How to Control Costs Without Cutting Corners

In today’s unpredictable economy, the produce industry is facing pressure from every angle — tariffs, inflation, labor shortages, energy costs, you name it. As chief financial officer of V. Marchese and Cut Fresh, I see firsthand how these challenges play out across the supply chain.

But I also see something else: opportunity. Opportunity to innovate, to plan smarter, and to build resilience that benefits both our business and our customers.

At V. Marchese, we’ve made a deliberate decision not to chase short-term gains or simply react to market swings. Instead, we’ve developed a proactive approach that helps us protect pricing stability without compromising on service or quality.

We start with forecasting. Rather than waiting for costs to spike, we anticipate them. Our team uses time-series models and historical pricing data to align purchasing with seasonal trends. That allows us to lock in favorable pricing from our domestic partners and strategically time our imports. The result? Fewer surprises — and more stable costs for our clients.

But smart sourcing is just one piece of the puzzle. Wholesalers should invest in cold-chain infrastructure and build robust in-house repacking capabilities. That control over inventory and shelf life not only cuts down on spoilage, but it also gives flexibility to shift product based on demand.

Wholesalers should invest in cold-chain infrastructure and build robust in-house repacking capabilities.

Industry data backs this up: Refrigerated supply chains can reduce food waste by up to 41%. We’ve seen similar benefits firsthand.

Our repacking facilities, for example, give us the ability to extend product life, minimize waste, and pass those savings directly onto customers. We’ve also leaned into demand-smoothing strategies, like bundled or opaque packaging (what some call “chef’s choice” boxes). These allow us to keep inventory moving without overcommitting specific SKUs, which reduces both shortages and excess stock. It’s a strategy rooted in data, but it pays off on the floor.

Labor is another major pressure point, especially in foodservice. With 80% of operators saying they’re understaffed, this isn’t just a convenience, it’s a necessity. And it’s a differentiator that adds real value.
Of course, none of these strategies work in a vacuum. Communication is key. Building strong relationships by being transparent with clients is important. Sharing pricing forecasts, market trends, and even potential inventory concerns in advance makes planning easier on both sides of the table.

Take that transparency a step further with technology that can provide real-time insights into inventory age, pricing trends and spoilage risk. This kind of visibility empowers customers to make smarter, faster decisions — and puts us on the same side of the planning equation.

This isn’t just theory. Research from BCG and Deloitte confirms what we’ve seen in practice: Companies that use data-driven supply chain tools and AI-backed analytics can cut warehousing and distribution costs by 10 to 20%. The goal is to bring those benefits to clients — whether they’re managing a massive institutional account or a single-location kitchen.

At the end of the day, our job isn’t just to move produce. It’s to be a strategic partner — to help our customers meet challenges with solutions that are scalable, practical and built to last.

When you blend smart sourcing, operational control, labor-saving innovations, and transparent communication with the invisible hand of experience, you avoid some of the pitfalls that other companies may fall into. In the end, you just don’t survive volatility — you thrive through it.

Joshua Weber is chief financial officer at V. Marchese Inc. & Cut Fresh LLC. He brings over a decade of financial and operational leadership to his role overseeing sourcing, logistics, analytics and client strategy. A Concordia University–Wisconsin MBA graduate with a background in public service and cross-industry leadership, Weber is a board member and former treasurer of Milwaukee’s Harbor District BID 51. His leadership is defined by data-driven efficiency, collaboration, and a passion for elevating customer service across every link of the supply chain.