Even a sector of excellence, however, must navigate an increasingly complex environment.

In spring 2026, almost one in two companies in the miscellaneous and related mechanical engineering sector expected a decline in turnover, while more than eight in ten reported an increase in production costs.

Less predictable order volumes, rising raw material and component prices, and higher logistics costs are putting increasing pressure on margins. This is compounded by the disruptions that have affected global supply chains in recent years, making supplier management an increasingly strategic factor in ensuring production continuity.

How can companies reduce these risks and protect their margins?

A significant part of the answer lies in supply chain management.

How Well Do We Really Know Our Suppliers?

Sourcing is often approached as a straightforward task: finding a company that can manufacture a specific component at a competitive price.

Today, however, this approach is no longer enough. Supply chains need to be reconsidered strategically to protect production, turnover and margins.

There is frequent discussion about the need to diversify, but much less attention is given to how, when and where diversification should take place.

An Italian or European supplier may appear to be a safe choice but could depend entirely on a process carried out in Asia. Similarly, two formally separate suppliers may purchase components or raw materials from the same upstream producer.

Diversification can therefore be more formal than substantial. Having more names on an approved supplier list does not necessarily mean having a genuinely diversified supply chain.

The question to ask is not just “how much does it cost?”, but “what happens if they don’t deliver tomorrow?” and “how can we reduce the risk of that happening?”.

These questions were the starting point for the webinar organised by Roncucci&Partners on July 22nd: “Reducing supply chain risk in the mechanical sector: real cases from Serbia and India”.

The topic was addressed based on experiences developed for Italian mechanical companies through the Roncucci&Partners teams present in India and Serbia.

Why choose Serbia and India?

Serbia and India represent two different but complementary directions for Italian mechanical companies.

Serbia primarily responds to a nearshoring logic: bringing part of the supply chain closer, containing logistics times and making it easier to communicate with the manufacturer.

India, on the other hand, offers the breadth and depth of a large, growing manufacturing system, supported by industrial investments and increasingly close economic relations with Europe.

Diversifying does not mean moving all supplies to a new country, replacing one dependency with another. The choice must start from the type of component, volumes, delivery times, level of customisation and the frequency with which it is necessary to interact with the manufacturer.

When it makes sense to look at Serbia

Serbia represents a nearshoring opportunity for companies that want to bring part of their production closer, reduce logistics times and maintain a more direct relationship with the supplier.

Its proximity to Italy, land connections and integration with European industrial supply chains make it particularly interesting for customised components, variable batches and processes that require frequent technical consultation.

This is complemented by a long-standing tradition in mechanical engineering, metalworking, treatments and industrial components. According to the Development Agency of Serbia, the metallurgical and machinery sector accounts for about 6% of national GDP, while metalworking generates about 20% of Serbian exports. The sector also has skills trained to meet European standards.

Proximity facilitates relationships and verification activities, which nevertheless remain essential to identify the most suitable partner.

When it makes sense to look at India

India follows a different logic.

The country offers a large and growing manufacturing system, with expertise in metal and polymer components, custom manufacturing, cast and forged products, automotive and precision mechanics.

It can be an interesting destination when a company seeks a broader base of manufacturers, specialist capabilities, higher volumes or a structural second source compared to other Asian markets.

In recent years, India has invested heavily in strengthening its manufacturing capacity and developing specialised industrial clusters. Furthermore, the conclusion of negotiations for the free trade agreement between India and the European Union indicates the desire to build increasingly close commercial and industrial relations.

Looking at India today therefore means considering already concrete opportunities and, at the same time, preparing for a market destined to take on a growing role in European supply chains.

However, India is not a uniform market.

Different production areas present different specialisations and maturity levels. Having a large number of potential manufacturers available does not necessarily make selection easier. On the contrary, it increases the importance of understanding where to look, what information to verify and how to distinguish an interesting contact from a truly reliable partner.

Finding suppliers is easy. Choosing the right ones is much harder

For 25 years, Roncucci&Partners has been supporting companies in the strategic search for international partners and suppliers, through teams of professionals present directly in the strategic markets of India, Serbia and China.

People who know the local language, culture and dynamics, but also the technical aspects to evaluate for safer sourcing: company stability, real production capacity, experience with similar processes, quality of processes, certifications, sub-supplier network, compatibility with required volumes and the ability to respect times and standards.

On-site teams can verify and qualify potential partners, support the replacement of a supplier when necessary and monitor the relationship over time.

Safe Sourcing™ was born from this experience, the Roncucci&Partners service designed to make the search for suppliers safer and protect the production continuity of companies.

Anna Monteleone

Read also:

L'articolo Reducing Supply Chain Risks in the Mechanical Sector: Why Serbia and India Are Worth Considering proviene da Roncucci and Partners.

