Crab Market by Type (Estuarine Crabs, Freshwater Crabs, Marine Crabs), Category (Canned, Fresh, Frozen), Form, Distribution Channel, End Use - Global Forecast 2025-2032
Description
The Crab Market was valued at USD 11.01 billion in 2024 and is projected to grow to USD 11.45 billion in 2025, with a CAGR of 4.28%, reaching USD 15.40 billion by 2032.
Introductory frame that synthesizes species diversity, supply chain realities, consumer demand shifts, and regulatory pressures shaping commercial decisions in the crab industry
The global crab sector sits at the intersection of marine biology, high-value food markets, and cross-border trade dynamics, requiring a concise orientation that connects supply-side realities with commercial imperatives. This introduction frames the primary considerations that industry leaders must weigh: species and habitat diversity, processing form and perishability, evolving consumer preferences toward premium seafood and sustainable sourcing, and an increasingly complex regulatory and tariff environment. Understanding these dimensions provides the necessary context for evaluating supplier resilience, product differentiation, and downstream value capture.
Within that context, stakeholders must reconcile operational constraints-seasonal harvest cycles, cold-chain robustness, and processing capacity-with strategic imperatives such as product innovation and route-to-market optimization. Shifts in consumption patterns toward convenient formats and value-added preparations create opportunities for processors and retailers, while persistent concerns about traceability and certification influence purchasing decisions among institutional buyers. As such, this report situates the crab value chain in a strategic frame that emphasizes actionable intelligence for procurement, product development, and regulatory navigation.
How logistics innovation, traceability adoption, and evolving consumer preferences are reshaping competitive positioning and product strategies across the crab value chain
Recent transformative shifts have reconfigured how value is created and captured across the crab industry, driven by a combination of technological adoption, consumer expectations, and supply-chain realignments. Advances in cold-chain logistics and on-board handling have reduced spoilage and enabled longer distribution windows, allowing processors to serve more distant markets while maintaining product integrity. Simultaneously, digital traceability solutions and blockchain pilots have begun to address provenance concerns, increasing transparency for high-value segments and supporting premium pricing where certification and origin narratives are credible.
On the demand side, consumers are increasingly valuing convenience and culinary experiences, prompting processors to expand beyond whole crabs to offer ready-to-eat meat, paste, and value-added preparations. Retailers and foodservice operators are responding by integrating these formats into curated assortments and menu innovations. These shifts are occurring alongside heightened scrutiny of sustainability credentials and worker welfare practices, prompting many firms to invest in certification pathways and supplier engagement programs. Taken together, these dynamics constitute a fundamental reshaping of competitive positioning, where nimble adaptation to logistics, product forms, and traceability expectations now separates market leaders from laggards.
Assessment of how recent tariff shifts have catalyzed sourcing diversification, processing relocation, and compliance strategies across fresh and processed crab supply chains
Cumulative tariff measures introduced by the United States in 2025 have had multilayered effects on sourcing decisions, trade flows, and operational planning within the crab sector. Trade barriers tend to prompt immediate re-evaluations of supplier relationships, with buyers assessing the balance between price, reliability, and compliance risk. Import tariffs elevate landed costs for affected shipments and create incentives for supply chain participants to mitigate exposure through geographic diversification, nearshoring of processing activities, or renegotiation of commercial terms with suppliers. These adaptive moves, however, often require lead time and capital to execute, producing short- to medium-term disruptions in availability and continuity.
The impact of tariffs is not uniform across product forms. Processed and shelf-stable categories, which can absorb longer transit times and benefit from centralized processing, experience different margin pressures than fresh or highly perishable formats that depend on rapid cold-chain delivery. Regulatory complexity increases administrative burdens for compliance teams and raises the appeal of vertically integrated supply models that provide greater control over tariff classification, origin documentation, and logistics routing. In parallel, tariffs can accelerate regional sourcing patterns as buyers seek to minimize exposure to contested trade lanes, thereby reshaping supplier development strategies and investment priorities for processing capacity in alternative geographies.
Segment-driven insights that connect crab species, product formats, distribution channels, and end-use verticals to targeted commercial and operational strategies
A segmentation-focused view illuminates differentiated demand profiles and operational priorities across the crab ecosystem while guiding targeted commercial strategies. Based on Type, distinct biological and ecological characteristics of estuarine crabs, freshwater crabs, and marine crabs lead to variations in harvest methods, seasonality, and flavor profiles that inform product positioning and processing requirements. Based on Category, choices among canned, fresh, and frozen formats determine logistics complexity, shelf-life management, and the nature of retail and foodservice partnerships. Based on Form, the industry must address differing value chains and margin structures for meat, paste, and whole product offerings, where value extraction strategies diverge sharply between minimally processed and value-added segments.
