Hello Cold Chain Colleagues,
It is remarkable to look back at the pace and progress we have achieved together so far in 2025.
Our Lebanon, Indiana expansion represents a major milestone for both US Cold and our long-term partner, Gorton’s. Their new attached processing plant is now in full-scale production, seamlessly connected to our automated distribution center. Together, the two facilities create a highly efficient and integrated manufacturing and distribution model that will serve for decades to come.
It has been inspiring this exceptional team manage this complex transition with confidence, successfully introducing new automation while maintaining outstanding service and quality.
In Hebron, Indiana, our new facility reached its first major milestone this fall with a successful phased opening. Jake and his team began receiving product in September, marking the start of a new era for this highly automated site. The facility features our Phenix eWMS system, which connects directly to the building’s automation technology. Seeing this system come to life across multiple projects is a strong validation of our commitment to innovation and continuous improvement.
Looking ahead to Denton, Texas, our next major expansion remains on schedule to open by year-end. When completed, it will mark our fifth successful facility opening in 2025, each launched on time and operating efficiently. This is an extraordinary accomplishment that reflects the strength of our people, the power of our process, and our collective dedication to excellence.
Spending time with customers is one of the best parts of my job. It is where I see firsthand how much our work matters and how deeply our teams are trusted to keep the cold chain running smoothly. I continue to hear strong feedback about the service, responsiveness, and problem-solving our warehouse teams deliver, even as the market continues to shift.
These conversations consistently highlight the professionalism, dedication, and care that define our Cold Crew every day.
We continue to modernize our operations, bringing advanced technology and smarter systems not only to our automated buildings but also across our conventional network. A new system being introduced in our Wilmington, Illinois facility represents a major step forward and will redefine how we operate in traditional facilities. It is an exciting project that will raise the bar for performance across our network.
This year has been an impressive one for both safety and operational performance, marked by two exceptional three-peat achievements.
Our Minooka, Illinois team earned its third consecutive Innovators Grand Prix Safety Award, a recognition of their outstanding commitment to creating a safe and engaged workplace. Meanwhile, our McDonough, Georgia team achieved its third straight Kellanova “Top Gun” Warehouse of the Year award, honoring superior operational performance and partnership with one of our key customers. It was a privilege to celebrate both teams in person and acknowledge the dedication, consistency, and pride they bring to their work every day.
Our logistics business continues to stand out. Volumes are growing rapidly in our COLDshare program and logistics services continues to support customer growth heading into 2026.
One of the greatest strengths of US Cold is the way we continue to invest in people and community. This year marks the fifteenth anniversary of US Cold University, and it is inspiring to see each new class bring fresh energy, insight, and innovation to our organization. The program continues to evolve and add real value, preparing the next generation of cold chain leaders.
That same spirit of commitment extends through Connect for a Cause and regional community programs across the network. I am proud of the generosity, teamwork, and heart that define our Cold Crew. We appreciate all your hard work, and I encourage you to take time to enjoy family and friends this holiday season.
Here’s to a strong finish to 2025, I want to thank every member of the US Cold team for your continued focus, hard work, and commitment to excellence. This is when our customers need us most, and I know we will deliver safely, efficiently, and with pride. Together, we are proving what it means to be the best in cold, the best in people, and the best in execution.
All the best,
Larry Alderfer | President & CEO
Small Details, Big Impact
USCS McDonough, GA, named Kellanova’s “Top Gun” Warehouse of the Year
Here’s proof that when you excel in the small details that big things can happen.
This spring saw Kellanova, Chicago, present its annual Top Gun “Warehouse of the Year” award to USCS McDonough, GA. It’s the third straight consecutive win for McDonough, which excelled for its 2024 performance in receiving, storing and shipping Kellanova goods such as Eggo frozen waffles and Morningstar Farms plant- based offerings.
USCS McDonough led all Kellanova third-party warehouse facilities for day-to-day achievement against as many as seven key performance indicators including Quality Holds, On-Time Loading and Warehouse Damage.
Kellanova Distribution Center Manager Rob Sammons visited USCS McDonough this spring for an official awards ceremony that included a trophy presentation, catered employee lunch and as many as 40 random prizes including grills, flat screen televisions, video game consoles and even paid days off.
