CompanyGraph
Delivers frozen, refrigerated, and dry food to restaurants and institutional kitchens in a single truck.
- Depends onDownstream position: depends on 9 industries, supplies 4
- ScaleRevenue is higher than 95% of all stocks globally
- FinancialsAltman Z-Score: safe zone
- Interpretations7 currently firing — 2 · 5
What this company is and how it runs — written from structure, not news.
Performance Food Group picks up frozen, refrigerated, and dry goods from manufacturers like Tyson Foods and General Mills, sorts them at temperature-zoned distribution centers, and loads them into compartmentalized trucks that can hold each product at its required temperature simultaneously — so a single delivery covers everything a restaurant kitchen needs in one drop, at one fuel-and-labor cost. Because the delivery window is timed to each kitchen's prep schedule and the ordering system is wired directly into the customer's purchasing workflow, missing or rerouting a delivery breaks the kitchen's production sequence, which means the route itself becomes the relationship. Switching to a competitor requires requalifying every product line under USDA food safety protocols and rebuilding a customized delivery schedule from scratch, so the disruption cost alone keeps most customers in place. The constraint on growth is not demand but cold-storage construction: every new cluster of customers needs a refrigerated distribution center within profitable driving range, and the capital and permitting timeline to build one is long enough that a competitor already operating nearby can lock up the customer base before the new facility opens.
How does this company make money?
The company buys food from manufacturers like Tyson Foods and General Mills, then sells and delivers it to restaurants and institutions at a higher price. The difference between what it pays the manufacturer and what it charges the customer — the per-case markup — is where the revenue comes from. The more cases delivered per route, the more that markup covers the fixed costs of fuel, drivers, and warehouse operations.
What makes this company hard to replace?
The company's ordering system is built into each customer's own purchasing workflow, complete with SKU-level pricing and delivery windows timed to kitchen prep schedules — unwinding that setup takes real effort. Every product category would have to be requalified under USDA-certified food safety protocols with a new supplier, which takes time and cannot be shortcut. And rebuilding a customized delivery schedule from scratch means absorbing operational disruption while the new arrangement is sorted out.
What limits this company?
The company can only serve kitchens that sit within a profitable driving distance of a cold-storage distribution center. Building a new cold-storage facility takes a long time because of construction lead times and permitting, so the company cannot enter a new geographic cluster quickly. While it waits, local competitors can sign up those customers first.
What does this company depend on?
The company cannot operate without temperature-controlled trucks fitted with refrigeration units, USDA food safety certifications and handling permits, automated warehouse management systems that track inventory across temperature zones, fuel supply contracts that keep the delivery fleet running, and ongoing supply relationships with major food manufacturers like Tyson Foods and General Mills.
Who depends on this company?
Independent restaurants rely on it for consolidated ordering and daily delivery; without it, they would need to manage multiple separate supplier relationships on their own. Hospital food service operations would face the complexity of coordinating hundreds of individual suppliers instead of one. School district cafeteria systems would lose the bulk-purchasing economies they currently get on institutional food orders.
How does this company scale?
Route optimization software and warehouse automation can be extended to new markets without much added cost per delivery — as more stops are added to a route, the cost per case drops. What does not scale easily is the physical infrastructure: every new market cluster needs a cold-storage distribution center nearby, and those facilities are capital-intensive, slow to permit, and must be built before profitable service can begin.
What external forces can significantly affect this company?
Diesel fuel prices move directly against the company's delivery economics — a spike in fuel costs squeezes the margin on every route. USDA regulation changes around temperature monitoring or traceability standards could force expensive upgrades across the entire operation at once. Labor shortages in commercial driving limit how quickly delivery capacity can be expanded, regardless of how much warehouse or vehicle capacity the company adds.
Where is this company structurally vulnerable?
If the USDA introduced new rules requiring real-time temperature monitoring or upgraded traceability across the entire cold chain, every distribution center, every truck sensor, and every piece of customer-facing paperwork would need to be updated and recertified at the same time. That would erase the embedded-workflow advantage at every customer simultaneously and open a window where a competitor who had already built compliant systems could absorb the customer base before the company finished requalifying.
