irrelevant• Cumulative temperatures matter most
>50 A A A A A A50 C A A A A A48 G C C A A A46 G C C C A A44 G G C C C C42 G G G G G C
39 - 41 G G G G G G36 - 38 G G G G G G
Hours 2 4 6 8 10 12
Illustration Only
>50 A A A A A A50 C A A A A A48 G C C A A A46 G C C C A A44 G G C C C C42 G G G G G C
39 - 41 G G G G G G36 - 38 G G G G G G
Hours 2 4 6 8 10 12
Illustration Only
G = Good – optimal qualityC = Compromised – quality issueA = Adulterated – food safety risk
Protocols and Product Standards
Canary in the Mine
• Can’t focus on everything
• Understand sensitivities of selected products or product families
• Use one or two product families for guidance in determining thresholds or ‘cold chain specs’
• There is often resistance to cold chain issues
• Once issues are identified…what to do?
• What is the cost-benefit in fixing
Cold Chain Evaluation
• Rising consumer complaints
• Need to set standards against product quality thresholds
• Need to monitor the standard
• Need for predictive capabilities in eliminating problems before they arise
• Capability to measure and control the cold chain
Cold Chain Evaluation
How to evaluate cold chains in assessing trends and weaknesses
Need to look at Cold Chains in Totality
How to evaluate cold chains in assessing trends and weaknesses
Understanding the entire cold chain doesn’t stop at delivery
How to evaluate cold chains in assessing trends and weaknessesEven with the best monitoring things can wrong without being noticed
If you could, would you have a manager ride along the cold chain, with a cell phone, reporting back critical operational data?
Who would be that manager?
Trailer Temperature Temperature Profile Product Quality Behavior Reefer Mode Reefer Set Point Supply Air Return Air Product Temperature Door Open or Close Reefer Alarms Location
Poor cold chain management has a direct influence on cost and product quality
Refrigerated trucks ready for loading
Refrigerated dock design to minimize energy and temperature loss
This is an excellent option in minimizing energy while maintaining product temps
Raising storage temperatures to save energy: Is it worth it in the long-run?
• Raising the holding temperature and reducing the heat gain through the walls due to a reduced temperature differential inside to outside.
• With 4” of insulation, raising the temperature will decrease the conduction into the facility by 2%. The impact or change in effect of infiltration would be minimal with a 5 deg. change so was not considered at this time.
• Thus providing a 2% energy savings on a “peak differential day”• Raising the holding temperature, thereby allowing a reduction in compressor
suction temperature• if the compressor suction can be raised a corresponding 5 deg. then depending
on the system, there will be a reduction of 8-9% of required compressor brake-horsepower
• Kraft Foods engineers claim a 2% savings for every 1 psi increase. At these temps we are about 4.5 psi increase, so this is a second validation of the 8-9% savings.
• Installing Variable Speed Drives• If the roofing is black, change to a reflective coating• This will reduce the heat gain through the roof• Can reduce the temperature of the air being drawn across the condenser coils
The focus on cold chain management improves the scientific basis for safety and control processes. Monitoring of temperature in a proprietary way is done by using indicators that can be measured easily, such as cumulative average ambient temperatures. This focus on measurable indicators provides a more cost-effective approach to control than product sampling and testing, which is more expensive and may not provide timely results. This is especially important for foodborne microbial pathogens, because their incidence is low and costs of testing are high.
To meet the goals of processors, retailers and the consumer, temperature standards must be set to accommodate accurate product behavior over extended periods. Once established, these standards can be measured in innovative ways that convert data into meaningful and actionable information in better controlling processes. Setting product temperature standards and measuring in innovative ways allow greater efficiency in meeting processors, retailers and public health goals.
Cold Chain management is evolving into a regulatory tool, but more importantly, into a supplier and retailer specific requirement. The reason is that it overcomes and solves for the high information costs of setting and enforcing standards for microbial foodborne pathogens. These information costs contribute to the market failure in food safety provision and make design of effective interventions difficult. Moreover, a cold chain standard has been proven to actually reduce food safety risks. It is an effective and useful performance standard.
Epilogue
Thank You
Nick Pacitti – [email protected]
330-217-8005
www.ifc.scl.gatech.edu
www.sterlingsolutions.net