What makes Grip's order management system different from traditional fulfillment software?

Grip's OMS is purpose-built for perishables rather than adapted from dry goods logistics. It dynamically determines origin, refrigerant type and weight, insulation level, carrier selection, and service level for each order individually. This 'thinking software' approach contrasts with 'flat logic' systems that apply uniform parameters (e.g., 10 lbs dry ice for all 2-day orders), which Grip says often either over-protect product (wasting margin) or under-protect it (risking spoilage). The result is up to 30-40% shipping cost savings and 25% reduction in damage rates.

Why is John Hummel's appointment strategically significant for Grip?

Hummel brings nearly four decades of operational leadership in frozen and refrigerated distribution. At Burris Logistics, he managed five frozen/refrigerated DCs and eight D2C fulfillment facilities. Previously, he ran United Natural Foods' Central/Southeast region with $6 billion annual sales across eight DCs, and led operations scaling Reinhart Foodservice from $2 billion to $7 billion. This deep expertise in cold chain operations quality, throughput, and traceability directly addresses the high-stakes nature of perishable fulfillment, where shipping decisions impact product integrity and brand reputation.

What is Grip's geographic footprint and growth strategy?

Grip operates fulfillment centers in New Jersey, Texas, Michigan, Nevada, and Florida, reaching over 80% of the U.S. population within 24 hours and the remainder within 48 hours. Rather than pursuing the final 1-2% of the country (which CEO Juan Camilo Meisel notes would fragment customer inventory and increase costs), Grip plans to deepen capacity within existing regions and accelerate technology development. This focused geographic strategy prioritizes operational quality and software innovation over expansion.

How does Grip address the fragmentation problem in perishable e-commerce fulfillment?

Historically, cold chain fulfillment has been fragmented between legacy pallet-focused distribution centers, multiple regional providers, and disconnected technology layers. Grip integrates three layers: (1) facilities purpose-built for parcel-to-porch perishable distribution, (2) regional coverage via five strategically located DCs, and (3) proprietary OMS that orchestrates the entire operation in real time. This vertical integration solves the coordination problem that forced brands to work with multiple providers to achieve national coverage.

What market trends are driving Grip's growth in cold chain fulfillment?

Two primary trends: (1) consumer behavior shift, consumers now expect to purchase refrigerated and frozen items online, and (2) brand proliferation in the natural and premium food space, which inherently requires more refrigeration. Combined with the barrier-to-entry reduction offered by Grip's platform, these trends expand the addressable market for perishable D2C fulfillment beyond traditional players.

Warehousing & Distribution

High Impact

Grip Hires 40-Year Veteran to Scale Cold Chain Operations

Jul 29, 2026

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The signal

Grip, a Miami-based cold chain fulfillment specialist, has appointed John Hummel, a 40-year frozen and refrigerated logistics veteran, as president of its national fulfillment operations. This leadership hire signals Grip's strategic focus on operational excellence as the company scales its infrastructure to serve growing direct-to-consumer perishable demand. Hummel's extensive background running major distribution operations at Burris Logistics, United Natural Foods, and Reinhart Foodservice brings proven expertise to manage Grip's five regional fulfillment centers serving 80% of the U.S. within 24 hours.

Grip's core competitive advantage lies not just in facility footprint, but in proprietary technology that optimizes refrigerant usage (dry ice quantities, insulation, carrier selection) on a per-order basis, reducing customer shipping costs by 30-40% while cutting failure rates by 25%. This precision approach addresses a fragmented industry where legacy fulfillment infrastructure was built for pallet-to-store logistics, not parcel-to-porch perishable distribution. The company has shipped over $3 billion in perishable goods since its 2022 launch, capitalizing on the shift toward natural and refrigerated consumer brands.

For supply chain professionals, this development underscores a structural market shift: cold chain fulfillment is consolidating from fragmented, high-failure operators into technology-enabled platforms. The appointment of an operations veteran signals Grip's confidence in its software foundation and its ambition to deepen capacity in existing regions rather than chase geographic expansion. This has implications for brands using Grip, competitors facing margin pressure, and third-party logistics providers seeking cold chain capabilities.

#cold-chain-fulfillment

#perishable-logistics

#e-commerce-operations

#last-mile-delivery

#supply-chain-technology

#fulfillment-centers

#order-management-system

#frozen-food-shipping

#operational-leadership

#logistics-infrastructure

Frequently Asked Questions

What This Means for Your Supply Chain

Simulation Suggestion

this month

What if demand for frozen D2C products surges 40% in Q1?

Model a scenario where demand for perishable e-commerce (pet food, prepared meals, specialty groceries) spikes 40% due to seasonal trends or new brand launches served by Grip. Test whether existing capacity across five regions can absorb the surge without compromising service levels. Simulate: (1) inventory positioning strategies to reduce per-region strain, (2) carrier availability constraints for last-mile cold chain delivery, and (3) staffing and cold storage utilization rates. Identify which regions become bottlenecks and where Hummel's team should prioritize incremental capacity investment.

Run this scenario

Simulation Suggestion

this month

What if refrigerant costs increase 20% due to dry ice supply constraints?

Simulate a scenario where dry ice costs rise 20% industry-wide due to supply chain disruptions (e.g., CO2 production delays, increased industrial demand). Model the impact on Grip customer margins for orders requiring higher refrigerant weight (15 lbs vs. 5 lbs per Grip's variable approach). Calculate cost difference between: (1) flat-logic competitors forced to over-refrigerate all orders, versus (2) Grip's intelligent system optimizing per-order based on distance/transit time. Show how Grip's advantage expands when refrigerant costs spike.

Run this scenario

Simulation Suggestion

strategic

What if a Grip facility experiences a multi-day cold storage outage?

Model a scenario where one of Grip's five fulfillment centers loses refrigeration for 18-24 hours due to power failure, mechanical breakdown, or natural disaster. Simulate rerouting of pending orders to alternate regions while maintaining 24-48 hour service levels. Calculate: (1) additional shipping costs for accelerated routing and higher refrigerant levels, (2) inventory repositioning required at other facilities, (3) potential product loss/damage, and (4) customer notification and retention impact. Assess Hummel's operational response playbook and redundancy requirements.

Run this scenario

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