Poland’s larger economy does not translate into the same advantage in every industry. Eurostat’s 2024 data show a much closer Polish–Czech comparison in machinery than in food manufacturing. For an exporter, the useful next step is to identify the Czech application, buyer and service arrangement that match its capabilities.
A producer of cleaning chemicals, a machine builder, a logistics operator and a food manufacturer face different entry decisions. Their customers buy different outcomes and assess different risks. A general list of “opportunities in Czechia” can obscure those distinctions.
This article compares four sectors using Eurostat structural business statistics for 2024, retrieved on 1 November 2026. It then turns the comparison into possible commercial routes for Polish companies. The routes are proposals to investigate, rather than evidence that an unfilled market exists in every category.
The starting point is a defined offer: one product group, process or service that a Czech customer can understand and evaluate.
Four industries, four different comparisons
| Sector and NACE activity | Poland: net turnover | Czechia: net turnover | Poland / Czechia |
|---|---|---|---|
| Chemicals and chemical products — C20 | EUR 25.51bn | EUR 14.24bn | 1.79× |
| Machinery and equipment n.e.c. — C28 | EUR 18.16bn | EUR 17.40bn | 1.04× |
| Transportation and storage — H | EUR 110.46bn | EUR 32.71bn | 3.38× |
| Food products — C10 | EUR 102.13bn | EUR 17.86bn | 5.72× |
Source: Eurostat sbs_ovw_act, NETTUR_MEUR, annual 2024. Billion-euro figures and ratios are rounded from the original million-euro observations. These are net-turnover figures for enterprises classified in each activity, including domestic and export business. They are not exports, profit, value added or the size of the market available to a new supplier.
The machinery comparison is particularly useful. Czechia’s turnover in this defined manufacturing division was close to Poland’s. It would be a mistake to approach it as a small market without established suppliers, specialist knowledge or existing relationships.
Employment adds another perspective:
| Activity, 2024 | Poland: persons employed | Czechia: persons employed |
|---|---|---|
| Chemicals — C20 | 99,277 | 32,081 |
| Machinery — C28 | 133,232 | 116,647 |
| Transportation and storage — H | 903,208 | 295,879 |
| Food products — C10 | 437,560 | 100,455 |
Source: Eurostat sbs_ovw_act, EMP_NR. Persons employed is a separate statistical measure from the number of enterprises or payroll employees. Counts describe the industries; they do not identify individual purchasing decision-makers. Dataset, methodology.
Chemicals: begin with the application
The C20 comparison covers chemicals and chemical products. It is not a combined total for pharmaceuticals, plastics manufacturing and every chemical-related activity.
For a Polish producer, the initial question should be specific: which Czech process or product could use this material, and what must the customer verify before approving it? A production input, maintenance chemical and finished consumer product will require different sales conversations.
Possible routes to investigate include supplying an industrial user directly, working through a specialist distributor or producing to an agreed specification. The appropriate route depends on quantities, technical support, storage and the customer’s approval process.
A useful first commercial package contains:
- the intended application and the limits of use;
- product specifications and available technical documentation;
- supply quantities, lead times and packaging formats;
- responsibility for technical questions and product-specific regulatory review;
- a proposal for sampling or validation where appropriate.
The commercial test is whether a qualified buyer will evaluate the product against a defined requirement. A broad message about competitive Polish production costs gives that buyer too little to assess.
Machinery: service is part of the product
Polish and Czech machinery manufacturers operate at a similar turnover scale in the selected C28 comparison. That creates possibilities for complementary supply and specialist cooperation, as well as competition.
A Polish machine builder might investigate a niche production step, an integration partnership, component supply or a particular customer application. The relevant buyer can be a factory, a line integrator, a maintenance business or another equipment manufacturer.
There is already active promotion of these connections. In September 2026, Poland’s trade-promotion portal described a mission for Czech industry media covering Polish manufacturing technology, automation and precision components. It is a concrete example of cross-border sector development, rather than proof that any individual project will result in a sale. Trade.gov.pl: Czech media visit the Polish machinery sector.
For a customer considering equipment, the purchase also creates an operating commitment. Prepare answers on commissioning, training, spare parts, response arrangements and who will communicate with the Czech site. Product-specific conformity and documentation requirements need a separate technical review.
Before appointing a distributor, establish whether it can actually perform the required role. Introducing customers, installing a machine and supporting it after a breakdown are different capabilities. A partner agreement needs to reflect the work being entrusted to that partner.
Logistics: test a lane and a service promise
Transportation and storage is the largest of the four turnover totals in the table. However, section H covers a wide set of activities. It should not be presented as the value of Polish road-haulage exports to Czechia.
