PST CLC Mitsui-Soko is responding to the growing demand by increasing capacity. “Instead of one, we now dispatch up to three collection containers every week. This allows customers to respond more flexibly to their logistics needs and better plan deliveries in a situation where part of the supply chains is facing higher uncertainty,” says Jan Bláha, Transport Director at PST CLC Mitsui-Soko.

Sea freight remains a very cost-effective solution for companies, but they are not always able to meet the requirements for delivery dates. “We have a lot of customers from the automotive segment. They need to ensure that deliveries are time-based with respect to the agreed dates, air transport is expensive for them and sea freight is slow for them. We also transport various public contracts, textiles, etc.,” says Miroslava Pavlíčková, Sea & Air Forwarding Manager at PST CLC Mitsui-Soko.

According to her, interest in rail transport from China is also increasing due to the rise in sea transport prices. “The price difference between rail and sea transport is no longer so striking. In addition, we use fast services, so the trains dispatched with our containers have priority when crossing Kazakhstan, where the track gauge changes, so it is necessary to reload the containers there. Thanks to this, our containers are not staying anywhere at the moment,” says Miroslava Pavlíčková.

It is the combination of speed, greater predictability and better affordability compared to air transport that makes rail an increasingly attractive choice for companies that need to maintain the continuity of supply and production. An overview of the movement of shipments also plays an important role.

The deconsolidation of shipments takes place at the PST CLC Mitsui-Soko distribution center in the Czech Republic. The company is thus able to guarantee customers maximum overview of shipments and at the same time ensure their further effective distribution according to the specific requirements of recipients.

Článek Rail transport from China is gaining in importance, the last transport lasted only 18 days se nejdříve objevil na PST CLC Mistui-soko.

One washing machine has already been in operation in the warehouse since 2012, but it was a classic device requiring human operation. Due to its age and gradual demise, the company did not just decide to replace it with a new similar model, but took advantage of the situation to move on. Instead of a standard machine, it has chosen the path of a robotic, automatically controlled washing device that can work independently and regularly without the direct presence of the operator.

It was not a quick decision. “We paid a lot of attention to the selection. In total, we approached and tested seven suppliers in operation, who presented their solutions in the form of one-day demonstrations directly in the warehouse. Subsequently, there was an analysis of the data obtained and an internal discussion about what the new machine should actually meet,” says Marek Pavel, project manager of PST CLC Mitsui-Soko. In the end, the first round resulted in a shortlist of three suppliers whose machines were put into operation for a longer period of time. The company tested each of them for 14 days directly in the warehouse. The final choice fell on the Kärcher KIRA B 50 model.

The result was not only determined by the quality of the cleaning itself. Other practical parameters that are essential for long-term operation also played an important role. In the final selection, there was also competition in the form of Chinese robots, which performed very well in terms of cleaning itself. However, according to Marek Pavel, the weaker point was the area of user-friendliness, service facilities and digital management. “The machines handled the cleaning very well, but they had reserves in maintenance, remote control or clarity of reports, for example. This is where Kärcher was stronger for us,” said Marek Pavel.

Interestingly, the chosen machine was not without reservations from the beginning. PST CLC Mitsui-Soko identified three main problems: the machine could not cope with the large conveyor belt, it did not return to the docking station properly, and there was an occasional problem with the sensor. However, the supplier responded to the comments. After about two and a half months, he came up with an update that not only eliminated the alleged shortcomings, but also made the whole machine 20 percent faster. It was this experience that was one of the arguments for PST CLC Mitsui-Soko in the final decision. It has shown that the supplier can respond to real operational requirements and solve them in a software way without the need for hardware interventions. “When we saw that there was no need to change the hardware parts and that it was enough to modify the software and further train the machine, it was a signal for us that the supplier could accommodate us in the future,” adds Marek Pavel.

