We help 3PL operators make warehouse performance consistent across every shift.
Miravex reviews warehouse operations from the floor, identifies where control depends on individual people, and helps put clear work standards, management routines, and reporting into daily use.
For independent contract logistics and 3PL operators with one to three sites.
The client should never find the problem before you do.
Recognition
Does this sound like your operation?
The day shift reaches the target. The night shift does not.
The procedure says one thing, but experienced people have built their own way of doing the job.
A shift manager knows every workaround, every problem location, and every client preference. When that person is absent, the site slows down.
New permanent and temp workers learn from whoever stands next to them. Each trainer teaches a slightly different version.
The report says the SLA was met, but the floor tells a different story.
Peak planning relies on more people, more overtime, and the hope that the strongest managers can hold everything together.
You may have the building, the people, the client, and the WMS. What is missing is a repeatable way to run the operation.
See the Operations ReviewThe commercial consequence
A warehouse problem becomes more serious when the client finds it first.
Inventory errors, poor handovers, weak onboarding, and unclear escalation often stay hidden while experienced people compensate for them. Then volume rises, a manager leaves, or the client asks a question the operation cannot answer.
The issue is no longer only on the warehouse floor. It is now part of the client review, the audit, or the renewal discussion.
Miravex helps you find the operating gaps before they become the client's evidence that the contract is not under control.
Find out what we reviewA missed shift target can be recovered.
A client who stops trusting the numbers is harder to recover.
Who Miravex is for
Built for independent 3PL and contract logistics operators.
Miravex works with owners, managing directors, operations directors, and site leaders responsible for warehouse contracts.
The strongest fit is an operator with
- One to three warehouse sites.
- Around 30 to 250 people on the floor.
- Contracts serving retailers, manufacturers, distributors, or e-commerce businesses.
- A small senior management team.
- An operation that has grown faster than its work standards and management routines.
- A current trigger, such as peak, a client review, a management departure, a new contract, or a WMS change.
Also a fit
Miravex also works with manufacturers and distributors that run their own distribution center and need experienced 3PL operating discipline.
Not a fit
This is not a service for businesses looking for warehouse property advice, a software reseller, or a general strategy report.
Check whether Miravex fitsThe buying path
Start with the operation in front of you. Add support only where it is needed.
Miravex offers five levels of work within one buying path.
Operations Review
Start hereA floor-level review of goods flow, staffing, output, work standards, onboarding, reporting, and single-person dependency.
Operating System Build
Clear work standards, job instructions, staffing plans, management meetings, reporting, and escalation paths.
Fractional Operations Director
An agreed senior operating role that can include running meetings, supporting shift managers, reviewing results, and following through on actions.
Peak Season Readiness
A focused review of staffing, onboarding, supervisor coverage, contingencies, and daily control before volume rises.
On-site Day
A defined day on-site for a narrow operating issue that does not require a full review.
Most new relationships begin with the Operations Review. The next step depends on what the review finds and what the client can support.
View the full buying pathStart with the Operations Review
Find out where the operation is losing control before you choose the fix.
It is easy to misdiagnose a warehouse problem.
A staffing problem may come from poor work design.
A reporting problem may begin with inconsistent floor behavior.
A weak shift manager may be carrying a role that no one could run well.
A new WMS may improve visibility without correcting the process underneath it.
The Operations Review gives you a current-state view of how the site works, where it depends on individual people, and which issues need attention first.
You receive a prioritized plan, not a list of every possible improvement.
How the work is different
The work starts on the floor, not in the meeting room.
Miravex does not begin by assuming the written process is the real process.
We observe how work enters the site, how people receive instructions, how shifts hand over, how managers respond to missed targets, and how the reported numbers connect to the work.
Then we compare what should happen with what does happen.
Miravex can stay involved after the review. We can help build the operating routines, work with shift managers, prepare the site for peak, or take on an agreed fractional role.
You do not need another document that tells your busiest managers to find time to fix the warehouse themselves.
See how the work is done
Founder trust and controlled capacity
Led by someone who has worked on the belt, driven the forklift, managed the shift, and run the contract.
Pawel Kmiec has worked for 46 years, starting at sixteen in a postal warehouse in Poland.
He moved from floor work into shift management, office work, and shipping. After moving to the UK in the mid-nineties, he started at Tibbett & Britten outside London on the belt and the pallets. He was still there when Exel acquired the business in 2004, and again a year later when Deutsche Post and DHL acquired it. Three companies in two years without changing desk, kept each time because the operation relied on what he knew.
He later ran the whole warehouse operation at Wincanton. The building, the people, the contract, the client relationship, and the numbers sat within his responsibility.
Today, he runs his own logistics company and leads Miravex engagements himself.
Miravex does not hide the fact that it is founder-led. Pawel limits the work he accepts, agrees availability before the start, documents the scope, and keeps the agreed contact rhythm. He does not sell work that he cannot support properly.
Working commitments
You know what Miravex will do before the work starts.
Scope Before Start
We agree in writing on the areas to be reviewed, the access required, the schedule, the deliverables, your responsibilities, and what sits outside the work.
Working Rhythm
We agree on meetings and contact before the start. If the rhythm slips, we document the issue, agree on a remediation plan, and restore it.
Deliverables Completed
We deliver the written outputs agreed in the scope, provided you supply the required access, information, and decisions.
These commitments cover scope, communication, and deliverable quality. They do not guarantee a financial result, service level, contract renewal, or operating outcome.
Read How It Works
Final contact
Tell us what is happening in the operation.
You may be preparing for peak, replacing a manager, starting a contract, reviewing a site, or questioning whether the current system can support further growth.
Send us the situation, what has changed, and why it matters now.
We will tell you whether an Operations Review, a narrower piece of work, or no engagement is the right next step.
Discuss your operation info@miravex.net