Price is read as structure — trend, levels, range, peak and volatility drawn on the chart. It does not predict where price goes next.
Sign in to view price data.
Sign in2 interpretations currently present — each is a set of fired observations whose alignment reads as one structural pattern. Click an observation to see the numbers behind it.
Screen for these patternsHow is this stock behaving?
Multi-Year Up-Close-Week Share With Profitability And Book-Value Growth
Three observations describe the present configuration: a high share of the trailing three years' weekly closes were higher than the prior week, the company has reported positive net income in each of the last five annual periods, and the book-value-increase-consistency composite over the trailing 5 years is elevated.
Close In Upper Portion Of Recent Range, Bollinger Bands, And RSI
Current close sits in the upper portion of the 14-week high-low range; current close sits in the upper portion of its 20-week Bollinger Bands; RSI sits above its 20-week recent mean (Bollinger %B applied to RSI).
An interpretation is present only while every observation it reads stays fired (score ≥ 70). It describes what the aligned readings show — never a verdict, never a prediction.
The reported statements, read against the company's own industry.
5 interpretations currently present — each is a set of fired observations whose alignment reads as one structural pattern. Click an observation to see the numbers behind it.
Screen for these patternsHow does this company use capital?
High OCF-to-NI With Multi-Year Gross-Profit Growth and Elevated-Margin-With-Deceleration
OCF is at or above net income for the most recent year; gross profit increased across the last 4 year-over-year transitions; EBIT margin is above the company's historical median while recent sales growth is below baseline (industry-benchmarked composite).
Cash-Backed Earnings Configuration
Three cash-conversion observations align: operating cash flow exceeds net income, free cash flow is a large share of operating cash flow (industry-benchmarked), and depreciation is large relative to operating cash flow. Together they describe a profile typical of mature cash-generating businesses where depreciation is the main bridge between reported earnings and cash.
Working Capital Pattern
Three working-capital observations align: accounts receivable have increased every year over the trailing three years, inventory turnover is elevated (fast inventory cycling), and payables turnover is elevated (fast supplier payment — the opposite direction from what cash-conversion-cycle optimization usually targets). The three observation describe characteristics of the working-capital lines, not a coherent cycle-optimization profile.
Three Turnover Ratios Elevated
Three turnover observations have aligned at the most recent annual reporting period: sales-to-receivables is high (receivables small relative to revenue), cost-of-goods-to-inventory is high (inventory small relative to COGS), and cost-of-goods-to-payables is high (accounts payable small relative to COGS, indicating fast supplier payment rather than stretched terms).
Is this company growing?
Multi-Year Revenue, Profit, And Income Growth
Three multi-year observations co-occur: revenue increased year-over-year in each of the last three fiscal years, gross profit (absolute level) increased year-over-year in each of the last four fiscal years, and net income was positive in each of the last five fiscal years. The configuration describes growth-and-profitability persistence across three different windows.
An interpretation is present only while every observation it reads stays fired (score ≥ 70). It describes what the aligned readings show — never a verdict, never a prediction.
Shared structure with peers — never a ranking.
Structural observations derived from financial data, industry benchmarks, and supply chain position.
Financial Health
Supply Chain
Scale
Companies that share the same coordination system — how they create, deliver, or capture value.
Companies that share active interpretations — structural patterns currently present in both stocks.
Supply Chain
Beef Supply Chain
Follow cattle from feed and biological growth through transport, slaughter, carcass balance, processing, cold storage, cooking, and recovery. One animal becomes many outputs while grinding merges many identities, so time, traceability, welfare, and money determine usable food.
Processed Food Supply Chain
Follow food from biological ingredients through formulation, preservation, packaging, distribution, and consumption. The chain carries nutrition and culinary function, but each processing step creates conditions, losses, waste, and records that only partly describe what a person finally eats.
Seafood Supply Chain
Follow wild or farmed seafood through harvest, chilling, processing, sale, consumption, and residuals. Biological renewal before harvest and irreversible quality loss after it make quotas, ice, payment, identity, and feedback part of the food supply.