Complex logistics is no longer a barrier to growth. For the best operators, it becomes an advantage.

What was the most important strategy that helped XBS Logistics build its position in the Polish logistics services market — especially in fulfillment and non-standard materials handling?

UR: The key strategy for XBS Logistics was a deliberate move into niches that were too complex or not profitable enough for large operators. Instead of competing on scale and price, the company focused on expertise, flexibility, and a project-based approach to logistics.

Specialising in non-standard fulfillment and the handling of marketing materials enabled XBS to build tailor-made solutions rather than off-the-shelf templates. As a result, the company grew together with its clients — from local projects to servicing additional European markets — becoming an operational partner, not just a warehouse provider.

In short: precision instead of volume, people’s know-how instead of automation for its own sake, and long-term trust-based relationships instead of short contracts.

The company highlights more than 20 years of experience in logistics and handling different types of goods — at what point did this versatility become a key market differentiator?

UR: Versatility became a real differentiator when clients started looking for one partner capable of handling very different product flows in parallel — from standard goods, through marketing materials and e-commerce fulfillment, to non-standard and regulated products.

This happened at a stage when XBS already had mature teams, processes, and a solid technology base, while still maintaining organisational flexibility. That was when it became clear that years of experience across different segments were not “scattered capabilities”, but a genuine competitive edge.

For clients, it meant fewer touchpoints, lower operational risk, and consistent quality as scale increased. From that moment on, versatility stopped being an add-on — it became the foundation of XBS’s business model.

XBS Logistics invests in modern WMS technologies and system integrations — which specific technological innovations have genuinely improved operational efficiency and the quality of customer service?

UR: At XBS, technological innovation is not about “flashy” implementations. It’s about using technology deliberately where it truly improves operational efficiency and the quality of customer service.

The most important solutions include an advanced WMS that ensures full product traceability and supports multiple product types in a single environment, deep system integrations with clients enabling automatic data exchange, and the digitisation of fulfillment and project processes — including co-packing and promotional campaigns.

This is complemented by robust reporting and KPI monitoring, allowing clients to manage logistics in real time and enabling XBS teams to quickly identify bottlenecks and scale operations.

As a result, technology has become a tool for building competitive advantage at XBS — not a goal in itself.

Handling excise goods requires specific permits and procedures. How did the company build competence in this area, and what competitive advantages does it provide — especially in the context of tax warehouses?

UR: The capabilities of XBS PRO-LOG — in which XBS is the main shareholder — in handling excise goods were built gradually and very consciously. This is the outcome of long-term investment in know-how, procedures, and relationships with the tax authorities. It was not a one-off project, but years of real operational practice under market conditions.

Key elements included obtaining and maintaining permits to operate tax warehouses, deep expertise in excise and customs regulations and their changes, and specialised operational and administrative teams that combine logistics with compliance.

As a result, XBS doesn’t just store excise goods — it manages the entire process under duty-suspension models, minimising formal and financial risk for clients. For many companies, excise is a barrier to entry or a source of uncertainty. For XBS, it’s a controlled process that improves clients’ cash flow, shortens time-to-market, and enables combining excise handling with fulfillment, co-packing, and distribution in one place.

In effect, XBS tax warehouses are not a “separate service”, but an integral part of a comprehensive logistics model that many operators are simply unable to offer.

What were the biggest challenges when scaling from a local operator into a comprehensive fulfillment partner?

UR: The biggest challenge was maintaining quality and operational flexibility while scale and project complexity were growing rapidly. Moving from a local operator to a comprehensive fulfillment partner required a shift in the way we think about organisation, processes, and accountability.

Key challenges included standardising processes without losing the project-based approach that has always been one of XBS’s core strengths. Equally important was managing operational diversity — from marketing materials to e-commerce fulfillment, as well as regulated and non-standard goods. We also had to scale teams and capabilities so that operational knowledge would not depend on individual people, and integrate technology with clients’ systems as the number of business models and sales channels increased. Another challenge was handling seasonality and volume peaks without compromising quality or on-time performance.

