Peter MacLeod speaks to two critical members of the MiTek team that helped deliver structural support for a high-tech fulfilment centre in Czechia.
When retailers expand their global logistics footprint, the demands placed on partners across the supply chain can escalate rapidly. MiTek was brought in by a household-name fashion retailer to provide critical mezzanine infrastructure to support an array of automated systems at what was one of Czechia’s largest new warehouse projects. The complexity of the task, the scale of the site, and the requirement to align perfectly with numerous other trades made this a challenging – and ultimately rewarding – project for MiTek to be involved with.
Occupying a footprint of approximately 120,000 sq m, the DC in Cheb, western Czechia, is among the largest of its kind in the country. Spanning seven halls and featuring up to four levels in some of them, it features advanced automation technologies designed to optimally store and distribute an array of fashion items. MiTek’s contribution included a wide range of mezzanine and structural solutions tailored to support specific technologies, particularly the AutoStore™ system, believed to be one of Europe’s largest at the time of construction.
Supporting Innovation
An AutoStore system was deployed in Halls 1 and 2, with MiTek supplying the supporting mezzanine structures beneath and around the grid. This included tunnels to house conveyors, workstations and replenishment areas, as well as vaults for goods lifts. Walkways around the perimeter of the grid were added to enable maintenance and to provide escape routes, and service platforms were integrated for additional workstations. These supports had to comply with extremely tight tolerances – down to 0.3mm, or the width of a piece of paper, in places - and any deviation could have compromised the performance of the robotic system.
“The tolerances from AutoStore were not initially clear,” recalls Stephen Nicholas, MiTek’s Site Manager responsible for the Cheb facility. “As a result, the concrete floor had to be reworked to meet the required specifications, which delayed the start of our build by two months.” Despite the setback, MiTek successfully reorganised its logistics, storing pre-delivered steelwork off-site and reconfiguring schedules to adapt to the delay.
Such adaptability was essential. “We couldn’t just pause for two months,” adds Steve Jewell, MiTek’s Project Manager. “We had to find interim work for our crews and renegotiate delivery schedules. However, we still managed to deliver the project on the original programme.” The installation work for the AutoStore mezzanines in Halls 1 to 3 was completed by May 2024.
Scale & Complexity
While the AutoStore system alone occupied around 12,000 sq m and supported more than 500,000 totes and 2,500 robots, MiTek’s scope extended far beyond that. In Hall 3, the team built a mezzanine floor dedicated to hanging garment automation, and in Hall 4, a two-tier mezzanine was integrated to support conveyor lines and spiral chutes. Across the site, platforms were constructed on multiple levels – four, nine and 15 metres – with certain beams weighing up to 1.7 tonnes each, necessitating the use of specialist lifting equipment. MiTek installed a total of 32,000 sq m of mezzanine across the various levels.
This verticality added another layer of complexity. “On the nine-metre level, we had to get spider cranes in to place the beams because of their weight and the restricted headroom,” Nicholas explains. “Logistically, it was a lot more complicated.”
Each hall brought its own technical challenges, as the steelwork often had to interface directly with conveyor technology or support automated garment handling rails suspended from above. In some areas, systems were built from the top down, with MiTek’s structures bearing the loads of automation equipment rather than merely housing it.
Coordination is Key
This was a live construction site shared with upwards of 20 different trades – from automation integrators to electricians, fire safety teams, flooring specialists and HVAC contractors. Coordination was critical, and MiTek was in the middle of the action. “There were two meetings every day – one in the morning to plan that day’s work and one in the afternoon to resolve any issues and plan for the next,” says Nicholas. “Because of the number of companies and the different languages spoken on site, we also had translators on every team.”
Although English was the main language of communication, managing expectations and ensuring consistent understanding required constant attention. “There were cultural differences too,” notes Jewell. “From national holidays to differing safety standards, you have to stay agile and informed.”
Indeed, MiTek insisted on applying UK-level (reading between the lines, meaning ‘higher’) health and safety standards across the board. “It’s a constant battle, but we stuck to it,” says Nicholas. “Safety’s non-negotiable.”
Phased Delivery
One of the major project management tools was the phased delivery and phased release of drawings. “You can’t issue final designs for a site this size all at once,” Jewell explains. “So, we’d break the project into manageable sections and deliver in phases.” This allowed MiTek to work together with other contractors, handing over completed areas so others could continue their installations while MiTek progressed to the next phase.
Each phase came with its own learning curve. “Hall 2 was slower because of the AutoStore floor rework,” says Nicholas. “By the time we got to Hall 1, things moved faster. Everyone had learned what to expect, and the floor was within tolerance from the start.”
Global Standards
The human element of such a major infrastructure project is often overlooked, but it was critical to success in Cheb. MiTek deployed a team of 16 people on-site full time, peaking at around 30 during intensive build periods. Nicholas himself was based in Czechia for nearly two years, providing continuity and a point of contact for all stakeholders. Jewell, operating primarily from the UK, made frequent site visits and handled coordination from MiTek’s HQ.
A major key to success was understanding the regional context. “You need to do your homework,” Nicholas advises. “Every country has different safety regulations, construction standards and cultural nuances.” Earthquake (seismic) calculations, for example, needed to be incorporated into the structural engineering, something not usually considered on UK projects but crucial in central and southern Europe.
From phasing to manpower planning, every element of the build programme was designed with flexibility in mind. “When one phase paused, we pivoted,” says Jewell. “When other trades needed access, we planned sectional handovers. You’ve got to think five moves ahead.”
The Cheb project reflects MiTek’s ongoing evolution from a mezzanine supplier to a strategic integrator for automation-driven logistics. The project wasn’t about just creating storage platforms; MiTek’s team designed structural steelwork to support robots, conveyors, garment handling systems and lift mechanisms. Every solution was tailored.
Lessons Learned
Reflecting on the project, Steven and Stephen proffered three takeaways after the successful handover of this large, complex warehouse infrastructure project to an exacting brief on behalf of a client working in a competitive and fast-paced retail sector:
- Learn the local language – or at least bring translators. Communication gaps can delay work or lead to errors that are easily avoided with clear, shared understanding.
- Understand national regulations. Safety, engineering codes and even holidays vary by country and must be considered at the planning stage.
- Build relationships. Success depends on navigating not just materials and schedules, but people, priorities and sometimes conflicting objectives. Collaboration, not confrontation, is key.
Following the success of the Cheb project, at the time of writing MiTek is engaged in a further similar installation for the same client in Poland. While the core technologies are comparable, the project brings new set of variables, from a different workforce make-up to a new regulatory landscape to changing cultural considerations.
If Cheb proved anything, I have learned by speaking with these dedicated experts that MiTek thrives under pressure, overcoming a broad range of challenges to deliver steel structures that enable the now ubiquitous warehouse automation to perform at its peak.
