Four divisions, one promise: The pfenning Group rises to the next level 08 #28 December 2025 ECHO The pfenning group magazine Data warehouse with GHK Management Consulting 34 The new eActros 600 in action at pfenning 38 A semester in Warsaw: interview with Cara 48
CONTENTS ECHO MAGAZINE #28 Message from the management 04 A look inside the logistics industry 06 COVER STORY Development of the pfenning Group 08 SONIMA and LOGOSYS in the pfenning Group 12 Sales with vision 14 Outlook from the management 16 Three become one – pfenning solutions GmbH 18 Digitalisation and automation in logistics 20 A look at quality management at the pfenning Group 24 Developments in 2025 at be4work 26 New name, same quality: pfenning facility + services 28 Expansion of Autowelt Ebert 30 pfenning.TWEET: 2025 in review 32 The pfenning Group’s strategic partnerships with GHK Management Consulting and CTL 34 pfenning construction projects in 2025 36 The new eActros 600 in action at pfenning 38 2025 – A year full of exhibitions 40 Integration Days, apprentice meet-up and graduation trip 44 A semester in Warsaw: interview with Cara 48 2025 anniversary celebrants 50 Safety Day in Mecklar 51 Girl power in Bremen 52 Regional responsibility 54 Competition 56 2 | pfenning.ECHO #28
Photo credits: © Adobe Stock, © Autowelt Ebert, © Cargo Trans Logistik AG, © depositphotos, © pfenning-Gruppe, © THWS Gender disclaimer: For better readability, we have not used the masculine, feminine and diverse (m/f/d) gender forms simultaneously. All references to people apply equally to all genders. 08 34 38 48 CONTENTS 3 pfenning.ECHO #28 |
FOREWORD Dear Colleagues and Business Partners, Georg Lammers Manuel Pfenning Rana Matthias Nag Martin Königstein 2025 was a year of change and development for us. The pfenning Group has grown, not only in terms of locations and services, but above all in what defines us as a community. It’s the people behind the projects who embody commitment, ideas and responsibility – day in and day out. Change is always something special in a family business. It requires courage, trust and solidarity – values that have shaped us for generations and have also been our compass this year. In our cover story, “Development of the pfenning Group”, we examine how our company has evolved strategically and structurally. Each of our four divisions stands for a clear performance promise – driven by teams who work together with passion and specialised expertise. Whether in pharmaceutical and healthcare logistics, the automotive industry, consumer goods or food – it’s people who bring our processes to life and shape our partnerships with our customers. We also look back on a successful year in terms of business development: new collaborations, for example with Voith at the new Erding site, underline the confidence in our capabilities. With pfenning solutions GmbH and pfenning facility+ services GmbH we have also created two companies that consolidate our services and strengthen our brand identity – a joint step that further solidifies our “one team. one group.” philosophy. Innovation remains a key driver: automated drones, robotic solutions, digital tools and new energy systems demonstrate that we are actively shaping the future. But behind every technology there is always a team – people who implement ideas, think through processes, take responsibility and find solutions together. In this issue you will therefore find not only projects, figures and new structures, but also many stories and faces reflecting what makes us strong at our core: everyone working together. About employees putting their heart and soul into their work, about apprentices diving in full of curiosity, and about teams that support each other. All of this is what makes the pfenning Group special – and what makes us optimistic about the coming year. 4 | pfenning.ECHO #28
From left to right: Rafael Pfenning, Rana Matthias Nag, Annika Pfenning, Karl-Martin Pfenning, Marie-Elizabeth Benois, Manuel Pfenning, Janina Pfenning We thank all our employees, customers and partners who have contributed to this development. Your commitment, your ideas and your trust are the foundation on which we want to continue to grow in the future – together as a strong group of companies. As the year draws to a close, we wish you and your families a peaceful Christmas season, relaxing holidays and a good start to a healthy and successful new year. Let’s work together again in 2026, explore new avenues and shape the future of the pfenning Group – with head and heart and a spirit of solidarity. With warm regards, The Pfenning family and the management of the pfenning group EDITORIAL 5 pfenning.ECHO #28 |
POSITIVITY DESPITE A CHALLENGING ECONOMY A LOOK AT THE CURRENT SITUATION IN LOGISTICS Projected gross domestic product does not promise soaring growth. Global markets, churned by erratic tariff policies across the Atlantic and high energy prices, have not yet recovered. In Germany, tariffs and sluggish international demand are weighing particularly heavily on the export-oriented economy – with consequences for logistics. Nevertheless, the mood remains generally optimistic: a look at causes and future prospects. There’s no question: these remain challenging times, both politically and economically. Gross domestic product is expected to decline slightly for the third year in a row. For logistics, regulatory pressure has also increased, especially in the area of sustainability: EU-wide binding CO2 fleet emission limits for heavy commercial vehicles now apply, and the CO2 price has risen to €55 per tonne, which means additional cost burdens. A ray of hope was the extension of the toll exemption for electric HGVs until the end of 2031. Despite the weak overall economic situation, however, small and medium-sized enterprises (SMEs) in Germany are looking ahead with slight optimism, according to the SME Barometer of the Institute for SME Research. This is also underlined by the outcome of this year’s Logistics Experts Summit: while the panel of experts anticipates a real decline in demand for logistics services of 0.5 to 0.8 per cent in 2025, the Logistics Experts emphasise the strength of Germany’s third-largest economic sector. After all, the country is the market leader in intralogistics and logistics automation, has extremely well-interconnected modes