International logistics, regionally close

A geographically diversified supply and logistics structure can reduce dependencies, create alternative sourcing and delivery routes, and improve proximity to regional markets. Diversifying supply sources and delivery routes is an important approach to making supply chains more resilient to external disruptions. The OECD emphasizes that agile, adaptable, and diversified supply chains can help limit risks and mitigate the impact of individual disruptions. The fischer group also relies on an international structure.

With logistics locations, different supply sources, and delivery routes, fischer is broadly positioned worldwide. Today, fischer also has 51 operational companies worldwide, production sites in nine countries, and distributes its products in around 120 countries. This presence creates additional proximity to regional markets and customers.

Why Companies Rely on International Logistics Locations
Global supply chains are increasingly in focus. The COVID-19 pandemic, geopolitical tensions, and trade conflicts have shown how sensitive internationally intertwined supply chains can be to external disruptions. One way to address risks is the diversification of suppliers, delivery routes, as well as production and logistics locations. The Organization for Economic Co-operation and Development (OECD) concludes that a high concentration on individual supplier countries and suppliers in particular increases vulnerability to country-specific shocks. Greater diversification can help limit the impact of such disruptions. At the same time, the OECD points out that resilience is not created by a complete reshoring of supply chains to the domestic market, but through flexible and adaptable international structures.

Globally connected, locally close: With international production, logistics, and sales structures, fischer is present worldwide and close to its markets and customers. © fischer

New logistics hub for the Iberian Peninsula
The fischer Group also relies on these factors. With a new logistics center in Mont-roig del Camp in the Tarragona region, the company is strengthening its presence on the Iberian Peninsula. The location is a strategic hub for distribution in Spain, Portugal, and Andorra. The state-of-the-art logistics center increases storage capacity by 50 percent and sets standards in energy efficiency as well as digitized logistics.

The project is considered one of the most significant industrial undertakings in the field of logistics digitization in the Tarragona region. The new warehouse was inaugurated together with Salvador Illa, the President of the Regional Government of Catalonia, and Alexander Bässler, the Chairman of the Management Board of the fischer Group.

Salvador Illa (left), President of the Regional Government of Catalonia, and Alexander Bässler, Chairman of the Management Board of the fischer Group, jointly inaugurate the new logistics center in Spain. © fischer

This fully automated warehouse marks a new phase for our national subsidiaries. It strengthens our logistics capacity on the Iberian Peninsula, our efficiency, and our ability to continue growing. The investment is the logical consequence of our company's continuous growth in the region over the past decade.

Prof. Klaus Fischer, owner of the fischer Group

Intelligent automation is transforming logistics
Modern logistics sites are increasingly relying on automation, autonomous transport systems, and robotics to manage material flows more efficiently and flexibly. According to Fraunhofer IML, driverless transport vehicles and mobile robots are already an important component of digitized supply chains. At the same time, flexible, autonomous systems are gaining importance over rigid automation solutions. Artificial intelligence supports, among other things, autonomous control, route planning, and the optimization of logistical processes.

What this development looks like in practice can also be seen in an area of over 5,000 square meters at the fischer logistics center in Spain, which relies on modern technology. The so-called AutoStore system includes ten autonomous robots, more than 14,000 “intelligent” containers, as well as AI-supported software to optimize order picking. Through digital process control, the company significantly shortens order processing times and thus responds flexibly to increasing demand.

The robot systems used operate extremely energy-efficiently – ten robots together consume about as much electricity as a household vacuum cleaner. This demonstrates that efficiency and supply security can be sensibly combined.

Close to the market: Regional production and logistics sites create short distances to customers and support flexible and reliable supply. © fischer

Internationalization at fischer
fischer's international orientation has a long tradition. As early as 1961, the company founded its first national subsidiaries in Brazil and France. Since taking overall responsibility in 1980, Prof. Klaus Fischer has continuously expanded the internationalization of business activities. Today, fischer is present worldwide with 51 operational companies, has production sites in Argentina, Brazil, China, Germany, India, Italy, Saudi Arabia, the Czech Republic, and Vietnam, and sells its products in around 120 countries. By 2026, fischer has expanded its production capacities in India and China and established new production in Saudi Arabia.

Although research and development remain primarily based in Germany, new products are now also developed worldwide and brought to market maturity. The management in Tumlingen sets clear guidelines within which the national subsidiaries operate according to their local conditions – for example, when it comes to launching products for specific local needs. These products are often then introduced in other countries as well, enabling the company to leverage the knowledge of many employees worldwide.

Connected worldwide: fischer links international locations, supply sources, and logistics routes to reliably and flexibly serve customers in different markets. © fischer

The international project business also contributes to successful development. While the focus in most Asian markets is on new construction, comparatively much renovation is carried out in Europe and North America. Different regions of the world complement each other, resulting in fischer benefiting from various market opportunities, better distributing its risks, and not least balancing its sales worldwide. Internationalization is therefore a central component of the overall strategy in all four business divisions today.

By being strongly positioned worldwide with its own companies, production sites, and sales, the corporate group knows and meets country-specific needs and takes appropriate marketing measures. Last but not least, fischer is currently disproportionately successful abroad but is also strongly positioned for further growth in its home market.

Today, fischer is present worldwide with 51 operational companies, has production sites in Argentina, Brazil, China, Germany, India, Italy, Saudi Arabia, the Czech Republic, and Vietnam, and distributes its products in around 120 countries. © fischer

fischer organizes supply chains internationally. Production and logistics are distributed across multiple locations; at the same time, the company relies on various sources and routes worldwide. This diversification helps to spread risks and increase the flexibility and responsiveness of the supply chains.

Regional production and logistics sites can also contribute to providing products closer to the respective markets. Depending on the specific supply chain, mode of transport, and capacity utilization, this can reduce transport routes and associated emissions. Therefore, a holistic view of the entire value chain – from procurement through production and storage to delivery – is crucial. In this way, fischer combines international presence with regional proximity and increasingly digitalized logistics.

International logistics, regionally close

fischer is globally connected