Fabian Fleissner

Led the SCM team, executing strategic initiatives and driving operational excellence across sourcing, procurement, logistics, and warehousing. Developed and implemented commodity strategies with department heads to optimize cost, supplier performance, material flow, and article availability, ensuring reliable on-time delivery. Introduced lean methodologies to improve efficiency, reduce waste, and increase inventory turns. Held full P&L responsibility for SCM metrics, consistently achieving cost savings.

Established core operational frameworks for a recruiting agency start-up, covering Business Development, CRM, Legal, Finance, and Sourcing. Designed scalable processes to support growth and client delivery, ensuring operational efficiency and compliance. Served as advisor and consultant, aligning strategy with execution in a fast-paced entrepreneurial environment.

Led global planning functions, overseeing Demand, Supply, Merchandise, Production Planning, and Logistics/Shipping departments, ensuring integration across the supply chain. Drove operations and designed SCM strategy with focus on efficiency, resilience, and growth, balancing working capital optimization with delivery performance. Introduced structured IBP & SOP processes, enhancing collaboration, planning accuracy, and cross-functional alignment. Contributed to company-wide reorg and transformation efforts

Managed OF operations for adidas Group’s LAM distribution centers, ensuring availability and service levels. Optimized SLAs to align supply chain performance with business needs across multiple sales channels. Led the ONE LAM reorg as project lead, driving continuous process improvements and introducing best-practice tools and principles for order fulfillment. Enhanced operational efficiency and customer satisfaction by streamlining processes and improving delivery reliability.

Contributed to the success of WE markets by developing and delivering strategically relevant SCM initiatives. Collaborated cross-functionally with GOPS, SCM WE, Sales Areas, IT to ensure supply chain strategy was aligned with business priorities. Focused on enhancing the EDC network, synchronizing the central EDC with local DCs and 3PLs to scale operations and support business growth. Improved performance and SLAs, enabling a more agile, customer-centric supply chain and a world-class service experience.

Established an IPB landscape across demand, supply, production, capacity for priority products, and projects. Developed multi-tier capacity and production planning processes, aligning raw materials, components, and finished goods to maximize seasonal delivery performance. Served as SPOC from Innovation to GTM, ensuring close collaboration with global cross-functional partners. Improved planning KPIs, increased RID accuracy, reduced DOL, enabling reliable OTD to supporting over-proportional business growth.

Coordinated all aspects of footwear tactical supply planning across assigned categories (Running, Originals, Stella McCartney, Tennis, Outdoor, Indoor). Served as primary contact for operational planning, product marketing, supply chain integration, product development, sourcing, costing, and liaison offices/factories. Ensured capacity requirements and project-specific needs were met, aligning cross-functional stakeholders and supporting on-time, cost-efficient product delivery.

Coordinated footwear project and supply planning across categories (Running, Originals, Stella McCartney, Tennis, Outdoor, Indoor, Training). Supported the Footwear Critical Product Review (CPR) and Tooling Authorization processes, ensuring alignment with Marketing, Development, Costing, and factories. Assisted with tooling and factory capacity management (Pull Forward, SORF, Tooling Allowance) and provided planning support for cross-BU projects.

Konsumentenverhalten, Dienstleistungsmarketing, Marktforschung,

Marketing, Logistik, Eventmanagement