logo
How the cyberattack against UNFI affected four independent grocers

How the cyberattack against UNFI affected four independent grocers

Miami Herald16-06-2025
United Natural Foods, Inc. is continuing to rely on manual procedures to receive and fulfill orders from customers as it works to recover from a cyberattack that compelled the grocery wholesaler to entirely shut down its online platform on June 6, a UNFI spokesperson said Monday.
UNFI has not indicated when it expects to resume processing orders online, but said in a statement posted on its website on Sunday that it has "made significant progress toward safely restoring our electronic ordering systems, which will allow us to serve the customers that order through these systems in a more automated way and continue to increase our operational capacity."
Gilpin Matthews, co-owner of Darlings Grocery, a natural foods retailer in La Pointe, Wisconsin, that relies on UNFI for about two-thirds of the products it sells, said he realized something was wrong when he put in his order on June 8 but did not receive confirmation from the distributor.
To help keep his store's shelves stocked in the absence of the UNFI delivery he normally receives, Matthews turned to Minnesota-based grocery wholesaler Mason Brothers, which supplies Darlings with conventional products such as canned goods. But that meant Darlings was unable last week to provide shoppers with the full range of organic products it ordinarily sells, because Mason Brothers doesn't offer as large a selection of those goods as UNFI, Matthews said.
Matthews also turned to foodservice company Sysco, which supplies products for a restaurant he owns, to obtain conventional produce.
"Empty shelves don't look good, and if people go in and they can't get the things that they need … they're going to go somewhere else," Matthews said. "We were just scrambling, because we had no notice."
Occupying a former convenience store space, Darlings has limited cold storage space, so it is especially dependent on regular deliveries, Matthews added. He noted that determining what quantity of goods to order from alternative suppliers poses a particular challenge, because the natural foods store will likely not be able to sell conventional products it brings in and substitutes once its regular orders from UNFI resume.
Orcas Food Co-op also turned to third-party suppliers after its regular delivery from UNFI didn't arrive last week, said Learner Limbach, the grocer's chief cooperative officer. The co-op, located in Eastsound, Washington, relies on UNFI for a significant percentage of the goods it sells, but also sources products from dozens of local suppliers.
"We're not overly reliant on a single supplier," Limbach said. "This is just a good chance to highlight to our members a lot of the other producers we work with directly."
When Charley Family Shop 'n Save in Greensburg, Pennsylvania, found out on June 7 about UNFI's system issues, the grocer quickly reached out to organization including the National Grocers Association, Tom Charley, co-owner of the grocer, said in a video posted on social media last week. That networking helped the grocer connect with MDI, a wholesaler based in North Carolina, Charley said.
Partnering with MDI as well as tapping local and fresh suppliers helped the store stay almost fully stocked as the UNFI disruptions continued, Charley added, noting that the store's management team adjusted "on the fly" to these challenges.
"It's not like you can just typically find a supplier that can supply all of the grocery, dairy and frozen needs of a grocery store that you've never done business with," Charley said.
Eric Siperas, manager of a LaBonne's Markets location in Salisbury, Connecticut, pointed out that grocers benefit by contracting with a primary distributor because they are able to get better pricing by doing so.
LaBonne's, which runs four supermarkets that sell mostly conventional products, sources the majority of its groceries from Connecticut-based grocery distributor Bozzuto's, but obtains some natural and gluten-free products from UNFI. LaBonne's can only use alternative suppliers for items that Bozzuto's doesn't offer because of its arrangement with the distributor, Siperas said.
Siperas said LaBonne's ran out of some items that it ordinarily gets from UNFI last week because it was unable to submit an order on June 7, but that the disruption did not pose a significant problem for the grocer. He added that he was able to access UNFI's portal on Saturday to place an order for this week.
The cyberattack also hurt UNFI's ability to serve stores run by Whole Foods Market, its most visible customer.
A Whole Foods spokesperson said last week that the chain was working to restock its stores but referred questions about UNFI's ability to fulfill its orders to the distributor. The UNFI spokesperson said the company was unable to comment on its ability to serve specific customers.
UNFI said in an emailed statement on Monday that pharmacies operated by its Cub grocery chain are again able to fill prescriptions following disruptions related to the cyberattack last week.
Copyright 2025 Industry Dive. All rights reserved.
Orange background

Try Our AI Features

Explore what Daily8 AI can do for you:

Comments

No comments yet...