Based on Distribution Channel, the split between offline retail and online retail shapes assortment planning, packaging innovation, and promotional tactics; the offline retail environment, inclusive of convenience stores and supermarkets & hypermarkets, requires distinct merchandising and cold-chain footprints. Based on End Use, markets for crab expand beyond foodservice and household consumption into the cosmetic industry and pharmaceutical industry, each with specific quality and processing standards; the cosmetic industry further segments into haircare products and skincare products, while the food & beverage industry subdivides into catering services, hotels & restaurants, and households. Synthesizing these segmentation lenses enables suppliers and buyers to tailor product development, pricing, and channel strategies to maximal effect.
Regional strategic distinctions that clarify sourcing, compliance, and channel imperatives across the Americas, Europe Middle East & Africa, and Asia-Pacific landscapes
Regional differences drive distinct sourcing patterns, regulatory exposures, and consumer preferences that are essential to strategic planning. In the Americas, proximity to major consumer markets, established cold-chain infrastructure, and a strong foodservice sector create specific opportunities for fresh and frozen formats, while trade policy and domestic fisheries management affect harvest timing and supplier reliability. In Europe, Middle East & Africa, diverse regulatory regimes and a fragmented retail landscape encourage a range of strategies from localized sourcing to premium imported offerings, with particular attention to sustainability certifications and food safety compliance that vary across jurisdictions. In the Asia-Pacific region, extensive production hubs, integrated processing clusters, and strong regional trade linkages support a wide array of product forms, ranging from bulk frozen exports to innovative ready-to-eat preparations adapted for rapidly changing urban tastes.
Transitioning between these regional dynamics requires firms to calibrate their commercial playbooks. Exporters targeting the Americas must prioritize cold-chain integrity and consistent supply windows, while those engaging EMEA markets should emphasize regulatory alignment and traceability. Firms operating across Asia-Pacific can capitalize on dense processing ecosystems and intra-regional distribution efficiencies, but must also navigate competitive pressures and evolving sustainability expectations. Recognizing these nuanced regional contours enables companies to allocate investment, structure partnerships, and deploy go-to-market models that reflect local realities and global ambitions.
Competitive positioning analysis highlighting how operational excellence, product differentiation, and traceability investments define market leadership and resilience
Competitive dynamics within the crab industry are shaped by a mix of integrated processors, specialized harvesters, and regional distributors that emphasize different capabilities such as scale, vertical integration, quality control, and channel access. Leading firms tend to invest in cold-chain infrastructure, processing automation, and supplier development programs that reduce variability and protect margin. Others differentiate through branding, premiumization, or niche product innovation that leverages distinctive species characteristics or artisanal processing techniques. Strategic partnerships with retailers and foodservice operators frequently underpin distribution advantages, while investments in traceability and certification can unlock access to higher-value accounts and institutional buyers.
New entrants and smaller operators often compete through agility, localized knowledge, and bespoke product offerings for niche segments such as premium fresh crabs or specialty paste preparations. Across the competitive set, effective risk management practices-diversifying supplier bases, maintaining redundant logistics options, and proactive regulatory compliance-are distinguishing features that improve resilience. For buyers, supplier selection increasingly weighs non-price factors, including environmental stewardship, labor practices, and chain-of-custody transparency, so companies that integrate these elements into their operational DNA enjoy enhanced commercial credibility.
Actionable interventions for executives to bolster supply resilience, streamline processing, and align product-channel strategies to capture value across evolving crab market dynamics
Industry leaders should adopt a pragmatic set of actions to strengthen supply resilience, protect margin, and seize growth opportunities across formats and channels. First, prioritize supplier diversification and nearshoring where feasible to mitigate tariff and transit risks while ensuring continuity of supply for high-value product forms. Second, accelerate investments in cold-chain and processing automation to reduce handling loss and enable scalable production of value-added formats like meat and paste that meet evolving consumer demands. Third, embed traceability and certification pathways into supplier contracts to support premium positioning and to respond proactively to regulatory scrutiny.
