Seat’s logistics director Enric Brau wants to inspire boldness in digitalisation and electrification

By the time he retired in December 2024, Enric Martí Torres had led Seat’s logistics operations for 15 years, a remarkable feat of consistency for an industry that changed so much in the same period – from economic crises to supply chain disruptions to new technology and requirements. Martí’s staying power at the Spanish carmaker was no sign of stasis for its logistics, however, but more emblematic of a long-term strategy and vision to build a connected, data-driven and customer-focused supply chain.

It’s a legacy that gives Martí’s successor as Seat logistics director, Enric Brau González, a strong foundation to further digitalise and advance the carmaker’s operations. Brau, an industry engineer with more than 15 years’ experience across Seat and the Volkswagen Group, has worked in IT, logistics and manufacturing, most recently leading production control for Seat. Since December last year, he is responsible for all logistics functions, including supply chain planning, pre-series, inbound, packaging and material handling, as well as vehicle distribution. Brau and his team also work closely with the logistics teams at other brands and with Volkswagen Group Logistics.

Brau has taken over logistics at an important and challenging time for Seat and the wider group’s logistics. Seat is significantly ramping up electrification of its supply chain as its main plant in Martorell, Spain becomes the Volkswagen Group’s main hub for its small EV platform. The Cupra Raval EV will start production over the next year, followed by the Volkswagen ID.2 alongside producing existing ICE and hybrid models. A new, 64,000 sq.m battery assembly plant is under construction in Martorell and set to start operations later this year.

With automotive markets facing ongoing uncertainty, from customer demand to regulations and trade, transparency and integration of data from across the end-to-end supply chain are set to be even more important. Brau has set out to make better use of data analytics, artificial intelligence and tools to improve forecasting, increase logistics resilience and ensure on-time deliveries to customers. And despite pressures on cost, he is also strongly committed to greener logistics and reducing emissions, including increasing rail transport and using more sustainable fuels for trucks like HVO (Hydrotreated Vegetable Oil) and biogas.

Achieving such goals will require a strong focus on technology and tools, but also on promoting collaboration and upskilling workers, which Brau sees as essential to its vision of “inspire boldness” in logistics.

Building on Seat’s human-centric approach to digitalisation and AI in logistics

Despite the challenges, Seat’s logistics and operations team have reasons to be confident. The carmaker has increased production of Seat, Cupra and Audi models at its  factory in Martorell.

Whilst its supply chain has become more complex, it has also benefited from strong economies of scale and shared knowledge through common platforms, components, production and logistics with the Volkswagen Group. Group plants now produce Seat and Cupra models in Germany, Hungary, the Czech Republic and China, for example. Whilst the Cupra Raval will be the first full EV built in Martorell, Volkswagen plants in Zwickau, Germany and JV plant in Anhui, China currently build Cupra EVs.

Under Martí, a biochemist by training who spent more than 30 years at Seat in production, commercial, purchasing and supply chain, the carmaker has made strides in digitalising logistics operations (read an exclusive interview with Martí on Seat’s digital logistics here). It built largescale automated warehouses on-site at Martorell to support part handling and sorting for large and small containers. Over the past decade, Seat has implemented more than 450 AGVs at the plant to help streamline material and line feeding. It has been an early adapter in logistics technology, from RFID for vehicle logistics, to using drones to deliver nearby parts for just-in-sequence delivery.

Seat’s digital control tower, meanwhile, is one of the Volkswagen Group’s most advanced examples of connected operations, combining information from customer orders, more than 320 suppliers through to logistics, production and distribution. It has helped Seat to mitigate disruptions, plan and adapt capacity and reduce inventory.

The control tower is part of a wider data strategy focused on integration across Seat and suppliers, which has also formed the basis for AI solutions applicable across logistics operations. Seat’s IT and logistics team, for example, have developed a proprietary genAI chatbox, Vortex AI, that helps teams to analyse and understand key data points, from logistics performance to RFQs. The carmaker’s human-centric AI approach, meanwhile, has set out to train thousands of workers to better use and understand AI and genAI (watch more on Seat’s AI strategy for logistics and IT in a Red Sofa interview with Seat’s Alexandre Lerma, manager of logistics, customer driven supply chain, and Jorge Miguel Corral Díaz, senior IT specialist).

Building on such advances in digitalisation and in capabilities will be key pillars for Enric Brau as he aims improve customer focus, resiliency and to reduce carbon emissions – all whilst keeping costs competitive and operations efficiency. He wants to achieve these goals by providing teams the right tools and data, encouraging collaboration, and focusing on skills and training – all of which will be key to ensuring Seat’s logistics remain creative and bold.

Introducing Enric Brau, logistics director at Seat SA

Christopher Ludwig: What are your top long-term priorities and objectives for Seat’s logistics, and how will that inform how you lead the team?

Enric Brau: First and foremost, I want to recognise the outstanding work of my predecessor, Enric Martí, who built an exceptional team and achieved remarkable milestones. It was an honour to learn from him and with him.

I also want to thank the team for helping me navigate this new role – they are the driving force behind our success. This new role is a huge professional challenge, but I am convinced that I have the perfect and most capable team to achieve the objectives together, and I feel truly excited to work alongside such talented colleagues to continue driving success. I would like to embrace boldness to the team, encouraging them to take risks and innovate without fear. The true measure of our strength lies in how we solve challenges together.