“We are most proud of the consistency it takes to service Kellanova everyday— including weekends,” notes Dedric Thomas, USCS McDonough General Manager. “The most memorable part of 2024 is that we had fell behind on the top spot for several months. But then with hard work and dedication we ended back on top again for the three-peat!”
Thomas adds, “I want to acknowledge USCS McDonough’s Customer Service Representative Jessica Jenkins for her great communication and dedication to our biggest account. She comes in on weekends to cover Kellanova’s month-end and she continues to go above and beyond to make sure Kellanova receives the best care. On the operations side, warehouse employees put in the countless hours to make sure these loads and product are handled with utmost care. This also includes our great inventory staff, which is responsible for keeping an accurate count of more than 1.4 million cases on an everyday basis. It’s just a great team win!”
“We are most proud of the consistency it takes to service Kellanova everyday— including weekends, The most memorable part of 2024 is that we had fell behind on the top spot for several months. But then with hard work and dedication we ended back on top again for the three-peat!”
Dedric Thomas
General Manager, McDonough GA
Win-Win Proposition = Partnership
USCS collaborates with Divert to redirect organic waste from California landfills.
United States Cold Storage is partnering with Divert Inc. in an innovative recycling program that processes food and beverage products—items that can’t be sold or donated—into renewable energy and soil amendment.
As a part of this program, unsold and non- donatable food and beverage products from USCS California locations are brought to Divert’s Integrated Diversion & Energy Facility in Turlock, CA.
The facility leverages Divert’s proprietary de-packaging and anaerobic digestion solutions to then securely process the material into carbon- negative renewable energy and nutrient-rich soil amendments. In doing so, the process prevents the material from going to landfill, where it would otherwise emit harmful greenhouse gases.
“This collaboration represents a meaningful step in advancing our sustainability objectives by reducing environmental impact, strengthening compliance, and driving greater efficiencies across our operations,” said Sara Cook, USCS Sustainable Development Manager. “We are proud to collaborate with Divert, a company that shares our commitment to innovation and environmental stewardship, and we look forward to building a long- standing relationship.”
Cook says Divert’s solutions help USCS make better informed resource management decisions across its operations. In addition, the program supports compliance with California’s Senate Bill 1383 (SB 1383), which mandates redirecting organic waste from landfills and encourages the use of anaerobic digestion to create renewable energy.
Andrew Johnston is Divert’s Vice President and General Manager, Industrials. “Creating reliable and flexible diversion pathways to support our customers across the food value chain represents a massive opportunity to drive environmental and operational impact,” he said. “Our collaboration with USCS demonstrates how the cold storage industry can turn a challenge into a value-generating solution— meeting compliance requirements, reducing emissions, and unlocking positive ESG and business outcomes.”
Divert is a circular economy company on a mission to prevent food from being wasted through nationwide infrastructure and innovative technologies. Founded in 2007, the company provides an end-to- end solution that leverages data to prevent waste, facilitates edible food recovery to provide to people in need, and transforms unsold food products into renewable energy to power communities.
Through this integrated approach to reducing wasted food–Prevent, Provide, Power™–Divert works with customers across the U.S. to reduce wasted food and positively impact people and the environment. Divert is a portfolio company of Ara Partners, a global private equity firm.
Cold Crew Cares
USCS embraces corporate social responsibility and non-profit causes from coast to coast.
It’s not surprising to see USCS employees professionally supporting company customers nationwide. But did you know those same employees personally go above and beyond to support a non-profit causes from coast to coast?
“Since 2021, USCS’s ‘Connect for a Cause’ (CFC) campaign has linked co-workers nationwide with meaningful local causes,” says Paige Salvador, HR Manager, Employee Experience. “In five years, the program has raised awareness, generated thousands of volunteer hours, and donated nearly $1.3 million, with more than $2 million contributed since 2019.”
USCS’s CFC efforts are part of its broader “Cold Crew Cares” CSR program, supported by 49 ambassadors across 40 locations and five regional leads who oversee the annual Connect for a Cause campaign.
Here are five quick snapshots of the people and passions driving USCS’s CFC efforts.