From an economic point of view, the investment in a robotic washing machine is based on approximately three years of return, according to the company’s calculations. The main benefit is the saving of human labor and at the same time higher regularity of cleaning. Previously, cleaning depended on when the worker had space to devote to it. This meant that the warehouse was not always cleaned with the same quality or frequency. The new robotic solution ensures that cleaning is carried out systematically and on a daily basis. “It was the case with man that he cleaned when it was needed or when he had the opportunity. Now we can be sure that the warehouse will be cleaned continuously and regularly,” says Marek Pavel.

The head of the logistics center in Nehvizdy, Lukáš Kukla, also positively evaluates the operation of the machine. “Since tracing, the machine has been working without any problems. Using the web application, we can see what he has washed, when he washed it, what his water and energy consumption is, or when the battery needs to be recharged. So far, we are very satisfied with it and the quality of cleaning in the hall meets our expectations,” says Lukáš Kukla.

The operation of the robot is planned with regard to battery capacity, water consumption and the operational reality of the warehouse. The entire space was divided into 12 sections, which are combined into daily plans as needed. The goal is to use the machine as much as possible at times with lower traffic intensity. However, due to the size of the warehouse, the robot moves naturally even when warehouse workers and handling equipment are present in the hall. According to Lukáš Kukla, however, the movement of the machine in normal operation is trouble-free. “It has no problem with that, because it has sensors everywhere, front and rear. It can turn around easily even in a small place. It stops, reacts quickly and avoids an obstacle. Even when moving the handling equipment, it works without any problems,” says Lukáš Kukla.

The ability to respond to the changing warehouse environment is one of the important features of the deployed solution. “The warehouse is constantly changing, the number of pallets is increasing, the number is decreasing, but the robot evaluates it itself and reacts quickly. The original map was created according to the layout by Kärcher technicians and the machine knows exactly where to drive,” adds Lukáš Kukla.

Článek PST CLC Mitsui-Soko automates cleaning in Nehvizdy. Deployed a Kärcher robotic washing machine se nejdříve objevil na PST CLC Mistui-soko.

Currently, PST CLC Mitsui-Soko has so far used artificial intelligence rather indirectly, mainly through third-party tools. These include, for example, demand forecasting, sales analysis or basic route optimization. At the same time, the company works with modern technological elements within the WMS, process optimization and innovation-focused projects. “I see AI as a topic of the moment, but also as a key element of the long-term future of logistics, because automation, prediction and data decision-making will play an increasingly important role. Its practical use will bring quick and concrete results,” says Pavel Nodžák, Logistics General Manager at PST CLC Mitsui-Soko.

As he adds, logistics today operates in an environment of high competition and growing demands on the quality and speed of services. This requires a high level of innovation from major providers of warehousing, customs and transport services. That is why the company monitors the possibilities of AI very intensively and gradually evaluates where it can bring the greatest effect.

In the future, Pavel Nodžák sees the greatest potential primarily in the robotization of warehouse operations and in intelligent WMS. However, he points out that such investments must make economic sense. “However, this requires a long-term contract with the customer in terms of return,” he emphasizes.

According to him, advanced warehouse utilization prediction also opens up great opportunities. In an environment of multiple locations and changing demand, the ability to anticipate future developments can be one of the decisive factors for efficiency. He sees a perspective, for example, in the fact that AI will be able to work with seasonality, weather, marketing campaigns, historical data and other trends. This could be beneficial, for example, for the company’s multiuser warehouses in Úžice, Pohořelice, Brno and Mošnov. Another area is related to this, namely dynamic capacity planning.

According to Pavel Nodžák, AI could estimate in advance when traffic peaks will occur and help adjust shifts, capacities and overall traffic settings. He also sees significant potential in automatic transport management with regard to real traffic data, constraints and costs.

Mitsui-Soko also considers the concept of a digital twin of the warehouse to be very promising. This is not just a theoretical consideration. The company has been using this concept in practice since 2022 at the resort in Kutná Hora. The digital twin helps here in particular in simulating the layout of the warehouse, testing various configurations and optimizing the flow of handling equipment.

