Facility Closing And Reorganization Costs (Approved Plans And Related Charges) (Details) (USD $)	12 Months Ended				3 Months Ended	12 Months Ended	15 Months Ended	12 Months Ended
	Dec. 31, 2011	Dec. 31, 2010	Dec. 31, 2009	Dec. 31, 2011 Facility Closing [Member]	Jun. 30, 2010 Broad-Based Reduction Of Facility And Distribution Personnel [Member]	Dec. 31, 2011 Organization Optimization Initiative [Member]	Dec. 31, 2011 Department Realignment [Member]	Dec. 31, 2011 Fresh Dairy Direct [Member]		Dec. 31, 2010 Fresh Dairy Direct [Member]		Dec. 31, 2009 Fresh Dairy Direct [Member]		Dec. 31, 2011 Fresh Dairy Direct [Member] Broad-Based Reduction Of Facility And Distribution Personnel [Member]		Dec. 31, 2010 Fresh Dairy Direct [Member] Broad-Based Reduction Of Facility And Distribution Personnel [Member]		Dec. 31, 2011 Fresh Dairy Direct [Member] Organization Optimization Initiative [Member]		Dec. 31, 2011 Fresh Dairy Direct [Member] Management Realignment [Member]		Dec. 31, 2010 Fresh Dairy Direct [Member] Management Realignment [Member]		Dec. 31, 2009 Fresh Dairy Direct [Member] Restructuring Charges, Other [Member]	Dec. 31, 2011 Corporate [Member]	Dec. 31, 2010 Corporate [Member]	Dec. 31, 2011 Corporate [Member] Organization Optimization Initiative [Member]		Dec. 31, 2011 Corporate [Member] Department Realignment [Member]		Dec. 31, 2010 Corporate [Member] Department Realignment [Member]		Dec. 31, 2009 Morningstar [Member]
Restructuring Cost and Reserve [Line Items]
Closure of facilities								$ 18,751,000	[1]	$ 21,350,000	[1]	$ 29,021,000	[1]																				$ 1,076,000	[2]
Severance costs	25,000,000									2,900,000				(282,000)	[3]	3,404,000	[3]	4,269,000	[4]	(194,000)	[5]	3,100,000	[5]				20,609,000	[4]	2,535,000	[6]	2,907,000	[6]
Other																								65,000
Total	45,688,000	30,761,000	30,162,000					22,544,000		27,854,000		29,086,000													23,144,000	2,907,000
Charges incurred to date				55,100,000	3,100,000	24,900,000	5,400,000																										4,700,000
Shut down and other costs				$ 700,000		$ 400,000
Reduction of workforce	75					300		230

[1] These charges in 2011, 2010 and 2009 primarily relate to facility closures in Newport, Kentucky; Baxley, Georgia; Florence, South Carolina; and Flint, Michigan, as well as previously announced closures. We have incurred $55.1 million of charges related to these initiatives to date. We expect to incur additional charges related to these facility closures of $0.7 million, related to shutdown and other costs. As we continue the evaluation of our supply chain described more fully below it is likely that we will close additional facilities in the future.

[2] These charges in 2009 relate to shut down and other costs associated with the previously announced closure of a facility in Belleville, Pennsylvania. We incurred total charges of $4.7 million under this plan and do not expect to incur any additional charges going forward.

[3] These charges relate to a plan to reduce the workforce within our Fresh Dairy Direct segment impacting approximately 230 positions. Implementation began during the second quarter of 2010 and was carried out over the balance of the year. The reduction in workforce affected employees across the country and was a result of operational changes from supply chain initiatives. The workforce reduction costs related to this plan were part of an existing benefit arrangement; therefore, the full amount of expected severance benefits was accrued during the second quarter of 2010. We incurred total charges of $3.1 million related to this initiative and do not expect to incur any additional charges going forward.

[4] In the first quarter of 2011 we initiated a significant cost reduction program that is incremental to our other ongoing cost-savings initiatives. This initiative is focused on permanently removing costs out of our business through organizational and corporate departmental redesigns, driven by process simplification and standardization, centralization of activities and reorganization to drive growth in our core customers and categories. As part of this program, we eliminated approximately 300 corporate and field positions by the end of 2011. The charges recorded during 2011 relate to workforce reduction costs associated with the first four tranches of this program and include costs associated with eliminating the position filled by our then President and Chief Operating Officer. The charges incurred under this plan also include workforce reduction and shutdown costs associated with the closure of several distribution facilities within Fresh Dairy Direct that were a direct result of the organizational redesigns noted above. We have incurred $24.9 million of charges related to this initiative to date, and we expect to incur additional charges of approximately $0.4 million related to shutdown and other costs.

[5] In 2010, we realigned management positions within our Fresh Dairy Direct segment to facilitate supply-chain and commercial focused functions across the segment. This resulted in the elimination of the position filled by the then President of Fresh Dairy Direct and we incurred $2.9 million of workforce reduction costs. We do not expect additional costs related to this initiative; however, as described more fully below, we continue to evaluate opportunities to further align and integrate our Fresh Dairy Direct operations, which could result in additional charges in the future.

[6] In 2010, as a result of peer comparisons and our ongoing cost control initiatives, our management team approved a multi-year cost reduction plan aimed at centralization and process improvement, as well as business unit and functional organization redesigns. Charges in 2011 relate to workforce reduction costs associated with this plan. The plan was implemented during the fourth quarter of 2010 beginning with the redesign of certain functions within human resources, legal and finance. The plan has resulted in the elimination of approximately 75 positions throughout 2011 as each function has reorganized its processes in line with the peer comparisons and internally developed functional blueprints as approved by an executive operating team. We have incurred $5.4 million of charges related to this initiative to date and do not expect to incur any additional charges going forward.