News

This week we speak with Sergio Vicioso, head of the Outbound area, part of the Operations department led by Héctor Huerta. With him, we get a close look at how this key part of our logistics works and the challenges it faces.

How is the Outbound team structured and what specific roles do they cover in logistics, transportation, customer service, and returns?

The Outbound team is structured into different areas that work closely together to ensure an efficient and customer-oriented operation. The structure is as follows:

• Warehouse Area: Although operations are outsourced, this area is responsible for directly coordinating with the logistics operators managing the warehouses, ensuring proper goods flow and compliance with operational standards.
• Customer Service Area (Back Office): Handles operational management related to orders and logistics issues, as well as internal coordination with other departments involved in the supply chain.
• Sales Transport Management: Responsible for planning, executing, and tracking the transport of products to the final customer, ensuring efficiency and on-time delivery.
• Handling Area: Carries out specific tasks such as special packaging, labeling, and other manipulations necessary for the correct dispatch of products, in close collaboration with the warehouse area.
• Reverse Logistics Area: Manages product returns, ensuring proper reception, classification, and reintegration or disposal of returned products.

How many warehouses do you manage, where are they located, and what is their approximate operational capacity (m², annual volume)?

We currently manage a network of outsourced warehouses through logistics operators, strategically located to support our international operations:

• Zaragoza (Spain): We have several warehouses in this area. The Villanueva site has the highest occupancy, with an approximate capacity of 17,000 pallets. Also noteworthy is the center managed by Decoexsa, which plays a key role within the network.
• Germany: The Centos logistics center is one of the most active in terms of operations volume, especially in Central Europe.
• Italy: The Arluno warehouse is also among the most active, supporting distribution in Southern Europe.
• Romania, Bulgaria, and Mexico: We have warehouses in these countries that complement our logistics network, allowing for broader and more efficient coverage.

While operational capacity may vary depending on the season and product type, all centers are sized to manage significant volumes both in surface area and annual movements.

What percentage of operations are B2B versus D2C, and how do logistics processes differ between these channels?

Although the D2C (Direct to Consumer) channel is gradually growing within our operations, the majority of our activities are still focused on the B2B (Business to Business) channel.

There are key logistical differences between the two:

• B2B: Characterized by larger volumes per shipment, more stable destinations (such as logistics platforms or retail points), and more structured planning. Processes are typically more predictable, with fewer incidents and greater efficiency in load consolidation.
• D2C: Involves greater operational complexity, as it deals with individual or low-volume shipments sent directly to the end consumer. This requires more flexibility in order preparation, detailed packaging management, integration with e-commerce platforms, and a more agile approach to reverse logistics due to more frequent returns.

Both channels coexist within our logistics structure but require differentiated approaches to ensure operational efficiency and a satisfying experience for the end customer.

Which logistics operators and carriers do you work with, and what KPIs do you use to measure their performance?

We collaborate with a network of logistics operators and carriers that adapt to our operational needs and working methods. These include Carreras, Decoexsa, Galardi, Dachser, Correos, DHL, Seur, among others, both nationally and internationally.

To evaluate their performance, we use general performance indicators that allow us to continuously monitor service quality and ensure that agreed levels are met. This assessment helps us maintain strong, improvement-oriented relationships.

What processes do you apply in reverse logistics to reduce time, costs, and optimize product reintegration?

For reverse logistics management, we work with several logistics operators, using a primary operator as the core of the operation, supported by additional partners according to the specific needs of each case.

These partners also include special employment centers, which allows us not only to optimize resources and time, but also to contribute to a social mission aligned with the company’s values and principles.

This flexible and collaborative approach enables us to adapt return processes to different scenarios, improve operational efficiency, and ensure proper reintegration or final disposal of returned products.

How do you coordinate with other departments in the company?

We maintain fluid and constant communication with other departments, allowing us to align goals and anticipate potential operational issues. Coordination is especially close with the Inbound and Sales areas, with whom we hold regular follow-up and joint planning meetings.

We also use corporate communication tools such as Microsoft Teams, which facilitates daily collaboration, real-time information sharing, and agile, coordinated decision-making.

What recent initiatives would you highlight for their impact on efficiency, service quality, or cost reduction?

Driven by our commitment to continuous training and improvement, we have made significant progress in integrating AI-based tools into our operational processes.

One of the most impactful initiatives has been the implementation of Python-developed scripts, which have allowed us to automate especially labor-intensive administrative tasks. This has directly improved efficiency in processes such as Amazon operations management and reverse logistics inventory processing, reducing execution times and minimizing manual errors.

These improvements have not only optimized resources but also contributed to enhancing service quality and reducing operational costs in key areas.

What are the main logistical and operational challenges you foresee this year, and what strategic projects are you promoting to address them?

One of the main challenges we anticipate this year is process automation in key areas such as transportation, customer service, and reverse logistics. These areas still involve a high manual workload, which limits responsiveness and efficiency during peak demand periods.

To tackle this, we are promoting strategic projects focused on digitization and automation of repetitive tasks, allowing us to free up time and resources to focus on more proactive, value-added daily operations—particularly in order management and issue resolution.

These initiatives align with our continuous improvement vision and our goal of building a more agile, efficient, and customer-focused logistics chain.

To conclude, I would like to emphasize that the true value of the Outbound area lies in the team that makes it possible. Each person brings commitment, experience, and daily dedication, which ensures that processes run with efficiency and quality.

Thanks to their joint efforts, we are able to overcome operational challenges and maintain a high level of service. Without the human team, none of this would be possible.