Buys mostly finished food and related products from outside suppliers and resells them to restaurants and institutions, earning a markup on goods it moves rather than makes.
- Depends onDownstream position: depends on 9 industries, supplies 5
- ScaleRevenue is $39.68B, higher than 95% of all stocks globally
- FinancialsAltman Z-Score 4.76: safe zone
- Interpretations6 currently firing — 6
What this company is and how it runs — written from structure, not news.
In its own account, it sits between a large, fragmented set of food and non-food suppliers and a large, fragmented set of foodservice buyers such as restaurants and healthcare, education and government operators. A sales organization manages customer relationships, a digital ordering platform manages orders and inventory, and a distribution network of warehouses and trucks handles fulfillment and delivery. For some customers a buying group negotiates terms on their behalf. It states that it does not control the actual production of most of what it sells, though it operates its own processing facilities for some meat, poultry, seafood and produce products.
In its own account, it makes money by selling physical goods rather than by charging subscriptions, fees or interest. Most of what it sells is priced at the cost of the goods plus a markup, and revenue is recorded once a delivery is made and accepted rather than spread over a contract term. Within the years CompanyGraph has on file, this model has produced positive income every year, and cash generated from operations has kept pace with or exceeded that reported income in the most recent year.
Its market value places it in the large-cap range, though CompanyGraph reads a large number of other companies as running this same basic kind of system, moving physical goods at a rate capped by warehouse and fleet capacity, so operating at this kind of scale is not a rare configuration in itself. Its balance sheet is weighted toward long-lived physical assets rather than short-cycle ones, consistent with a system that scales by adding warehouses, fleet and processing capacity, and by folding in other regional distributors, rather than by replicating a purely digital product. The pace of growth is bound by how much physical volume that capacity can move.
In its own account, it depends on a large outside base of suppliers for nearly everything it sells, since it manufactures very little of its own product. It also depends on being able to hire enough warehouse workers and delivery drivers, and on its own technology systems and the distribution facilities and trucks it operates. Separately, CompanyGraph's mapping of this company's position traces that same kind of dependency upstream into more than one supplying industry, not a single one.
In its own account, a broad, fragmented set of business and institutional buyers depends on it for food and related supplies, spanning independent and chain restaurants, healthcare and hospitality operators, schools and colleges, and government locations, rather than a small number of large accounts. Buying groups negotiate terms on behalf of some of these customers, but no single customer accounts for a large share of its sales.
In its own account, the company points to its combination of national scale and local delivery, a private-label range it calls Exclusive Brands, and its own digital ordering and business tools as what sets its offering apart, rather than to contracts that bind customers in place. Elsewhere it states that it generally has no exclusive distribution agreements and that customers face low costs to switch to another distributor. CompanyGraph also reads this way of operating, buying and moving physical goods at a rate capped by physical capacity, as one shared by a large number of other companies, not a rare configuration.
In its own account, the company states that it generally does not hold customers through exclusive distribution agreements or through standards, certifications or technical integrations that would bind them to it, and it describes the cost for a customer to switch to another distributor as very low. It discloses some customer contracts that carry upfront incentives, without stating how long those run, and reports no material backlog of unfulfilled contract obligations.
CompanyGraph's industry-level starting point for this kind of company is a system capped by how much physical volume its plant and network can convert and move, a ceiling that depends on keeping the system fed with input and running at rate. In its own account, the company points to a specific version of that same limit: enough qualified warehouse and driving labor to run its network, and suppliers able to deliver the quantities it needs on the terms it needs, as what constrains how much it can serve, alongside the cost of complying with regulatory change.
In its own account, the company names several dependencies whose disruption it flags as a risk to itself: the outside suppliers it does not control, buying groups that negotiate a meaningful share of its sales on customers' behalf, the availability of warehouse and driving labor, its own technology and cybersecurity, and the distribution facilities and fleet it operates across the country. It also names broader shifts in how much people spend on food eaten away from home, and the combination of thin margins with volatile food costs, among the pressures it lists first among its own risks.
In its own account, the business sits under food-safety, labor and transportation regulation from multiple named agencies, and its facilities and processing units are registered with and inspected by food-safety authorities. It names shifts in consumer spending on food eaten away from home, volatile food costs against a low-margin model, intense competition, and its reliance on outside suppliers as the pressures it lists first among its own risks, and it names tariffs on imported ingredients, packaging and equipment as a cost exposure. CompanyGraph's own reading of this kind of physical conversion and flow system points to a related pressure: margins compress when what comes in and what goes out cannot both be kept at the rate the system is built to run at.
Read from the company's own filings and public materials (gathered August 2026) together with figures CompanyGraph recomputed from its statements. Written August 2026. A question with no evidence behind it is left out rather than answered.
Sign in to view price data.
Sign inThe reported statements, read against the company's own industry.
6 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?
Rising Operating Income With Low Depreciation on a Capital-Heavy Balance Sheet
Operating income rose four years, with small depreciation on a capital-heavy balance sheet.
High OCF-to-NI With Multi-Year Gross-Profit Growth and Elevated-Margin-With-Deceleration
Cash covers reported profit and gross profit is up, with margins high and growth slowing.
Working Capital Pattern
What customers owe has grown three years running, while it clears stock quickly and pays suppliers quickly.
Three Turnover Ratios Elevated
Collects fast, clears inventory fast, and pays suppliers fast too.
Is this company growing?
Multi-Year Revenue, Profit, And Income Growth
Revenue has risen in each of three years, gross profit in each of four, and it has made a profit in all five.
Where is this company structurally exposed?
Receivables Heavy and Growing
Money owed by customers keeps growing, and is much of its current assets.
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.