“This concept is especially beneficial for us in the areas of warehouse layout simulation, where various configurations can be tested and modified. At the same time, we optimize the flow of material handling equipment, for example by reducing downtime and unnecessary zero load. Thanks to the digital twin, we are better able to coordinate performance and optimize costs,” says Pavel Nodžák.

Working with performance, capacities and human resources is one of the areas where the company’s management expects another significant benefit from AI. PST CLC Mitsui-Soko operates in multiple locations and works with different types of operations and processes. According to Pavel Nodžák, this creates a strong space for the future use of AI, for example, in predictive management of individual and shift performance, in risk identification, in setting up processes or in reducing errors in order preparation.

In the future, AI could also help monitor the quality of work, distribute tasks more fairly according to the current workload, and support work safety. Pavel Nodžák sees the importance of warehouse utilization prediction primarily in the fact that the company would gain better control over future capacity utilization, be able to make faster decisions and at the same time reduce operational risks.

When asked whether AI will have a greater benefit in reducing costs or in increasing performance, Pavel Nodžák answers unequivocally: at the current stage, especially in performance. According to him, more precise planning, fewer errors and more efficient processes are directly reflected in the quality of services provided to customers. In the long run, however, AI will also be essential for reducing costs, both in transport, inventory management and warehouse operations. “Companies that do not adopt AI will have significantly limited competitiveness in the future, especially in logistics, where speed and accuracy are crucial,” says Pavel Nodžák.

According to him, if a company could choose one AI feature that would be implemented immediately, it would be predictive and automated orchestration of warehouse capacities across all locations. In other words, a system that would predict the utilization of individual warehouses in real time, identify free capacities and automatically organize their best use. Such a solution would be of great importance for PST CLC Mitsui-Soko, also with regard to the scope of its own infrastructure. Today, the company has more than 85,000 m² of warehouse space. Smart management and forecasting of the utilization of individual warehouses could therefore significantly increase efficiency, overview of capacities and the possibilities of further development of services, including the currently highly sought-after short-term provision of warehouse space and related logistics services.

According to Pavel Nodžák, the topic of AI will continue to be reflected in the field of robotics. He also considers humanoid robots to be a long-term trend, although this is not yet a common reality in Czech warehouses. However, according to his estimate, the first pilot installations may be seen within the next five to ten years.

“Humanoid robots can completely change the way we work in warehouses, especially where human flexibility is needed in an environment built for people. Safety, reliability and integration with handling equipment and the human factor will be a big topic,” he says.

According to him, the outlook for 2030 is relatively clear. Logistics will be significantly more autonomous, more connected and able to optimize itself in real time. Smart data systems, autonomous planning and decision-making over logistics operations are to become a common part of practice. Manual steering will gradually recede and intelligent and connected automated systems will take on an increasingly important role.

PST CLC Mitsui-Soko thus confirms that AI is no longer just a vision that is discussed at conferences. It is becoming part of the strategic thinking of logistics companies and increasingly a practical tool that can decide on performance, quality of services and future competitiveness.

Článek Pavel Nodžák: AI will decide on performance and competitiveness in logistics se nejdříve objevil na PST CLC Mistui-soko.

“We have prepared very well for the approaching Chinese New Year. Both we, i.e. our dispatchers, and our agents and partners in China, who informed us in advance about the individual dates, counted on it in time. So we knew when and where what needed to be delivered at the latest so that the shipment from the port would be loaded before the start of the new Chinese year. Thanks to careful preparation, we do not register any complications,” says Jan Bláha, Transport Director at PST CLC Mitsui-Soko. Production plants, ports, freight forwarders, customs warehouses and administrative centers will almost come to a standstill for 10 to 14 days during the Chinese New Year, which is celebrated this year at the turn of February and March.

Jan Bláha adds that the clients of PST CLC Mitsui-Soko most often need to arrange the transport of machine parts and components for the automotive industry. “It is crucial for clients to be able to handle shipments before the start of the new Chinese year. If the goods are loaded in a container and the container is ready at the port, it will have time to sail away even when the holidays begin. Some ships plan to depart just after the start of the new Chinese year. So the basis is to be able to load them into containers,” specifies Jan Bláha.

