HF Foods Group Inc.

Hello, everyone. Good afternoon, and welcome to HF Foods Group's third quarter 2023 earnings conference call. Joining me on today's call are Peter Zhang, HF Foods Chief Executive Officer, Felix Lin, the company's Chief Operating Officer, and Carlos Rodriguez, Chief Financial Officer. In a moment, we'll hear their prepared remarks. By now, everyone should have access to the earnings released for the period ended September 30th, 2023, that went out Thursday, November 9th at approximately 4.15 p.m. Eastern time. The press release is accessible on the company's website at investors.hffoodsgroup.com. Before we begin, let me remind everyone that today's discussion contains four business statements based on the environment as the company currently sees it, and as such, does include risks and uncertainties. If you refer to HF Foods earnings release, as well as the company's most recent SEC filings, you will see a discussion of factors that could cause the company's actual results to differ materially as a result of these forward-looking statements. Please remember the company undertakes no obligation to update or revise these forward-looking statements in the future. In these remarks, the company will make a number of references to non-GAAP financial measures. The release of these measures will provide investors with useful perspective on the underlying growth trends of the business and have included in the earnings release a full reconciliation of non-GAAP financial measures to the most comparable GAAP measures. Now I will turn the call over to Peter.

Hello, everyone. I'm excited to be speaking to you on our first HFO Group Earnings Call. I will start by providing an overview of HFO business model. Then Phyllis will talk to you about our competitive advantage and our transformational plan. And Carla will review our third quarter financial results and discuss key opportunities to growth. HF Food was founded in 1997, and the company merged with B&R Global in 2019 to form a leading national player in Asian food service distribution market. Our mission is to help local and regional Asian business owners fulfill their dream by partnering with domestic and international suppliers, bringing the most quality, high-quality selection of Asian ingredients then create a one-stop shop for our customer needs. With a history of strategic acquisition, today we are leading food distributors for Asian restaurants in the country. With widespread distribution network that covers 95% of the United States. 98% of our customers are independent restaurants, and our unique competitive advantage in this niche sector is our ability to foster the long-term relationship with our diversified customer and supplier base. Our diverse management team and workforce relate to the Asian community and has the unique ability to understand their language and define the culture needs. This allows us to provide solutions and offer solutions that fit to each customer.

Now, over to you, Felix. Thanks, Peter. I'll first spend a few minutes on the Asian restaurant market and our competitive advantages, and then we'll share some details of our operational transformation plan. Asia Foods' offering is critical and highly difficult for a competitor to replicate at scale. In the U.S. today, there are about 94,000 Asian restaurants. These are largely small mom-and-pop businesses, and our customers rely on our large-scale and distribution capabilities to provide affordable, consistently high-quality food. Our offerings include products from all key categories, including frozen seafood, Asian specialty, meat and poultry, fresh produce, packaging, and commodity. Asian specialty includes, for example, specialty Asian noodles, vegetables, and spices, and commodity includes products like rice, rice flour, cooking oil, and sugar. Each individual category makes up between 6% and 31% of net revenue, so we are well diversified in our product offerings. In addition to the cultural understanding and ease of communication that we offer to restaurant owners, our infrastructure is deeply established and uniquely able to serve them. We are a true one-stop shop. and have region-specific brands and operations, supported by our extensive distribution network and multilingual sales force. The Asian food service market is projected to grow over the next five years, and I'm confident that we are well positioned to capitalize on this growth in the near and long term. Regarding our competitors, the Asian food service distribution industry is made up of fragmented regional players. HF Foods is one of the only service providers in the industry with national reach, and we offer a complete package that our competitors cannot. Our deep cultural connection makes our customer sticky and ingrained HF Foods in local communities. Small regional players lack the national reach, extensive product offering, and strong supplier relationship that we have. Our focus on independent Asian restaurants who are frequently underserved by other large food distributors and our strong tenure relationships with customers nationally allow for an effective word of mouth referral system and offers an integrated value proposition. The fact that 98% of our customers are independent restaurants presents a promising opportunity for us on the market side as independent restaurants offer a pathway to achieving significantly higher probability when compared to large chains. Another lever is our strategy of engaging in spot transactions. By conducting transactions at the current market rate, we position ourselves to capitalize on immediate opportunities, respond swiftly to market dynamics, and effectively manage risks associated with price fluctuations to maintain a competitive edge. Before I get into the details of our transformation plan, I want to highlight a few key accomplishments of our transformation plan in 2023. First, note that historically, most of our procurement activities have been conducted at the local distribution center level, independent of aggregated purchase volume. However, we successfully piloted a centralized purchasing program for our seafood acquisitions in order to fully harness our collective purchasing power, a standard practice throughout the industry. We have already seen significant margin gains on certain SKUs as a result. We also made the decision to divest our poultry processing businesses, which we completed this year as part of a commitment to refocusing on our core business and exiting low margin businesses. We have spent a lot of time over the last year meticulously analyzing the ways we can improve every aspect of our operations. And I'm excited to discuss with you today the details of our operational transformation plan that we will continue to update on in the coming quarters. To achieve our growth target and ensure our business is primed for success, we've developed a comprehensive operational transformation plan that we have already begun implementing. Our transformation programs is focused on four key areas. One, centralized purchasing. Two, fleet and transportation. Three, digital transformation. And four, facility upgrades. All of these key focus areas will have significant growth or cost reduction impact to our business for years to come. Starting with centralized purchasing, we are formalizing national category purchases. welcoming new vendors into our ecosystem. This will allow us to maximize purchasing synergies from the acquisitions we have made. We aim to deliver savings primarily in key categories such as seafood, bean poultry, and fresh produce, a testament to our commitment to financial prudence and value maximization. We're also making substantial improvements to our transportation system, as we are establishing a national fleet maintenance program. We're defining and finalizing new truck specifications and initiating a replacement program for 50% of our existing fleet over the next several years. And we're implementing a national fuel savings program to maximize efficiency in 2024. Our current inbound logistics operation is highly fragmented and we're working to consolidate our domestic inbound freight management by partnering with strategic, integrated third-party providers. This initiative aims to establish a unified approach, further optimizing and fortifying our supply chain and total cost structure. As for digital transformation, we are piloting and implementing a modern ERP solution across all of our sites to complement our recent go-live with Workday, which Carlos will discuss in more detail. These upgrades will enhance our operation efficiency and responsiveness, setting the stage for streamlined processes, and greater data-driven decision-making. Finally, we recently kicked off a network and facility study to optimize our distribution network with the goal of reorganizing and upgrading our facilities and distribution centers. We're working to streamline costs more efficiently and to capitalize on cross-selling opportunities. We are converting our distribution centers to maximize usage most efficiently and to allow them to serve as full, broad-line facilities that supply the products that are strongest in demand in the area. For example, some customers are primarily seafood-only customers because the distribution center in their area does not provide an opportunity for them to purchase Asian specialty items from us and vice versa. With these changes, they will be able to buy both. These improvements will help us to optimize operation as well as increase wallet share with existing customers through cross-selling as well as more easily serve new customers. This will also provide the opportunity to expand our presence geographically in order to capitalize on the significant white space we're growing. These initiatives collectively form the roadmap of our transformation plan, which we're fully committed to executing diligently. setting the stage for sustainable long-term growth, and delivering value to shareholders.