of transport and boasts a training and further education system with a high level of educational expertise in the areas of logistics and supply chain management. The industry’s cautious optimism stems from the economic stimulus packages announced by the German government and a factor that Christian Stamerjohanns, Head of Communications at the BVL (German Logistics Association), describes as “recovery through reassurance”: “The tariff agreements have brought at least a degree of planning certainty. Even if Europe, and thus Germany as the largest economy and leading export nation, is at a disadvantage compared to the previous underlying conditions, it is at least now clearer what to expect.” The Federal Ministry for Economic Affairs and Energy expects a gradual recovery in the final months of the year. Even if the logistics sector will continue to see no growth this year, the industry is fundamentally well positioned. Prof. Dr Christian Kille, co-founder of the Logistics Experts and professor at the Technical University of Applied Sciences Würzburg-Schweinfurt, explains: “The technological expertise in automation, robotics and AI logistics applications in Germany is excellent, and the collaboration between research and industry, as well as with logistics start-ups, is also boosting our sector. We are also pioneers in sustainable technologies in logistics with growing market potential and an attractive location for skilled workers from abroad.” This should be taken into account in the continuing tense situation in order to understand the general mood, according to the researcher. Logistics specialists also take a positive view of alternative drive systems in transport logistics: according to the latest study by the EHI Retail Institute, around 85 per cent of the companies surveyed plan to switch to alternative drive technologies within the next six years. The number of electric HGVs in particular continues to rise: at the 6 | pfenning.ECHO #28
beginning of 2025, more than 92,000 electric HGVs were registered in Germany, an increase of around 13,000 compared to the previous year. Professor Kille sums up: “Even though logistics are faced with many challenges in Germany, they impress with an outstanding range of services featuring global players and hidden champions among small and medium-sized enterprises, comprehensive industry expertise and strong implementation skills, robust infrastructure and excellent training and further education. Despite all the current and ongoing challenges, the Logistics Experts’ analysis has shown: the packages of measures they propose to promote networking, innovation and synergies have the potential to advance logistics in this country.” Prof. Dr Christian Kille, born in 1972, has been Professor of Retail Logistics and Operations Management at the Technical University of Applied Sciences Würzburg-Schweinfurt since 1 April 2011 and is currently Head of the Bachelor’s programme in Business Administration. Previously, he was Head of Market Analysis at Fraunhofer SCS in Nuremberg. He is also a visiting lecturer at the Technical University of Munich and gives lectures in Singapore, among other places. He is a market analyst for the German Logistics Association (Bundesvereinigung Logistik e.V., BVL), a member of the jury for the Logistics Hall of Fame and Chairman of the jury for the Logix German Logistics Real Estate Award. In 2014, he and Markus Meissner founded the initiative “Forecast for the Development of Logistics in Germany – Logistics Experts”. His research focuses on forecasting and trend analysis in logistics, as well as retail logistics and logistics real estate. These are economically challenging times, but we believe we are very well positioned for the future: With our focus on digitalisation, efficiency and sustainability, we have already been concentrating on the key issues for some time. Working on equal terms with our customers, we also collaborate to find the best possible solutions because we understand their processes and optimise them – this sets us apart from many of our competitors and creates long-term trust that proves resilient in times of crisis. We are therefore also optimistic about the coming year and plan to continue on our current growth path. Georg Lammers, Managing Director for Contract Logistics, Sales and Engineering NEWS 7 pfenning.ECHO #28 |
FOUR DIVISIONS, ONE PROMISE: THE PFENNING GROUP RISES TO THE NEXT LEVEL For us, growth doesn’t just mean getting bigger – it also means getting better. Specifically, this means creating structures that allow us to communicate the strengths of the entire Group even more clearly and meet customers exactly where they are. With the diversification by industry into four divisions, the pfenning Group is placing its capabilities on a new footing and in so doing sharpening its profile on the market. COVER STORY 8 | pfenning.ECHO #28
Greater clarity for customers and markets The demands placed on modern logistics service providers are more diverse than ever. Industries are evolving at a rapid pace, customers expect bespoke solutions, and sustainability is no longer an “add-on” but a prerequisite. Against this backdrop, we have reorganised ourselves this year: with a clear structure in four divisions, we are pooling expertise, strengthening responsibilities and creating synergies. The new structure comprises the divisions Chemicals, Pharma & Healthcare, Automotive & Industrial Services, Retail, Fashion & Lifestyle and Consumer Products & Food. Each of these divisions has a dual leadership team of sales and operations managers who work together to ensure clarity, speed and proximity to customers. For customers, this means: dedicated contacts, industry-specific expertise and a partner who speaks their language. This allows challenges to be identified more quickly and translated into solutions perfectly tailored to each individual customer. Chemicals, Pharma & Healthcare “Sensitive products require absolute precision and trust. Our logistics solutions ensure supply in the healthcare sector – efficiently, reliably and digitally managed.” 9 pfenning.ECHO #28 | COVER STORY