In parallel, refine go-to-market strategies by aligning product form and packaging with channel dynamics-differentiating assortments for offline retail environments such as supermarkets and convenience stores versus online retail channels. Explore strategic partnerships with foodservice operators and hospitality providers to secure stable demand for catering and institutional segments. Finally, build capability in tariff classification and customs compliance to minimize administrative friction and to capture opportunities presented by shifting trade policies. Collectively, these actions create a durable foundation for growth and risk mitigation.
Methodological approach combining stakeholder interviews, documentary analysis, and scenario-based value-chain mapping to underpin the report's insights and recommendations
This research synthesizes primary and secondary intelligence to produce actionable insights grounded in supply chain observation, stakeholder interviews, and documentary analysis. Primary engagements included structured interviews with harvesters, processors, logistics providers, and commercial buyers to surface operational constraints, product preferences, and sourcing priorities. These qualitative inputs were triangulated with public regulatory filings, industry standards documentation, and trade policy announcements to ensure accurate mapping of compliance and tariff implications.
Analytical approaches combined value-chain mapping with scenario analysis to evaluate strategic sensitivities under different trade and logistics conditions. Data integrity checks and cross-validation exercises were applied to ensure consistency across source inputs and to surface divergent perspectives. Where appropriate, illustrative case examples were used to demonstrate practical implications for procurement and product strategy decisions. This layered methodology provides a transparent foundation for the insights and recommendations presented herein while recognizing the dynamic nature of trade policy and consumer behavior.
Concluding synthesis that underscores the imperative of integrated supply resilience, product differentiation, and regulatory alignment to secure competitive advantage in the crab sector
In closing, the contemporary crab industry demands that commercial leaders balance near-term operational resilience with longer-term strategic positioning. Supply-chain agility, investments in processing and cold-chain capabilities, and rigorous attention to traceability and regulatory compliance collectively determine competitive standing. Firms that proactively adapt product portfolios to reflect channel-specific requirements and that diversify sourcing across geographies are better positioned to absorb policy shocks and to capitalize on premium demand segments.
Looking ahead, success will favor organizations that integrate market intelligence into procurement decisions, maintain flexible commercial agreements with suppliers, and align product innovation with consumer trends around convenience, sustainability, and authenticity. By combining operational rigor with a clear strategic focus on segmentation and regional nuances, stakeholders can translate the complexities of trade, regulation, and consumer preference into measurable advantage.
Note: PDF & Excel + Online Access - 1 Year
Introductory frame that synthesizes species diversity, supply chain realities, consumer demand shifts, and regulatory pressures shaping commercial decisions in the crab industry
The global crab sector sits at the intersection of marine biology, high-value food markets, and cross-border trade dynamics, requiring a concise orientation that connects supply-side realities with commercial imperatives. This introduction frames the primary considerations that industry leaders must weigh: species and habitat diversity, processing form and perishability, evolving consumer preferences toward premium seafood and sustainable sourcing, and an increasingly complex regulatory and tariff environment. Understanding these dimensions provides the necessary context for evaluating supplier resilience, product differentiation, and downstream value capture.
Within that context, stakeholders must reconcile operational constraints-seasonal harvest cycles, cold-chain robustness, and processing capacity-with strategic imperatives such as product innovation and route-to-market optimization. Shifts in consumption patterns toward convenient formats and value-added preparations create opportunities for processors and retailers, while persistent concerns about traceability and certification influence purchasing decisions among institutional buyers. As such, this report situates the crab value chain in a strategic frame that emphasizes actionable intelligence for procurement, product development, and regulatory navigation.
How logistics innovation, traceability adoption, and evolving consumer preferences are reshaping competitive positioning and product strategies across the crab value chain
Recent transformative shifts have reconfigured how value is created and captured across the crab industry, driven by a combination of technological adoption, consumer expectations, and supply-chain realignments. Advances in cold-chain logistics and on-board handling have reduced spoilage and enabled longer distribution windows, allowing processors to serve more distant markets while maintaining product integrity. Simultaneously, digital traceability solutions and blockchain pilots have begun to address provenance concerns, increasing transparency for high-value segments and supporting premium pricing where certification and origin narratives are credible.
On the demand side, consumers are increasingly valuing convenience and culinary experiences, prompting processors to expand beyond whole crabs to offer ready-to-eat meat, paste, and value-added preparations. Retailers and foodservice operators are responding by integrating these formats into curated assortments and menu innovations. These shifts are occurring alongside heightened scrutiny of sustainability credentials and worker welfare practices, prompting many firms to invest in certification pathways and supplier engagement programs. Taken together, these dynamics constitute a fundamental reshaping of competitive positioning, where nimble adaptation to logistics, product forms, and traceability expectations now separates market leaders from laggards.
