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edu

EM 8921 • December 2006 • $2.50

A Guide for New Manufacturers

Food Distribution
Channel Overview
J.A. Beaman and A.J. Johnson
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Contents

Food distribution channel players.................................................1

The product distribution pathway.................................................2
Typical distribution process for a retail food product.................3
Overarching imperative: Remember the customer......................4
Pricing and the distribution channel.............................................4
Getting distribution.........................................................................5
Other distribution issues.................................................................6
Summary .........................................................................................8
References........................................................................................9
Appendix A. Pricing, markups, and margins.............................10
Appendix B. Pricing worksheet...................................................12

Jill A. Beaman, faculty research assistant, and Aaron J. Johnson, food business
strategy specialist; both of the Food Innovation Center, Oregon State University.
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Food Distribution Channel Overview

The food distribution system in the U.S. is complex.
Many players—including middlemen—produce, manu-
facture, transport, distribute, market, and sell every type
of food product imaginable. By the time a product is
placed on a grocery store shelf, it has traveled countless
miles and has been handled by many people. Each per-
son has evaluated and scrutinized the product to assess
its risk and opportunity. Each has considered quality,
price, packaging, labeling, and marketing plans. By the
time the product is purchased, the manufacturer, bro-
ker, distributor, and retailer have all determined it to be
viable and profitable, and the end consumer has deemed
it to be of significant value.
Not every new product reaches the final consumer.
Many great products never leave the manufacturer’s
warehouse. Creating the product is only half the battle;
the next step is to distribute and market it. While some
manufacturers can market their products directly to
consumers (e.g., through farmers’ markets, online sales, or DSD), most
food manufacturers need to use middlemen (Henehan).
This publication explains the main issues that challenge new food busi-
nesses as they distribute their products to retail customers.

Food distribution channel players

The food system encompasses many activities, from harvest to pro-
cessing, retailing, and consuming. This system is called by many names:
marketing channel, distribution channel/chain, or supply chain. In this
publication, we use the term distribution channel. The main middlemen in
the distribution channel are as follows.
Food distributors purchase products from a manufacturer or from
another distributor and sell and distribute the products to retailers, food-
service companies, and other distributors.


Direct Store Delivery: Manufacturers deliver products directly to the retailer.

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Food brokers act as food manufacturers’ representatives and facilitate

sales between manufacturers and retailers. They do not take ownership or
physical possession of products.
Food wholesale distributors are very similar to distributors, but they
do not perform as many services, such as stocking and managing retail
shelves.
Foodservice distributors and brokers are similar to retail brokers and
distributors, except that they focus on servicing foodservice customers.
Self-distributing retailers are large retailers, such as Albertsons, Fred
Meyer, Safeway, and Wal-Mart, who have their own distribution centers.
Manufacturers deliver directly to these centers. The retailer then dis-
tributes the product to individual retail stores. This system accounts for
roughly 34 percent of distribution centers in the U.S. (Harris, et al.).

The product distribution pathway

A new food product can take one of several paths to reach the consumer.
Distribution options depend on the product, the market, the type of retail
establishment, and the manufacturer’s sales skills. Some manufactur-
ers reach the consumer directly by selling products at farmers’ markets.
Others use elaborate distribution methods involving several brokers and
distributors. Many manufacturers do not have the skills or the time to pro-
mote and sell their new product. For them, the use of food distributors and
brokers is the only way to obtain distribution.
Most foods go through a distribution channel to reach the end consumer,
whether that consumer is a shopper in a retail grocery store or a diner at
a fine restaurant. The conventional distribution path for a packaged food
product is from manufacturer to broker to distributor to retailer. This path
can vary greatly depending on the product, the target markets, and the
manufacturer. In general, more perishable foods,
such as fresh seafood, have fewer handling
exchanges from the producer to the consumer,
than, say, a packaged product such as jams and
jellies.
Many requirements, such as UPC codes,
nutritional labeling, and product packaging, must
be satisfied before distributing a product. One of
the first activities is to determine your product’s
target market. This includes identifying the geo-
graphic area, retail markets, and consumers that
will make up your core ­market.

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Typical distribution process

for a retail food product
Step 1. Test the waters
Many new food manufacturers introduce their product at
small, local retail markets. This is a great way to test the waters.
Many small retailers like to help new local businesses. These
retailers are also a valuable resource for advice on pricing, pack-
aging, and promotions. Starting locally gives you an opportunity
to tweak your product, packaging, and ­promotions.

