For generations, connecting American agriculture with the food America eats.
SucroCorp supplies the sweetening systems, texture ingredients and formulation science behind a great many familiar products. This is who we are and how we work.
A company built on what the middle of the country grows.
For generations, SucroCorp has helped connect American agriculture with the evolving needs of food manufacturers.
The company began where most agricultural businesses begin: close to the fields, buying what neighbors grew and finding a use for it. What has changed since then is not the starting point but the distance the work now travels. A kernel harvested in eastern Iowa may leave our facilities as four different ingredients, bound for four different industries, in the same week.
Over the decades SucroCorp expanded from regional milling into refined sweeteners, texture and moisture systems, beverage formulation and food science services. Each expansion followed the same logic. When we understood one part of the system well, we looked at the part next to it.
Today the company operates wet-milling and refining facilities across the Midwest, bulk terminals in eleven states, a dedicated research center in Lincoln County, Nebraska, and supply relationships with more than nineteen hundred American growing operations. Since 2012 SucroCorp has been a business of Richard Roman Enterprises.
Wet-milling and refining operations run on a continuous twelve-month cycle.
What we hold ourselves to.
Five commitments govern how SucroCorp operates. They are printed in every facility, and they are the standard against which we review our divisions each year.
Integrity
We believe trust begins with consistency.
A customer who opens a tanker in Georgia should find precisely what a customer in Oregon found last Tuesday. We hold ourselves to that standard because everything downstream of us depends on it.
Innovation
Food needs continue to evolve. So do we.
Diets change, categories change, and the way people eat changes faster than either. Our research programs exist to stay slightly ahead of that movement rather than to react to it.
Efficiency
Every acre, ingredient and process has potential.
Waste is not only an environmental cost. It is unrealized capability. We look for it in our fields, our facilities, our routing, and in the parts of the system that nobody has thought to examine yet.
Responsibility
We take seriously our role in America’s food system.
A very large number of meals pass through our ingredients each week. We do not treat that position casually, and we plan for it at the scale at which it actually operates.
People
Everything begins with people.
Growers, employees, customers, consumers. Every part of what we do begins and ends with people, and our long-term planning reflects that in every division of the company.
Experienced management, long tenure.
SucroCorp's executive team averages more than fourteen years with the company. Most began in operations, agriculture or the laboratory rather than in corporate roles, and several still keep an office at a facility rather than at headquarters.
The team is responsible for a company whose decisions reach a very large number of American households each week. It takes that responsibility seriously and plans accordingly.
American operations, international relationships.
North America
All SucroCorp processing and refining capacity is located in the United States, supplied by American growers. Distribution reaches manufacturing customers across the continental United States, with next-day liquid delivery in the majority of served regions.
Export markets
Refined sweetener and ingredient systems are supplied to manufacturers in Latin America, Europe and the Pacific Rim through port terminals and established trading relationships. Export represents a modest share of total volume.
Research collaboration
SucroCorp maintains research relationships with universities and applied science institutions in several countries. Certain programs are conducted under confidentiality and are not described in public materials.
Our obligations, plainly stated.
SucroCorp holds obligations to four groups: the growers who supply us, the employees who operate our facilities, the customers who build products around our ingredients, and the people who ultimately eat what we help make.
To growers we owe predictable demand and fair terms. To employees we owe safe facilities and steady work. To customers we owe consistency to specification. To consumers we owe ingredients that meet every applicable federal standard, every time, without exception.
We publish our environmental commitments annually and report progress against internal efficiency indices covering water, energy, transportation and residual material. Community investment is coordinated through our Community Nutrition Partnership Program.
Richard Roman Enterprises
Since 2012, SucroCorp has operated as a wholly owned business of Richard Roman Enterprises, a diversified American holding company with interests in food production, distribution, logistics, communications and consumer services.
Under the terms of the acquisition, SucroCorp retains its name, headquarters, facilities and existing customer and grower relationships. Agricultural supply, processing and distribution continue to report through SucroCorp management. Analytics functions are coordinated through the Integrated Consumer Systems division, and designated research programs are held under joint oversight with RRE Corporate Development.
The combination was announced on May 5, 2012, and creates opportunities to integrate agricultural production, ingredient science, distribution and consumer analytics across the American food system.
Company announcements and press releases.
Operations, agriculture, research and corporate announcements from SucroCorp.