Logistics services
A substantiated route to a customs warehouse
Raben wanted to offer bonded warehousing in the Netherlands to meet customer demand and seize new commercial opportunities. We assessed the feasibility and compiled the conditions, risks, and indicative costs into a concrete decision-making document.
1. The client and the challenge
Raben Group wanted to expand its Dutch services with a bonded warehouse. Existing clients were increasingly requesting this, and the absence of this service had already led to missed tenders. While experience was available within the European group, the Dutch organization still needed to determine what setup, expertise, and control measures were required. N&J Connect was commissioned to prepare a feasibility study that would allow Raben to make an informed decision regarding a potential setup, with Etten-Leur as a key area of focus and Oss as the second investigated location.
Core pain
How do you invest responsibly in a new logistics service when it is not yet clear what permits, systems, people, and processes will require? Without a comprehensive feasibility assessment, a commercial opportunity risks turning into underestimated investments, delays, and compliance risks.
2. Our approach
We combined interviews with the departments involved, site visits in Oss and Etten-Leur, and research into customs warehousing requirements. In doing so, we assessed the coherence between the physical flow of goods, systems, administration, responsibilities, and financial consequences. We compared the current situation with the intended setup, translating the commercial ambition into concrete criteria for decision-making and a potential next phase.
3. The diagnosis
The investigated locations and the existing IT landscape provided a viable starting point, but were not yet equipped for bonded warehousing. The main areas for improvement were customs expertise, standardized work instructions, demonstrable process control, and clear ownership. The administration of customs statuses, coordination with external specialists, and the structuring of goods flows also required further development. The key conclusion: a clear commercial need and the right building blocks do not automatically make an operation ready for licensing or implementation. Making an informed decision first requires insight into the necessary adjustments, capacity, risks, and financial implications.
4. From insight to execution
We designed a target operational model where organization, permits, systems, physical goods flows, and financial administration align seamlessly. A product group matrix highlighted differences in handling and additional requirements. An example flow of non-Union goods via Rotterdam and Etten-Leur to Italy illustrated the interconnected goods movements, customs statuses, documents, and cash flows. In addition, the report outlined cost categories and an indicative timeline for preparation, development, licensing, testing, and deployment. This established a foundation for scoping an implementation project; the study itself did not cover actual implementation or operational commissioning.
5. The result
The result was an integrated feasibility report that linked the commercial opportunity to operational and organizational requirements. Raben gained insight into the existing building blocks, the key areas for development, and the steps needed prior to commissioning. The cost estimate in the report ranged from €237,500 to €538,000 for the included line items. For a potential implementation, an indicative lead time of nine to fifteen months was outlined, depending on internal preparation and external approvals. The value of this process lies in a stronger foundation for decision-making and a more concrete execution path, rather than in revenue already realized, cost savings, or a granted permit.
2
Locations investigated · Oss and Etten-Leur
8
Product groups compared in a requirements matrix
9–15 mos
Estimated implementation duration · not actual turnaround time
The estimate is indicative and combines investments, costs, and financial security; it is therefore not equivalent to a full CAPEX budget or a calculated payback period. The included items also feature €100,000 in financial security, which may limit credit capacity but is not a direct expenditure of that amount. IT development and integration, as well as brokerage and declaration costs, are not budgeted in the total. The lead time is a scenario from the study, not a confirmed project schedule or achieved delivery date. Permits, legal and tax assumptions, and current quotes must be validated in a subsequent phase.
6. Next step
The proposed next step is a defined preparation phase with an internal project owner and the involvement of warehouse, IT, finance, quality, and customer care. First, the target audience, product groups, volumes, and the commercial model must be refined so that a complete business case can be drawn up. In parallel, customs specialists and competent authorities can help determine the appropriate permits, administration, and required securities. This will be followed by the development of work instructions, role allocation, training, system adjustments, and the setup of goods flows. A phased test with selected customers can only take place once the required permits and control measures are in place. This is the recommended implementation route; the report does not indicate that this implementation has already been completed.