Kingdom-wide warehousing network
End-to-end operation of 21 warehouses: inbound and outbound loading, sorting, B2B distribution
Leading FMCG company
21 facilities
The site, the facility, and the operation inside it — from one group, under one accountability. Take a site, an operation, or both.
Operating across nine sectors
Reference projects2007
Operating in the Kingdom since
Nineteen years operating critical facilities before we ran networks.
0+
People on operations
Across Riyadh, Jeddah, Dammam and Makkah.
0
Warehouses operated
Ambient, chilled and frozen, under one control tower.
Develops and owns the site
Site sourcing and municipal interface across the Kingdom's main logistics corridors. Build-to-suit development and conversions, from land control through permitting, design and construction to handover.
Turnkey
Handover
One group holds the site, the facility and the operation — so there is no gap to fall into, and no second party to argue with when something needs to change.
A distribution centre is a building before it is a network node — and it fails like one.
Subl develops and owns the site; FDCO runs the facility.
Nineteen years operating critical facilities before we ran networks.
Build and operate under one appointment.
Capacity committed months before a peak, not chased during it.
One control tower over every site, vehicle and order.
Before capacity is committed anywhere, the network is modelled against real constraints — access windows, municipal rules, utility capacity, labour supply. Every site is scored before it is signed.
How we plan networksA client can take a site, an operation, or both — without managing the seam between two suppliers, and without a second counterparty when something needs to change.
Develops and owns the site
Runs the facility
Runs the operation inside it
The client contracts with FDCO. One counterparty for all three.
Most logistics operators run space they do not control. Most developers cannot operate what they build. We can take a client from site search to a running node under a single accountability.
Since 2007: government facilities, Class-A offices, secure data centres — environments where downtime is not survivable.
Site sourcing, municipal interface, fit-out and MEP sit inside the group. There is no vendor chain to assemble between a decision and a first shipment.
Most suppliers can tell you what they are responsible for. Fewer can tell you what happens when the answer is nobody.
Saudi Arabia's tech-enabled last-mile and fulfilment operator. Delivering on time, safely, with quality.
Logistics real estate — developed, owned and handed over ready to run. Where a facility does not exist, the group builds it.
Before capacity is committed anywhere, the network is modelled. We profile demand by category, season, order size and destination, then size the facilities, place the hubs, plan the fleet, specify the systems, and set out the phasing and the investment each phase requires.
Scenarios are run against real constraints — access windows, municipal rules, utility capacity, labour supply — so the answer is one that can be built and licensed, not only one that models well. The output is a cost-to-serve per unit and a phasing plan the client can fund in stages.
The widest coverage with the fewest nodes.
The site scorecard
25%
Access friction
25%
Demand density
20%
Regulatory fit
15%
Utilities & IT
15%
Neighbourhood
Goods are received against ASN, inspected and put away into the correct temperature zone — ambient, chilled or frozen — with slotting driven by velocity so the fastest lines sit closest to dispatch. Stock is tracked by batch and expiry on a first-expired-first-out rule, and verified by perpetual cycle counting rather than an annual stop.
Orders are picked to scan, consolidated customer by customer and staged against the dispatch window. Fast-moving lines cross-dock straight through without touching storage. Ahead of a known peak, stock is pre-positioned so the network is loaded before demand arrives rather than chasing it.
Ambient
Chilled
Frozen
Goods move from suppliers and from port into the network on planned line-haul, out to city hubs overnight, and on to customers inside the windows in which they can actually receive. Loads are built for cube and weight together, and backhaul is planned rather than left empty.
Time-critical consignments run on timed routes, where the window matters more than the distance. Core capacity is operated in-house against base demand; peak capacity is contracted months ahead, because in this market vehicles cannot be found once a season has started.
Station-based urban delivery with a flexible fleet and live tracking. Same-day fulfilment for food, grocery and retail, integrated to the client's platform so an order reaches the floor without anyone re-keying it.
Routes are built on drop density rather than distance, because density is what decides cost per order. Performance is managed on first-attempt delivery — the single measure that moves both service and cost — with failed drops analysed by cause, not counted.
Dark stores and micro-fulfilment centres are operated end to end: stocked, replenished, picked and dispatched.
Planned preventive maintenance on a managed schedule, integrated facility management, MEP, fit-out and rebranding, and the operation of critical facilities including secure data centres. Work is issued and closed on a maintenance system, with critical spares held rather than ordered after failure.