Step 2. Hire a broker

While some new food manufacturers have the skills to sell
successfully, most do not. A broker can help you with this job.
Securing a broker takes time, money, and effort. Aside from
initial sales to small retailers, brokers are the first “sale” a manu-
facturer must make. You must convince the broker that your product is
viable and profitable. For a broker, the costs and energy required to launch
a new product are great. On average, brokers will take a 3 to 5 percent
commission. For more information on brokers, see Using Food Brokers in
the Northwest: A Guide for New Manufacturers (EM 8922).

Step 3. Find a distributor

Distributors purchase, inventory, transport, and sell products to retail
accounts that the manufacturer has set up. They also assist in gaining new
retail accounts. Distributors act as logistics experts for food distribution.
Markups can range from 10 to 35 percent of the wholesale price, depend-
ing on the product, category, distributor, and retail customer.
Finding the right distributor is key. Many distributors sell to specific
types of retailers. If you are targeting a specific type of retailer, it is wise to
choose a primary distributor for that retailer. If you’re using a broker, the
broker often will help gain the attention of appropriate ­distributors.
Selling to a distributor can be a huge accomplishment. Having a
detailed and well-thought-out plan for your product will help you secure
a distributor. Many requirements must be met before a distributor will
consider your product. Make sure you understand them and do your home-
work ahead of time. For more information on distributors, see Using Food
Distributors in the Northwest: A Guide for New Manufacturers.

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Step 4. Secure retail accounts

Even with a broker and/or a distributor
secured, your selling role isn’t over. You must
now work alongside your broker to make the
crucial sales to retailers. Remember, if the retailer
doesn’t buy your product, the distributor won’t
either!
Choosing the right retail accounts is crucial.
All retailers are different and have different
requirements. It is important to know the retail-
ers. Do research and know who’s competing in
your product category.
New food businesses usually find it best to start small for financial and
logistical reasons. Oregon is a great place to start a food business. Many
retailers, mainly small independent stores and chains, support local food
manufacturers. For more information on retailers, see Grocery Retailers in
the Northwest: A Guide for New Manufacturers (EM 8924).

Overarching imperative:
Remember the customer
Throughout this process, you have been convincing many people
that your product is viable, marketable, and profitable. In the end, the
consumer will have the final say. If the end consumer doesn’t buy your
product, no one along the distribution channel will buy it. Remember
consumers, and target your promotions and other marketing efforts to win
them.

Pricing and the distribution channel

Pricing your product correctly is crucial to its success. The price should
reflect the product’s perceived value to the consumer. Consumers won’t
purchase a more expensive product unless its perceived value is greater.
Consider the competition’s price on the retail shelf. Visit stores and view
the competition; note prices and how package size relates to price.
Many new manufacturers are unsure of how to calculate margins and
markups, or they might not understand the difference between the two
(Taylor). Manufacturers must understand how the retail food dollar is
broken up. Every handler, from the manufacturer to the retailer, takes
a percentage. Appendix A gives examples of the retail food dollar and

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explains how margin and markup are calculated. Use Appendix B to help
you estimate your selling price with a given markup or margin.
When calculating profits, consider all your costs, not just the costs to
produce the product. Additional costs include promotions, transportation,
and slotting fees. A slotting fee is a fee that retailers charge ­manufacturers
to cover the costs of putting a product in their warehouse and on their
shelf. These fees also cover the risk assumed by the retailer when taking
on new products (Hall).
Slotting fees vary depending on the product, region, and amount of
required shelf space (Marion). Slotting fees usually consist of payments
to the retailer, but they also can include discounts and free merchandise.
These fees range from $100 to several thousands of dollars. They can
be a flat rate across a chain or vary by store. Since larger manufacturers
have larger promotion budgets, they are more able to afford slotting fees;
smaller manufacturers often have a hard time paying these fees. Slotting
fees can be negotiable if there is a demand for the product and it has local
recognition (Brooks).

