Executive Spotlight: Fred Dudley, Vice President of Supply Chain, Noodles & Company

Supply Chain Scene:  Give us an overview of your career and how you got to where you are today.

Fred Dudley: I was fortunate to spend the first decade of my career in the automotive industry, starting at General Motors in finance and later transitioning to supply chain at Ford, both in Michigan. Working for two of the largest manufacturing companies in the world gave me incredible exposure to technology, global connections, and best-in-class operations — a foundation that shaped my career.

From there, I moved to Bausch & Lomb in Clearwater, which was a pivotal moment for me. I spent six years leading supply chain teams at one of their cataract manufacturing plants, overseeing everything from raw materials and incoming products to manufacturing services and equipment. Being embedded in the manufacturing environment was an invaluable experience.

While at Bausch & Lomb, my HR counterpart took a role with Bloomin’ Brands and later recruited me to join their team in Tampa. That’s where I transitioned into foodservice supply chain — and quickly discovered it was my passion. During my time at Bloomin’ Brands, I led several teams across various food and non-food categories and worked closely with the quality assurance group as a supply chain liaison. I also had the opportunity to work with incredible mentors, many of whom I still stay in contact with today.

From there, I joined Earl Enterprises in Orlando, where I led the supply chain team overseeing food, beverages (both alcoholic and non-alcoholic), packaging, procurement, smallwares, services, distribution, and logistics. After nearly five years with Earl Enterprises, I joined Noodles & Company here in Colorado. Today, I lead our supply chain team, which includes food, beverages, packaging, smallwares, services, distribution, and logistics — and I also oversee our food safety and quality assurance team.

SCS: With nearly three decades of experience, how have you seen the supply chain management field evolve? Have there been any major shifts or lessons that stand out to you?

FD: I’d say the biggest change came during COVID. The pandemic really shifted everything — especially in foodservice. It reminded all of us how important relationships are, and how critical it is to have secondary and even redundant sources of supply to manage risk.

You really had to think outside the box to figure out how to get product to the restaurants. That’s where those relationships with true supplier partners made all the difference. They were the ones who helped us get product on trucks and into restaurants during some very tough times.

I remember working with a distributor who introduced me to a produce house they had a strong relationship with. They stepped in, picked up product when the DCs didn’t have trucks available, and made the deliveries themselves. That kind of partnership was everything.

COVID also reinforced the need to have backup plans in place — not just with multiple suppliers, but even within a single supplier. We started looking closely at whether our suppliers had multiple plants, multiple lines, even third-party manufacturing options. That way, if something happens at one facility, we can shift production to another and keep the product flowing.

SCS: Your role goes beyond procurement. In a time of constant change and uncertainty — market fluctuations, tariffs, supply chain disruptions — how do you manage it all? Do you have a go-to strategy or tactic that’s been effective?

FD: For me, it starts with building long-term relationships and collaborating closely with suppliers. You can’t do this in a vacuum — you have to work with your partners to think through scenarios and develop risk-mitigation strategies together.

Those strong relationships make it possible to get creative when disruptions happen — whether that means expediting shipments or purchasing long lead-time raw materials as an “insurance policy.” That way, if demand exceeds expectations, we can quickly ramp up manufacturing without starting from scratch.

Another key is building redundancy into the supply chain: multiple suppliers, pre-approved substitutes for key items, and contingency plans you can “break glass” on when needed. We also partner with third-party commodity experts and suppliers to gather market intelligence and data analytics. This helps us stabilize costs, manage price fluctuations, and give our franchise partners more predictable COGS.

Internally, cross-functional alignment is critical. When we launch an LTO, we discuss all the scenarios up front — what we’ll do if it runs short, or what our exit strategy is if it runs long. Marketing is part of those conversations too, so they’re ready to adjust campaigns, promote through loyalty channels, and help move product when necessary.

It’s really about preparing for multiple outcomes, staying proactive, and making sure the entire team — supply chain, marketing, operations — is aligned and ready to act quickly when the unexpected happens.

SCS: There’s so much buzz around Artificial Intelligence, and surveys show the foodservice supply chain industry is increasingly positive about integrating it. Without giving away any proprietary strategy, what are your thoughts on AI and how it might reshape supply chain management?

FD: I think AI is going to transform supply chains by helping us shift from being reactive to being proactive. With better access to data and predictive analytics, we’ll be able to anticipate disruptions before they happen and have contingency plans ready. For example, we already get market intel from commodity and supplier partners — AI could systematize that process, pulling data from multiple sources and helping us create scenarios in advance so we’re not scrambling when challenges arise.

What’s exciting is that AI isn’t just staying in the tech world — it’s becoming part of everyday business education. My daughter is a sophomore in business school, and her “Introduction to Business Fundamentals” course has already been replaced with an AI-focused class. They’re teaching students how to use AI at a very early stage, which shows that it’s going to become a fundamental part of doing business.

I really believe AI will touch every area — not just supply chain or foodservice, but all aspects of business and even beyond. I was watching the news this morning, and they were talking about using AI for predictive weather modeling. It’s becoming part of everything we do, and I think its impact will only continue to grow.

SCS: You’ve attended the Supply Chain Expert Exchange Conferences for years and now serve at the board level. What do you think makes these conferences valuable? What do you like most about them?

FD: I think the conferences are fantastic — I’ve always enjoyed them. One of the biggest benefits is the relationships. You get to connect with your existing supplier partners and industry counterparts, network with peers, and learn from the information being shared. It’s a chance to collaborate, share best practices, and take away ideas you can apply right away.

I also value the opportunity to meet new supplier partners and reconnect with colleagues or mentors I may not have seen in years. Sometimes I even find potential new suppliers that bring a fresh perspective or a strategic advantage in a category we’re working on.

The content itself is invaluable, but it’s the combination of learning, networking, and benchmarking that makes it so powerful. To me, it feels like a family reunion — you walk in and see so many familiar faces, catch up with people you’ve worked with, and spend time sharing ideas and solutions. It’s one of the few times you have everyone in one place, and that creates a unique energy and opportunity to grow.

SCS: What advice would you give to young people entering the foodservice supply chain field? Are there specific skills you think are especially important to build a successful career today?

FD: First and foremost, build a strong technical foundation. Learn how to work with data — whether that’s Excel, BI tools, or now even AI. The ability to generate analysis, review it critically, and explain what the data is telling you is key.

Strong communication skills are just as important. You need to be able to take what the data is saying and clearly articulate it to others — whether that’s recommending a course of action or explaining why something is happening.

Problem-solving under pressure is another big one. In supply chain, things rarely go perfectly. Having the confidence to make recommendations and follow through — even when you don’t have someone walking you through every step — will set you apart.

Negotiation is also a skill that never goes out of style, as is building strong relationships with both suppliers and internal partners. Those connections will help you solve problems faster and find creative solutions when challenges come up.

And finally, focus on execution. Deliver accurate, fact-based analysis, execute projects effectively, and keep learning as you go. If you can consistently do that — with confidence — you’ll stand out and grow quickly in this field.