“The Chinese New Year has a much greater impact on global supply chains than many companies in Europe still admit,”  says Petr Rožek, Executive Director of the Association of Freight Forwarding and Logistics of the Czech Republic. He further notes: “Those who count on the Chinese New Year on time have a competitive advantage. Anyone who underestimates it risks chaos in the warehouse and in finances.”

Článek Interest in sea and rail transport from China has increased se nejdříve objevil na PST CLC Mistui-soko.

The new fiscal year, which will begin in April, will focus on further strengthening market positions in the Czech Republic and Slovakia. Furthermore, on improving and automating processes, increasing labor productivity and developing new software cooperating with artificial intelligence, which the company will use in the Customs Services Division, HR and Economic Division.

“Our shareholders in Japan praise us for our economic results. They say we are one of their best overseas affiliates. Shareholders therefore appreciate our activities and have a number of plans for the future in Europe. They are currently considering the possibility of expanding to one of the countries of Western Europe,” reveals Vít Votroubek, CEO of PST CLC Mitsui-Soko, who is also the president of the Association of Freight Forwarding and Logistics of the Czech Republic. Let us add that Vít Votroubek will celebrate 20 years of his work in the company in March. He started as Director of Logistics, then worked as Director of Customs Services and for the last ten years he has been the CEO and Chairman of the Board of Directors of the company. During his tenure as CEO, the company quadrupled its profit, which was achieved thanks to the establishment of cooperation with large clients and the launch of operations in Slovakia.

Despite a number of successes in transport, logistics and customs services, there are areas that did not go as planned. “For a long time, we have not been able to fully occupy the warehouse in Pohořelice near Brno. We are currently negotiating with the developer to reduce the area. This warehouse was filled several times, we provided services for large clients, but unfortunately, they ended mainly due to production restrictions in the automotive segment,” says Vít Votroubek.

Článek PST CLC Mitsui-Soko closes an extremely successful fiscal year, strengthens in Slovakia and prepares further expansion se nejdříve objevil na PST CLC Mistui-soko.

“The Chinese New Year has a much greater impact on global supply chains than many companies in Europe still admit,”  says Petr Rožek, Executive Director of the Association of Freight Forwarding and Logistics of the Czech Republic. He further states: “Those who count on the Chinese New Year on time have a competitive advantage. Anyone who underestimates it risks chaos in the warehouse and in finances.”

The roll-out to the standard regime after the Chinese New Year will be gradual. “We always inform all clients who are affected by these transports and try to ensure deliveries within the necessary deadlines. In short, it must be taken into account every year. It usually takes some time to return to normal, but our agents are on standby, they are immediately available after the end of the holiday and help us answer questions and deal with the organization of shipments,” says Jan Bláha, Transport Director at PST CLC Mitsui-Soko.

As he adds, a decrease in transport volumes can be expected after the Chinese New Year. “We will see how this will be reflected in shippers in terms of blank sailing. Blank sailing refers to a situation where a ship carrier cancels a planned voyage on a certain route or skips a specific port without deploying a replacement boat. Any announcement about this can be expected in the second week of January,” says Jan Bláha.

China will practically stop in ports for two weeks

While in Europe the holidays are usually associated with a slight restriction of traffic, in China it is a massive and across-the-board slowdown of the economy. Production plants, ports, freight forwarders, customs warehouses and administrative centers will almost come to a standstill for 10 to 14 days. “The east coast of China is the logistics and industrial base of the entire country. However, it is from here that employees go home during the Chinese New Year, to the interior,” Petr Rožek describes the situation. He adds: “Offices are emptied and in practice often nothing works at all. Neither communication nor information processing.”

This has a direct impact on shipments to be shipped by sea, air and rail during this period. In many cases, the so-called stop-status occurs: the shipment physically exists, but no one handles it and no one knows exactly where it is.