CSR Ambassador: Chris Halsted Regional HR Manager, Fresno, CA
Region: West
Five years in CSR Role
“Our former Regional Vice President Rod Noll approached me in 2020 during the initial COVID19 shutdowns that caused so many people in our community to be out of work. He proposed that we host philanthropy events to help provide a sense of community among our Cold Crew.”
“With our industry being deemed essential, we were working. However, lots of our employees felt disconnected from their communities and wanted to give back. We felt this was an opportunity to achieve that goal, and the idea was immediately supported by local management across the West Region.”
“In addition to various location specific philanthropy campaigns, we organized a regional campaign to raise funds for Valley Children’s Hospital and raised more than $21,000 in our first year.”
“Our employees gained a stronger sense of community and teamwork through fun fundraising events. The success led to launching the “Connect for a Cause” campaign, which has grown each year across our network.”
“Most of our locations in the San Joaquin Valley have limited options when faced with difficult pediatric medical issues. Valley Children’s Hospital is consistently ranked among the top pediatric hospitals in the nation, and provides invaluable resources to families in our communities.”
CSR Ambassador: Nicholas Dimsdale Industrial Engineer, McDonough, GA
Region: Southeast
Three years in CSR Role
“Connect for a Cause provides the opportunity to make an impact in our community, an impact that we may not have been otherwise been given. It gives us the chance to come together, build a team, and make a positive difference. This has become very rewarding to see and be a part of.”
“The Southeast Region proudly supports Disabled American Veterans (DAV) for the resources and care they provide to veterans, from healthcare to career support. Supporting DAV allows us to give back to those who have served our country.”
CSR Ambassador: Carol Fitzgerald Staff Accountant, Dallas TX, Cockrell Hill Rd.
Region: Southwest Region
Three years in CSR Role
“I enjoy being able to help others in my limited capacity. The fun and camaraderie we all have at fundraisers.”
“We supported Christ’s Haven For Children, Keller, TX, a nonprofit that provides a trauma- informed, family model of care for displaced children, teens, and young adults.”
“We are helping children have a loving environment to grow in and keep them out of the foster system.”
CSR Ambassador: Nick Kopf PMO Manager
Camden, NJ
Region: North
“I nominated Alex’s Lemonade Stand Foundation (ALSF) because of my close proximity to the organization while I was recently undergoing cancer treatment.”
“ALSF is an incredible organization dedicated to helping kids and their families battling cancer. This battle is not only a physical one, but it’s also a logistical challenge, a financial burden, mentally taxing, and will take every bit of focus you have to come out on top.
ALSF helps take on the burden of some of those challenges so that the kids and the families can focus their efforts where they are truly needed. Not only that, but they are also funding impactful research and raising awareness. Since its inception it has raised more than $300 million, funded more than 1,500 research projects, and supported more than 15,000 families get access to the treatment their kids deserve.”
“Our incredible team here recognizes how important organizations like ALSF are and they have really shown out for them throughout this Connect for a Cause period.
Speaking of our incredible team, Alison Nudd and Henry Lewis have spearheaded our efforts for fundraising, event coordination and rallying the troops. They also provide ‘immaculate vibes’ and deserve the credit and recognition.”
CSR Ambassador: Max Sheffler HR Supervisor, Bethlehem and Miller Circle, PA
Region: Northeast
Five years in CSR Role
“It’s a meaningful way to establish connections among our employees and their community.
It’s amazing to see everyone come together in support of such a worthy cause!”
“Our region is proud to support the Boys & Girls Clubs of America because of the incredible impact they have on young people in our communities. They provide a safe, supportive environment where kids and teens can learn, grow, and build a brighter future.
From academic support and leadership programs to mentorship and life skills, Boys & Girls Clubs are helping to shape the next generation—and we’re honored to stand behind that mission.”
Leaders are Learners
Fourth annual Leadership Summit helps operations leaders learn and enhance skills.
Although some people are natural born leaders, it’s equally true the best leaders are lifelong learners. With that in mind, USCS continues to invest in its next generation of operational leaders.
This August, it hosted its fourth annual Leadership Summit in Boise, ID, for as many as 40 operations managers and superintendents from USCS sites nationwide. The three- day event included hands-on team projects; educational sessions from functional department leaders; and fun, recreational team- building activities (including whitewater rafting or ziplining). This year’s meeting also included a one-day field trip to Chobani’s nearby Idaho Falls, ID, manufacturing facility.