Retail, Fashion & Lifestyle “We bring dynamism and structure to fast-moving markets. With perfectly tailored fulfilment solutions, we create transparency, speed and quality – from online ordering to store shelves.” > Process and product know-how We understand our customers’ processes and products down to the last detail. This understanding makes all the difference, because we deliver solutions where others have long since reached their limits – beyond ordinary. > Partnership on equal terms Whether start-up, medium-sized company or global player – we always treat our customers as equals. As a medium-sized family business, we are more than just a service provider: we are a reliable partner with whom you can grow together. > A holistic approach to sustainability For us, taking responsibility means developing sustainable concepts that not only have an impact today but also endure tomorrow. With unique real estate concepts, forward-looking transport solutions and in harmony with society and nature. Cross-divisional expertise: Our Centres of Excellence In addition to the divisions, the newly created Centres of Excellence (CoEs) also play a central role in the structure of the pfenning Group. They bundle services that are not limited to a single industry but are relevant to customers from a wide range of sectors. These include fulfilment & e-commerce, co-packing, real estate development, (re-) manufacturing and defence. The benefit for customers: these CoEs create added value that goes beyond traditional logistics and spans multiple divisions. Companies profit from innovative e-commerce solutions that make online retailing flexibly scalable, or from co-packing services that deliver products ready for finishing and in line with brand requirements. With sustainable real estate concepts, the pfenning Group also develops individual solutions for its customers’ logistics infrastructure – and in the defence sector, it offers specialised services that meet the highest security requirements. OUR USPs: THE FOUNDATION OF OUR SUCCESS Industry diversification is more than just an organisational measure. It is a commitment to the three unique selling points that have always defined the pfenning Group and are now becoming even more visible: 10 | pfenning.ECHO #28
Consumer Products & Food “From raw materials to finished products: we manage temperature-controlled goods flows with the utmost precision. Sustainable processes and flexible concepts make us a strong partner in the retail and food industries.” Automotive & Industrial Services “Industrial and production logistics demand maximum process reliability. We intelligently network supply chains and create stable processes our customers can rely on at all times.” These USPs run like a common thread through all four divisions – and are brought to life there. The new structure of four divisions is not the end, but the beginning of a new phase. It is our aim to further expand our industry expertise, invest strategically in sustainable infrastructure and innovative technologies and deepen partnerships based on mutual respect. We will continue to stand by our partners in future as a comprehensive logistics partner so that together we can seize the opportunities offered by a dynamic market. Because one thing never changes: our commitment to always go the extra mile, to create not just services, but real solutions – today and in the future. CHEMICALS, PHARMA & HEALTHCARE RETAIL, FASHION & LIFESTYLE CONSUMER PRODUCTS & FOOD AUTOMOTIVE & INDUSTRIAL SERVICES 11 pfenning.ECHO #28 | COVER STORY
DEEP PROCESSES, STRONG PERFORMANC SONIMA AND LOGOSYS IN THE PFENNING GROUP SONIMA – automotive expertise with added value SONIMA is firmly established in the automotive and supplier industries and combines manufacturing expertise with logistics processes. In addition to classic services such as packaging and quality control, the teams handle tasks that extend deep into the customer’s value chain: industrial cleaning, assembly work and CNC machining are seamlessly integrated into modern logistics processes. SONIMA places particular emphasis on sustainable business practices: with ISO 14001 certification, the focus is on verified environmental standards. Up to 95% of an engine can be professionally disassembled, cleaned and reconditioned for reuse – including components in new part quality. Non-reusable components are professionally recycled and returned to the material cycle. At the new Erding location, where the pfenning Group has been handling all logistics for its customer Driventic (formerly Voith Turbo) since July 2025, Dagmar Jennissen, with her extensive experience and dedication, ensures that these interconnected processes function reliably – from machining to final quality control. Stronger together – process depth as a trademark Whether automotive or pharmaceuticals: both companies stand for exceptional depth in process design. They combine logistics with production-related services and develop solutions that address precisely those areas where customers experience the greatest added value – at the heart of the supply chain. The clear structure of divisions and Centres of Excellence allows existing know-how to be pooled and strategically developed further. SONIMA contributes its automotive expertise to the CoE (Re-)Manufacturing, while LOGOSYS complements the “Chemicals, Pharma & Healthcare” division with in-depth knowledge of the pharmaceutical and healthcare sectors. This creates a synergy that not only optimises processes, but also offers customers and partners long-term certainty and proven quality. 12 | pfenning.ECHO #28
