A good building doesn't win on its own

In a column published by Vastgoedjournaal on 31 August 2026, Alexander van Gastel, Senior Director & Head of Netherlands at Logicor spoke

After years of scarcity and strong rental growth, the Dutch logistics real estate market has become more competitive again. Occupiers have more choice and are looking more critically. In this normalizing market, occupiers are scrutinizing more closely how a location genuinely adds value. Rent, location and specifications remain important. But increasingly, the choice falls to the party that helps the operation function well, from the start and over the longer term. For companies with complex processes in particular, that certainty carries significant weight. As a result, attention is shifting from the building itself to the quality of the ownership behind it.

The difference emerges early in the process. That's when it becomes clear which owner looks beyond the building alone and thinks along with what their potential client needs to function well at that location. This often requires bringing the right expertise together early, from design and engineering to fit-out and operations. What looks like the most logical choice on paper isn't necessarily so in practice. Occupiers increasingly choose the party that provides clarity, helps reduce risk, and shows how the operation can work within the building. That way, trust doesn't remain a promise, but is built step by step.

For many occupiers, a logistics building is not a real estate product but a business-critical part of their supply chain. If processes don't fit well, it directly affects delivery times, quality and continuity. A client wants to know not only whether a building is available, but also whether the owner understands what's needed to run the operation there successfully. That question becomes more important as business processes grow more specialized and critical.

For owners, that means: getting involved earlier, asking better questions, and organizing the right expertise faster. Simply offering what's already there is no longer enough. It's about translating client needs into practical choices in design, planning and use, and about helping resolve challenges that could stand in the way of a successful move-in or further growth. Occupiers don't want a long search across disconnected parties; they want clarity on what's possible, what's needed, and who takes responsibility.

Trust only gains value when it's matched by commitment. Clients often invest heavily in their operations, fit-out and processes. In turn, the owner must show that they look beyond the initial lease. That can mean thinking along, staying engaged, and co-investing where needed. That's how trust becomes concrete.

This role doesn't stop at signing, either. What convinces before the contract must remain evident afterward, in day-to-day contact and management. Short lines of communication, active management and practical knowledge are becoming increasingly important. Clients want to know that the owner remains accessible and that agreements don't fall by the wayside once the contract is signed. A good owner stays involved throughout the process and in how the building is used in the years that follow.

As a result, investors and developers are increasingly becoming partners in their clients' operations, alongside their roles as capital providers and space providers. This requires commercial sharpness, technical knowledge, and a willingness to take the lead. This mindset needs to be visible from the very first conversation. In this way, leasing is not an endpoint but the beginning of a long-term partnership.

The next step in logistics real estate is therefore about better buildings and better ownership. That goes beyond leasing alone. It helps clients function better and makes logistics locations stronger, more efficient and more relevant to the economy that depends on them.