Related Articles

Kestra, Raymond James Are Early Leaders in Drawing Commonwealth Advisors
Kestra, Raymond James Are Early Leaders in Drawing Commonwealth Advisors

Yahoo

time6 minutes ago

  • Yahoo

Kestra, Raymond James Are Early Leaders in Drawing Commonwealth Advisors

You can find original article here Wealthmanagement. Subscribe to our free daily Wealthmanagement newsletter. Kestra Financial and Raymond James have won several of what recruiters are characterizing as relatively early battles in the recruiting drive for Commonwealth advisors. Kestra, a subsidiary of Kestra Holdings, and Raymond James drew teams ranging from as many as 17 staffers to pairs of advisors in late July and early August, according to advisor moves data from ISS Market Intelligence. LaSalle St. Securities, Osaic and Purshe Kaplan Sterling Investments also saw movers in that time frame. LPL Financial said it had finalized offers to Commonwealth advisors during an August earnings call. On that call, CEO Rich Steinmeier said the results have the firm well on track for its goal of keeping 90% of the roughly 3,000 advisors slated to come over via an acquisition of the Waltham, Mass-based broker/dealer announced in March. Steinmeier also said reports in trade outlets of advisors moving were overblown, and that attrition of Commonwealth advisors was as expected. Even so, several more teams decided to move ahead of next year's planned integration of Commonwealth advisors onto LPL platforms, according to the data and regulatory filings. None of the broker/dealers or individual advisors responded to requests for comment. Shelby Nicholl, founder of recruitment and consulting firm Muriel Consulting, who did not work on these specific moves, said the advisors were likely sure they wanted to exit shortly after the deal was announced, while more are either preparing to move or still on the fence. 'I look at the Commonwealth exits as a marathon, not a sprint,' Nicholl said. 'It's a safe bet that we will see another big wave of departures this fall as advisors race to finish transitions before the holidays and year-end.' Nicholl said these first wave of departures likely 'had zero interest in the LPL deal.' Meanwhile, others signed the retention package while still planning to move later this year or early next. And still some will see how things play out. 'LPL will need to play the long game and keep the servicing high for the existing Commonwealth advisors in order to retain them,' she wrote. Kestra's largest get in recent months was Dynasty Advisors, a team based in Freehold, N.J., with 17 employees and 11 advisors, according to its website. According to BrokerCheck, managing directors Ronald Lomangino and William Grundig moved the firm to Commonwealth in 2016. The Benjamin Group, an advisory firm based in Vestavia Hills, Ala., also moved to Kestra. Father-and-son advisors Stuart and Zack Benjamin, along with four staff members, had been with Commonwealth for over 18 years. The Monarch Retirement Group, a six-person team based in Fallbrook, Calif., and two advisors who run Udall Financial in Mesa, Ariz., also made the move. Raymond James also added to the list of Commonwealth advisors who have chosen to join it in recent months. On Monday, it announced the latest of three recent moves by Commonwealth advisor teams who had worked with a combined $687 million in client assets. Jeremy Lobo, Chris Pascale and Michael 'Mike' Mendillo brought their Lobo & Pascale Wealth Management firm to Raymond James to be based in Wallingford, Conn. Lobo and Pascale, who had been managing $300 million in client assets, had been with Commonwealth for 24 years. According to ISS Market Intelligence data, FlahertyColvin, a Westerville, Ohio-based team of five, left Commonwealth for Raymond James in early March after 12 years with the broker/dealer. Hinkson Wealth Management, another six-person midwestern team, also shifted its Troy, Mich.-based practice to Raymond James. That firm's CEO and President, Greg Hinkson, had been with Commonwealth for over 20 years, according to BrokerCheck. Data also showed that three-person firm Planning Strategies, based in Dallas, Texas, and run by father-and-son Mike and Spencer Williams, left Commonwealth after founder Mike had been with the broker/dealer for 11 years. Frank LaRosa, CEO of Elite Consulting Partners, agreed that many Commonwealth advisors are still assessing their options of whether to stay or go to the larger LPL. He noted that even if advisors accept the retention package, which LPL said would range from 10 to 50 basis points, it is not binding and can be paid back within seven to 10 years. 'I think that advisors that weren't sure, or even had a knee-jerk reaction that they weren't going to LPL, are still doing their due diligence and are making sure that whatever decision they make is the right one,' LaRosa said. He said teams that have already moved likely had things in motion shortly after the announcement. That makes it hard to gauge yet whether LPL is on track to hit its 90% attrition goal. 'If you just look at the timing of everything since the announcement, I think there are a lot of teams, or even just groups of advisors, who are still looking to find the right place,' he said. 'Getting a group of advisors together can be a bit like herding cats .… it takes time to find the right solution.' LPL CEO Steinmeier had said during earnings earlier this month that the firm had been doing 'fever-pitched engagement' with Commonwealth advisors, and that 'as we've stated continually, we are committed to preserving that unique culture, the advisor experience, the brand, and in fact, we'll only enhance what they already receive with the combination of the LPL capabilities with that Commonwealth experience.' After the deal was announced, LaRosa had expected broker/dealers such as Kestra, Raymond James, and potentially Cetera to win out in the recruiting push for Commonwealth advisors as they looked for cultural or service fit. Larger RIAs may also be winners, while some advisors may start their own shops. LaRosa also said some may prioritize the ability to stick with Fidelity as a custodian, which Kestra provides access to, and which Cetera has said will be available to advisors in October. For his part, LaRosa tries to coach advisors that clients are not likely to leave due to the custodian, and to focus more on the service aspect for the advisor and their clients. Recruiter Shelby also noted that Cambridge Investments is 'picking up teams' from Commonwealth. She said the deals 'aren't as rich, but the ethos of the firm is similar to Commonwealth." Meanwhile, Kestra and Raymond James benefitted from going out quickly with 'aggressive deals' and 'a capabilities suite that matches Commonwealth advisors' needs.' Error in retrieving data Sign in to access your portfolio Error in retrieving data Error in retrieving data Error in retrieving data Error in retrieving data