CE: To succeed in today’s complex markets, you need partners who offer more than traditional logistics. This is precisely where SONIMA and LOGOSYS come in: both companies are deeply integrated into their customers’ supply chains and offer bespoke services that go far beyond warehousing and transport. What these two companies have in common in this context is more than just their affiliation with the pfenning Group. It is their clearly recognisable USPs that are not only formulated but also evident in their daily operations. With many years of expertise, specialised teams and a clear focus on quality, they create added value in industries that demand precision and reliability. LOGOSYS – precision for pharmaceuticals and healthcare While SONIMA strengthens the automotive world, LOGOSYS is the specialised partner for the pharmaceutical and healthcare industry – where safety, transparency and process stability are paramount. With certified processes according to GMP and GDP, LOGOSYS meets the highest quality standards while offering the necessary flexibility to address industry-specific needs. The company covers the entire logistics spectrum – from the storage of temperature-sensitive products to picking and packing to delivery to pharmaceutical wholesalers, pharmacies and hospitals. Seamless documentation, digital track & trace systems and automated interfaces to customer systems ensure full transparency along the supply chain. But LOGOSYS thinks further: with energy-efficient warehousing concepts, digital solutions for paper reduction and the use of a low-code platform for process control, the company is setting new standards in sustainability and innovation. This makes processes not only safer but also more resource-efficient. Behind this precision are people with passion and experience: together with their teams, Wageha Ullah, Head of Customer Service, and Marvin Alves-Schulze, responsible for production and logistics, work to ensure smooth operations. This know-how is complemented by Duaa Al Araj, responsible for quality management since May 2025, and Sven Wieler, who has headed project and process management since August 2025 – a strong team that redefines the high standards of healthcare logistics every day. THE PFENNING GROUP 13 pfenning.ECHO #28 |
Clear structures, concentrated expertise With the reorganisation of its sales structure, the pfenning Group is following a clear logic: industry focus creates depth, specialisation ensures quality. The four divisions represent a precise understanding of their respective markets. In close cooperation with the Centres of Excellence, solutions are developed here that go far beyond traditional logistics. Whether temperature-controlled supply, integrated distribution networks or value-added services along the supply chain – the new structure makes it possible to think about complex requirements holistically and implement them quickly. Successful partnerships – the example of Voith Turbo An impressive example of the new sales approach is the partnership with Voith Turbo (now Driventic). Since the middle of the year, the pfenning Group has been responsible for the company’s entire logistics – from warehousing and production supply to shuttle services and the shipping of finished goods and spare parts. This involves not only operational implementation, but also deep process integration: logistics becomes an extension of the customer’s workbench. SALES WITH VISION – REPOSITIONED FOR THE FUTURE 2025 was a year of realignment for the pfenning Group’s sales department. The clear structuring into divisions and Centres of Excellence created a foundation that brings together a wide range of industry expertise and focuses on long-term partnerships. This new structure creates clarity, proximity and efficiency – and forms the basis for understanding and serving customer needs even more specifically in the future. Sales is thus more than just an interface between the market and the company: it is a strategic partner, a driving force and a pioneer. A team that thinks and acts together with customers – efficient. sustainable. digital. 14 | pfenning.ECHO #28
The project at the Erding site near Munich started in 2025 and in its final construction stage in 2026 will encompass a state-of-theart logistics area of 16,000 m². This project combines technology, efficiency and expertise – a prime example of the future viability of the Group, which not only secures such projects but also actively helps to shape them. Partnership on equal terms thus becomes a tangible reality. Competence and trust in the pharmaceutical and healthcare sector A current project in the pharmaceutical sector is equally groundbreaking. For an internationally operating distributor, the pfenning Group is responsible not only for the warehousing and order picking of sensitive products, but also for individual order-to-cash processes, including accounting services and a wide range of customer service offerings on behalf of the client. In addition, transport organisation is coordinated to ensure a seamless supply to wholesalers, hospitals and pharmacies. This project exemplifies what the new structure makes possible: specialised knowledge, operational excellence and collaborative communication go hand in hand. The interaction between sales, operations and quality management ensures that even the most complex processes run smoothly – reliably, transparently and with a customer-centric approach. At LOGOSYS, a pfenning Group company, all relevant audits – including ISO 9001, HACCP, GDP, GMP and MIA – were once again successfully completed. With the introduction of a digital solution for mapping paper-based processes, process control has also been digitalised – another step towards efficient, sustainable and digital solutions. Attitude meets progress The restructuring of sales is more than just an organisational change – it is an expression of an attitude. Listen, understand, connect: these three principles inform the new identity. Specialised knowledge and empathy are equally important. Only those who understand their customers’ challenges in detail can develop effective solutions – that are also conceived with sustainability and digitalisation in mind. This creates structures fit for the future, processes that become more efficient and partnerships that endure. And precisely that is the core of the guiding principle: efficient. sustainable. digital. THE PFENNING GROUP 15 pfenning.ECHO #28 |