Assessment of how recent tariff shifts have catalyzed sourcing diversification, processing relocation, and compliance strategies across fresh and processed crab supply chains
Cumulative tariff measures introduced by the United States in 2025 have had multilayered effects on sourcing decisions, trade flows, and operational planning within the crab sector. Trade barriers tend to prompt immediate re-evaluations of supplier relationships, with buyers assessing the balance between price, reliability, and compliance risk. Import tariffs elevate landed costs for affected shipments and create incentives for supply chain participants to mitigate exposure through geographic diversification, nearshoring of processing activities, or renegotiation of commercial terms with suppliers. These adaptive moves, however, often require lead time and capital to execute, producing short- to medium-term disruptions in availability and continuity.
The impact of tariffs is not uniform across product forms. Processed and shelf-stable categories, which can absorb longer transit times and benefit from centralized processing, experience different margin pressures than fresh or highly perishable formats that depend on rapid cold-chain delivery. Regulatory complexity increases administrative burdens for compliance teams and raises the appeal of vertically integrated supply models that provide greater control over tariff classification, origin documentation, and logistics routing. In parallel, tariffs can accelerate regional sourcing patterns as buyers seek to minimize exposure to contested trade lanes, thereby reshaping supplier development strategies and investment priorities for processing capacity in alternative geographies.
Segment-driven insights that connect crab species, product formats, distribution channels, and end-use verticals to targeted commercial and operational strategies
A segmentation-focused view illuminates differentiated demand profiles and operational priorities across the crab ecosystem while guiding targeted commercial strategies. Based on Type, distinct biological and ecological characteristics of estuarine crabs, freshwater crabs, and marine crabs lead to variations in harvest methods, seasonality, and flavor profiles that inform product positioning and processing requirements. Based on Category, choices among canned, fresh, and frozen formats determine logistics complexity, shelf-life management, and the nature of retail and foodservice partnerships. Based on Form, the industry must address differing value chains and margin structures for meat, paste, and whole product offerings, where value extraction strategies diverge sharply between minimally processed and value-added segments.
Based on Distribution Channel, the split between offline retail and online retail shapes assortment planning, packaging innovation, and promotional tactics; the offline retail environment, inclusive of convenience stores and supermarkets & hypermarkets, requires distinct merchandising and cold-chain footprints. Based on End Use, markets for crab expand beyond foodservice and household consumption into the cosmetic industry and pharmaceutical industry, each with specific quality and processing standards; the cosmetic industry further segments into haircare products and skincare products, while the food & beverage industry subdivides into catering services, hotels & restaurants, and households. Synthesizing these segmentation lenses enables suppliers and buyers to tailor product development, pricing, and channel strategies to maximal effect.
Regional strategic distinctions that clarify sourcing, compliance, and channel imperatives across the Americas, Europe Middle East & Africa, and Asia-Pacific landscapes
Regional differences drive distinct sourcing patterns, regulatory exposures, and consumer preferences that are essential to strategic planning. In the Americas, proximity to major consumer markets, established cold-chain infrastructure, and a strong foodservice sector create specific opportunities for fresh and frozen formats, while trade policy and domestic fisheries management affect harvest timing and supplier reliability. In Europe, Middle East & Africa, diverse regulatory regimes and a fragmented retail landscape encourage a range of strategies from localized sourcing to premium imported offerings, with particular attention to sustainability certifications and food safety compliance that vary across jurisdictions. In the Asia-Pacific region, extensive production hubs, integrated processing clusters, and strong regional trade linkages support a wide array of product forms, ranging from bulk frozen exports to innovative ready-to-eat preparations adapted for rapidly changing urban tastes.
Transitioning between these regional dynamics requires firms to calibrate their commercial playbooks. Exporters targeting the Americas must prioritize cold-chain integrity and consistent supply windows, while those engaging EMEA markets should emphasize regulatory alignment and traceability. Firms operating across Asia-Pacific can capitalize on dense processing ecosystems and intra-regional distribution efficiencies, but must also navigate competitive pressures and evolving sustainability expectations. Recognizing these nuanced regional contours enables companies to allocate investment, structure partnerships, and deploy go-to-market models that reflect local realities and global ambitions.
