Executive Spotlight: Adam Shrif, VP Supply Chain, Culver Franchising System

Supply Chain Scene: Let’s start with an overview of your career—how did you get to where you are today?

Adam Shrif: I’ll start by saying I was born and raised in Minnesota, and that’s played a big role in shaping who I am. My entire family—and my wife’s family—are still there, so it’s very much our home away from home. After college, I actually started my career in the golf business. I worked at a couple of clubs, but once I started a family, I knew I needed something more stable, so I moved into the business world. That led me to SuperValu, which at the time was the largest grocery chain in the United States.

Then, somewhat by luck, I landed an opportunity at Buffalo Wild Wings, which is how I got into the foodservice industry. One of my mentors, Brian Coan —who led the supply chain team—actually hired me, and that was a pivotal moment for me. After that, I had the chance to lead a team at Bloomin’ Brands in Tampa. That was a big leap of faith—moving my family from Minnesota to Florida—but it ended up being incredibly rewarding. I learned a ton, met another great mentor and connected with people I still stay in touch with today.

From there, I spent a few years working more on the manufacturing side—specifically with home-delivered meals—so I was still doing supply chain, but with deeper involvement in production. It was valuable experience, but I realized my heart was truly in foodservice. That brought me back to the Midwest, where I joined Culver’s here in Wisconsin. Today, I lead our supply chain team, which includes food and packaging procurement, FF&E—furniture, fixtures, equipment and services—as well as distribution, logistics, and our food safety and quality assurance team. We now have over a thousand Culver’s locations and are continuing to grow at a rapid pace. That growth is really where my passion lies, and it’s why I’m so excited to be part of this brand.

SCS: You bring a unique perspective, coming from the grocery side and now overseeing several areas within supply chain. From where you sit, how have you seen foodservice supply chain management evolve—especially over the last five years?

AS: I think everything changed post-pandemic—and I’m sure that’s a common theme you’ve heard from others too. Coming out of it, we really started to recognize who our true supplier partners were and made an effort to reward those relationships. At the same time, we also identified where we had gaps and where we needed to bring in new suppliers.

There’s been a shift toward being more intentional about who we partner with long-term. It’s become a balance between making data-driven decisions and maintaining trusted, long-term relationships. That dynamic—between what the data says and what your experience and partnerships tell you—is something we’re navigating more thoughtfully than ever before.

From my perspective, data and AI are going to play a major role moving forward, especially in areas like food safety, quality assurance, and inventory management. When you think about traceability—from the restaurant level, through the distribution centers, and all the way back to raw materials and suppliers—our industry is getting a lot smarter. The tools and technology are improving, and that’s helping us make better decisions across the board.

SCS: I want to ask you about AI. Without getting into anything proprietary, what are your thoughts on its potential in foodservice supply chain? Have you seen any compelling use cases? And how do you think it compares to earlier buzzwords like blockchain, which seemed promising but fizzled out a bit?

AS: I’d start by saying I’m fortunate to work with a great partner here at Culver’s—Kelly Hanson, who leads our IT group. Our supply chain team leans heavily on her team’s expertise when it comes to technology. We don’t make decisions in a vacuum; we collaborate closely with them to evaluate opportunities and understand what’s possible.

As for AI, I’ve seen some promising applications, particularly around inventory management and food safety traceability. Food safety is a space where there tends to be more openness and collaboration across the industry. People are more willing to share information there than they might be when it comes to supplier strategy or inventory practices. I think that openness will drive meaningful progress in traceability.

Take FSMA 204, for example—it’s been pushed back a few years, but the direction is clear. Our distribution partners are also eager to see more standardized platforms. Right now, every supplier or operator seems to have their own system for tracking, and AI could help unify that landscape and provide stronger upstream signals to suppliers and distributors.

Compared to things like blockchain or even GTIN, AI feels different. It’s more front and center. Everyone knows what AI is—even outside of supply chain. Blockchain got some attention, but not to the level of awareness and integration we’re starting to see with AI. People are already using it in their personal lives, and that makes it more real and immediate in the business context as well.

SCS: You mentioned working closely with internal stakeholders. With all the disruption and advancement in technology over the last five years, how do you see the role of supply chain professionals evolving? Are you having different conversations now than you would have had pre-2020?

AS: Definitely. One of the biggest shifts since the pandemic is that supply chain leaders now have a real seat at the table. We’ve become part of the C-suite or senior leadership teams, rather than being an afterthought. That shift has also extended throughout the organization—our directors and managers are influencing business decisions in ways they weren’t before.