MANAGEMENT OUTLOOK – WHAT ISSUES WILL WE BE DEALING WITH IN 2026? Efficient, digital, sustainable – and uncompromisingly customer-centric In 2026, we will strategically anchor within the Group what began as our trade fair slogan in Munich. To do this we have defined shared and concretely measurable targets and established regular communication across locations and business units. We think not only in terms of services, but also in terms of our customers’ products – thus shifting our perspective even more than before. This means we identify growth opportunities and possibilities for scaling before customers need them. To this end, we will continue to expand our understanding as a 5PL. We are growing from a reactive service provider to a proactive partner on equal terms who acts and orchestrates at a strategic level. In practice, this includes, firstly, greater use of digital platforms. Secondly, it involves comprehensive data analysis using artificial intelligence, and thirdly, end-to-end digitalised processes. In addition to physical automation, we are increasingly relying on intelligent software solutions to future-proof our business. We need to keep a close eye on the market so we can respond early to the logistical challenges our customers will face. This includes technologies, regulations and competitive dynamics. In all of this, sustainability is not an afterthought for us, but an important organisational principle. Our solutions take ecological aspects into account so that decisions are not only economically sound, but also sustainable. Our customers get full transparency regarding emissions and footprints along the supply chain. Scope 1 to 3 emissions for all locations ensure verifiable calculations using certified methods. The bottom line for 2026: what can we expect? All in all, for us 2026 means: we are already creating the prerequisites today for our customers to experience added value without having to make the typical one-off investments themselves first. To this end, we are investing in people, methods and technologies that make our customers faster, reduce risks and enable growth – efficient, digital, sustainable. And we remain committed to what makes us strong: one team, one group, one goal: we remain uncompromisingly focused on our customers. “As a member of the management team, I look ahead to 2026 with a clear conviction: our success is measured above all by how perceptibly we optimise our customers’ processes. To this end, we are focusing on three core pillars that mutually reinforce each other: efficient, digital, sustainable.” Georg Lammers, Managing Director for Contract Logistics, Sales and Engineering 16 | pfenning.ECHO #28
STRONGER TOGETHER: THREE BECOME ONE – PFENNING SOLUTIONS GMBH The middle of the year marked the beginning of a new chapter for the pfenning Group. GILOG Gesellschaft für innovative Logistik mbH, HTH Logistic GmbH and freight forwarder Gräfen Logistik GmbH merged to form pfenning solutions GmbH. What initially sounds like a purely formal step is in fact a strong signal: we are pooling expertise, streamlining processes and presenting an even clearer message to the market. The three long-established specialists in their respective fields are now pooling their expertise under the umbrella brand of the pfenning Group. The three companies from the west of Germany have complemented each other’s core competencies for many years: GILOG was a specialist in individual and small-scale contract logistics, particularly for e-commerce and retail companies, with a focus on modern warehousing processes, value-added services and IT-driven solutions. HTH stood out in particular for its deep integration with the fashion and online retail sectors and its fulfilment experience. In over 20 years of experience in fashion and e-commerce logistics, a wide range of services have been established – from automated interface and online shop management to pick & pack and sophisticated value-added services such as ironing and sewing. Freight forwarder Gräfen, a long-established partner, contributed its expertise in traditional freight forwarding services. In addition to groupage and general cargo solutions, Gräfen offered reliable solutions for temperature-controlled transport, sensitive goods and time-critical shipments. They also had extensive expertise in two-man handling with assembly services. The decision to rebrand is the result of consistent strategic development. The two founders and former managing directors, Frank Oelschläger from GILOG and Hans Gräfen from freight forwarder Gräfen, accompanied the process through to the handover and remain associated with the new pfenning solutions GmbH. A common name not only creates visibility but also fosters trust. Where previously three companies stood side by side, there is now a single entity – with more clout, more flexibility and more efficiency. In addition, the Polish subsidiary of the former GILOG GmbH has been renamed pfenning solutions sp. z.o.o, currently with one location in Wrocław. “With the founding of pfenning solutions GmbH, we are not only creating a clear brand presence, but also tangible benefits for our customers,” explains Martin Königstein, Managing Director of the new compa18 | pfenning.ECHO #28
pfenning Solutions GmbH embodies the commitment not only to promise solutions, but also to deliver them sustainably – efficiently, reliably, and always with our customers’ best interests in mind. With this step, the pfenning Group is clearly setting its course for the future. ny. “The combined expertise enables us to respond more quickly, flexibly and efficiently to requirements – whether it’s e-commerce fulfilment, contract logistics solutions in the fashion sector or innovative transport solutions.” The benefits are obvious: administrative overhead is reduced, IT systems are standardised and resources are used more efficiently. That saves costs, speeds up processes and strengthens competitiveness. At the same time, employees benefit from simplified structures and stronger networking within the group. For customers, the most important things remains unchanged – the accustomed quality and personal service, complemented by the security of a strong brand in the background. Rana Matthias Nag, spokesman for the pfenning Group’s management, also sees great advantages in the consolidation: “The pfenning Group has always stood for reliability and innovation. With pfenning solutions GmbH we are demonstrating that we are not resting on our laurels, but are actively refining our structures to meet the growing demands of the market. This is not only a win for our customers, but also for our employees, who are part of a forward-looking organisation.” Locations: Bergheim, Nettetal, Nerdlen, Wrocław Headquarters: Heddesheim Managing Directors: Martin Königstein, Christian Scharf, Marc Ternieden Responsibilities: Julius Ante – Head of Operations Rhine-Ruhr (Bergheim, Nettetal, pl Neuss) Vllaznim Alijaj – Head of Operations Eifel (Nerdlen and Fleet Management) Mirco Bretz – Head of Administration and liaison to central departments THE PFENNING GROUP 19 pfenning.ECHO #28 |
