This study examines how variation in warehouse occupancy and capacity utilization is managed within a port logistics operation, as well as the gaps that exist between current working practices and theoretical principles for effective warehouse and capacity planning. The case company is anonymized and operates in an environment where storage space, inbound flows, and customer delivery conditions vary significantly over time. The study is based on the problem that the warehouse is periodically underutilized and periodically close to full capacity, while planning data and forecasting conditions remain limited.

The study was conducted as a qualitative case study. The empirical material consists of two group interviews via Zoom, an on site observation at the company’s facility, and a follow up discussion connected to the observation. The material was analyzed using a thematic approach in which the empirical findings were compared with theories related to warehouse management, capacity planning, digital information systems and resilience.

The results show that the company primarily manages variation through operational flexibility, experience based planning, reallocation of storage space, and adjustments in staffing. At the same time, clear gaps emerge between theory and practice. These gaps are particularly related to the difference between nominal and actual capacity, limited long term planning capability, and the fact that digital registration systems are not fully translated into strong long term planning support. The study also shows that the company’s main strength lies in its ability to adapt quickly, although this adaptation is largely reactive.

The conclusion is that warehouse occupancy and capacity utilization should not only be understood as issues of physical space, but also as outcomes of information flows, planning logic, process structure, and organizational flexibility.