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More than 6,100 m² at Prologis Park Chorzów, processes and systems to put in place, and a team to bring together — launching the new warehouse is a major undertaking for Senetic. Behind this project are the people who prepared the new workplace in just a few months. Many of them already knew Senetic well: 95% of our former warehouse team chose to return.

The new location provides room for the company’s continued growth, as well as an opportunity to build a working environment together — with well-organised tasks, mutual support and opportunities to gain new experience.

A return that means a lot to us

Buildings, racking, systems and technology are important. But even the best-designed warehouse cannot operate without the right people. That is why bringing the team together was one of the most rewarding parts of the entire project.

We see the return of 95% of our former team as a strong vote of confidence. It also provides practical support for the warehouse launch: returning employees know Senetic’s business and one another, while bringing experience gained elsewhere. New employees, in turn, can draw on their colleagues’ knowledge as they learn their roles.

Kamil, our Warehouse Manager, also returned to Senetic after around a year and a half away and is responsible for launching the new location. In our earlier article about returning employees, he said:

“I’ve always had good memories of Senetic — a great atmosphere, people you get along with, and the fact that employees’ opinions really matter. When the opportunity came up to return and help relaunch the warehouse, I didn’t have to think twice.”

Today, we talk to him about the preparations, the importance of the team and the kind of workplace he wants to build with them.

Launching a new warehouse is a major undertaking. What went into preparing this location and organising the team’s work?

It involved much more than preparing the space and moving stock — we were essentially building the warehouse from scratch. We had to find a suitable location, adapt the entire space to our needs, plan the layout of the different zones, equipment, processes and warehouse management system, and rebuild the team and prepare them to work in a new place. All these stages were closely connected, so each required careful preparation, commitment and coordination with the other stages.

What was the biggest challenge during the preparations? What did you have to focus on in particular to get operations started at the new location?

The biggest challenge was definitely time and the need to coordinate many closely connected activities. Every element had to be properly prepared and ready at the right moment, because a delay at one stage could affect the next. In just a few months, we had to prepare the space, equip the warehouse, implement processes and the system, and rebuild the team.

As many as 95% of the former team chose to return to Senetic. What did it mean to you to take on this project with people you already knew?

It was invaluable support, and I won’t hide the fact that, for me personally, this was the most important part of the whole project. The decision by such a large proportion of the team to return had a huge impact on the warehouse launch — their experience and knowledge of our processes, products and the way Senetic works are simply priceless. It was thanks to these people that we were able to move through the entire process much more smoothly and build the new operation on solid foundations.

The new location also offers an opportunity to draw on previous experience and review how everyday work is organised. What did you keep, and what did you decide to redesign?

We drew on our experience from previous operations, but redesigned quite a few things, particularly the flow of goods and the organisation of work. One major change is the new warehouse management system, or WMS. Rather than an off-the-shelf solution, it is a system being developed and adapted to Senetic’s specific requirements and needs. Dedicated tools allow us to design processes efficiently and expand the system’s functionality, giving us considerable flexibility and the ability to respond quickly to changing operational needs.

A place to work and gain experience

Launching a warehouse offers an opportunity to learn processes from the ground up and see how individual tasks fit together. For the team, it is a chance to develop skills in logistics, using the warehouse management system and working together to organise day-to-day operations.

We want the new warehouse to be a place where people can learn from others’ experience, ask questions and work together to find better solutions. Returning employees bring their knowledge of the company and practical expertise, while new colleagues contribute their own experience and a fresh perspective.

We also take care of everyday working conditions in the warehouse: from a hot cup of coffee and suitable workwear to an employee benefits package. These practical elements of daily life complement other equally important aspects — well-organised work and mutual support within the team.

When you look back on this project a year from now, what would you like to be able to say about the warehouse and the people behind it? What would tell you that you have built a workplace that works well?

Above all, I would like the warehouse to be operating reliably, allowing us to focus on further optimisation and improving efficiency. It is also important to me that we build a close-knit team, establish shared standards and can rely on one another. Then I will feel that we have laid solid foundations for further growth.

The new warehouse marks an important stage in Senetic’s development. For the team, it represents a shared task: drawing on existing experience, welcoming new colleagues and establishing how to work together in a new space.

We are delighted that so many people have chosen to rejoin us. We want to honour that trust by creating a place where people enjoy working and can develop their skills as the company grows.