Colombian avocados focus on quality and consistency in the U.S.

October 13, 2026

Despite the decrease in the volume of avocados shipped from Colombia to the US market, retailers' interest in Colombian fruit continues to create opportunities. In conversations with Avobook, Manuel Michel, executive director of the Colombian Avocado Board (CAB), points out that the main challenge is to translate that interest into sustainable commercial programs with quality fruit, planned volumes, and consistent deliveries.

According to their analysis, by September 2026 Colombian shipments to the United States had

Sales have decreased between 75% and 80% compared to the same period last year. However, the report also notes that conversations with retailers in the market show a positive response and growing interest in Colombian avocados compared to previous periods.

Manuel Michel explains that the recovery will depend both on the availability of fruit and on the ability to respond to buyer needs in a market with greater competition among suppliers.

A decrease explained by production and commercial factors

In an interview with Avobook, Michel attributes the reduction in shipments to the increased availability of avocados in the United States. He notes that during the first half of 2026, the available volume increased by approximately 15%.

“But the good news is that the market has been able to absorb that additional supply,” the executive explains. He adds that retail markets have observed the capacity to sell larger volumes and are looking for suppliers who can meet those new levels.

It also mentions that the decline is partly due to temporary market conditions and the availability of Colombian fruit. However, it points out that there are market factors that must be monitored, such as consumer purchasing power, transportation costs, and the evolution of the economy.

Adding to this scenario is a lower availability of fruit in Colombia. Michel explains that, according to industry assessments, one of the possible causes is the excessive rainfall during the 2025 flowering period, which could have affected the harvest during the off-season (secondary) of 2026.

“Therefore, the reduction in shipments is not only explained by the conditions of the US market, but also by a lower availability of fruit in Colombia,” he explains.

According to their approach, in the short term, Colombian participation will be conditioned by the availability of fruit, transportation, the alternatives offered by other markets and the weather, both in Colombia and in the other supplier countries.

From talks to trade programs

To identify business opportunities and understand the qualities suppliers need, the Colombian Avocado Board has maintained close contact with retailers. According to Michel, the next step requires coordination among producers, exporters, and importers.

“It is not enough to generate interest; we must ensure that there is fruit with the quality, sizes, price and continuity that each customer requires,” he says.

The CEO identifies the East Coast, especially the northeastern United States, as the main area of opportunity for Colombia. In his analysis, he highlights transit times of three days to Florida ports and five to Philadelphia, which can represent advantages in freshness, logistical flexibility, and costs.

“The volumes that Colombia currently handles are well-suited to the size and needs of many regional retailers on the East Coast,” he notes. For Michel, this allows for the gradual development of programs, demonstrating results, and building long-term relationships.

Among these opportunities are medium and small sizes. Although the US market traditionally prefers larger fruit, Michel is exploring potential for bagged presentations, multi-unit promotions, and cost-saving alternatives. He emphasizes that their development must be tailored to the specific needs of each retailer.

Efficiency and planning to consolidate the offer

According to the CEO, consolidating the Colombian presence requires improvements in efficiency throughout the chain, from production and harvesting to packaging, logistics and delivery to the customer.

“Colombia must continue to increase production efficiency, improving yields per hectare, and reducing the cost per unit, without compromising quality,” he states.

Planning also plays a central role in their analysis. Having reliable information on volume projections and size distribution allows for better coordination of supply among producers, packers, exporters, and importers.

“Colombia doesn’t need to be the largest source to become a major supplier. It needs to be a reliable, competitive source that can respond to market needs,” he argues.

Continuous presence that transcends windows of opportunity

Michel recognizes an important advantage in Colombia: the ability to produce year-round.

He mentions that taking advantage of it in the commercial sphere requires maintaining a sustained presence that allows buyers to incorporate that origin into their supply programs.

During the conversation with Avobook, he explains that periods of lower supply have become less pronounced than a few years ago. While opportunities may still arise during certain transitions between seasons, sizes, or regions, he believes that strategy should not rely on anticipating shortages or higher prices.

“The most sustainable strategy is to maintain a constant presence and build long-term programs with importers and retailers,” he suggests.

His outlook on the US market remains positive, although he acknowledges that supply and demand don't always grow at the same pace. There are periods when buyers need time to absorb larger volumes and verify that they can sustain those sales levels.

For Colombia, this scenario combines growth potential with increased demands. Proximity to the east coast and year-round production provide a foundation. Converting these advantages into a larger market share will depend on the quality, efficiency, and reliability it can maintain with buyers.