Getting distribution
Whether approaching a broker, distributor, or retailer, be prepared.
When marketing a product, you’ll need to address the following: product
viability, knowledge of the market, marketing budget and plan, and finding
a broker or distributor that fits your objectives (Thilmany and Grannis).
Jim Brooks, business and marketing specialist at Oklahoma State Univer-
sity’s Food and Agricultural Products Research and Technology Center,
encourages manufacturers to use direct store delivery initially in order to
build relationships with individual stores, their employees, and their cus-
tomers (Brooks).
Distributors, retailers, and brokers are
running a business. They are looking for
profitable products—ones that will sell eas-
ily, in sufficient volumes, and will provide
the margins needed to cover fixed costs and
generate a profit. Retailers carry thousands
of items that compete for limited shelf space.
Distributors, who deal with inventory and
space issues, generally look for products that
will sell better than the ones they are cur-
rently carrying and have the potential to bring
in more money. Brokers invest a lot of money
and manpower to promote new products, so

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they want products that can cover these costs. In the end, you
must sell each player on the benefits of your product. You’ll also
need to show brokers and distributors that you are serious about
their business and are interested in building long-term relation-
ships.
To prove a product is viable, you first must establish con-
sumer demand for your product—actual sales data or market
research that shows consumer acceptance. The product must be
attractive to the end consumer before a broker, distributor, or
retailer will accept it.
“In short, there are three ways to be attractive to the con-
sumer: be cheaper, be better, or be unique” (Thilmany and
Grannis). It is always easier to attract consumers to lower priced
products. When a product is higher in quality or unique, the
manufacturer might need to rely on consumer education and promotions to
attract consumers.

Other distribution issues

Technology
New technologies and management systems are adopted every year in
the food retailing and distribution industries. The goal is to create a more
efficient, cost-effective, and responsive distribution channel. Management
systems play a huge role in maintaining product integrity and distribu-
tion efficiency. Manufacturers need to be aware of these new technologies
and management strategies. If your product or business isn’t ready for the
technology (e.g., correct packaging, labeling, software compatibility), it
could be left behind.
The following are a few technologies that have been adopted or are
being developed for use in the food distribution industry.
Electronic data interchange (EDI) is a substitute for paper invoicing,
instead using electronic resources such as e-mail and the Internet.
Continuous replenishment uses shared computer networks between
retailers and suppliers to view inventory at any time. Sometimes called
“just-in-time” inventory or supply management.
Electronic consumer response (ECR) is a demand-driven replenish-
ment system designed to link all parties in the distribution channel to cre-
ate a massive flow-through distribution network. Replenishment is based

Dimitri, C. and N. Richman. Organic Food Markets in Transition. Policy Studies

2

Report No.14. Henry A. Wallace Center for Agricultural and Environmental Policy,
Greenbelt, MD (2000).

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on consumer demand and point-of-sale information. Overall, ECR trans-

lates to lower transaction costs for retailers.
Radio frequency identification (RFID), an automated radio signal
identification, is used by food distributors and retailers for inventory
purposes. RFID allows identification of merchandise while materials are
being handled and in transit. Using RFID technology, along with ECR,
helps retailers and distributors reduce costs and increase efficiency.

Product movement
Most food is distributed via trucks, owned either by the manufacturer,
distributor, or a third-party transport company. Large retailers, such as
Albertsons and Fred Meyer, have centrally located distribution centers. It
usually is up to the manufacturer to have products delivered to the dis-
tribution center. From there, the retailer transports products to individual
stores.
Efficiency is key in moving products through the food distribution chan-
nel, not only for cost reasons, but also for perishability and damage control
reasons. Produce and other perishable food products must be moved to the
end consumer as quickly as possible, and preferably with minimal han-
dling. The more times a product is handled, the greater the chance that it
will be damaged. Maintaining the product’s quality throughout the distri-
bution channel is a goal and challenge for producers (Fong, et al.).

Traceability
Due to recent food scares, such as mad cow disease, avian flu virus,
E. coli outbreaks, and salmonella infections, consumers, as well as gov-
ernment agencies, are being more careful in regard to food
handling. Traceability systems are used not only for food safety,
but also to address issues such as bioterrorism and consum-
ers’ rights to know. Policy makers are studying the possibility
of making traceability systems mandatory (Golan, et al.). Stay
informed about current food safety concerns, especially those
that might impact your production or sales.