My priority is to fortify Seat SA’s core values to the team: ‘Inspire boldness to succeed as one’. This will be the foundation of our transformation and logistics strategy. Through continuous learning and the most ambitious training plan in our history, we are developing a flexible, adaptable team with a winning mindset. This commitment to growth is fully aligned with our customer-centric approach, ensuring we anticipate our customers’ needs, foster seamless collaboration, and deliver exceptional service.

My priority is to fortify Seat SA’s core values to the team: ‘Inspire boldness to succeed as one’. This will be the foundation of our transformation and logistics strategy. Through continuous learning and the most ambitious training plan in our history, we are developing a flexible, adaptable team with a winning mindset.
- Enric Brau, Seat 

At the same time, flexibility and innovation will be fundamental to our progress. By embracing creativity and technology, we will enhance efficiency, reduce costs, and drive sustainability. Additionally, fostering cross-department collaboration will strengthen our ability to innovate and stay competitive.

By embedding these priorities into everything we do, we will take Seat SA’s logistics to the next level and drive long-term success. We will continue to invest in our talented workforce, recognising that our team is the backbone of our organisation. We will foster a culture where every individual is empowered, valued, and inspired to contribute their best, embodying the belief that it is our people who truly define and elevate our brand.

What are the biggest challenges Seat is facing in logistics?

We are undergoing the largest transformation in our history toward electrification, while leading the urban electric car project for the Volkswagen Group’s Brand Group Core. Starting in 2026, we will produce electric cars at our Martorell plant, beginning with the Cupra Raval. These projects are key to the company’s future, and our logistics team is really excited to be involved in supporting them, as logistics plays a crucial role in ensuring their success. But to achieve that success we must address several key challenges.

As we transition to electrification, our production centres are evolving into factories of the future – smarter, more connected, and more flexible. This transformation requires new materials, strong supplier partnerships, and logistics adaptations for electric vehicle components, all of which are critical for maintaining our competitiveness.

Changing customer needs also shape our approach. Customers are at the heart of everything we do, but their expectations are constantly evolving. Staying ahead means anticipating their demands, understanding market trends, and delivering exceptional service with agility. At the same time, adapting to a fast-changing environment is crucial. Regulatory changes, economic fluctuations, and technological advancements require flexibility and an agile mindset to turn challenges into opportunities.

Finally, the use of AI in logistics presents both a challenge and an opportunity, as it can bring significant advantages. It enhances efficiency and improves forecasting, but its success hinges on strategic implementation. To fully unlock its potential, we must ensure our team is equipped with the right skills and knowledge.

You most recently led production control for Seat. What are you most proud of achieving in this position?

In my recent role in production control, I am especially proud of several achievements, such as the record production levels we reached in 2024, when we set a new milestone at the Martorell factory by surpassing 2,550 cars produced in a single day.

I am also proud of having contributed to strengthening the department’s appeal and recognition. By fostering effective communication and transparency and highlighting our achievements and challenges, we made production control an appealing area for employees, helping to attract and retain top talent while boosting productivity. Finally, efficient cross-department collaboration played a crucial role. Strengthening teamwork with other production areas streamlined processes, reduced bottlenecks, and enhanced overall efficiency.

These accomplishments highlight the power of teamwork, innovation, and a strong work culture in driving success. I would like to sincerely thank the entire team for their hard work and dedication in making these milestones a reality.

How does your experience in production control and other departments like IT inform your approach to logistics?

My background in production control and IT has given me valuable insights into logistics and its crucial role in the production cycle. Logistics and production are deeply connected – they rely on each other and need to work seamlessly together. In our processes, ensuring on-time vehicle delivery is a must. This experience has made me realise how important it is to optimise logistics at every step to achieve maximum efficiency and effectiveness.

Moreover, my IT background has been incredibly valuable in helping me understand the power of digitalisation and data-driven decision-making. While I am not a specialist in these areas, it has given me a strong foundation to recognise their significance. Using real-time data helps optimise logistics by improving routes, managing inventory, and predicting potential disruptions. We are focused on integrating digitalisation into the production cycle, making logistics more customer-centric and efficient. By combining our logistics expertise with digital tools, we can foster adaptability and innovation in an ever-changing industry.

What are you most excited about in leading Seat’s logistics?

Leading this team and contributing to Seat SA’s future is what motivates me most in this role. A key priority for me is encouraging every team member to bring their best to the table and boosting both individual and collective success.

I am also excited to use my experience to help shape our logistics strategy. By focusing on efficiency, sustainability, and innovation, we can keep our operations effective and in line with the company’s broader goals. This holistic approach will allow us to anticipate customer needs and stay competitive in an ever-evolving market.

Equally important is to lead by example, inspiring others to strive for excellence and integrity in their work. This is the cornerstone of our success and the legacy we aim to build.

Watch: Seat’s human-centric approach to AI and genAI in logistics

Seat’s Alexandre Lerma and Jorge Miguel Corral Diaz on data, AI and genAI strategies at Seat.

Learn more about Seat’s digitalisation in logistics and other OEMs at the Automotive Logistics & Supply Chain Digital Strategies Europe event series (next event November 26-27, 2025 in Munich)