Over 6,100 m² of space at Prologis Park Chorzów is Senetic’s new logistics facility. However, launching the warehouse involves much more than just preparing the building and setting up the racks. It’s a project that combines process organization, team building, and laying the groundwork for the company’s continued growth.
We spoke with Kamil, Senetic’s Warehouse Manager, about the decisions behind the new location, the challenges associated with its launch, and what this change means for customers.
Let’s look at the new warehouse from the perspective of Senetic’s growth. What business needs does the launch of this location address, and what opportunities is it set to open up for the company? What was most important to us when planning this project?
First and foremost, we wanted to break free from the limitations of our previous model and create our own facilities that would allow us to better control our operations. The new warehouse gives us the greater capabilities and flexibility we needed.
Setting up a new warehouse involves many interrelated decisions—from space organization to order fulfillment. What did this project look like from an operational standpoint, and which stages required the most preparation?
It was much more than just preparing the space and moving the inventory—we were essentially building the warehouse from the ground up. We had to find the right location, prepare the entire space to meet our needs, plan the layout of zones, equipment, processes, and the WMS (warehouse management system), as well as rebuild the team and prepare it to work in the new location. All these stages were closely interlinked, so each required the right approach, commitment, and coordination with the other stages.
What were the biggest challenges associated with launching the warehouse at the new location? What required special attention to ensure that all elements of the project were ready on time?
The biggest challenge was definitely time and the need to coordinate many very different activities. Each element had to be properly prepared and ready at the right moment, because a delay in one stage could affect the next ones. In just a few months, we had to prepare the space, equip the warehouse, implement processes and systems, and rebuild the team.
The new space gives us the opportunity to take a fresh look at our processes. What aspects of your previous experience did you want to build on, and what did you want to design differently? How important were the team’s day-to-day comfort and the efficiency of order processing in this context?
We drew on our experience from previous operations, but we redesigned quite a few things, particularly in terms of the flow of goods and work organization. A major change is the previously mentioned new WMS system, which is not a ready-made, off-the-shelf solution, but a system developed and tailored to Senetic’s specific characteristics and needs. Thanks to dedicated tools, we can efficiently design processes and develop their functionalities, which gives us great flexibility and the ability to respond quickly to changing operational needs.
For the customer, the end result is what matters most: the right product, a properly prepared shipment, and order fulfillment in accordance with the contract. How will the new warehouse meet these expectations? In what areas will customers experience the benefits of this change?
First and foremost, we want to increase the accuracy and predictability of order fulfillment and reduce the risk of errors at every stage of the process. We’re also committed to ensuring that customers receive their orders even faster, without compromising quality. The new warehouse and WMS system were designed to give us greater control over inventory levels and the ability to handle the growing number of orders more efficiently.
95% of the previous warehouse staff decided to return to Senetic. What does this return mean in practice for such a demanding project? In which areas do the team’s experience and expertise help the most when launching a new location?
It’s invaluable support, and I won’t hide the fact that, for me personally, this was the most important aspect of the entire project. The decision by such a large portion of the team to return had a huge impact on how the warehouse launch went—their experience, knowledge of processes, products, and the specifics of Senetic are simply priceless. In fact, it’s thanks to these people that we were able to navigate the entire process much more efficiently and build the new operation on a solid foundation.
When you look back on this project a year from now, what would you like to be able to say about the new warehouse and its team? What achievement would be the best confirmation for you that you’ve built a solid foundation for Senetic’s continued growth?
First and foremost, I’d like the warehouse to operate smoothly and allow us to focus on further optimization and improving efficiency. It’s also important to me that we build a cohesive team, establish common standards, and be able to rely on one another. Then I’ll feel confident that we’ve laid a solid foundation for further growth.
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