Packaging
Packaging is a major consideration. Because many retailers
use uniform shelving and layouts in all their stores, they can
accept only products with conforming package shapes. Visit
retailers and look at the competition’s packaging. Whether it be
a box, bottle, or jar, the size and shape needs to fit the retailer’s
shelf. A bottle that is too tall may not fit on the shelf, while

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one that is too short or narrow will create unde-

sirable “empty space” (Koppen).
Jim Brooks, at Oklahoma State University’s
Food and Agricultural Products Research and
Technology Center, warns manufacturers not
to cut corners on packaging and presentation.
While it is important to not spend too much on
packaging, a good package is very important in
making sales.
The U.S. Food and Drug Administration
(FDA) requires most food products to include
a nutritional label. There are exceptions for
small businesses. The FDA exemption states,
“Businesses with fewer than 100 full-time
equivalent employees may claim an exemption
for food products that have U.S. sales of fewer
than 100,000 units annually. Companies claiming this exemption must
notify FDA that they meet the criteria before they begin marketing their
products” (FDA website). Even if you qualify for the exemption, however,
consider the appearance of your product. Today’s label-savvy consumers
might see the lack of nutrition labeling as an indication that a product isn’t
as good as others. At the very least, it is advisable to have a nutritional
label on hand to respond to customer requests.

Summary
It is not easy to distribute and sell food products. A food product can
take many paths to reach the retail customer, and these paths often include
many hurdles. It takes a great deal of work, money, help, and luck to suc-
cessfully market food products to end consumers.
Understanding the work of brokers, distributors, and retailers will
greatly improve your chances of successfully distributing your product.
Also, knowing early on whether to do your own marketing and distribu-
tion or to use brokers and distributors will save you time and possibly
money. Doing your research and understanding pricing is critical. And,
never forget that, in the end, consumers determine which products will
succeed.

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References
Anderson, Krista (interview). Deli manager, New Seasons Market
(July 13, 2006).
Brooks, Jim (e-mail correspondence). Oklahoma State University, Food
and Agricultural Products Research and Technology Center (August 4,
2006).
Dimitri, C. and N. Richman. Organic Food Markets in Transition. Policy
Studies Report No.14. Henry A. Wallace Center for Agricultural and
Environmental Policy, Greenbelt, MD (2000).
F & D Report. Customer and Market Insights: Portland–Vancouver,
OR–WA. Information Clearinghouse Incorporated, Great Neck, NY
(2005).
Fong, Q.S., S. Rice, and B. Paust. “Marketing Perishable Products: Logis-
tics, Distribution, and Cold Storage.” University of Alaska, Fairbanks
(unpublished, 2003).
Golan, E., B. Krissoff, F. Kuchler, L. Calvin, K. Nelson, and G. Price.
Traceability in the U.S. Food Supply: Economic Theory and Industry
Studies. USDA Economic Research Service (2004).
Hall, S.F. From Kitchen to Market: Selling Your Gourmet Food Specialty.
Dearborn Trade Publishing, Chicago, IL (2005).
Harris, J.M., et al. The U.S. Food Marketing System, 2002: Competition,
Coordination, and Technological Innovations into the 21st Century.
USDA Agricultural Economic Report 811 (August 2002).
Henehan, B.M. “Some Facts and Myths About ‘Eliminating the Middle-
man.’” Smart Marketing. Cornell University (January 2003).
Koppen, Gary (interview). Grocery manager, Food Front Cooperative
(June 26, 2006).
Marion, B.W. “Changing Power Relationships in U.S. Food Industry: Bro-
kerage Arrangements for Private Label Products.” Agribusiness 14(2):
85–93 (1998).
Taylor, Duran (interview). Natural foods manager, Market of Choice
(June 23, 2006).
Thilmany, D. and J. Grannis. Marketing Food Products: Direct Sales vs.
Distributors and Brokers. Agricultural Marketing Report AMR 98-04.
Colorado State University (1998).
U.S. Food and Drug Administration. Nutritional Labeling Exemptions.
www.fda.gov

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Appendix A. Pricing, markups, and margins

Understanding markups and margins
Manufacturers are often confused about how to calculate markups and
margins (profit). Markup and margin are different. Markup is the amount
you add to your cost of goods sold (COGS) to arrive at a selling price.
­Margin is the percentage you make on the sale expressed as a percent-
age of the selling price. It states how much profit you’ve made based on a
given selling price. For example, a 25 percent markup will yield a 20 per-
cent ­margin.