Competing in international markets today requires a broader perspective than in the past. Companies must navigate evolving trade rules, new competitors, barriers to entry, and purchasing behaviors that vary from one region to another.

Entrepreneurial intuition remains a fundamental factor. It stems from experience, product knowledge, and direct relationships with customers and partners. However, when it comes to guiding significant investments, it requires a more robust information framework.

In 2026, the Financial Times described the international trade system as undergoing a phase of obvious dysfunction, even as companies continue to need global rules to operate in markets transformed by technology.

In this scenario, the first step in an international expansion strategy is choosing the markets on which to focus attention and resources.

How to Choose the Right Country?

The choice of target markets is often influenced by opportunities that arise during day-to-day business operations.

A distributor contacts the company. A foreign customer requests a quote. A trade show leads to an interesting lead. A competitor achieves good results in a particular country.

These signals can open up concrete opportunities. Their value increases when considered in the context of an overall assessment of the product’s international potential.

The mere existence of a contact in a country, in fact, does not reveal whether there are markets with more dynamic demand, less competitive pressure, or market access conditions that are better suited to the company’s capabilities.

An export strategy should therefore begin with some specific questions:

Where is there significant demand for our product? Which markets are growing? In which contexts can we compete with a sustainable market position?

To answer these questions, we need a comparison of countries based on standardized indicators.

The Specific Product as a Starting Point

An effective international analysis begins with the company’s product, identified by its HS customs code.

Two companies in the same industry may have very different priority markets. A piece of machinery intended for a specific industrial process follows different dynamics than another technology in the same sector. The same distinction applies to food, components, and consumer goods.

The HS code makes it possible to narrow the scope of analysis and track trade flows related to a specific product category. From this foundation, it is possible to understand where imports are concentrated, which countries are increasing their purchases, and how Italian offerings are positioned.

However, the availability of data is only the beginning. Value arises from the ability to select relevant information, connect the dots, and transform it into a decision-making tool.

From Data Quantity to Decision Quality

International sources provide a vast wealth of customs, economic, and digital data.

Reviewing this data on its own can yield an incomplete picture. A market with high import volumes might present competition that is difficult to overcome. Recent growth could be due to a temporary phenomenon. A country that appears very attractive on paper might have logistical or tariff conditions that are unsustainable for the company.

The data-driven approach developed by Roncucci&Partners combines various dimensions of analysis using proprietary methodologies.

The goal is to build an understanding that complements the knowledge already present within the company. The data helps verify hypotheses, identifies less obvious opportunities, and flags markets that require greater caution.

The result takes the form of a documented prioritization: concrete guidance on where to dig deeper, where to invest first, and which alternatives to keep under observation.

GTO™: Identifying Opportunities in the Global Market

GTO™ – Global Trade Opportunity is the tool developed by Roncucci&Partners to conduct an initial screening of international markets for a specific product.

The analysis begins with the HS customs code and examines trade flows over the past few years. Markets are evaluated using indicators related to their significance, demand trends, risk level, and accessibility.

This information is consolidated into a proprietary index that allows for the comparison of fifty markets and the identification of priority destinations for the company.

The output includes a documented ranking of the five markets on which it may be advisable to focus attention.

GTO™ thus answers a preliminary yet decisive question: “In which international markets does our product currently present the most interesting opportunities?”

The answer may confirm the company’s existing convictions or bring to light destinations that had not yet appeared on its commercial radar.

This screening helps reduce the dispersion of resources. Instead of spreading promotional activities across numerous countries, the company can focus its efforts on the markets that are most aligned with its product.

From the Selection Process to the Individual Target Country

Once the priority markets have been identified, it is necessary to gain a deeper understanding of their characteristics.

Aggregate data on import growth provides a useful indication, but leaves many questions unanswered. The company must understand who dominates the market, what room there is for a new player, and how Italian products are perceived.

It is also necessary to assess price positioning, the actual accessible demand, and the presence of digital signals that can confirm local interest.

This phase allows the company to move from geographic selection to an initial hypothesis for a commercial approach.

CEP™: Assessing the Potential of a Specific Market

CEP™ – Country Export Potential provides an in-depth analysis of the attractiveness of a specific target country for the company’s product.

The analysis examines trade flows and the competitive landscape. It evaluates the structure of demand, price positioning, and signals from the digital market.

The aim is to determine whether the identified country offers genuinely attractive conditions and what initial positioning would be consistent with the local context.

The CEP™ also includes the identification of twenty potentially relevant operators—such as importers, distributors, or partners—with whom to initiate initial business discussions.