This is the oldest discipline in the group, and the reason the logistics operation runs the way it does. Refrigeration, power, fire systems and dock equipment are the failure points that stop a distribution centre — and they are engineering problems before they are logistics problems.
Site sourcing and municipal interface across the Kingdom's main logistics corridors. Build-to-suit development and conversions, from land control through permitting, design and construction to handover, then lease structuring and turnkey delivery.
Specification is written from the operation backwards — clear height, dock-door ratio, yard depth, floor loading, power and cooling sized for what will actually run inside. A building designed around the process costs less to operate for every year it stands.
Managed operation
The client's logistics become FDCO's responsibility. We design the network, run the facilities and the fleet, hold the service levels, and report performance against agreed measures.
Dedicated operation
A facility, a fleet or a station operated exclusively for one client, to that client's programme and standards.
Shared operation
Capacity shared across clients where volumes do not justify a dedicated site.
Build and operate
The group develops the facility through Subl and operates it under the same appointment — one counterparty from land to live operation.
Facility only
Integrated facility management and technical services on the client's own site.
Select a stage to see what happens there.
Inbound
Suppliers & port
Line-haul into the network. Goods move from suppliers and from port on planned routes, with loads built for cube and weight together and backhaul planned rather than left empty.
One view of every facility, vehicle and order, in real time.
Monitored through storage and transport, with an alert on breach.
Reported against agreed measures, to the client and its shareholder.
Driver application and electronic proof of delivery on every drop.
Capacity, stock and labour are committed against a forecast months before the season — because in this market vehicles and space cannot be found once it has started.
Ramadan and Hajj planned as capacity events, not as overtime.
Network re-modelled when volumes shift, not once a year.
Slotting and routing re-profiled as velocity changes.
Cost-to-serve tracked per unit, visible to the client.
Capacity
Vehicles and labour booked ahead of the curve
Stock
Pre-positioned into city hubs before demand lands
Slotting
Re-profiled as velocity shifts through the season
Figure 2 — Demand modelled forward; capacity committed against the curve, not after it.
Visibility is not a report at the end of the month — it is the same live record the client sees.
Riyadh, Jeddah, Dammam and Makkah run on one record. What we see, the client sees.
Figure 3 — The control tower. One record, shared with the client. Live figures are reported to each client against their own agreed measures.
Goods are received, inspected and put away into the correct zone, with slotting driven by velocity so the fastest lines sit closest to dispatch.
01 · Receipt
Goods arrive at the inbound docks, are inspected and put away.
02 · Storage
Held in the correct zone — ambient, chilled or frozen — slotted so the fastest lines sit closest to dispatch.
03 · Pick & pack
Orders picked to scan and consolidated customer by customer.
04 · Dispatch
Staged against the dispatch window and loaded out.
Figure 4 — A multi-temperature facility: receipt, storage, automated movement, pick and pack, dispatch.
No re-keying between systems. Every step is timestamped, and the client sees the same record we do.
Order placed
Stock allocated
Route optimised
Scanned at handover
Closed and reported
Figure 5 — The digital thread from order to proof of delivery.
Warehousing, transport and last-mile run as one operation under one system, rather than a series of handoffs between providers.
Control tower
One view of every facility, vehicle and order
Systems
Warehouse and ERP integration
Delivery
Route optimisation, driver application, ePOD
Automation
Warehouse automation and robotics
Client names are withheld under confidentiality. Sector and scale are stated.
Project
Client type
Scale
End-to-end operation of 21 warehouses: inbound and outbound loading, sorting, B2B distribution
Leading FMCG company
21 facilities
Station-based delivery operated as a dedicated fleet under the client's programme
Global e-commerce company
~100-unit fleet
single station
Delivery and last-mile management for one of the largest aggregators operating in the Kingdom
Saudi food-delivery platforms
—
Urban facilities operated end to end for rapid fulfilment
E-commerce and quick-commerce
—
Full-service management of high-profile government and private-sector buildings, including Class-A offices
Government and private sector
—
Full operational management and technical support for secure data centres
Government and private sector
—
Integrated facility management of a commercial mall
Retail
32 stores
32-person team
Complete fit-out, MEP and rebranding across a branch network
Sports and fitness chain
—
Facility management of a residential complex
Large-scale developer
1,500 units
Construction and MEP for commercial towers and residential housing
Large-scale developers
—
Sectors served
Coverage gathered from across the logistics press. Every story links to its original source.
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We are actively building our platform across the Kingdom's Tier-1 cities. Take a site, an operation, or both.
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