Analysis-Air Canada labor deal may reshape pay for North American airline crews
Analysis-Air Canada labor deal may reshape pay for North American airline crews

Yahoo

time34 minutes ago

  • Yahoo

Analysis-Air Canada labor deal may reshape pay for North American airline crews

By Allison Lampert and Rajesh Kumar Singh MONTREAL/CHICAGO (Reuters) -A crippling strike by Air Canada flight attendants that grounded thousands of flights over wages and unpaid labor is the latest blow to the airline industry's compensation system that does not fully pay cabin crews for their hours at work. The union, representing more than 10,000 Air Canada flight attendants, said on Tuesday they reached a tentative deal that ends unpaid work, without sharing further details. Analysts say any gains could influence upcoming contract negotiations in North America. The deal could also drive up structural costs in a cyclical industry. Labor is airlines' biggest operating expense after fuel. The four-day strike that stranded more than 500,000 passengers mirrors unrest at U.S. carriers, where flight attendants cannot walk off the job until the National Mediation Board grants permission. But cabin crews at American, Southwest, and Alaska Airlines last year rejected several contract deals, saying they did not address concerns about unpaid work. Flight attendants at United Airlines last month voted down a $6-billion tentative labor agreement, which did not provide compensation for time on the ground before and after flights. The Chicago-based airline's union is surveying its members before returning to bargaining in December. United and the union did not immediately respond to requests for comments. While cabin crews get paid for a minimum number of hours, they are mostly compensated when planes are in motion, neglecting the crucial tasks performed during boarding, deplaning, and other ground operations. Unions say this amounts to significant unpaid labor. In previous contract negotiations, airlines secured concessions from workers as the industry was struggling due to economic downturns or the pandemic. But a runup in inflation, stagnant wages, and increased workload have fueled resentment among flight attendants, bolstering demands for a change in pay practices. "The Air Canada strike helps negotiations everywhere. It defined the problem of ridiculous expectations for flight attendants to work without pay," said Sara Nelson, international president of the Association of Flight Attendants-CWA, which represents 55,000 flight attendants at 20 airlines, including United. "The striking flight attendants are an inspiration to working people everywhere." Nelson spoke with Wesley Lesosky, head of Air Canada's flight attendants union, on Monday to coordinate positions, representatives of both unions told Reuters. Shanyn Elliott, an Air Canada Rouge flight attendant, said when she started work in 2017, she would pick up long-haul flights to earn extra pay as her C$23 ($16.60) hourly wage did not cover the cost of living. Adding to her frustration, frequent flight delays after the pandemic meant longer hours, said Elliott, who heads the strike committee for Air Canada flight attendants at the Canadian Union of Public Employees. Air Canada CEO Michael Rousseau said the industry needed to review its compensation models. In an interview, he said the Canadian carrier has accepted the concept of ground pay, adding other airlines will likely look at their own models. "I do think the industry has to take a closer look at this over time," Rousseau told Reuters. "We all should be open to change." American and Alaska have already begun compensating attendants for boarding time in their new labor agreements. American's flight attendants are now also compensated for some hours between flights. Those gains came after Delta Air Lines, whose flight attendants are not in a union, instituted boarding pay for cabin crew at half of their hourly wages in 2022 when they were trying to organize. HIGHER COSTS But paying for boarding and time on the ground would inflate airlines' operating costs. American Airlines' new flight attendant contract is estimated to cost it an extra $4.2 billion over five years. The company last month blamed increased labor costs in part for its margin underperformance. Canaccord Genuity analyst Matthew Lee estimates the proposed wage hikes at Air Canada would mean up to C$140 million in incremental costs. Air Canada's wage bill has increased about 26% since before the pandemic. The airline is already grappling with weak passenger traffic to the U.S. amid strained trade relations between Canada and the U.S., leading to a nearly 40% year-on-year decline in quarterly profit. But analysts warn holding the line on costs risks industrial peace. "The movement is on," said John Gradek, a faculty lecturer in supply networks and aviation management at McGill University. ($1 = 1.3855 Canadian dollars) Error while retrieving data Sign in to access your portfolio Error while retrieving data Error while retrieving data Error while retrieving data Error while retrieving data