The program’s organizer is Dave Butterfield, Executive Vice President-East.
“Many of these participants will be in various higher leadership positions for the company going forward—whether that role is location specific, an area or regional position, or on a national scale,” he says. “No matter what, the skills developed here will be imperative to their success as well as US Cold’s success.
“By interacting with all regions across our network, this training also gives them insight to different approaches to similar issues that we all face—regardless of geography or facility size. The goal is to expose them to a ‘USCS world’ that they may not see while only working in their respective location.”
Providing that wider perspective were as many as 15 additional USCS executives including USCS’s executive and senior leaders, location and area general managers, functional department leaders, and outside consultants.
Most of the event involved the leadership candidates serving in one of four teams. Each team was assigned a project—a theoretical problem—and operations managers and superintendents worked together to discuss and develop a solution to the issue. At the end, each team presents its case before the entire leadership group and USCS recognizes a winning team with a ceremonial statue of a goat head, representing the “Greatest of All Time.”
“We truly do spend most of the time developing leaders,” says Butterfield. “We discuss what that means, how leaders approach and react to situations and how they solve problems. Again, this is not just from the perspective of a specific location— but rather what they need to consider from the perspective of the entire company. Our ‘project’ scenarios cover many skills we look to instill or enhance. These include— but are not limited to—time management, negotiation, organization, thought process, presentation, as well as interaction with different levels or geographies within the company.”
Facilitating this year’s project competition was Dan Dunfee, USCS Senior Manager, Risk and Insurance.
As mentioned, educational session presenters also covered critical functional areas that impact operations. These included presentations by Sara Cook, Sustainable Development Manager; Nicole Janeczak, Vice President, Human Resources; and Aimee Stratis, Talent Engagement Manager; Dennis Suhadolnik, Industrial Engineer Manager; and Nate Erlandson, Information Security Manager.
“These meetings are always great,” Butterfield concludes. “Our leaders always come up with great ways to challenge young leaders with topics that push them out of their comfort zone. Our goal is to give them tools and teach them how to use those tools daily as they manage their current sites. Every year, this meeting truly exceeds my expectations of what we initially thought this summit could provide!”
Last but not least, Butterfield thanks Chobani for a wonderful field trip experience.
“It was a privilege to tour their production facility, taste their current and new offerings and view their production process,” he says. “Chobani’s employees are knowledgeable, engaging and passionate and our attendees came away with a wonderful impression. In fact, our USCS leaders now are buying even more Chobani product!”
Class Act
USCS University trains tomorrow’s USCS leaders; celebrates 15-year anniversary.
Each fall returns with the loud, vibrant messaging and marketing of college football—all wrapped up in bright colors, mascots, slogans and school songs. Off the field, universities more quietly go about a more serious mission to prepare students for professional careers.
Although United States Cold Storage may not have a football team or a fight song, it does have a successful, 15-year USCS University program that’s helped more than 100 young leaders since 2010.
Each year, USCS’s executive and operational leaders lead three, week-long tracks (spring, summer and fall) and help younger manager-supervisors learn and grow in everything from critical thinking and interpersonal communications to cold warehouse management and operations.
Participants meet at USCS’s Camden, NJ, headquarters where they take seven, one- hour classes each day during the first four days of each track.
That adds up to approximately 24 classes a week while Fridays are reserved for presentations.
This year’s class of 36 students (designated as class completed their third track of studies in mid- October.
“These training programs are crucial for employees as they enhance skills, boost confidence, and open doors to career advancement,” says Juan Surinach Corporate Training & Development Specialist. “USCS University helps employees stay current with company changes, improve performance, and contribute more effectively to their roles. Additionally, training can increase job satisfaction and retention by making employees feel valued and empowered.”
One of those empowered employees is 2024 USCS University graduate Hunter Tilton, a Continuous Improvement Analyst at the company’s Camden, NJ, headquarters.
“It was a great opportunity to deepen my understanding of the various aspects that make up our company, while also connect and engage with other USCS employees across our warehouse network and corporate departments,” he says. “The three University tracks provided valuable insight into both the operational and business sides of USCS and this already has proven itself useful on multiple occasions.”
