Alex Fleischer, MBA, CSCP

Lead end-to-end supply chain strategy and execution across the Americas, supporting multi-site manufacturing and clinical operations, contributing over $2.1B in annual revenue. Accountable for integrated planning (including S&OP), sourcing, logistics, and supply readiness for new product introductions across RUO and clinical consumables. Lead a 70+ person organization spanning planning, procurement, logistics, and operations in a regulated, multi-site environment Drive regional sourcing strategy and supply readiness for NPI programs, enabling launch of innovative clinical and RUO applications Establish planning, production scheduling, and inventory governance across 7+ manufacturing lines to support service, cost, and working capital objectives Lead cross-functional supply and sourcing readiness for R&D, NPI, clinical labs, and clinical studies Enable cost optimization, operational efficiency, and supplier strategy through multi-tier subcontracting and global sourcing initiatives

Promoted while building, scaling, and leading the end-to-end Clinical Supply Chain for a $200M high-throughput CLIA/CAP laboratory, supporting NIPT, Genotyping, Oncology, and Whole Genome Sequencing applications. Designed and scaled clinical supply chain operations to support new assay launches, technology adoption, and alliance partner programs Standardized clinical supply chain processes and organization across multiple sites into a single integrated GxP operating model Delivered $5M+ in cost optimization through sourcing, planning, and operational efficiency initiatives Strengthened global sourcing and supplier networks to improve supply continuity and risk resilience Developed and implemented a supply and operational readiness framework supporting clinical studies and trials

Led the strategic vision and execution of a global end-to-end supply chain organization supporting a $950M business, spanning 9 international manufacturing sites and 65+ employees across planning, sourcing, logistics, and operations. Conceptualized and implemented a global supply chain operating model, integrating fragmented regional and global functions into a unified, agile organization Delivered $35M+ in working capital reduction through global inventory and planning optimization initiatives Optimized global logistics and distribution networks, standardizing order-to-cash processes while improving service and reducing costs by 17%+ Delivered $9M in procurement and logistics savings, exceeding targets by 25% Established and deployed a best-practice S&OP framework, aligning commercial demand, operations, and resource planning to improve forecast accuracy, cost, and customer outcomes

Led and scaled global end-to-end supply chain operations for the Catalyst business unit, spanning planning, sourcing, distribution, quality, and working capital management. Developed and executed a strategic sourcing strategy that improved supplier quality, service reliability, and long-term supply risk resilience Partnered with Commercial leadership to implement global customer segmentation, improving service differentiation and execution Improved working capital performance through planning optimization and vendor contract redesign Negotiated and delivered 25%+ reduction in logistics and 3PL network costs

Supported enterprise-wide supply chain transformation initiatives focused on process standardization, working capital reduction, and digital enablement across global operations. Core contributor to a global supply chain transformation program delivering $190M in working capital reduction Redesigned operating and forecasting processes across diverse product lines, improving service levels and margin performance Led implementation of enhanced SAP-enabled planning and execution capabilities, driving automation, standardization, and process efficiency

Led commercial and supply chain operations for a $110M specialty chemicals business, with full accountability for profitability, revenue growth, supply continuity, quality, and customer satisfaction. Managed end-to-end commercial and supply chain activities, aligning pricing, sourcing, planning, and distribution to maximize P&L performance Played a key role in the successful divestiture and integration of the business into Stepan Company following the acquisition Turned around an underperforming product line, rebuilding profitability and growth to represent 55% of consolidated sales and 35% of NAFTA earnings Optimized international sourcing networks, delivering 17%+ net margin improvement Eliminated external 3PL dependency, generating $500K+ in annual savings Led the commercialization of new product families, generating $9M+ in annual revenue Aligned commercial resources to business strategy, driving stronger execution and team engagement

Led North American demand and supply operations for a broad imported product portfolio sourced from global manufacturing sites. Owned regional demand management, ensuring product availability and service performance across North America Managed working capital and international inventory balancing, aligning supply with evolving market demand Oversaw regional capacity planning and global supply allocation across complex import networks Partnered cross-functionally to improve visibility, speed, and reliability of international supply processes

Managed a global portfolio of specialty chemicals and active ingredients, developing pricing strategies, market/customer segmentation, and margin improvement models. Orchestrated global product rationalization strategy for the US, Europe, and Asia, yielding $8.4M+ earnings improvement annually.

Strategic Operations Management program completed through Wharton Executive Education, focused on operating model design, strategic decision frameworks, and operational execution across complex global organizations.