Poland Logistics and Warehousing Market Outlook to 2029
By Market Structure, By Service Type, By End-User Industry, By Mode of Transportation, By Type of Warehousing, and By Region
Report Overview
Report Code
TDR0210
Coverage
Europe
Published
July 2025
Pages
80
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Report Overview
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Report Coverage
Verified Market Sizing
Multi-layer forecasting with historical data and 5–10 year outlook
Deep-Dive Segmentation
Cross-sectional analysis by product type, end user, application and region
Competitive Benchmarking & Positioning
Market share, operating model, pricing and competition matrices
Actionable Insights & Risk Assessment
High-growth white spaces, underserved segments, technology disruptions and demand inflection points
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Executive Summary
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Table of Contents
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4.1. Macroeconomic framework for Poland Including GDP (2018-2024), GDP Growth (2018-2024), GDP Contribution by Sector
4.2. Logistics Sector Contribution to GDP and how the contribution has been changing in the historical assessment
4.3. Ease of Doing Business in Poland
4.4. LPI Index of Poland and Improvements in the last 10-15 Years
4.5. Custom Procedure and Custom Charges in Poland Logistics market
5.1. Landscape of Investment Parks and Free Trade Zones in Poland
5.2. Current Scenario for Logistics Infrastructure in Poland
5.3. Road Infrastructure in Poland including Road Network, Toll Charges and Toll Network, Major Goods Traded through Road, Major Flow Corridors for Road (Inbound and Outbound)
5.4. Air Infrastructure in Poland including Total Volume Handled, FTK for Air Freight, Major Inbound and Outbound Flow Corridors, Major Goods traded through Air, Number of Commercial and passenger Airports, Air Freight Volume by Ports and other Parameters
5.5. Sea Infrastructure in Poland including Total Volume Handled, FTK for Sea Freight, Major Inbound and Outbound Flow Corridors, Major Goods Traded through Sea, Number of Ports for Coastal and Ocean Freight, Number of Vessels, Sea Freight Volume by Ports and other Parameters
5.6. Rail Infrastructure in Poland including Total Volume Handled, FTK for Rail Freight, Major Inbound and Outbound Flow Corridors, Major Goods Traded through Rail and others
6.1. Basis Revenues, 2018-2024P
7.1. By Segment (Freight Forwarding, Warehousing, CEP and Value-Added Services), 2018-2024P
7.2. By End User Industries, 2018-2024P
8.1. Market Overview and Genesis
8.2. Poland Freight Forwarding Market Size by Revenues, 2018-2024P
8.3. Poland 3PL Freight Forwarding Market Segmentation, 2018-2024P
8.3.1. By Mode of Freight Transport (Road, Sea, Air and Rail), 2018-2024P
8.3.1.1. Price per FTK for Road/Air/Sea and Rail in Poland
8.3.1.2. Road Freight (Domestic and International Volume, FTK and Revenue; Number of Registered Vehicles)
8.3.1.3. Road Freight Domestic and International Corridors
8.3.1.4. Ocean Freight (Domestic and International Volume, FTK and Revenue; Volume by Commodity; Sea Ports Key Statistics)
8.3.1.5. Air Freight (Domestic and International Volume, FTK and Revenue)
8.3.1.6. Rail Freight (Domestic and International Volume, FTK and Revenue; Volume by Commodity and Region)
8.3.1.7. Export-Import Scenario (Value by Mode of Transport, Commodity and Country; Volume by Principal Commodities)
8.3.2. By Intercity Road Freight Corridors, 2018-2024P
8.3.3. By International Road Freight Corridors, 2018-2024P
8.3.4. By End User (Industrial, FMCG, F&B, Retail and Others), 2018-2024P
8.4. Snapshot of Freight Truck Aggregators in Poland Including Company Overview, USP. Business Strategies, Future Plans, Business Model, Number of Fleets, Margins/Commission, Number of Booking, Major Clients, Average Booking Amount, Major Routes and others
8.5. Competitive Landscape in Poland Freight Forwarding Market, 2021
8.5.1. Heat Map of Major Players in Poland Freight Forwarding on the Basis of Service offering
8.5.2. Market Share of Maior Players in Poland Freight Forwarding Market, 2023
8.5.3. Cross Comparison of Major Players in Freight Forwarding Companies on the Basis of Parameters including Volume of Road Freight, Inception Year, Number of Fleets (Owned and Subcontracted), Fleets by Type, Occupancy Rate, Number of Employees, Major Route Network, Major Clients, Revenues, Volume of Sea Freight, Volume of Air Freight, USP, Business Strategy, Technology, (2023)
8.6. Poland 3PL Freight Forwarding Future Market Size by Revenues, 2025-2029
8.7. Poland Freight Forwarding Market Segmentation, 2025-2029
8.7.1. Future Market Segmentation by Mode of Freight Transport (Road, Sea, Air and Rail), 2025-2029
8.7.2. Future Market Segmentation by International Road Freight Corridors (China, Poland and Poland), 2025-2029