Tilton adds, “I found the classes on Automation, Sustainability, Building Design, and Selling USCS to Customers especially interesting and informative. These topics align closely with the company’s strategic goals and helped me better understand how different departments and warehouses contribute to those objectives. The team- building activities also were a highlight as they challenged us to diagnose issues, identify root causes, and collaborate on potential solutions. Everything we learned and took away from our time there ultimately tied directly into the larger projects that capped off each track, so it was great seeing those takeaways already being utilized.”
For his part, Surinach continues to look ahead to courses for next year.
“Our USCS University goals always align with USCS business needs to address skill gaps, and improve employee performance and engagement,” he says. “We want to enhance leadership skills, improve communication, and increase customer service effectiveness. Additionally, our goals are to address issues of diversity and inclusion, technical training, and succession planning.”
Facility Focus: Wilmington, IL
Wilmington, IL, excels with USCS’s largest Cold Share Consolidation program, state-of-the-art warehousing and a “Best in Cold” culture.
They say there always are two sides to every story. Then again, we live in a three-dimensional world and there truly are three key dimensions to USCS Wilmington, IL. General Manager David Salazar identifies this operation with its equal strengths in warehousing, logistics and last but certainly not least—a culture that cares.
“Our facility is more than just a warehouse—it’s a fully integrated, people-driven logistics hub where innovation meets reliability,” he says.
Here’s a quick topic-by-topic review.
Warehousing:
For the record, USCS Wilmington spans 13.5 million cubic feet with 51,000 racked pallet positions. This multi-temp operation (-10ºF to +36ºF) is located just one hour west of Chicago and is nearly as close to Milwaukee (two hours) and Madison, WI (three hours).
Inside, USCS Wilmington boasts an automated gantry layer picker system, the first of its kind in the US Cold network. Designed to handle high-volume, mixed-SKU orders with speed and consistency, the gantry system allows
Wilmington to streamline complex case-pick operations and reduce manual labor and error rates.
This technology helps Wilmington fulfill large, custom pallet builds with greater efficiency, especially for retail and foodservice customers who demand accuracy and tight turnarounds.
By automating this previously labor-intensive process, USCS is improving throughput, enhancing safety, and delivering a smarter, faster service experience.
Logistics:
Wilmington’s automation goes hand-in-hand with its role as USCS’s largest Cold Share Consolidation (CSC) program.
The truth is that processor-shippers from all over the United States share many of the same end-customer retailers. USCS offers a “win-win” proposition as these processors can ship full truckloads of product to Wilmington. In turn, this agile operation uses electronic warehouse management and automation to identify, sort and ultimately stage its many less-than-truckload orders into new full truckload deliveries all bound for the same end customer.
This helps both refrigerated and frozen customers reduce costs, streamline operations, and shrink their carbon footprint—all while it keeps food moving across all 48 states.
“Best in Cold” Culture: Salazar says Wilmington’s success starts—first and foremost—with a skilled and solutions- oriented employee base.
“For over a decade, I’ve had the privilege of working alongside a team that sets the bar for what it means to be Best in Cold.
From inventory supervisors with decades of tenure to customer service leads who know each account by heart, this team delivers with consistency, passion, and pride,” he says. “What makes Wilmington exceptional isn’t just our location or our scale. It’s the culture we’ve built—one grounded in accountability, camaraderie, and forward- thinking service.
To support his case, Salazar points to more than 32 years of collective experience in inventory management expertise. Moreover, USCS Wilmington has long- term tenured supervisors across customer service, engineering, and operations. It also fosters a culture of excellence and is an early USCS adopter of technology and safety innovations (with a track record of zero DART incidents). USCS Wilmington even enjoys a 98% driver satisfaction rate and top-tier survey participation.
USCS Wilmington also gives back to the communities it serves. Employees regularly participate in “Cold Crew Cares” campaigns, which include everything from Earth Day cleanups to “Connect for a Cause” fundraising for non-profit programs.
Get a Quote for Wilmington
In Wilmington, we’re not just managing product—we’re delivering results. Strategically located in the heart of America’s logistics corridor, we service all 48 contiguous states with precision, pride, and purpose. Backed by decades of experience, cutting-edge automation, and the largest Cold Share Consolidation program in our network, this is where cold chain logistics meet elite operational execution.”
Julia Giarratana
Business Development Manager
