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T he vegetable processing industry had become well established in the upper Midwest by the 1950s, using some 500,000 acres and emphasizing the large-seeded crops such as peas, snap beans, lima beans, and sweet corn. Harvested at a point of rapid change in the plant growth and development process, a field of any of these crops could provide an excellent product on one day and 2 or 3 days later an over-age product that might demand a much lower price, if it could be sold at all. Not surprisingly, skilled management and careful attention to organization of the growing and processing operation were mandatory in a successful company. The industry consisted of a number of processing firms and their independent contract growers. Some of the firms were national or international in the scope of their production and packing operations and had many factory locations. Others were regional or local, consisting of one to several factory sites. At each site responsibility tended to be structured along two lines; i.e., factory operations and agricultural operations. The responsibility for liaison between the factory and the harvest of raw product from field sites resided with the agricultural manager. Company success during the packing season was contingent on the continuous flow of highquality raw product from the field to the factory.

Agricultural Manager's Dilemma at St. Croix Valley Foods, Inc.: A Decision Case in Processing Crops Agriculture