Kuehne Nagel's warehouse in Mantova, captured from outside

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Expert insights on leadership in consumer contract logistics

Go behind the scenes with Kuehne+Nagel Contract Logistics Site Manager Daniele Di Conza to explore leadership at the world's largest adidas warehouse.

From frontline operations to leading one of the most advanced logistics facilities in the world, Daniele Di Conza has spent nearly two decades building high-performing teams and delivering operational excellence.

Daniele played a key role in the launch of the adidas Campus South facility in Mantova, helping turn project plans into a successful operational reality. Today, as Contract Logistics Site Manager for the Mantova site, he oversees operations at the world's largest adidas warehouse, a 130,000 m² facility that serves as a critical hub within the global supply chain.

In this edition of Consumer Talks, Daniele shares his approach to leadership, the role of innovation in modern logistics, and what it takes to build a lasting partnership with one of the world's most recognized brands.

1. From helping launch the adidas Campus South facility in Mantova to leading operations, what is your leadership philosophy?

My leadership philosophy is based on trust, accountability and empowerment. I believe leaders should create an environment where people feel supported, challenged and motivated to perform at their best.

I'm continuously focused on people engagement and development. Beyond operational performance, I strongly believe in creating a workplace where people feel respected, valued and motivated. Through team events and engagement initiatives, we strive to build a healthy, positive environment where people enjoy coming to work every day and feel proud to be part of the team.

2. Looking back at your career supporting adidas operations, what achievement are you particularly proud of?

One achievement I am particularly proud of is the way the team successfully managed significant business growth while maintaining strong service levels and operational stability. It was a great demonstration of teamwork, commitment and the ability to adapt quickly to changing business needs.

Adidas Campus South warehouse, racks of pallets with boxes on them

3. What does it take to manage a high-performance fulfilment operation at the scale of the adidas campuses?

A high-performance operation is built on strong processes, clear objectives and engaged people. Daily performance management, structured routines and close collaboration between teams allow us to maintain consistently high standards.

Engagement starts with communication and respect. We work to ensure that everyone understands how their contribution impacts the overall success of the operation and feels valued for their efforts.

4. What stands out most about the teams you've worked with across the adidas operations?

What stands out most is how teams come together during peak periods. Colleagues from different departments willingly support one another to ensure operational success. That collaborative attitude reflects the strong culture and commitment we have built at Mantova.

One of our biggest challenges was managing sudden volume increases during peak periods while maintaining service quality. Through strong planning, teamwork and rapid decision-making, we successfully adapted our operation and delivered excellent results despite the additional pressure.

The real value comes from helping our teams make faster, more accurate decisions while maintaining the flexibility and expertise that only people can provide.

Photo of Daniele Di Conza , Site Manager at adidas Campus South, Mantova

Daniele Di Conza

Site Manager at adidas Campus South, Mantova

5. How are AI and digital technologies shaping the future of logistics?

We see AI as a powerful tool to support operational decisions. By combining AI capabilities with real-time operational data, we can better predict demand fluctuations, optimise resource allocation and identify trends before they impact performance.

The real value comes from helping our teams make faster, more accurate decisions while maintaining the flexibility and expertise that only people can provide.

We are also working to identify new integration opportunities that will allow us to use AI more effectively throughout our processes. As technology continues to evolve, we see AI playing an increasingly important role in enhancing operational efficiency, supporting decision-making and helping us deliver even greater value to both adidas and our customers.

6. What role does automation play in modern logistics operations?

Automation and digital technologies play an increasingly important role in improving productivity, process consistency and operational visibility. We continuously evaluate solutions that can create value for both the operation and our employees.

The growing use of operational dashboards and performance analytics has made a significant difference. Better visibility allows our teams to make faster decisions, identify improvement opportunities and react more effectively to changing business conditions.

I believe the future will be driven by increased automation, advanced analytics and AI-supported decision making. These technologies will help us further improve service levels, flexibility and operational performance.

7. Sustainability is becoming increasingly important across supply chains. How do you approach it within your operations?

Our approach to sustainability includes optimising processes, reducing waste and supporting initiatives that lower the environmental impact of logistics activities. We continuously look for ways to optimise resource utilisation, reduce energy consumption, and improve operational efficiency without compromising service quality.

A good example has been our efforts to reduce packaging waste through process optimisation and better material utilisation. This has generated both environmental benefits and operational efficiencies.

We believe operational excellence and sustainability go hand in hand. Efficient processes often deliver both performance benefits and environmental improvements.

8. Mantova has continued to evolve alongside adidas' growing supply chain. How do you build a culture of continuous improvement?

Continuous improvement is embedded in our culture. We encourage teams to challenge existing processes, identify opportunities and contribute ideas that improve efficiency, quality and customer service.

By involving employees in problem-solving and decision-making, we foster ownership and strengthen our culture of continuous improvement. In this regard, our Production System team plays an important role. They are at the heart of developing and embedding a culture of continuous improvement throughout the organisation.

The strength of this partnership comes from the fact that we work as one team.

Photo of Daniele Di Conza, Site Manager at adidas Campus South, Mantova

Daniele Di Conza

Site Manager at adidas Campus South, Mantova

9. What makes the adidas and Kuehne+Nagel partnership so successful?

The strength of this partnership comes from the fact that we work as one team. We share common goals and collaborate closely to achieve the best outcomes for the business and for consumers.

Trust and transparency are fundamental. Open communication allows us to address challenges quickly, align priorities and make effective decisions together.

What makes me particularly proud is that this level of trust has been built over time. Like any partnership, it required commitment, collaboration and proof through actions. By consistently delivering results and facing challenges together, the relationship between Adidas and Kuehne+Nagel has become stronger year after year, creating a genuine sense of trust and teamwork.

Two coworkers helping one another with stacking boxes in a warehouse
Kuehne Nagel's warehouse in Mantova, captured from outside

10. Looking ahead, what excites you most about the future of the adidas-Kuehne+Nagel partnership?

I see exciting opportunities ahead, particularly around innovation, digital transformation and further strengthening operational excellence.

I believe the future of the adidas–Kuehne+Nagel partnership is very promising. Together, we have built a strong foundation based on trust, collaboration and shared ambition. By continuing to invest in people, innovation and operational excellence, we are well-positioned to support future growth and deliver even greater value to adidas and its consumers.

About the expert

With more than 18 years in logistics, Daniele Di Conza's career journey has taken him from the warehouse floor to leading one of adidas' flagship logistics operations. Along the way, he has worked on major logistics projects across Italy and internationally, including the launch of the adidas Campus South facility in Mantova.

Today, he oversees the site's operations, with a focus on supporting his teams, driving continuous improvement and getting the best from both people and technology.

Daniele Di Conza, Site Manager of Adidas Mantova warehouse