Competitive positioning analysis highlighting how operational excellence, product differentiation, and traceability investments define market leadership and resilience
Competitive dynamics within the crab industry are shaped by a mix of integrated processors, specialized harvesters, and regional distributors that emphasize different capabilities such as scale, vertical integration, quality control, and channel access. Leading firms tend to invest in cold-chain infrastructure, processing automation, and supplier development programs that reduce variability and protect margin. Others differentiate through branding, premiumization, or niche product innovation that leverages distinctive species characteristics or artisanal processing techniques. Strategic partnerships with retailers and foodservice operators frequently underpin distribution advantages, while investments in traceability and certification can unlock access to higher-value accounts and institutional buyers.
New entrants and smaller operators often compete through agility, localized knowledge, and bespoke product offerings for niche segments such as premium fresh crabs or specialty paste preparations. Across the competitive set, effective risk management practices-diversifying supplier bases, maintaining redundant logistics options, and proactive regulatory compliance-are distinguishing features that improve resilience. For buyers, supplier selection increasingly weighs non-price factors, including environmental stewardship, labor practices, and chain-of-custody transparency, so companies that integrate these elements into their operational DNA enjoy enhanced commercial credibility.
Actionable interventions for executives to bolster supply resilience, streamline processing, and align product-channel strategies to capture value across evolving crab market dynamics
Industry leaders should adopt a pragmatic set of actions to strengthen supply resilience, protect margin, and seize growth opportunities across formats and channels. First, prioritize supplier diversification and nearshoring where feasible to mitigate tariff and transit risks while ensuring continuity of supply for high-value product forms. Second, accelerate investments in cold-chain and processing automation to reduce handling loss and enable scalable production of value-added formats like meat and paste that meet evolving consumer demands. Third, embed traceability and certification pathways into supplier contracts to support premium positioning and to respond proactively to regulatory scrutiny.
In parallel, refine go-to-market strategies by aligning product form and packaging with channel dynamics-differentiating assortments for offline retail environments such as supermarkets and convenience stores versus online retail channels. Explore strategic partnerships with foodservice operators and hospitality providers to secure stable demand for catering and institutional segments. Finally, build capability in tariff classification and customs compliance to minimize administrative friction and to capture opportunities presented by shifting trade policies. Collectively, these actions create a durable foundation for growth and risk mitigation.
Methodological approach combining stakeholder interviews, documentary analysis, and scenario-based value-chain mapping to underpin the report's insights and recommendations
This research synthesizes primary and secondary intelligence to produce actionable insights grounded in supply chain observation, stakeholder interviews, and documentary analysis. Primary engagements included structured interviews with harvesters, processors, logistics providers, and commercial buyers to surface operational constraints, product preferences, and sourcing priorities. These qualitative inputs were triangulated with public regulatory filings, industry standards documentation, and trade policy announcements to ensure accurate mapping of compliance and tariff implications.
Analytical approaches combined value-chain mapping with scenario analysis to evaluate strategic sensitivities under different trade and logistics conditions. Data integrity checks and cross-validation exercises were applied to ensure consistency across source inputs and to surface divergent perspectives. Where appropriate, illustrative case examples were used to demonstrate practical implications for procurement and product strategy decisions. This layered methodology provides a transparent foundation for the insights and recommendations presented herein while recognizing the dynamic nature of trade policy and consumer behavior.
Concluding synthesis that underscores the imperative of integrated supply resilience, product differentiation, and regulatory alignment to secure competitive advantage in the crab sector
In closing, the contemporary crab industry demands that commercial leaders balance near-term operational resilience with longer-term strategic positioning. Supply-chain agility, investments in processing and cold-chain capabilities, and rigorous attention to traceability and regulatory compliance collectively determine competitive standing. Firms that proactively adapt product portfolios to reflect channel-specific requirements and that diversify sourcing across geographies are better positioned to absorb policy shocks and to capitalize on premium demand segments.
Looking ahead, success will favor organizations that integrate market intelligence into procurement decisions, maintain flexible commercial agreements with suppliers, and align product innovation with consumer trends around convenience, sustainability, and authenticity. By combining operational rigor with a clear strategic focus on segmentation and regional nuances, stakeholders can translate the complexities of trade, regulation, and consumer preference into measurable advantage.