SMART LOGISTICS – HOW THE PFENNING GROUP IS MAKING THE DIFFERENCE WITH DIGITALISATION AND AUTOMATION 20 | pfenning.ECHO #28
Logistics is the backbone of our economy – and at the same time faces enormous challenges. Rising customer expectations, increasingly complex supply chains and a noticeable shortage of skilled workers call for answers that go beyond traditional processes. Digitalisation and automation are no longer optional, but rather prerequisites for longterm success. However, introducing new technologies is not a sure bet on its own: systems must function reliably, employees must be involved and solutions must not be allowed to degenerate into isolated solutions. Precisely that is a part of pfenning’s DNA – a clear inner drive to think processes through to the next level and to anchor innovation not just as a response to customer needs, but as an integral part of the company’s own culture. The Technological Innovation department was created specifically to implement this aspiration in a structured manner. It actively promotes the transfer of new technologies and ensures their implementation across all locations. Following a successful pilot phase, a large number of digitalisation and automation tools have been integrated already. The focus is always on solutions that make everyday work easier, conserve resources and create transparency – and thus offer tangible added value for customers and employees. But what does that mean in concrete terms for day-to-day operations in logistics? Many of these technologies are already successfully in use, while others are in the pilot phase or about to be introduced. Together, they paint a clear picture of how the pfenning Group is shaping the logistics of tomorrow: practical, efficient and with an unmistakable focus on the needs of its customers. ▪ Drones to assist with inventory Inventories are among the most laborious processes in logistics – traditionally requiring a lot of manpower and time. This is where our drone technology comes in: the devices fly autonomously through the aisles at night, scanning up to 1,400 warehouse locations per night flight and automatically synchronising the data with the warehouse management software via an interface. A huge benefit: the warehouse requires no downtime – operations continue without interruption while inventory is taken in the background. A random sample inventory is sufficient instead of shutting down the entire warehouse. This creates efficiency, transparency and reduced workload at the same time – without any downtime. ▪ VNA – automated narrow aisle system Our narrow aisle warehouses utilise state-of-the-art driverless transport technology. The VNA (Very Narrow Aisle) vehicles move completely autonomously through the aisles, handle storage and retrieval tasks and can be controlled manually if necessary. This combination of automation and flexibility ensures maximum space efficiency – up to 40% space savings compared to standard warehouses. A structured safety concept immediately detects people in the work area and automatically stops the vehicles. This results in smooth, safe and, at the same time, high-performance warehouse operations. ▪ Autonomous cleaning machines Cleanliness in warehouses is essential for safety and quality. Our self-driving cleaning machines work continuously, even during ongoing operations. Equipped with advanced sensors, they detect obstacles up to 60 metres away, automatically avoid them or stop the machine. All status messages are transmitted in real time, so intervention is only necessary when absolutely required. Depending on the operating mode, the machines run for up to three hours and adapt flexibly to the requirements on site. ▪ “Control Tower” – using data intelligently Modern logistics generates unimaginable amounts of data. Our digital “Control Tower” and data warehouse make this data usable: dashboards reveal complex relationships, identify trends and enable more informed decisions. Whether inventory development, throughput rates or quality indicators – everything can be clearly displayed and analysed. Customers benefit from maximum transparency and can rely on pfenning making data-driven decisions. ▪ Robots in order picking Up to 20 robots are already deployed at the Nettetal site, handling over two million picks per year. After loading at the racking systems, they automatically drive to the packing stations and always select the workstation with free capacity. The intelligent system not only controls the paths, but also optimally distributes orders among the individual robots. This shortens pick paths, reduces errors and makes processes significantly more efficient. The solution is flexibly adaptable to projects with small items and scales with requirements. 21 pfenning.ECHO #28 | DIGITALISATION
Added value for our customers – and ourselves All these innovations pursue a common goal: to make logistics not just faster, but smarter. For customers, this means reliable data, greater process reliability and, above all, faster response times – a crucial factor in a world where markets, supply chains and regulatory environments are changing ever more rapidly. The pfenning Group itself also profits from this: through an organisation that remains agile, thinks flexibly and acts proactively instead of merely reacting. In an increasingly VUCA world (volatile, uncertain, complex, ambiguous), this ability to adapt is a key competitive advantage. For us, digitalisation and automation are therefore not trends we are chasing, but a path we are consciously defining. We invest not only to meet today’s requirements, but to set tomorrow’s standards. This very commitment makes the pfenning Group a partner who actively drives change in logistics – out of conviction, intrinsic motivation and with the clear goal of shaping the future together with our customers. ▪ Paper-based processes are digitalised – quickly and with complete traceability Many processes in logistics used to be paper-based – from quality controls to shift planning. Today, they are mapped via our digital app platform, which enables real-time data capture and analysis. Forms are filled out digitally, test reports generated automatically and analyses shared directly. This ensures greater speed, transparency and quality in all areas and for our customers. Nearly 250 digital documents are now in use at 20 locations, which have already processed around 200,000 data records. Digitalisation is thus no longer a pilot project here, but a part of daily operations. ▪ Video surveillance In implementing our digitalisation projects, we use state-of-the-art video surveillance that does much more than just provide security. Number plates can be automatically recognised and access to the premises intelligently controlled. At the same time, individual packages can be tracked seamlessly across the entire site – providing added transparency and efficiency. The connection of the cameras to our central control centre, which is monitored around the clock by pfenning facility+ employees, ensures maximum reliability and security. Total number of digitised documents Total number of data records 22 | pfenning.ECHO #28