Markup calculations
To find a product’s selling price with a desired markup, use the following
formula:
COGS x (1 + markup %) = selling price
Example 1: A product with a COGS of $10.00 and a markup of 25%:
COGS x (1 + markup %) = selling price
$10.00 x (1 + 0.25) = $10.00 x 1.25 = $12.50
Conversely, the formula for calculating markup with a given selling price
and COGS is:
(selling price ÷ COGS) – 1 = markup
($12.50 ÷ $10.00) – 1 = 1.25 – 1 = 0.25 or 25%

Margin calculations
To set a selling price with a given COGS and a desired profit margin, use
the following formula:
COGS ÷ (100% – margin %) = selling price
Example 2: If an item costs $10.00 and you want to add a 20% margin:
COGS ÷ (100% – margin %) = selling price
$10.00 ÷ (100% – 20%) = $10 ÷ 80% = $12.50
Conversely, the formula for calculating margin with a given selling price
and COGS is:
(selling price – cost) ÷ selling price = margin
($12.50 – $10.00) ÷ $12.50 = $2.50 ÷ $12.50 = 0.2 or 20%
Note that the selling price in Example 2 is the same as that in Exam-
ple 1, but the markup is 25 percent, while the margin is 20 percent. The
reason is that the markup is calculated based on the COGS, while the
margin is calculated based on the selling price.

10 • Food Distribution Channel Overview

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Pricing—Work backwards!
Because your product must be priced
competitively, work backwards to calcu-
late your profit. If you or your distribution
channel partners aren’t making an adequate
profit, the product will not succeed.
Although every product is different,
a product’s price increases with every
exchange of hands. As the manufacturer,
you must account for every markup and
how this will affect the final retail price of
your product. Thus, you need to know what
commission the broker will take and how
much the distributor and retailer will mark
up your product.
For example, let’s assume a manufacturer sells a product to a distribu-
tor, using a broker. The distributor sells to a retailer, with a final retail
price of $0.99 to the consumer.
The manufacturer produces the product for $0.49 (COGS). With a
30 percent markup, the manufacturer sells the product to the distributor for
$0.64. Taking into account the 5 percent ($0.03) commission to the broker,
the manufacturer’s revenue is $0.61 per unit sold. The distributor pur-
chases the product for $0.64 and marks it up 15 percent to $0.74. Retailers
then purchase the product for $0.74, mark it up 35 percent, and sell it to
the consumer for $0.99.
This retail dollar is broken down as follows. (These numbers are based
on average markups; this example does not apply to every product.)
COGS $0 .49
Manufacturer’s 30% markup 0.15
Broker’s 5% commission = $0.03 (not added to price)
Distributor’s 15% markup 0.10
Retailer’s 35% markup 0.25
Retail price $ 0.99

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Appendix B. Pricing worksheet

A. Markups: Finding the selling price
COGS x (1 + markup %) = selling price
1. 15.00 x (1 + 0.30) = $19.50

2. _____________________ x _____________________ = _________________________

3. _____________________ x _____________________ = _________________________

B. Markups: Working backwards from the selling price

( selling price ÷ COGS )–1= markup
4. ( $19.95 ÷ $13.50 )–1= 0.478 or 47.8%

5. (____________________÷____________________) – 1 = _________________________

6. (____________________÷____________________) – 1 = _________________________

C. Margins: Finding the selling price

COGS ÷ (100% – margin %) = selling price
7. $20.00 ÷ (100% – 20 %) = $25.00

8. ____________________ ÷ (100% – ______________%) = _________________________

9. ____________________ ÷ (100% – ______________%) = _________________________

D. Margins: Working backwards to find the margin

(selling price – cost) ÷ selling price = margin
10. ( $25.00 – $20.00 )÷ $25.00 = 0.2 or 20%

11. (_______________ – ______________) ÷ __________________ = _________________

12. (_______________ – ______________) ÷ __________________ = _________________

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For more information

Grocery Retailers in the Northwest, EM 8924
Using Food Brokers in the Northwest, EM 8922
Using Food Distributors in the Northwest, EM 8923

These publications may be viewed or downloaded from the Web. Visit the online OSU
Extension Service Publications and Multimedia catalog at extension.oregonstate.edu/
catalog/
Hard copies also are available from OSU Extension and Experiment Station Communica-
tions. For prices and ordering information, visit our online catalog or contact us by fax
(541-737-0817), e-mail ([email protected]), or phone (541-737-2513).

Visit the Food Innovation Center website at fic.oregonstate.edu/

© 2006 Oregon State University.

This publication was produced and distributed in furtherance of the Acts of Congress of May 8 and June 30, 1914. Extension work is a coopera-
tive program of Oregon State University, the U.S. Department of Agriculture, and Oregon counties.
Oregon State University Extension Service offers educational programs, activities, and materials without discrimination based on age, color,
disability, gender identity or expression, marital status, national origin, race, religion, sex, sexual orientation, or veteran’s status. Oregon State
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Trade-name products and services and companies are mentioned as illustrations only. This does not mean that the Oregon State University Exten-
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mentioned.
Published December 2006.