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The encyclopedia · Strategy & Leadership · Operational decision · 2022–2023

Adidas over-ordered during the pandemic — then demand vanished and inventory piled up

Adidas doubled down on production during pandemic boom, then demand shifted. By 2022, inventory was overflowing, margins collapsed, and the CEO was replaced.

Adidas · 2022-08

What happened

During the COVID-19 pandemic, Adidas experienced a surge in demand as consumers shifted spending to athleisure and home fitness. The company responded by ramping up production and ordering aggressively from its supply chain partners in Asia. By 2022, however, the post-pandemic demand shift back to services and experiences left Adidas with a severe inventory overhang. Warehouses were full of unsold apparel and footwear that had been ordered when demand was at its peak.

The inventory crisis was compounded by the termination of the Yeezy partnership with Kanye West in October 2022, which left Adidas with €1.2 billion in unsellable Yeezy inventory. But the broader problem was structural: Adidas had built a supply chain optimized for growth that could not quickly adjust when demand softened. The company was forced into heavy discounting to clear inventory, which eroded brand equity and compressed margins. Gross margin fell from 52% in 2021 to 47% in 2022.

CEO Kasper Rorsted, who had led the company since 2016, announced his departure in August 2022. Björn Gulden took over in January 2023 and began a turnaround focused on reducing inventory, simplifying the product range, and rebuilding the brand’s relationship with retailers. Adidas reported a net loss of €119 million for 2023, its first loss in decades, as the inventory cleanup continued.

Why it happened

  • Adidas built a supply chain that could only ramp up, not down. When pandemic demand reversed, the company had no mechanism to quickly reduce production orders.
  • The Yeezy split added €1.2B of frozen inventory, but the core problem was that Adidas had ordered for a demand level that no longer existed across its entire product line.
  • Heavy discounting to clear inventory damaged brand perception and retailer relationships, creating a second problem on top of the first.
What it cost€119M loss; margin down 5 pts; CEO out; €1.2B Yeezy frozencostly

The lesson

A supply chain built for growth is a liability when growth stops. The ability to cancel orders is as vital as placing them, and pandemic proved demand can reverse faster than production can adjust.

Sources

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