Die Angaben sind nach Vorgaben und Messmethoden der Pkw-EnVKV erstellt. Der tatsächliche Energieverbrauch und der CO2-Ausstoß eines Pkw sind nicht nur von der effizienten Ausnutzung des Kraftstoffes/der zugeführten Energie durch den Pkw, sondern auch vom Fahrstil und anderen nichttechnischen Faktoren abhängig. * Ein unverbindliches Privat-Leasingangebot (Kilometerleasing) der Arval Deutschland GmbH, Bajuwarenring 5, 82041 Oberhaching, für das Fahrzeug MGS5 EV Comfort Standard Range (Batteriekapazität 49 kWh) in Picadilly Blue, Anschaffungspreis 37.990,00 €**, zzgl. 999,00 € (separate Berechnung) Transportkosten, 0 € Sonderzahlung, 259,00 € mtl. Leasingrate, 48 Leasingraten, 5.000 km Laufleistung pro Jahr, 12.432,00 € Gesamtbetrag aller Raten & Sonderzahlungen zzgl. 999,00 € (separate Berechnung) Transportkosten. Bonität vorausgesetzt. Das Leasingangebot gilt nur für Privatkunden. Weitere Informationen zum Fahrzeug und zu Kauf, Leasing und Finanzierung erhalten Sie bei uns. ** Verkaufspreis der SAIC Motor Deutschland GmbH, Marcel-Breuer-Str. 2-12, 80807 München für den MGS5 EV Comfort Standard Range (Batteriekapazität 49 kWh), Elektromotor 125 kW (170 PS) in Picadilly Blue inkl. MwSt., bei vertraglich vorgesehener Abholung des Fahrzeugs bei Car Service Erkens GmbH, Im Müldersfeld 34, 47669 Wachtendonk. Eine Überführung des Fahrzeugs zu einem MG-Vertriebspartner Ihrer Wahl in der Bundesrepublik Deutschland ist gegen Mehrkosten i. H. v. 999,00 € inkl. MwSt. auf Anfrage möglich. Eine Übersicht der MG-Vertriebspartner in Deutschland sehen Sie hier: https://www.mgmotor.de/map. Ebert Automobile GmbH, Robert-Bosch-Str. 23-25, 64625 Bensheim, Heßheimer Str. 158, 67227 Frankenthal, info.ebert.automobile@autowelt-ebert.de, www.autowelt-ebert.de MGS5 EV Comfort Standard Range (Batteriekapazität 49 kWh), Elektromotor 125 kW (170 PS) – Energieverbrauch kombiniert: 16,6 kWh/100 km; CO2-Emissionen kombiniert: 0 g/km; CO2-Klasse: A. Michael Strietzel Verkaufsleiter MG Tel: 0151 26755076 michael.strietzel@autowelt-ebert.de Für Bensheim: Manuel Neuberger Verkaufsberater Tel: 0174 2075514 manuel.neuberger@autowelt-ebert.de Für Frankenthal: Marcus Köhler Verkaufsberater Tel: 0152 04823357 marcus.koehler@autowelt-ebert.de Jonas Uhr Verkaufsberater Tel: 0152 02696428 jonas.uhr@autowelt-ebert.de
“As a cooperative education student, over the past six months I had the opportunity to gain in-depth insight into the field of quality management under Mr Eberhard, Group Head QSHE. During this time, I was able to assist with various audits – including recertification audits according to ISO 9001:2015 (quality management) and ISO 14001:2015 (environmental management) as well as the SQAS warehouse assessment. A surveillance audit in the area of GDP (Good Distribution Practice) and a number of customer and internal audits were also on the agenda. PERSONAL ACCOUNT: A SIX-MONTH AUDIT MARATHON AN INSIGHT INTO QUALITY MANAGEMENT AT THE PFENNING GROUP This was a particularly exciting experience for me, as I not only learned about the procedures and requirements of the different types of audits, but also witnessed first-hand the importance of good preparation for a smooth process. It became clear that quality management is much more than just documentation – it’s the basis for stable processes, active responsibility and the trust of our customers. In early July, the management systems were recertified in accordance with ISO 9001 and ISO 14001, and the SQAS assessment took place. The auditors confirmed full compliance with all requirements – and particularly highlighted the continuous improvement of the company’s structures, the high degree of environmental awareness and the practical implementation of QM processes. The second surveillance audit according to GDP, also in July 2025, was successful without any deviations. The auditor certified the excellent implementation of Good Distribution Practice – both in documentation and in the operational handling of sensitive pharmaceutical and healthcare products. This once again underlines the pfenning Group’s high level of reliability and quality in particularly demanding industries. Another audit then took place in August 2025 at our sister company HFL at the freshcube osthessen site in Bad Hersfeld. Here, the focus was on food, hygiene, facility management and the processes involved in handling cocoa powder in big bags. The result: complete customer satisfaction and a confirmed high standard of quality across the entire food logistics sector. These results are by no means a given. They show that consistent work in quality management pays off. A key success factor is thorough preparation through internal audits and the regular review of processes and documents. This ensures we will also be well preAudits, checklists, inspections – when you think of quality management, you often think of regulations and auditors. But there’s much more behind the certificates: a living system of responsibility, trust and continuous improvement. 2025 was a particularly intensive year for the pfenning Group’s quality management. Numerous recertifications, surveillance audits and customer reviews were on the agenda – and all were mastered with flying colours. One person who experienced this period first-hand is Christopher Steger, a cooperative education student in logistics management. In his personal account, he shares what he learned during a six-month audit marathon. 24 | pfenning.ECHO #28
