Logistics as a business integrator and a foundation of market resilience

Q: Just a few years ago, logistics was treated as a costly support function for production and trade. In recent years, it has been changing faster than ever. What is it today, really?

Today, logistics is part of business strategy. Today, logistics integrates markets, partners, risks, and profits. In a world of geopolitical tensions, unstable supply chains, and rising customer expectations, it is no longer a delivery operation – it is becoming a system of resilience. It is about the ability to respond to things that cannot be predicted - geopolitical conflicts, sudden shifts in demand, production disruptions, or spikes in energy and fuel prices. Today, logistics directly determines the stability of almost every company, it determines whether a company can operate at all. More and more management boards are beginning to treat it not as a cost, but as a business integrator. Logistics effectively connects partners, markets, and profits.

Q: What does the logistical future of this region look like?

Poland, the Czech Republic, Slovakia are, today, one of the most important logistics regions in Europe. Our region has enormous potential, but at the same time, competition for investment is very strong. Investors make decisions faster than ever – if a country is not ready, the project goes elsewhere, and this also determines the future of logistics and the shaping of supply chains. That is why CEVA in Central Europe is systematically investing in infrastructure, operational capacity, and digitalization. In the Czech Republic, we currently operate in 5 locations, and in Poland we manage over 30 warehouses, which allows us to respond quickly and flexibly. In Slovakia, we operate a network of 10 strategically located warehouses with a total area of over 106,000 sqm, specializing in JIS/JIT solutions, spare parts services, e-commerce, and industrial logistics. CEVA has been present in Slovakia for over 21 years, and it is precisely long-term relationships with manufacturers and suppliers that allow us to operate consistently, quickly, and with a deep understanding of the local market. We are currently not only expanding but also modernizing our resources. Earlier this year, we launched a new BREEAM-certified distribution center in Plavecký Štvrtok, while simultaneously implementing a modern warehouse management system (WMS) and technological innovations that help our clients reduce the environmental impact of their supply chains. In the coming years, we expect the strongest growth in demand for production and logistics, particularly in the eastern part of the country.

Q: There are some newcomers from the automotive market in the region. What does this mean to CEVA?

This is a breakthrough moment. Seeing moves from major automakers always has effects on local supply chains. CEVA has been serving the automotive sector in Central Europe for over 20 years. Today, we operate in two locations - Košice and Kechnec and we are now preparing a third logistics facility. Together, these three logistics centers create a flexible campus ready to provide full support for JIS/JIT operations as well as a multi-user model. For any large-scale company that wants to grow in Eastern Europe, we are ready to be a part of the project, not as a supplier, but as a real operational partner.

Q: With everything happening now in logistics, how are customer expectations changing?
Today, the customer does not choose between parameters. They expect comprehensiveness, along with flexibility and agility, but also accuracy and full data transparency. Demonstrating a sustainable approach to logistics operations is equally important. But what matters most is reliability and real-time visibility. The customer wants to know not only where their goods are, but also what is happening to them and what alternatives they have if something goes wrong. This completely changes the way logistics operations are designed.

Q: Where is logistics today in terms of digitalization, where is CEVA in terms of technological development?

Digitalization is no longer an advantage – it is an element of competitive strategy. Without modern technologies based on AI and advanced data processing, it is no longer possible to operate. Digitalization is not value-added. It is the foundation of daily operations. We are talking about predictive planning, autonomous route optimization, full integration of WMS and TMS systems, warehouse robotics, and real-time monitoring of operations. Artificial intelligence enables faster predictive decision-making. Automation solves the problem of labor shortages and ensures repeatable quality, but it must be remembered that technology does not replace people. It strengthens our capabilities, making it easier for us to make faster and more accurate decisions. That is why our employees remain at the center of everything we do - they are our most valuable asset, and their competencies, development, as well as a safe and modern working environment, are an absolute priority for CEVA.

Q:  What’s your take on sustainability nowadays?

Today, it is an absolute standard. It is no longer a branding topic - it is the language of tenders, regulations, and business decisions. CEVA has committed to achieving net zero by 2050, and we are consistently moving toward this goal. We invest in low carbon vehicles, renewable energy sources, and warehouse energy efficiency.
Together with our partners, we are also developing alternative transport solutions. In 2024, we regrouped our low carbon and circular economy solutions under a new portfolio called CEVA FORPLANET to better serve our customers with their decarbonization efforts. More and more clients analyze CO₂ emissions at the level of a single shipment. This is no longer a trend. It is the new market standard.

Q:  Three directions that will define logistics in the coming years – what will shape it?

First, supply chain resilience, which will be designed predictively, based on two or three scenarios. Second, digitalization is a foundation of AI-based tools, from route planning to response to disruptions. And third, sustainability as a condition for entering a client relationship and launching logistics operations, not as an advantage, but as a necessity.

Q:  How do you see logistics as an industry today?

When done properly and by the optimal partner, logistics is ceasing to be a support function and is becoming a part of the business development strategy. It is an integrator of operations, innovation, and flows. And this means that in the coming years, it will not be the fastest or the cheapest who wins. It will be those who are the most resilient, best prepared, and most aware of how their own supply chain works.