The company thus receives an assessment that can be immediately used to answer the next question: “Is this market worth investing in, and what approach should we take to begin developing it?”

The CEP™ can be used following a GTO™, when the company wishes to explore one of the destinations that emerged from the ranking in greater depth. It can also be conducted independently to evaluate a country already included in the company’s plans.

Its purpose is to provide a solid foundation before committing resources to promotional activities, commercial scouting, or local infrastructure.

Why the United States Need a Dedicated Tool

In the case of the United States, assessing the country as a whole requires a greater level of detail.

The United States comprises fifty states with very different economic, competitive, and distribution characteristics. Demand for a given product may be concentrated in specific areas, while prices and access conditions can vary significantly.

California, Texas, New York, and Florida are often the first destinations considered by Italian companies. However, their popularity does not guarantee that they always represent the best opportunities for every product category.

Even within the U.S. market, it is therefore necessary to establish regional priorities.

USA INSIGHT™: Analyzing the U.S. Market State by State

USA INSIGHT™ is Roncucci&Partners’ proprietary tool designed to assess the United States for a specific product.

The analysis begins with the HS tariff code and delves into the differences among state markets. Trade data is supplemented with information on the competitive landscape, demand levels, and conditions that affect market access.

The goal is to identify the states with the greatest potential and provide the company with a roadmap of trade priorities.

Read our article on USA INSIGHT™

USA INSIGHT™ also includes a selection of twenty potentially interesting U.S. operators, establishing an initial link between analysis and business development.

The tool helps answer the following question: “In which U.S. states should we focus our initial commercial investment for our product?”

When a company is evaluating a direct market presence, the analysis can be supplemented with an in-depth assessment of the operational feasibility of establishing a presence there. The state with the most promising sales potential may, in fact, differ from the one best suited to host a warehouse, a service center, or a branch office.

A Modular Approach to Developing an Export Strategy

GTO™, CEP™, and USA INSIGHT™ are standalone tools, but they can be linked together as part of a step-by-step process.

GTO™ broadens the perspective and identifies priorities in the global market. CEP™ delves into the specifics of a selected country. USA INSIGHT™ applies a specific level of regional analysis to the U.S. market.

A company can start with the tool that best aligns with its situation.

A company looking to reassess its international priorities can start with GTO™. Those who have already identified a specific country can use CEP™ directly. A company interested in the United States can use USA INSIGHT™ to understand which state markets deserve the most attention.

This modularity makes it possible to adopt a data-driven approach even in the preliminary stages, without immediately launching a broader consulting project.

Data Enhance the Customer Experience

Export intelligence tools support business strategy and make it more targeted.

The entrepreneur’s experience, interactions with customers, and the knowledge gained through international activities remain crucial. Data provides an independent perspective, which is useful for verifying perceptions and identifying any overlooked factors.

A destination suggested by the ranking must then be validated through direct engagement with the market. Interviews with local operators, trade missions, and discussions with selected partners allow for verification of the actual feasibility of the identified opportunities.

The analysis thus improves the quality of the proposals with which the company presents itself to the market. It helps in selecting key contacts and defining the priorities on which to focus efforts.

From Analysis to Initial Operational Decisions

A good market analysis must lead to concrete results.

The company must be able to determine which countries to explore in greater depth, what positioning to evaluate, and where to launch its initial business operations. It can also decide which opportunities to postpone, avoiding investments in markets that are not well-suited to its product.

Where to Start?

The starting point depends on the challenge the company faces.

When you need to determine where to export, GTO™ allows you to compare international markets.

When a country has already been selected and its potential needs to be assessed, CEP™ provides in-depth vertical analysis.

Finally, when the priority is the United States, USA INSIGHT™ allows you to analyze the U.S. market state by state.

Roncucci&Partners can continue to support the company even after the analysis is complete, assisting with the validation of opportunities and operational development in the selected markets.

Federico Rubini

Related Articles:

L'articolo Export Intelligence: How to Choose Foreign Markets Using Data and a Systematic Approach proviene da Roncucci and Partners.

However, the vastness of the country raises a preliminary question: in which part of the United States are the conditions best suited for the company’s product?

For an export strategy, the United States should be viewed as a collection of 50 state markets, each characterized by significant differences in demand composition, competitor presence, price levels, and market access.

Roncucci&Partners dedicated its July 23, 2026, webinar to this topic: “Big Data for Export: Focus on the United States—How to Identify the Most Promising U.S. Markets Through Data and Methodology,” led by Federico Rubini and Giacinta Acerbi.

The session presented the data-driven approach developed by Roncucci&Partners to help companies make informed decisions about the U.S. market, reducing the reliance on assessments based solely on experience or occasional opportunities.

