Industry research report on growth for the Dutch IT & Cloud sector.

Amsterdam Warehouse Company is a European logistics operator with roots going back to 1964 — warehousing, road, ocean and air freight, and customs clearance, run from offices in Amsterdam, Munich, Berlin, Antwerp and Grimsby. Its growth runs on a Sales-led motion: winning logistics contracts on service and trust. And service is exactly where the strain showed. As AWC expanded across Europe, the client base grew with it — and so did the customer contact. Dozens of requests land every day: order statuses, damaged deliveries, value-added jobs like product labelling. Roughly 1,200 a month . All of it ran through one shared email inbox.

AWC's Sales-led motion worked — it kept winning clients. But in logistics, growth compounds through service: clients stay, give you more volume, refer you. And AWC's service operation had no system. It had an inbox. An inbox doesn't scale. No tickets, no ownership, no follow-up, no visibility — requests sat in one queue with no process behind them. Every new client and every new market added load the inbox couldn't carry. The motion could keep selling; the service couldn't keep up. Stat callouts: ~5 scattered inboxes / no ticketing, no ownership / slow response, missed follow-up.

We designed AWC's service operation as an actual system, on HubSpot Service Hub — built to carry volume, not just to organise it. Every scattered inbox consolidated into one ticketing pipeline: every request captured as a ticket, with an owner, a stage and a next step. Routing built so requests reach the right person the first time. Ticket stages and follow-up processes designed around how AWC's service actually works — order issues, damage claims, value-added jobs — not how the tool ships by default. And the pipeline wired across departments, so warehouse, transport and customer service finally work from one view instead of forwarding emails.

We activated the system in two builds. Build 01 — The ticketing backbone: We consolidated the scattered inboxes into one HubSpot pipeline and turned every incoming request into a tracked ticket — owner, stage, follow-up. The service team went from scanning an inbox to working a queue with a process behind it. Build 02 — The cross-department wiring: We connected the pipeline across warehouse, transport and service, built the follow-up and escalation workflows that make sure nothing stalls, and set up the dashboards that made response and resolution time visible for the first time.

With the system live, AWC's service professionalised — and the numbers moved fast. Over six months, average response time improved by 50% and average ticket resolution time by 75%. Customer satisfaction climbed from 7.5 to 8.9 , and for the first time warehouse, transport and customer service worked from one view. Nothing falls through the inbox anymore — and the service operation scales with the client base instead of straining against it.