Critical period: end of January and beginning of February

In terms of planning, the riskiest period is the last decade of January to the first decade of February. It is then that employees in China leave for the interior, close operations and then slowly return to normal functioning. “If Czech importers have planned deliveries from China for this period, they should take into account that the shipment may get stuck, even without any information about its whereabouts,” confirms Jan Bláha.

Seasonal surcharges and more expensive transports

Another factor is the cost of transport. Carriers serving the Far East are well aware that demand is growing before the Chinese New Year, and prices correspond to this. “A seasonal surcharge is created, which is not subject to negotiation. It is simply part of the market. The good news is that after the holidays, prices fall relatively quickly,” explains Petr Rožek. Shipments that get stuck during the holidays continue to burden the capacities of transport companies for several days, but after mid-February, the situation usually stabilizes.

Článek The biggest annual test of global logistics is approaching: the Chinese New Year se nejdříve objevil na PST CLC Mistui-soko.

There are several reasons for the capacity surplus. “A new generation of the largest container ships, which are most often used on the Far East – Europe routes, has entered operation. At the same time, the US customs regime and changes in trade flows, which limited direct imports from China to the USA in certain periods, have had a significant impact on the market,” says Petr Rožek. As he adds, another factor is the strong position of air cargo, which has taken over some of the valuable and time-sensitive goods. Maritime transport has been perceived as less reliable in recent years.

“Sea freight prices were at a relatively low level in 2025. This was mainly due to low demand and excess transport capacity. Shipowners tried to increase prices during the year, but these efforts were rather momentary,” says Jan Bláha, Transport Director of PST CLC Mitsui-Soko. Petr Rožek explains that although sea freight prices remained relatively low in 2025 compared to the “covid” years, they still did not fall to the level that could be expected with such a significant excess of capacity and weaker demand.

Jan Bláha continues: “Last year, we recorded a stagnation of shipments from China. The volume has not deviated in any way, it has been high for a long time. Interest in transports from Vietnam and Malaysia grew slightly. We have recorded a high increase in transports from Turkey. This is probably due to the relocation of production facilities or rather a change of suppliers. Turkey is closer to European companies and is often cheaper.”

Blank sailings as a market management tool

One of the main mechanisms by which shipowners maintain a strong position is blank sailing, i.e. sudden and often unexpected cancellation of sailings. “This regime is not new, but this autumn was extreme in this regard,” says Petr Rožek. It is also worth mentioning the transshipment of goods from ships heading from China to Europe.

He adds: “We have recorded record numbers of cancelled departures, timetable changes and multiple reloads of goods. Today, it is no exception to translate goods two or three times between China and Europe.”

The Red Sea as an unexpected rescue for shipowners

Moreover, the crisis in the Red Sea entered this equation. Security risks prompted shippers to circumnavigate Africa around the Cape of Good Hope. “From the point of view of shipowners, paradoxically, it meant liberation. The lines have been extended, which has practically swallowed up the capacity surplus,” specifies Petr Rožek. However, he is convinced that circumnavigating Africa is not an ideal solution in the long term. The routes are longer, riskier and exposed to extreme weather, there are often storms that result in cargo losses. That is why, according to available signals, shipowners are gradually preparing to return to the route through the Suez Canal as soon as the safety situation returns to normal.

What’s next: excess capacity and pressure on prices

Petr Rožek further notes: “As soon as the cruises are shortened, a significant excess of capacity may reappear. For large ships, this means a major problem: shipowners will be in danger of having nothing to load. It is possible that shipowners will resort to canceling cruises, perhaps they will proceed to the shutdown of ships or even scrapping. But from the point of view of customers, it should mean calming the market.”

According to all known theories, the imbalance of supply and demand should start to play in favor of carriers and customers. In Petr Rožek’s opinion, the current price jumps should gradually weaken. The year 2026 should therefore be marked by a calming of the sea freight market. “These are our assumptions based on current information, but only the real development on the market will show everything,” points out Petr Rožek.

“We are optimistic in this regard. We communicate with our customers regularly, keep track of their shipments and help them plan their shipments with regard to possible market developments. It is transparency and work with up-to-date information that will be key in the coming period,” adds Jan Bláha.