SoftBank and Trump may not be enough to save Intel
SoftBank and Trump may not be enough to save Intel

Yahoo

timean hour ago

  • Yahoo

SoftBank and Trump may not be enough to save Intel

Intel (INTC) rose roughly 7% on Tuesday, a day after SoftBank Group announced it would take a $2 billion stake in the struggling chipmaker. News of SoftBank's investment follows a Bloomberg report last week that said the Trump administration is considering taking up to a 10% position in the company. Treasury Secretary Scott Bessent confirmed in a CNBC interview Tuesday that the investment would involve the US government converting Intel's grants from the Biden-era CHIPS and Science Act — worth $10.9 billion — into an equity stake aimed at stabilizing the company's US manufacturing business. Bessent did not confirm the size of the stake the government would take. Intel has fallen behind in an industry it once dominated. Its manufacturing division is bleeding cash, just as its legacy computer chip segment forfeits market share to rivals Advanced Micro Devices (AMD) and Qualcomm (QCOM) in the PC space. Intel is also woefully behind AMD and Nvidia (NVDA) in the AI race. The company's market capitalization of $111 billion is less than half of its value in 2021. And CEO Lip-Bu Tan has been forced to lay off 15% of the company's workforce and shelve plans to build plants in Europe. But the troubled chipmaker is the only large-scale US-based leading-edge chip manufacturer, giving it geopolitical significance as the nation looks to reshore semiconductor production. Intel's problems, however, may be too big for either SoftBank or the Trump administration to solve on their own. Intel in need of direction Deutsche Bank analyst Ross Seymore said news of the US potentially taking a stake in Intel, combined with the SoftBank investment, shows that "[Tan] is taking bold actions to solidify Intel's financial and strategic positioning during its ongoing difficult transformation process." Tan became CEO in March after Intel's board ousted former CEO Pat Gelsinger late last year. But others on Wall Street expressed skepticism that those investments would be enough to save Intel from its decline, which resulted from years of missteps. Loop Capital analyst Gary Mobley wrote in a recent note to clients that the support from SoftBank and, potentially, the US government may be "akin to a lifeline with no secure anchor at the other end," because while Intel may be "finding new buyers of its primary equity capital," that may not guarantee it can find customers for its manufacturing business. Gelsinger established Intel's third-party chip manufacturing business, otherwise known as its Foundry, in 2021 as a means of competing with rival TSMC, which produces chips for companies including Nvidia, Apple (AAPL), AMD, and others. But so far, its Foundry business has been a disappointment, struggling to secure customers. While Intel has said it reached agreements to build chips for Amazon (AMZN) and Microsoft (MSFT), the company is still its own largest manufacturing client. Intel's plan includes building chips based on newer technologies, including its 18A and upcoming 14A node design processes, part of Gelsinger's plan for five process nodes in four years. But 18A, which was initially supposed to roll out in the first half of 2025, is now slated to debut in 2026. Bernstein analyst Stacy Rasgon was similarly critical of Intel's cash infusion in his own investor note, writing, "We do not believe that Intel's capability gap has anything to do with money." Rasgon also questioned whether the US taking a stake in Intel would be enough to complete the company's domestic manufacturing expansions. "Intel was originally supposed to get these CHIPS Act funds for free; giving up 10% of the company for them seems worse," he wrote in a note to clients. "And if the goal is to help Intel build substantial US capacity, $10.9B really isn't enough." Moor Insights and Strategy founder and chief analyst Patrick Moorhead told Yahoo Finance that while SoftBank's $2 billion investment and the prospect of a potential US stake are good things, the company would require as much as $40 billion to build out its next-generation 14A technology. Still, getting the US government involved, at least in the short term, could prove to be a boon for the company. "My short-term answer is that the US government is a kingmaker, and they just made Intel the king, and they are going to wrap policy around that to make Intel foundry successful," Moorhead said. If the government sticks with Intel for the long haul, though, Moorhead said it could further complicate the company's development problems, leading to a lack of innovation, inefficiencies, and growing costs. "My hope is that Intel gets back on its feet, it turns itself into a reputable, leading-edge foundry, and the government sells the stake," he said. Laura Bratton is a reporter for Yahoo Finance. Follow her on Bluesky @ Email her at Email Daniel Howley at dhowley@ Follow him on X/Twitter at @DanielHowley. Sign in to access your portfolio

DOWNLOAD THE APP

Get Started Now: Download the App

Ready to dive into a world of global content with local flavor? Download Daily8 app today from your preferred app store and start exploring.
app-storeplay-store