The response was a hybrid operating model: stable, repeatable processes where necessary, and flexible project structures where clients expect tailored solutions. This approach allowed XBS to grow without “hardening” the organisation — and to keep the ability to manage complexity where others see a barrier to growth.

The company develops eco-optimisation programmes in the supply chain. What specific actions have been implemented, and how do they impact clients?

UR: At XBS Logistics, sustainability is part of process design — not a marketing add-on. Our eco-optimisation programmes focus on actions that simultaneously reduce environmental impact and improve clients’ cost efficiency.

They include optimising packaging and shipment volumes, consolidating deliveries, extending the life of POSM materials, energy-efficient warehouse infrastructure, and reporting and operational data that support clients’ ESG reporting and footprint analyses.

An integral part of this approach is our proprietary programme ekoPOSytywni, which was already awarded in 2019 — long before the market’s ESG boom. The programme showed that responsible management of POSM materials can genuinely reduce costs, cut waste, and streamline logistics processes without compromising sales effectiveness. In practice, this means not only a more sustainable operating model, but also measurable savings and greater predictability for clients.

The XBS Group brand also includes XBS PRO-LOG and other business lines. How does synergy between these companies influence XBS Logistics’ offering and competitive advantage?

UR: Synergy within XBS Group is designed so that clients receive one coherent logistics solution, even though individual elements are delivered by specialised companies.

XBS PRO-LOG brings customs, tax, and excise capabilities to the ecosystem, including tax-warehouse operations. Thanks to this, XBS Logistics can offer comprehensive supply chains — from formal and regulatory handling, through warehousing and fulfillment, to distribution.

For clients, this means one partner instead of multiple vendors, lower operational and regulatory risk, faster time-to-market for new projects, and the ability to develop omnichannel and expand without changing logistics operators. As a result, synergy within XBS Group works in practice — strengthening XBS Logistics as a partner capable of handling both complex, demanding projects and standard large-scale operations in one coherent end-to-end model.

From an e-commerce client’s perspective: which fulfillment functions are most often cited as added value, and why?

UR: E-commerce clients value most the functions that directly support sales and the end-customer experience. Same-day and next-day delivery are critical — they increase conversion and reduce cart abandonment. Equally important are automatic integrations with e-commerce platforms and marketplaces, enabling quick launch of new sales channels without increasing operational complexity.

Clients also highly value real-time visibility of inventory levels and order statuses, flexible returns handling (including quality control, sorting, and fast re-listing of products), as well as the ability to run special campaigns and handle non-standard products — promotional bundles, personalisation, co-packing, and seasonality — without changing the logistics partner. Omnichannel from one warehouse is increasingly important too, alongside support for international expansion through gradual roll-out to new markets and scaling volumes without interrupting operational continuity.

Clients appreciate these elements because they simplify e-commerce growth and reduce the risks associated with rapid scaling. As a result, fulfillment in the XBS Logistics model becomes not only an operational backbone, but a platform for safe scaling and expansion.

What are XBS Logistics’ strategic goals for 2026?

UR: XBS Logistics’ strategic goals for 2026 focus on further strengthening operational capabilities and preparing the organisation to handle increasingly complex projects — both in Poland and in an international model.

An important step in this direction was the recent launch of a modern Panattoni warehouse facility in Błonie, which expands our operational capacity and allows us to design processes with omnichannel, demanding goods, and further automation in mind.

2026 will be a year of investment in automation — where it truly improves efficiency and scalability — and a year of strengthening teams’ competencies, particularly in fulfillment, process design, and system integrations.

At the same time, the company plans to focus even more on supporting clients’ growth not only operationally, but also strategically. This includes designing logistics for international expansion, preparing fulfillment models ready for new markets, and developing cross-border and omnichannel solutions without the need to change logistics operators.

In short: 2026 is a year of deliberate investment in automation, people, and know-how — to help clients grow and expand internationally with even greater effectiveness and confidence.

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