Note: PDF & Excel + Online Access - 1 Year
Table of Contents
183 Pages
- 1. Preface
- 1.1. Objectives of the Study
- 1.2. Market Segmentation & Coverage
- 1.3. Years Considered for the Study
- 1.4. Currency
- 1.5. Language
- 1.6. Stakeholders
- 2. Research Methodology
- 3. Executive Summary
- 4. Market Overview
- 5. Market Insights
- 5.1. Sustainable crab fishing methods promoting ecosystem recovery and yield efficiency
- 5.2. Impact of rising ocean temperatures on crab migration patterns and harvest volumes
- 5.3. Surging demand for value-added crab products driving retail and foodservice innovation
- 5.4. Rapid expansion of soft-shell crab aquaculture operations with sustainable feed solutions
- 5.5. Increasing regulatory scrutiny on imported crab amid evolving food safety standards
- 5.6. Integration of blockchain traceability systems enhancing transparency in crab supply chains
- 5.7. Emergence of plant-based crab alternatives appealing to eco-conscious and vegan consumers
- 5.8. Adoption of AI-driven sorting and grading technologies in commercial crab processing plants
- 5.9. Growing consumer preference for regionally sourced Dungeness and Alaskan king crab varieties
- 5.10. Influence of tariff fluctuations and trade agreements on global crab import-export dynamics
- 6. Cumulative Impact of United States Tariffs 2025
- 7. Cumulative Impact of Artificial Intelligence 2025
- 8. Crab Market, by Type
- 8.1. Estuarine Crabs
- 8.2. Freshwater Crabs
- 8.3. Marine Crabs
- 9. Crab Market, by Category
- 9.1. Canned
- 9.2. Fresh
- 9.3. Frozen
- 10. Crab Market, by Form
- 10.1. Meat
- 10.2. Paste
- 10.3. Whole
- 11. Crab Market, by Distribution Channel
- 11.1. Offline Retail
- 11.1.1. Convenience Stores
- 11.1.2. Supermarkets & Hypermarkets
- 11.2. Online Retail
- 12. Crab Market, by End Use
- 12.1. Cosmetic Industry
- 12.1.1. Haircare Products
- 12.1.2. Skincare Products
- 12.2. Food & Beverage Industry
- 12.2.1. Catering Services
- 12.2.2. Hotels & Restaurants
- 12.2.3. Households
- 12.3. Pharmaceutical Industry
- 13. Crab Market, by Region
- 13.1. Americas
- 13.1.1. North America
- 13.1.2. Latin America
- 13.2. Europe, Middle East & Africa
- 13.2.1. Europe
- 13.2.2. Middle East
- 13.2.3. Africa
- 13.3. Asia-Pacific
- 14. Crab Market, by Group
- 14.1. ASEAN
- 14.2. GCC
- 14.3. European Union
- 14.4. BRICS
- 14.5. G7
- 14.6. NATO
- 15. Crab Market, by Country
- 15.1. United States
- 15.2. Canada
- 15.3. Mexico
- 15.4. Brazil
- 15.5. United Kingdom
- 15.6. Germany
- 15.7. France
- 15.8. Russia
- 15.9. Italy
- 15.10. Spain
- 15.11. China
- 15.12. India
- 15.13. Japan
- 15.14. Australia
- 15.15. South Korea
- 16. Competitive Landscape
- 16.1. Market Share Analysis, 2024
- 16.2. FPNV Positioning Matrix, 2024
- 16.3. Competitive Analysis
- 16.3.1. Aqua Star Corp.
- 16.3.2. Bumble Bee Foods, LLC
- 16.3.3. Clearwater Seafoods Incorporated
- 16.3.4. High Liner Foods Incorporated
- 16.3.5. JM Clayton Seafood Company
- 16.3.6. KEYPORT LLC
- 16.3.7. Maine Lobster Now LLC
- 16.3.8. Maruha Nichiro Corporation
- 16.3.9. Mazzetta Company, LLC
- 16.3.10. Millennium Ocean Star Corporation
- 16.3.11. Ocean Choice International L.P.
- 16.3.12. Ocean More Foods Co., Limited
- 16.3.13. Pacific Cove
- 16.3.14. Pacific Seafood Group
- 16.3.15. Phil-Union Frozen Foods Inc.
- 16.3.16. Phillips Foods, Inc.
- 16.3.17. PT. Crab Processor Indonesia
- 16.3.18. SEA DELIGHT LLC
- 16.3.19. Seaview Crab Co.
- 16.3.20. Shanghai Fisheries General Corporation
- 16.3.21. Sogelco International Inc.
- 16.3.22. Stavis Seafoods
- 16.3.23. Supreme Crab and Seafood Inc.
- 16.3.24. Thai Union Group PLC
- 16.3.25. Trident Seafoods Corporation
- 16.3.26. Young’s Seafood Limited
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