pared for any audits in the future and can maintain our commitment to sustainable quality. For me personally, this period has been extremely instructive. I have learned how important quality management is for the stability and further development of our company. I am particularly grateful for the trust Mr Eberhard placed in me – especially when I was allowed to conduct internal audits independently. Today, I walk through our halls with a different perspective: more attentive, more structured and with the awareness that quality is created from scratch every day. It is also great to see how the daily implementation of relevant QM processes is increasingly supported by all employees.” Outlook: information security according to ISO 27001 as a new quality promise In the second half of the year, the focus was on another major project: preparing for certification according to ISO 27001, the internationally recognised standard for information security management systems. This certification sets the highest standards for the protection of sensitive data, the management of digital processes and the prevention of security risks. Especially for a logistics company with a highly networked IT infrastructure and complex customer interfaces, information security is a crucial factor for success. With the planned introduction of ISO 27001 structures, by the end of 2025 the pfenning Group will be at the forefront of the industry – proving that quality and security must be considered no longer solely in physical but also in digital terms. Stay tuned, in the next Echo we’ll take a look behind the scenes of certification. Thank you, Christopher, for your fascinating insights! ▪ ISO 9001:2015 – Quality Management → Basis for efficient, customer-orientated processes and continuous improvement ▪ ISO 14001:2015 – Environmental Management → Commitment to sustainable use of resources and environmental protection ▪ SQAS Warehouse – Safety and Quality Assessment System for Chemical Logistics → Assessment of warehouse standards with regard to safety, environment and quality ▪ GDP (Good Distribution Practice) – Pharmaceutical Distribution → Ensuring product quality and safety throughout the entire transport process ▪ Customer Audit Food Sector → Focus on hygiene, traceability, food defence and facility management Outlook: ISO 27001 certification at the end of the year Our successfully completed certifications in 2025 Certifications & audits in 2025 THE PFENNING GROUP
SUCCESSFUL THROUGH CHANGE – DEVELOPMENTS IN 2025 AT BE4WORK For be4work, 2025 was a year of both clear growth and stability. Despite a rapidly changing market, the recruitment agency has achieved important milestones and further consolidated its competitive position. In 2025, be4work welcomed an impressive 161 new customers across its four categories. This means it currently serves 350 customers – a sign of confidence in its work and the quality of its services. Stable employee numbers in a challenging market It is particularly noteworthy that a total of 800 employees were retained in customer assignments and the internal target of growing to 1,000 employees this year is within reach. This was achieved despite the fact that the market for temporary work in Germany almost halved within a year – from a million to around 500,000 employees. This success demonstrates that be4work can rely on a strong market position and sustainable partnerships. New locations, areas of expertise and management team expansion In August the recruitment agency expanded its industrial business with the opening of a new location in Nuremberg. In addition, four particularly important major customers from the logistics sector were acquired in September. This further strengthened the regional presence in western Germany, specifically in Dortmund and Harsewinkel. The Medical and Social Services & Education divisions also experienced dynamic growth this year: with the additional locations in Leipzig, Remscheid, and Berlin, the newly established divisions now employ nearly 100 people. Since the beginning of the year, Marc Kindermann has been part of the management team as Head of Operations. He is responsible for key accounts, international mobility and contracts for work and services. With over 20 years of experience at a global recruitment agency, he brings valuable expertise to the table and is a key driver of be4work’s growth strategy. 26 | pfenning.ECHO #28
International skilled workers – be4work continues to expand EU recruitment The shortage of skilled workers remains one of the biggest challenges for many industries in Germany in 2025. be4work is addressing this bottleneck with a targeted recruitment strategy: international talents from Eastern Europe and the Baltic states are given the opportunity to start a new career in Germany at be4work – particularly in the fields of technology, industry, logistics and transport. Izabela Mazur’s team is increasingly focusing on large customer projects, successfully integrating entire teams from other European countries. The first of these major projects were already won and implemented in 2025 – an important milestone in the further development of be4work’s international recruiting business. be4solutions Thanks to a dedicated team, clear processes and a strong network, the recruitment department achieved significant success in its first year of operation, establishing itself as a reliable partner for the pfenning Group and external clients. Due to the positive development of the department and clear signals from the market for the recruitment business, the team has been expanded by two additional consultants. Manuela Pufe from Berlin joined the team in August 2025, followed by Chantal Schaudinn from Bochum in November 2025. The pfenning Group and be4work are convinced that these developments are the way forward – with the aim of bringing people and companies together in a way that is perfectly tailored to their needs. THE PFENNING GROUP 27 pfenning.ECHO #28 |
NEW NAME, SAME QUALITY: “BE4WORK FACILITY MANAGEMENT” BECOMES “PFENNING FACILITY + SERVICES” In April of this year, the pfenning Group made a significant change: the former be4work facility management GmbH became pfenning facility+ services GmbH. This change of name reflects our dynamic development in the area of Competence+ in recent years. 28 | pfenning.ECHO #28
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