Building Growth at Brucargo: Meet Mohamed Sliti, Warehouse Manager at Bos Logistics Belgium

He joined Bos Logistics in early 2025 and had no prior experience in the cargo industry at the time. His background was primarily in account management. Yet today, as Warehouse Manager, Mohamed is at the helm of the Belgian warehouse operations at Brucargo.

It’s a role where no two days are the same and where he handles everything from customer relations and process improvement to automation and operational management. “I’m someone who needs a lot of variety,” Mohamed explains. “I want to keep learning and challenging myself. That’s exactly what I’ve found here.”

Building something new

What immediately appealed to Mohamed about Bos Logistics was that he wasn’t joining a fully established organization. The Belgian branch was in the midst of a major development phase at the time. Processes were being further professionalized, responsibilities were being clarified, and various working methods were being consolidated into a single organization.

“I didn’t feel like I was coming in to manage an existing operation, but that I could really help build something.” For Mohamed, this meant a unique opportunity not only to be part of the day-to-day operations but also to actively help shape the future of Bos Logistics Belgium.

That immediately proved to be a challenge. Many employees had been working at the same location for years and were accustomed to established ways of working and direct contact with customers. Over the years, certain processes had become second nature. Mohamed was tasked with introducing more structure, clarifying responsibilities, and better organizing processes.

This didn’t happen without resistance. “At first, I was maybe a bit of a bogeyman to some people,” he says with a laugh. “I was changing things that had been done a certain way for years. That takes time.”

Still, he gradually saw the atmosphere change. While changes were initially viewed with skepticism, people later began asking when the next improvement would come. For Mohamed, that was a sign that the organization had started to move forward.

Not a supplier, but a partner

When Mohamed talks about Bos Logistics, one theme keeps coming up: partnership. Johan Guilliams played a key role in this, teaching him to view customers differently. “The most important lesson I’ve learned here is that you shouldn’t focus on today’s transaction, but on tomorrow’s relationship.”

According to Mohamed, that is precisely where Bos Logistics’ strength lies. Customers are not viewed as clients, but as partners. That means actively contributing ideas, proposing improvements, and sometimes even making choices that yield less in the short term but are better for the customer in the long run.

“The stronger the customer becomes, the stronger we become.” He says that philosophy is reflected every day on the shop floor. Whether it’s building pallets more intelligently, organizing processes more efficiently, or automating administrative tasks: ultimately, it’s all about creating added value for the customer.

Working smarter

In addition to operational processes, Mohamed is deeply involved in automation. Since joining the company, he has played a key role in the continued implementation of Boltrics and the automation of various administrative processes.

“When people think of automation, they often immediately think of large systems, but sometimes you can make huge strides with relatively simple solutions.” For example, he developed an intermediate layer that automatically converts customer data into usable information.

Processes that previously took three to four hours can now be completed in about one minute. Invoicing is now also approximately 95 percent automated.

In addition, Mohamed actively uses AI. While he started with OpenAI’s ChatGPT, he now works extensively with Anthropic’s Claude. “For me, AI is primarily a sparring partner. It helps you think faster and develop faster, but you have to remain critical yourself. It’s precisely the combination of technology and human creativity that makes it powerful.”

For Mohamed, innovation ultimately isn’t about technology, but about people. Processes should support employees, not the other way around. Automating repetitive tasks creates more room for collaboration, ownership, and customer focus. It is precisely in this area that he sees an important role for the future of Bos Logistics Belgium.

Culture as the next step

Although much has been achieved over the past year and a half, Mohamed still sees plenty of opportunities for the future—especially when it comes to culture. According to him, Bos Logistics Belgium is made up of people with diverse backgrounds, experiences, and ways of working. They’re growing closer together, but the process is still very much underway.

“We’re still building—not just processes, but also a shared culture.” That’s exactly what makes his work so interesting. No two days are the same, and there’s always room for improvement.

Outside of work

When he’s not walking around Brucargo, Mohamed likes to spend his time at the gym or traveling. Thailand is one of his favorite destinations, while Madagascar is high on his bucket list.

Why? “Because of the nature, the adventure, and maybe also a little bit because of my dream to one day see great white sharks in their natural habitat.” For someone who gets energized by new challenges, that might not even be such a surprising answer.

And that same curiosity and ambition are also reflected in his work. Because if there’s one thing that becomes clear during the conversation with Mohamed, it’s that he isn’t one to settle for the status quo. There’s always a way to do things smarter, better, or more efficiently. It’s precisely that mindset that helps Bos Logistics Belgium take a step forward every single day.