8.7.3. Future Market Segmentation by End User (Industrial, FMCG, F&B, Retail and Others), 2025-2029
9.1. Market Overview and Genesis
9.2. Value Chain Analysis in Poland Warehousing Market including entities, margins, role of each entity, process flow, challenges and other aspects
9.3. Poland Warehousing Market Size on the Basis of Revenues and Warehousing Space, 2018-2024P
9.4. Poland 3PL Warehousing Segmentation
9.4.1. Poland Warehousing Revenue by Business Model (Industrial/Retail, ICD/CFS and Cold Storage), 2018-2024P
9.4.2. Poland Warehousing By Type of Warehouse (General, Open Yard, Freezer/Chiller, Ambient and Bonded Warehouses), 2018-2024P
9.4.3. Poland Warehousing Revenue by End User (Industrial & Construction, FMCG, Retail, Food & Beverage and Others), 2018-2024P
9.4.4. 3PL Warehousing Space by Region, 2024P
9.5. Competitive Landscape in Poland 3PL Warehousing Market
9.5.1. Market share of Top 10 Companies in Poland Warehousing Market, 2023
9.5.2. Cross Comparison of Top 10 3PL Warehousing Companies on the Basis of Parameters including Company Overview, USP, Business Strategy, Future Plans, Technology, Revenues from Warehousing, Number of Warehouses, Warehousing Space, Location of Warehouses, Type of Warehouses, Occupancy Rate, Rental Rates, Clients and others, (2023)
9.6. Poland Warehousing Future Market Size on the Basis of Revenues, 2025-2029
9.7. Poland Warehousing Market Future Segmentation
9.7.1. Poland Warehousing Revenue by Business Model (Industrial/Retail, ICD/CFS and Cold Storage), 2025-2029
9.7.2. Poland Warehousing Revenue By Type of Warehouse (General, Open Yard, Freezer/Chiller, Ambient and Bonded Warehouses), 2025-2029
9.7.3. Poland Warehousing Revenue by End User (Industrial & Construction, FMCG, Retail, Food & Beverage and Others), 2025-2029
10.1. Market Overview and Genesis
10.2. Value Chain Analysis in Poland CEP Market including entities, margins, role of each entity, process flow, challenges and other aspects
10.3. Revenue Composition and Contribution Between First Mile/Mid Mile and Last Mile Delivery-Analysis for Domestic and International Shipments
10.4. Poland CEP Market Size on the Basis of Revenues and Shipments, 2018-2024P
10.5. Poland CEP Market Segmentation, 2021
10.5.1. Segmentation by Mails and Documents, E-Commerce Shipments and Express Cargo, 2023-2024P
10.5.2. Segmentation by International and Domestic Express, 2023-2024P
10.5.3. Segmentation by B2B, B2C and C2C, 2023-2024P
10.5.4. Segmentation by Period of Delivery, 2023-2024P
10.6. Competitive Landscape in 3PL Market, 2021
10.6.1. Overview and Genesis, Market Nature, Market Stage and Major Competing Parameters
10.6.2. Market Share of Companies in Poland CEP Market on the Basis of Revenues/Number of Shipments, 2023
10.6.3. Market Share of Top 5 Companies in Poland E-Commerce Shipment Market on the Basis of Revenues/Number of Shipments, 2023
10.6.4. Cross Comparison of Top 10 Poland CEP Companies on the Basis of Parameters including Company Overview, USP, Business Strategy, Future Plans, Technology, Number of last Mile Delivery Shipments, Revenues, Major Clients, Number of Fleets, Number of Employees, Number of Riders, Number of Pin Code Served, Major Service Offering and others
10.7. Poland CEP Market Size on the Basis of Revenues and Shipments, 2025-2029
10.8. Poland CEP Market Segmentation
10.8.1. Segmentation by Mails and Documents, E-Commerce Shipments and Express Cargo, 2025-2029
10.8.2. Segmentation by International and Domestic Express, 2025-2029
10.8.3. Segmentation by B2B, B2C and C2C, 2025-2029
10.8.4. Segmentation by Period of Delivery, 2025-2029
11.1. Customer Cohort Analysis and End User Paradigm for Different Industry Verticals under Logistics Sector (Telecommunications, FMCG, Automotive, Apparel, F&B, Construction and Pharmaceuticals)
11.2. Understanding on Logistics Spend by End User, 2023-2024P
11.3. End User Preferences in terms of In-House or Outsourcing Logistics Services and Reason for Selection; Segregate this by Size of Company on the Basis of Revenues
11.4. Major Logistics Company who are Specialized in Serving Each Type of End User (Telecommunications, FMCG, Apparel, F&B, Construction and Pharmaceuticals)
11.5. Detailed Landscape of Each End Users across Parameters including Major Products Manufactured and Traded, Emerging Products, Type of Services Required, and Type of Services Outsourced, Major Companies, Contract Duration, Likelihood to Recommend, Market Orientation, Major Clusters, Type of Sourcing Preference, Pain Points, Facilities/Services Required, Future Outlook. Market Size for End User Industry Vertical with Growth Rate, 2018-2024P
12.1. Basis Revenues, 2025-2029
13.1. By Segment (Freight Forwarding, Warehousing, CEP and Value-Added Services), 2025-2029
13.2. By End User Industries, 2025-2029
13.3. Recommendation
Discuss a Customized Research Scope
Custom research scope • Tailored insights • Industry expertise