Článek Sea freight after last year: capacity is growing, prices are holding se nejdříve objevil na PST CLC Mistui-soko.

The company has expanded to Slovakia, where it offers comprehensive logistics services. This year, PST CLC Mitsui-Soko opened a branch of customs services in Košice. It continues to provide internal logistics services to a tire manufacturer in Púchov and at the same time develops its services in Slovakia. It also provides internal logistics for two major clients in the Czech Republic.

“Our goal is to build a good reputation and brand recognition in Slovakia as a provider of comprehensive logistics services, which we have in the Czech Republic. Therefore, we focus on business activities and marketing. We are doing everything we can to be able to provide our comprehensive services in all regions in Slovakia so that our new clients can benefit from the benefits of being part of the Japanese Mitsui-Soko Group. We have great references and, above all, experience,” says Vít Votroubek, CEO and Chairman of the Board of Directors of PST CLC Mitsui-Soko, who is also the President of the Association of Freight Forwarding and Logistics of the Czech Republic.

Goals: new hall for storage, closer connection to Japanese companies

The Customs Service Branch in Košice is ready to participate in the future reconstruction of Ukraine as part of its activities as soon as the war ends. “We have two employees in Košice so far, but by dealing with these services remotely, we can involve a whole team of specialists. We also want to provide storage services there, so we are thinking about renting or building a hall for storage. Our parent company is very supportive of this plan,” says Vít Votroubek.

The Japanese ambassador to Slovakia even recently visited the branch. “We discussed the possibilities of potential cooperation between us and Japanese companies operating in Slovakia,” says Petr Böhm, Director of the Customs Services Division of PST CLC Mitsui-Soko. He adds that negotiations were also organized with the Japanese government trade and investment promotion agency JETRO (Japan External Trade Organization), which relies on a network of 52 offices in Japan and 76 abroad.

As part of its activities, the Customs Services Division is also intensively involved in the issue of CBAM. From 1 January 2026, the limit on which a company is obliged to file a CBAM report will change from 150 euros per shipment to 50 tons of CBAM goods/year. This change is not the only one, but it is absolutely fundamental. “Other changes include, for example, the possibility of delegating reporting to a third party, previously only the importer or an indirect representative, or a change in the amount of CBAM certificates purchased on an ongoing basis from 80 to 50 percent,” says Petr Škapa, Head of Customs Clearance Methodologists at PST CLC Mitsui-Soko.

“Customs services are our flagship. We have a dense network of customs service branches. However, our advantage is also that we can do all customs services electronically. We are constantly developing and improving our own software,” praises Vít Votroubek.

PST CLC Mitsui-Soko tests innovations and seeks new customers

According to Pavel Nodžák, Logistics General Manager at PST CLC Mitsui-Soko, projects to optimize occupancy and innovate the productivity evaluation system are currently underway in the distribution centers of PST CLC Mitsui-Soko. The “warehouse occupation” project focuses on the calculation of storage prices in m³ and the targeted efficient use of warehouse capacity. The next phase of the expansion of the online management and monitoring of the pallet account was also launched. “Co-packing has also proven to be very successful for us. There is interest in him,” says Vít Votroubek.

The company is now testing technologies for automated cleaning and plans to purchase mechanical boosters to help lift heavy loads in the future.

“We are currently focusing on covering storage outages from clients who have reduced their own production and have less need for external storage. In some regions, such as the warehouse in Pohořelice, we have not yet been able to get new clients. That is why we are now focusing a lot on negotiations with potential clients to maximize the occupancy of our multi-user warehouses,” says Jiří Bradna, Sales Director and Vice-Chairman of the Board of Directors of PST CLC Mitsui-Soko, describing the situation.

Vít Votroubek adds: “Some of the warehouse leases that we have been using for many years will end. We have a well-negotiated rent in these halls. The scarecrow is that this rent may increase by one hundred percent during negotiations on new contracts. This is paradoxical, because in both Poland and Germany, rentals are cheaper. It is then difficult to compete against this,” mentions Vít Votroubek.

