Meet Michelle Elwonger, VP of Supply Chain

SCS: Let’s start with your career. Tell us how you got started and how you got to where you are today.

Michelle Elwonger: I started my career at Longhorn Steakhouse, where I worked throughout high school and college. I thrived in the fast-paced environment of the restaurant industry and knew I wanted to stay in hospitality after college. The year I graduated from UCF, Darden acquired Longhorn, and with their corporate office nearby, it became a goal of mine to join their Restaurant Support Center. Four months later, I landed a role in Purchasing and loved it. It blended the energy of restaurant operations with the strategic complexity of supply chain. No two days were the same—one day, I was sourcing dishwashers for Red Lobster, and the next, I was replacing chandeliers for The Capital Grille. I was drawn to the variety and challenge.

After 4.5 years at Darden, I moved to Bloomin’ Brands and later to The Melting Pot, where I shifted my focus to managing food. I was fortunate to work with Ted Suor, an industry veteran who became an instrumental mentor. He taught me the foundations of commodity markets and emphasized the importance of supplier relationships. One of his most impactful lessons was to always take the meeting—because relationships are the backbone of this industry. This philosophy still guides me today, fostering opportunities and connecting me with incredible professionals throughout my career.

In 2015, Carl Sahlsten reached out to me with an incredible opportunity to build Metro Diner’s supply chain from the ground up. When I joined, Metro Diner was a small operation with just seven diners and a single distribution center. A decade later, we’ve scaled to over 60 locations, expanded our distribution network, and built a recognized brand across the U.S. It has been an incredibly rewarding journey marked by growth, change, and resilience.

SCS: When you started, your role was in purchasing, but now it’s supply chain. How has that evolution unfolded and what significant shifts have you noticed?

ME: When I started, purchasing was primarily focused on negotiating product prices. Over the past decade, and especially in the last four years, logistics has become a critical focus. It’s no longer just about cost per pound; it’s about whether a supplier can deliver into our distribution network, manage minimum order quantities, and provide cost-effective freight solutions without compromising shelf life. These factors directly impact food costs and operational efficiency. Inventory management is also a crucial piece—if the product isn’t in stock, it doesn’t matter how great of a deal it is. We need to ensure product availability to meet demand, and that requires close coordination with suppliers and distributors.

Additionally, distributors are more selective than ever about whom they partner with. A few years ago, restaurant companies would put out bids and receive multiple competitive offers. Now, restaurants must meet specific criteria aligned with the distributor's profitability model to even be considered. We often hear about distributors turning down business or dropping accounts altogether. Maintaining strong relationships with our distribution partners is more crucial than ever. I talk with our partners several times a week to ensure we're aligned on goals and supporting each other in a way that benefits both sides.

SCS: Metro Diner serves some of the most disrupted food items—eggs, chicken, beef. How do you manage supply chain volatility?

ME: At Metro Diner, our commitment to consistency sets us apart. While many restaurants have drastically raised prices or cut portion sizes, we’ve taken a more strategic approach. In my 10 years here, we’ve kept price increases to a minimum, even in the most volatile times.

Our ability to navigate disruptions comes down to experience, strategy, and strong supplier relationships. I have the privilege of working with industry veterans like Chris Sullivan and Hugh Connerty, who have seen it all. Their philosophy is clear: don’t overreact—stay the course and focus on long-term, sustainable decisions.

Transparency with our suppliers allows us to anticipate and address challenges before they escalate. We also tailor our strategies based on the timeline of a disruption. For example, egg shortages due to bird flu might last weeks or months, whereas beef price increases are part of a multi-year trend. Each scenario requires a different approach, but at the core, it’s about open communication and collaboration with our vendor partners.

SCS: AI is transforming industries. How do you see its role in the foodservice supply chain?

ME: AI is a powerful tool for data analysis and decision-making, but it can never replace the human relationships and strategic thinking that are essential to supply chain success. We use AI to enhance our processes and inform our decisions, but at the end of the day, it’s the people who execute those decisions and make them a reality. Success in supply chain management comes down to strong partnerships, problem-solving, and collaboration. AI offers meaningful insights, but it’s the human element that drives the action and delivers results.

SCS: You emphasize relationships. How did that perspective develop?

ME: Moving from large brands like Darden and Bloomin’ Brands to smaller companies like The Melting Pot and Metro Diner changed my perspective on relationships. At Darden, suppliers sought us out. At smaller brands, I had to take the initiative and pitch why they should do business with us—it was eye-opening to experience suppliers turning us down.

When I joined Metro Diner, I leaned heavily on my network, which has been one of my strongest assets throughout my career. Even though we weren’t always considered a national account, my past relationships helped us secure key supplier partnerships and contracts. These connections have been instrumental in problem-solving—whether securing eggs or finding last-minute delivery solutions.

You never know how the person you connect with today will impact your future—they could become your boss, your supplier, or the person who helps you through a crisis. Investing in relationships always pays off in ways you can’t predict.

SCS: You regularly attend the Supply Chain Expert Exchange. What keeps you coming back?

ME: The opportunity to gain insights from my peers is invaluable. At Metro Diner, we operate with a lean team, and many of my contacts bring experience from larger companies with extensive resources. Connecting with other leaders who are managing tight teams and growing brands helps me navigate industry challenges. It’s a great space for sharing insights and collaborating on solutions.

One of the biggest takeaways from these conferences is the reassurance that regardless of company size, we all face similar obstacles. Learning from those who have already navigated these challenges offers tremendous value.

SCS: What advice would you give students or young professionals entering supply chain management?

ME: Stay curious and ask questions. I was always the kid who asked 'why,' and that mindset has been invaluable in my career—whether understanding commodities, processes, or people. Don’t wait for knowledge to come to you—seek it out. If you want to understand a P&L, ask finance to walk you through it. If you want to improve your public speaking, join Toastmasters. If you're curious about another department, ask to job shadow.

Also, be resourceful. Google is your friend! If you hear an acronym you don’t know, look it up. Compare what you learn from different companies to get a well-rounded perspective.

Ultimately, success in this field isn’t just about knowledge—it’s about the initiative you take, the partnerships you build, and your dedication to growth. These are the qualities that will differentiate you.