Research Methodology
Step 1: Ecosystem Creation
Map the ecosystem and identify all the demand-side and supply-side entities within the Poland Logistics and Warehousing Market. On the demand side, we consider industries such as e-commerce, FMCG, automotive, pharmaceuticals, and industrial manufacturing. On the supply side, we profile key logistics providers, warehousing developers, last-mile operators, and technology enablers. Based on this mapping, we shortlist 5–6 leading logistics players in the country based on financial strength, warehousing footprint, volume handled, and geographic presence.
Sourcing is done through industry journals, government publications, trade association data, and multiple secondary and proprietary databases to perform desk research and establish a strong base of industry-level information.
Step 2: Desk Research
An exhaustive desk research phase is carried out by referencing diverse secondary and proprietary databases. This includes EU logistics reports, government portals, press releases, company financial statements, transport infrastructure databases, and real estate market intelligence platforms. We analyze sector-level insights such as warehousing capacity, logistics throughput, market segmentation by mode and service, pricing trends, regulatory developments, and investment patterns.
Company-level research is undertaken by reviewing annual reports, investor presentations, logistics park listings, media coverage, and operational performance disclosures. This phase constructs a foundational understanding of both macro-level trends and micro-level operations of key entities.
Step 3: Primary Research
We conduct in-depth interviews with C-level executives, operations heads, and logistics managers representing 3PL companies, warehouse developers, e-commerce players, and large manufacturing firms. The purpose of these interactions is to validate secondary data, test market hypotheses, and extract firsthand insights on pricing structures, service preferences, operational bottlenecks, and future expectations.
To further validate our assumptions, our team performs disguised interviews where we engage with companies as prospective customers or partners. This allows us to cross-check operational and financial information, service benchmarks, warehousing rates, and process flow models. These interviews also shed light on warehousing demand dynamics, capacity utilization, and multimodal integration.
Step 4: Sanity Check
- Top-down and bottom-up estimation techniques are used to triangulate the overall market size and forecast projections. Key assumptions are tested using scenario modeling, sensitivity analysis, and benchmarking with adjacent EU markets to ensure consistency and accuracy of findings.
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Frequently Asked Questions
1. What is the potential for the Poland Logistics and Warehousing Market?
The Poland logistics and warehousing market holds significant growth potential, reaching a valuation of PLN 78 Billion in 2023. Its strategic location as a logistics hub between Western Europe and Eastern markets, combined with robust demand from sectors like e-commerce, automotive, and FMCG, positions Poland as a key player in the European logistics corridor. Continued investments in infrastructure, smart warehouses, and cross-border connectivity further strengthen the market’s long-term outlook.
2. Who are the Key Players in the Poland Logistics and Warehousing Market?
The market is led by a mix of international and domestic players including DB Schenker, DHL Supply Chain, DPD Polska, Raben Group, InPost, Panattoni Europe, and 7R SA. These companies dominate the sector through their expansive logistics networks, modern warehousing infrastructure, multimodal capabilities, and focus on technology-driven solutions.
3. What are the Growth Drivers for the Poland Logistics and Warehousing Market?
Major growth drivers include the rapid expansion of e-commerce, which has increased demand for last-mile delivery and fulfillment centers. Manufacturing and export growth, particularly in automotive and electronics, has created the need for scalable and specialized logistics. Additionally, EU-backed infrastructure projects, urbanization, and Poland’s central role in regional supply chains are accelerating market momentum.
4. What are the Challenges in the Poland Logistics and Warehousing Market?
The sector faces challenges such as regional infrastructure disparities, especially in eastern Poland, and labor shortages in warehousing and transport roles. Rising fuel and energy costs, along with increasing pressure to comply with green logistics standards, are straining operational margins. Moreover, fragmentation among smaller players and a slow pace of digital adoption among unorganized providers remain hurdles to be addressed.
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