A practical market test is a selected transport lane, warehousing requirement or fulfilment process. Specify the origin, destination, shipment profile, frequency and delivery requirement. Include what happens when the normal process fails.
For example, a business supplying Czech retailers may need reliable delivery appointments and a defined damaged-goods process. An industrial supplier may need smaller replenishments, traceable handovers or a clear escalation route for urgent parts. These are hypotheses to validate with customers, not claims about every buyer in those sectors.
Compare the whole service promise: transport, handling, failed deliveries, returns, information exchange and customer communication. The lowest quoted line-haul rate may not produce the lowest cost for the completed delivery.
A useful trial produces operational evidence: whether the promised timing was met, how exceptions were handled and what the customer actually paid.
Food: select a channel before translating the catalogue
Poland’s food-manufacturing turnover in C10 was approximately 5.72 times Czechia’s in 2024. The category excludes beverage and tobacco manufacturing. It describes the scale of production businesses, rather than consumer expenditure or the amount of food Czechia imports from Poland.
For a Polish producer, the route to the buyer changes the offer. Retail distribution, foodservice, food manufacturing and direct online sales require different quantities, product information and delivery arrangements.
Start with a manageable range. Build the commercial case around the intended use, shelf life, storage, delivery frequency and the customer’s required margin. Have the relevant specialists confirm product information, labelling and other requirements for the selected products and sales model.
A distributor can help with customer access, but the producer still needs to understand the economics. Establish responsibility for stock, slow-moving products, returns, promotions and customer questions. These details can determine whether an apparently attractive order is commercially useful.
The first sign of progress may be a qualified sample request or a workable trial order. Broad interest without a specified channel or delivery arrangement is less informative.
A focused first test for each sector
| Sector | A manageable starting scope | Evidence worth seeking |
|---|---|---|
| Chemicals | One application and a narrow product family | A qualified technical evaluation and clear approval requirements |
| Machinery | One customer process or integration need | A site discussion, technical fit and an agreed service arrangement |
| Logistics | One lane or fulfilment process | Delivery performance, exception handling and the full cost |
| Food | One channel and a selected range | A viable trial order and workable stock and margin conditions |
These suggested tests help decide what to prepare next. They are not a ranking of expected returns. A smaller niche with a credible delivery model can be a better first step than a large sector where the company has no clear advantage.
For Polish companies with existing Czech customers, the starting point can be the recurring difficulty: slow technical answers, unclear delivery responsibilities or enquiries that do not turn into orders. Improving that part of the offer may be more useful than opening another channel immediately.
Questions before choosing a sector
Does a larger Polish sector mean an easier Czech market entry?
No. The data describe the scale of enterprises in each country. They do not establish unmet demand, customer willingness to switch or the suitability of your product. Those questions need a defined customer group and direct validation.
Can these turnover figures be treated as exports?
No. Net turnover includes the activity of enterprises classified in the sector, including domestic and cross-border sales. Trade statistics measure a different thing. The sector totals should not be added to export figures.
Should a Polish company begin with a Czech subsidiary?
Begin by defining the commercial and operational requirements. Customer access, service, stock and staffing needs help determine the appropriate structure. Legal and tax specialists should assess that structure before it is implemented.
The main conclusion
Use industry statistics to choose a focused investigation. Then define the application, buyer, evidence and delivery responsibilities. The first Czech market test should answer whether a specific offer can work under conditions your company can sustain.
How Kodo can help
Kodo helps Polish chemical, machinery, logistics and food businesses prepare the commercial and operational side of entering Czechia. We support early market validation, partner mapping, local positioning, English and Czech communication, web content and coordination of the first implementation steps.
For legal, tax, regulatory, certification and investment-incentive matters, companies should work with qualified specialists and the responsible authorities.
Related reading
- Poland and Czechia: business numbers and market entry
- Find buyers in the Czech Republic
- Before granting exclusivity to a Czech distributor
Sources
- Eurostat: enterprises by detailed NACE activity, sbs_ovw_act — annual 2024; PL and CZ; C20, C28, H and C10; NETTUR_MEUR and EMP_NR. Original values in million euros were converted to billions for display.
- Eurostat: structural business statistics methodology — statistical units, indicators and coverage.
- Trade.gov.pl: Czech media explore the Polish machinery and equipment sector — 8 September 2026; the reported trade-promotion mission.
Statistics checked on 1 November 2026 through Firecrawl Alexandria and primary sources, and subject to revision. Commercial routes and test suggestions are Kodo’s analysis. This article provides general market-entry information, not legal, tax, regulatory or investment advice. Companies should verify requirements for their specific products, customers and operating model.