Skip navigation
imperfect-foods-box.jpg Imperfect Foods
Since January, San Francisco-based food subscription service Imperfect Foods says that its weekly order volumes have doubled.

How Imperfect Foods adapted to doubled demand during coronavirus

The online “ugly food" retailer has successfully evolved with a shifting food supply chain ⁠

Thanks to its ability to quickly scale, Imperfect Foods has seen immense growth throughout the COVID-19 pandemic. Since January, the San Francisco-based food subscription service says that its weekly order volumes have doubled and they are “on track” to save more than 200 million pounds of food from going to waste in 2020.

Ed O’Malley, Imperfect Foods’ vice president of merchandising, says that the company — originally launched as Imperfect Produce in August 2015 — has seen “more than a 40% growth in our active user base.”


O’Malley (left) declined to share additional specifics about the number of active users or customer totals post-coronavirus, but says that “the positives have been taking on more food and the growth of our subscriber base.”

That agility resonated with the investors who helped Imperfect Foods raise $72 million in a Series C funding on May 20 led by capital from Insight Partners.

“The grocery industry has been evolving for years, yet this particular moment highlights an urgent need to reinvent our food supply chain with innovative technology, and keep people safe,” said Adam Berger, managing director at Insight Partners, who will be joining the board of directors at Imperfect Foods.

It hasn’t hurt to have celebrities including the NBA’s Kevin Durant and Chancelor Bennett, AKA “Chance the Rapper,” invest either.

The biggest challenge? Increasing production

That doesn’t mean the road to ramping up production in the past few months has been easy.

“There have been a lot of difficulties because of coronavirus,” O’Malley said.

The biggest challenge, according to O'Malley, has been adjusting to “the huge ramp-up in volume” and having the operational capacity — and management — to quickly handle that kind of volume increase. This has greatly impacted the company’s fulfillment centers.

“It’s just not easy to manage a huge increase in volume like that,” he says. “We've been doing it week in week out, but it's a people business, and people are worried about [COVID-19] as you've got this additional workload.”

Leaning on a local food supply chain

Last October the company rebranded as Imperfect Foods after the boxed fruit-and-vegetable delivery company known for its “ugly produce” expanded to include meat, dairy, seafood and other shelf-stable items such as coffee and avocado oil that had slight variances, surpluses or were “short-coded” with an expiration date less than several months away, making it unworthy of being stocked on a grocery store shelf.

Imperfect FoodsImperfect_Foods_Grocery+Produce_Lifestyle_(1) (1).jpg

Although Imperfect Foods sources from Mexico and Canada, the company says “well over half” its food comes from the U.S., among approximately 300 growers and producers.

Several months later, COVID-19 hit the United States.

O’Malley says Imperfect Foods’ ability to source food and manage its logistics during coronavirus has significantly helped the company stay afloat.

Although Imperfect Foods sources from Mexico and Canada, O’Malley says “well over half” comes from the U.S., among approximately 300 growers and producers.

“About 80% are family farms and another 15% or so are co-ops, food hubs and brokers representing small farmers,” O’Malley said. About 45% of the total volume is organic farming.

Imperfect Foods has six U.S. fulfillment centers located in the Baltimore, Chicago, San Antonio, Los Angeles, San Francisco and Portland areas. Workers are able learn about each market on a deeper-than-usual level.

“We were fortunate as a company to have our infrastructure in place,” said O’Malley, who manages the inbound logistics of getting food from farms onto trucks to ship it to the fulfillment centers.

Imperfect Foods soon implemented new safety procedures that have quickly become industry standards including adding plastic guards, making masks mandatory and temperature-checking workers.

A purpose for unsold produce

Ask any grower-shipper: trying to predict how much to grow or what to grow can lead to problems.

“The growing costs before you even get into the harvest, the packaging and cooling can be $10,000 an acre,” O’Malley said. “That’s a sunk cost.”

And with most people farming 3,000 acres or more, the costs start to pile up.

Grower-shippers have to decide if they can recoup their “pick, pack and cool” costs for unsold produce or not.

If you can’t recover those three costs, sometimes it’s not worth it. And when the quality of the produce doesn’t meet the marketplace’s cosmetic standards, that also leads to food waste.

The juxtaposition of farmers who needed to get rid of surplus and consumers who were looking for alternative food sources during coronavirus ended up being the perfect storm that helped Imperfect Foods grow as a go-between company.

“Most of the growers and coolers have not had problems with COVID-19 in their own facilities where they say, ‘We can’t harvest, we can’t pack or we can’t distribute’ because of COVID,” said O’Malley. “There’s only been a smattering of issues, and I haven’t really seen them cause any disruptions in the supply chain.”

Imperfect Foods currently serves 400,000 subscribers in 38 states.

For our most up-to-date coverage, visit the coronavirus homepage.


This article originally appeared on New Hope Network, a Supermarket News sister website.

Hide comments


  • Allowed HTML tags: <em> <strong> <blockquote> <br> <p>

Plain text

  • No HTML tags allowed.
  • Web page addresses and e-mail addresses turn into links automatically.
  • Lines and paragraphs break automatically.