But with that evolution, I think it’s important to strike a balance. We have to be careful not to let data and technology completely dictate our business decisions. Relationships still matter—a lot. One of my mentors used to say, “How do you make sure your truck is the one that gets filled?” And the answer was always relationships, not transactions. That philosophy still holds true today.

Looking ahead, I think supply chain professionals are expected to show up differently. There's more emphasis on executive presence—being able to present clearly and confidently to cross-functional teams. The way we engage with supplier partners has also evolved. We’re not just buyers anymore—we’re leading conversations, shaping strategy, and driving outcomes. That’s a big step forward for our function and our profession.

SCS: That leads perfectly into advice for young professionals in supply chain. At the spring Supply Chain Expert Exchange conference, there was a comment in the AI session that really stood out: “AI is already negotiating contracts.” It’s clear technology is changing fast—but this business is still so driven by people and relationships. What advice would you give to someone just starting out?

AS: I’d bring it back to people—because that’s really what makes any organization successful. It’s what makes our supply chain team successful. The first piece of advice I’d give to any young professional, in supply chain or otherwise, is to find a mentor. And not just someone in your exact field. Some of the best mentorship I’ve received came from people outside supply chain—like in operations or technology. One example for me is Kelly Hanson, who leads IT here. That cross-functional perspective is invaluable.

I’d also say: be curious. Be willing to ask questions and stay open. The professionals who grow the most are the ones who are willing to be vulnerable, admit what they don’t know, and treat every experience as a learning opportunity.

And practical experience really matters. Sometimes the best growth happens when a mentor or a manager gives you a shot—an opportunity to stretch. Say yes to those moments. Don’t hesitate. They often shape your career in ways you won’t expect at the time.

For me personally, working at multiple organizations has been incredibly helpful. It gave me a chance to compare different approaches and see what excellence looks like. When I was at Bloomin’ Brands, for example, we had a very sophisticated, well-structured supply chain team. The people I met there have become lifelong colleagues and friends, and I still stay in touch with many of them weekly. That kind of exposure—to both great systems and great people—has had a lasting impact on how I lead today.

SCS: You’ve attended the Supply Chain Expert Exchange conferences and know what they’re all about. What do you get out of attending the conference—and do you bring team members as part of their development?

AS: I’ll start with the second part—yes, we absolutely see the conference as a development opportunity for our team. The spring event in Chicago was actually the first time we brought our full leadership group—our four directors who oversee the functions I mentioned earlier. Going forward, we’ll likely use it not just for development, but also as a way to recognize and reward strong performance.

I think what makes this conference so valuable is the caliber of people in the room. You’re surrounded by leaders from across the foodservice industry, and there just aren’t many events like it. It’s a unique space to build relationships with peers in similar roles, which is something I really value. Whether we’re exploring a new strategic initiative or dealing with a supplier or distributor challenge—or even something like food safety—it’s incredibly helpful to have people you can bounce ideas off of.

What’s also great is that it’s not just operators in attendance. You’ve got your supplier partners there, too, and that makes it even more impactful. I’ll also add that the fact this event is run by operators, for operators is part of what makes it so authentic and relevant.

On a personal note, I ran into one of my former mentors at the spring event—Kristen Brooks—which was a full-circle moment for me. I actually first met her at this very conference back in 2016, and that connection is what led me to join Bloomin’ Brands. Almost 10 years later, getting to reconnect with her at the same event really brought things full circle. That’s what makes this conference special—it’s not just professional development; it’s relationship building at the highest level.

SCS: Is there anything else you’d like to add?

AS: Yes—one area we haven’t really discussed is how we manage uncertainty and disruption in the supply chain.

I touched on this earlier, but for us, it really comes down to building long-term relationships. That’s been the foundation for making sure our trucks are the ones that get filled. We don’t want to be viewed as a transactional customer. That means putting in the time with our supplier partners and maintaining those connections intentionally.

We’ve also partnered with third-party commodity experts to help stabilize pricing for our franchisees—which is central to everything we do.

And finally, I’d say managing the entire distribution network continues to grow in importance. We’ve learned how essential it is to oversee everything—from inbound freight and redistribution to the final mile. That last piece, the delivery to the back door of the restaurant, is where the impact is most visible. It’s where the rubber meets the road. So making sure our relationships with distribution partners are strong—especially for that final mile—is absolutely critical.