Renee Rasmussen-Spear, general manager for UNFI, was named a recipient of the 2025 Women in Supply Chain award, presented by Food Logistics and Supply & Demand Chain Executive, and sponsored by Let’s Talk Supply Chain, in the Trailblazers category.
Rasmussen-Spear has served as the general manager for UNFI since 2018, where she owns the entire Green Bay, Wis., operation with an operating budget of $25 million, over $670 million in sales and over 120 associates. Under her leadership, the Green Bay facility continues to operate under 4% operation expense. She also operates one of the company’s safest distribution centers, with offshore infrastructure regulator under 3 and lost time injury under 1.6. Retail credits consist of short on loads is -.03% on a plan of -.06% of sales; mispicks are -.01% on a plan of -.05%; and operations out of stocks are -.05% on a plan of -.40%. Warehouse and retail damage is -.04% vs. plan of -.06%, exceeding year-over-year damage by .01% as well. And, associate turnover is currently 34% favorable to last year at this time, coming in at 26.8% on a goal of 61.2%.
Rasmussen-Spear’s career began with Supervalu, Pleasant Prairie, Wis., in 1991, and moved over to UNFI upon the acquisition. Over her 34-plus-years-career, Rasmussen-Spear has held various positions of increased responsibility in logistics, transportation, warehousing and more.
Marina Mayer, editor-in-chief of Food Logistics and Supply & Demand Chain Executive and co-founder of the Women in Supply Chain Forum, sat down with Rasmussen-Spear to discuss what it’s like being the only female in a male-dominated industry, why change is a hot trend come 2026 and what it takes to maintain the safest distribution center in the company.
Food Logistics and Supply & Demand Chain Executive: Let’s first talk about you. Tell us about yourself and your journey - how you got to this current stage in your career.
Rasmussen-Spear: My career began in 1991, when I joined Supervalu, Inc in Pleasant Prairie, Wis. During my nine years in Pleasant Prairie, I held clerical and supervisor positions of varying responsibility in the warehouse and transportation department before being promoted to transportation manager. In 2000, I had an opportunity to transfer to Green Bay, Wis., as a transportation manager. It was here that I learned the importance of building strong relationships, particularly with retailers, when being led by a great general manager and mentor from whom I was able to learn from. Under her leadership, I was promoted to the warehouse manager position, then to the general manager position upon her departure from the company.
Food Logistics and Supply & Demand Chain Executive: Walk me through some of the challenges you personally have faced in the industry, and what you did to turn those challenges into opportunities.
Rasmussen-Spear: A challenge I personally faced, especially earlier in my career, was being the only female in a male-dominated industry. While I had no issue with this as I grew up being the only female on many sports teams, I found it hard to be heard, or even get a word in, so often my point of view never made it to the table. I would listen, learn, then if I had something to say, I would need to jump in, many times cut someone off because there was no “taking turns.” I found that by being a listener and being vocal when I really had something significant to share, I became respected by others. I didn’t just “talk to talk,” when I did say something, people would listen, and as the years passed, I would be asked for my viewpoint.
Food Logistics and Supply & Demand Chain Executive: Under your leadership, the Green Bay, Wis., facility continues to be one of the company’s safest distribution centers. What’s your “secret”?
Rasmussen-Spear: The “secret” starts with providing a clean, safe facility the associates can walk into every day and be proud of. It is my responsibility to provide this for them, then ask for their commitment to keep it that way throughout every shift. We know that damage breeds damage. If we keep the facility clean, damage free, and address safety issues as they arise, the associates will be much more likely to follow suit and be a part of the solution and not the problem. We begin our days with a safety moment and pre-shift stretch attended by members of management so the team can see our commitment to a culture of safety.
Food Logistics and Supply & Demand Chain Executive: You’ve been in the grocery retail sector your whole career. What advice do you have for those just entering the supply chain space?
Rasmussen-Spear: Learn everything you can. Do not confine yourself to just one discipline. Do not learn only how to do your job, learn how your job impacts others; those you work alongside, and those you report up to. This is how you not only make yourself successful, but how you can positively impact the organization, and grow your career.
Always look ahead at what’s next. Don’t put too much time into fixing what’s already occurred but look at what’s in front of you and what you can do to improve and move forward. You will always be asked to do more with less. Embrace that and find a way to make that happen without being asked or directed.
Food Logistics and Supply & Demand Chain Executive: What are your Top 3 predictions/trends for supply chain and logistics come 2026?
Rasmussen-Spear: There will be change, challenges, and opportunities.
