Specialized Omnichannel Logistics Boosts Customer Satisfaction

Q: How is Logisfashion adapting to the rapid changes in the e-commerce industry? 

A: Logisfashion began as a 3PL specialized in fashion, later expanding into lifestyle. This includes any product line that complements fashion, like beauty and self-care. Our logistics initially focused on tasks like hanging, ironing, tagging, and bagging garments; all VAS (value-added services) are very specialized processes. 

The pandemic accelerated e-commerce, which worked in our favor. We shifted from just distributing to retail stores (B2B) to also delivering directly to end customers (D2C). This made the role of the logistics operator even more critical, increasing both our responsibilities and our share of the value chain. This shift also meant greater revenues, given the complexity of preparing orders for individual customers compared to bulk shipments for retail stores. Moreover, we began offering a range of value-added services, like jewelry engraving for online orders or printing names on football shirts. These value-added services, tailored to adapt and personalize products for different sales channels, have been key drivers of our growth.
 

Q: What technologies are most critical to Logisfashion's logistics operations, and how do they benefit your clients?

A: Technology is at the core of our logistics model. Our strength lies not only in infrastructure, but in the systems and expert teams that drive it. We leverage advanced automation and robotics to optimize storage, accelerate picking processes, and boost overall productivity. From dynamic sorting systems to intelligent conveyors and robotic arms, we integrate technologies that reduce costs and eliminate bottlenecks. Our proprietary WMS, Logiscore, is specifically developed for the fashion industry, while we use Reflex WMS to meet the specialized needs of the beauty sector.

Q: What were the biggest challenges in diversifying to B2C logistics for Logisfashion?

A: About 60% of our business is B2C, while 40% remains B2B. B2B processes were already standardized and automated, but B2C required entirely new structures. We had to redesign automation systems and implement robotics where volumes justified it. B2C logistics demands more warehouses closer to the end customer, as delivery speed is critical. Orders must be prepared to arrive in perfect condition and record time, anywhere in the world. The last mile is significantly more expensive and complex.

From a tech standpoint, B2C requires that any consumer—not just trained professionals—can track their order in real time, adding pressure on warehouse systems. Appearance is no longer the priority; instead, services like personalization and speed have become central to meeting customer expectations.

Q: How does Logisfashion handle the operational tensions caused by spikes in demand?

A: B2C services involve unpredictable volumes, from processing one order in a day to 50 during peak events like Hot Sale or Black Friday. This requires a lot of trained personnel and flexible operations. It is challenging to automate everything, so human management becomes critical. Location also plays a role. For example, streets and urban geography in Spain are more predictable than in Mexico, where delivery routes can be far more complex.

Q: How does Logisfashion manage high-value products like luxury fashion and jewelry, particularly in high-risk regions like Mexico?

A: Security is a major differentiator in regions like Mexico. We handle logistics for high-end brands like Armani, Ferragamo, and Pandora. In these cases, security becomes a high operational cost. Labor may be cheaper in Latin America, but security measures such as 24/7 warehouse surveillance, GPS tracking, and guarded transportation are essential. In Spain, you might leave a warehouse overnight with only video surveillance; in Mexico, that is unthinkable.

Security also affects route planning, insurance costs, and warehouse processes, such as needing to verify 100% of incoming and outgoing goods. Customs processes in Mexico are particularly complex and add more cost, contributing to higher retail prices.

Q: What are Logisfashion’s strategic and operational priorities for 2026, particularly in Mexico?

A: Over the past seven to eight years, we have experienced dramatic growth, from €15 million (US$17.4 million) in revenue in 2016 to an expected €180 million this year. Rather than entering new markets, we plan to grow in existing ones, especially Mexico and Chile. In Mexico, we will open a new warehouse next year, increasing our capacity and enabling us to serve more clients. Our growth is backed by strong customer relationships and a service model that focuses on high-value, efficient operations.

Our other major investment will continue to be in technology. That is where we see our biggest opportunity for differentiation, allowing us to offer multinational clients seamless service across countries with just one integration and one logistics partner.

Logisfashion is a global logistics partner for fashion and lifestyle brands, specializing in e-commerce and omnichannel supply chain solutions.