Congested ports and low margins: sea freight brings a challenging period for the company

And the transport division? “We have good results in land and air transport. However, sea container transport is very demanding, margins are falling. In addition, we are solving problems with the capacity of ports where new large container ships arrive. Instead of continuous unloading of smaller ships, ports are overwhelmed at the same time, which of course is also reflected in subsequent transports and places much higher demands on dispatchers. We will meet the planned economic results, but it is challenging,” says Vít Votroubek. Jan Bláha, Transport Director at PST CLC Mitsui-Soko, adds: “Insufficient terminal capacity extends transit times. There are delays in ship arrivals, which also complicates subsequent continental transport.”

PST CLC Mitsui-Soko strengthens IT team and automates routine processes

Vít Votroubek evaluates the activities of the IT division, whose team has been expanded by two new employees this year. “The requirements for IT are getting higher. We focus a lot on digitization and automation, and I see the future of the company in quality IT. We try to simplify and automate everything with routine activities,” says Vít Votroubek.

“We are gradually digitizing communication with clients, which is currently a way to increase efficiency. On the one hand, the work of the dispatchers is increasing, so it is necessary to automate everything that is possible. This applies, for example, to automatic reporting, automated reporting and the like,” explains Jan Bláha.

Článek “Whoever does not grow, disappears,” says Vít Votroubek, CEO of PST CLC Mitsui-Soko se nejdříve objevil na PST CLC Mistui-soko.

This October was also historically successful, when PST CLC Mitsui-Soko had the highest monthly operating profit since 2012.

The company’s financial success is due to all divisions, i.e. customs services, warehousing and transport. The activity of the branch in Slovakia also has a significant impact on the development of turnover.

“Thanks to the high quality of the services provided, business activities and marketing, we have a good reputation on the market and we are glad that we are gradually increasing the number of clients. On the other hand, the economy is not benefiting from the strong koruna, whose exchange rate against the euro and the dollar has fallen. We are currently focusing on increasing the occupancy of our distribution centers, where we provide companies with outsourcing of warehousing, including copacking, which should also have a positive impact on economic results,” says David Zimandl, CFO of PST CLC Mitsui-Soko.

Vít Votroubek, CEO of PST CLC Mitsui-Soko, adds that the company’s visions and strategic goals include maintaining the prosperity and stability of the company, increasing labor productivity while maintaining quality, making the company more attractive for existing and new clients, and further development, for example in the form of acquisitions.

Článek Record year for PST CLC Mitsui-Soko: turnover and operating profit break boundaries se nejdříve objevil na PST CLC Mistui-soko.

Among the main flows used by PST CLC Mitsui-Soko for shipments between Asia and Europe, ocean freight is the main mode of transport with the highest volumes. “Sea freight is still the most popular from Asia, despite the increase in transit times as shippers are still unable to use the Suez Canal due to attacks. Another significant part of goods travels by rail via the Silk Road, but of course air transport is the fastest. Transportation via the Middle Corridor has not survived due to competition from maritime transport,” says Jan Bláha, director of transportation at PST CLC Mitsui-Soko.

Overall transport volumes are growing slightly. “We often notice that our clients in many cases experience a reduction in the volumes of individual shipments, but at the same time an increase in the frequency of their shipments. In practice, this means that the customer does not order several containers at once, but rather spreads the shipments over a period of time into several smaller orders,” says Jan Bláha.

He also observes this trend with collection shipments, where the customer does not have, for example, one container sent per month, but splits the volume into several smaller collection shipments within a month. “Thanks to this trend, customers do not have to invest so much in storage space. At the same time, it means cash flow savings. They don’t have to pay for the whole delivery at once, but spread the payment over time. It also means diversification of risk, because if there is an unexpected delay in one delivery, the customer knows that the next delivery is due in a week,” says Jan Bláha.

Článek Interest in using the Middle Corridor has declined, the trend is to send smaller shipments at a higher frequency se nejdříve objevil na PST CLC Mistui-soko.