Entering the U.S. Market Starts with a Choice

When a company decides to export to the United States, the first destination is often identified through an existing business contact. This could be an importer met at a trade show, a distributor who has requested information, or a customer who has expressed interest.

These signals have tangible value and can mark the beginning of a business relationship. However, they represent only a portion of the potential market.

The presence of a contact in a particular state does not necessarily mean that this is the territory where the product will achieve the best results. Similarly, the prominence of California, New York, Texas, or Florida does not guarantee that these states are always the most suitable destinations.

An effective decision should correlate the opportunities that have already emerged with a broader understanding of the market. The goal is to understand where favorable conditions exist to sustain the commercial investment over time.

The question therefore becomes very specific:

In which U.S. state does the company’s product currently have the greatest potential?

Why the 50 States are different Markets

The economic structure, consumer profile, concentration of client companies, and the relative importance of different distribution channels can vary significantly from one U.S. state to another.

The presence of cultural communities, local production specialization, and available infrastructure can also influence a product’s potential.

Industrial machinery may see greater demand in states with a high concentration of manufacturing. A food product may perform better in regions where there is already familiarity with Italian cuisine or a greater willingness to recognize the value of a premium offering.

Price itself takes on a different meaning depending on the context. A product may be well-suited to the high end of a market but face greater challenges in a state with different purchasing behaviors.

For this reason, speaking generically about the U.S. market risks obscuring differences that are critical to a company’s strategy.

A Data-Driven Approach to Guiding Exports to the United States

Roncucci&Partners’ approach begins with the collection and analysis of information specific to the company’s product.

The first identifying element is the HS customs code. This code makes it possible to define the scope of the analysis and distinguish a product’s dynamics from the broader trends of its industry.

The assessment then takes into account various categories of indicators. The analysis examines how the product performs in the U.S. market, which regions show the strongest demand, and the level of competition in each state.

These elements are complemented by insights that help understand the product’s positioning, the level of market interest, and the conditions that may facilitate or complicate market entry.

The complete methodology, the weightings applied, and the ways in which the indicators are integrated constitute proprietary intellectual property developed by Roncucci&Partners. The underlying principle of the approach, however, can be clearly stated: a business decision becomes more sound when it is informed by data specific to the product and the market in which the company intends to operate.

From Data to Setting Priorities

Market analysis adds value when it helps a company make decisions.

Collecting large amounts of information, on its own, risks creating complexity. That is why export intelligence must transform the available data into insights that are understandable to the entrepreneur, the export manager, or the sales management team.

The expected result is a roadmap of priorities.

Some countries may offer high potential and favorable conditions for an initial investment. Others may require further evaluation, perhaps due to the presence of very strong competitors or the need to adjust the company’s positioning. Still others may be at a later stage of the commercial journey.

This classification allows the company to focus its resources on markets where there is greater alignment between its product and the characteristics of the local market.

The company can thus plan its market scouting activities, communication campaigns, participation in trade shows, and search for local partners more effectively.

Data for a Better Understanding of the Market

The use of big data for exports does not diminish the importance of firsthand experience.

Engaging with importers, distributors, and customers remains essential for understanding how commercial channels actually function. On-site visits and trade shows also continue to play an important role, especially during the validation and development phases.

Data-driven analysis allows these activities to be approached with clearer priorities.

A trade show may be selected because it takes place in an area consistent with the identified market. Market scouting can focus on countries that show the greatest potential. Interviews with local operators can be used to verify hypotheses already developed on a quantitative basis.

Data and field experience therefore contribute to the same decision, coming into play at different stages of the process.

Selling and Investing Require Different Assessments

A state’s business appeal is just one of the factors to consider when a company is evaluating a direct presence in the United States.

Opening a branch office, a warehouse, or a technical support facility requires a deeper level of analysis.

In this case, the operational sustainability of the location must also be examined. Labor costs, the availability of qualified personnel, the tax environment, and the quality of infrastructure can significantly affect the cost-effectiveness of the location.

The state that is most attractive for sales may therefore be paired with a region that is better suited for managing the company’s operations.

For an Italian company, the strategy may also involve establishing an operational facility in one state while expanding sales to other parts of the country. The choice depends on the product, the distribution model, and the project’s objectives.

From Potential to Market Presence

Identifying priority countries is the first step in the process.

Following the analysis, it is necessary to review the information gathered, identify local contacts, and determine which entry strategy best aligns with the company’s characteristics.

In some cases, the process may begin with an importer. In others, it may be advisable to build a network of regional distributors or launch a direct sales effort targeting selected customers. For more structured projects, it may be important to consider establishing a permanent presence.

Roncucci&Partners also supports companies during the subsequent phases of operational development through market scouting, market validation, and support for market entry. The firm’s presence in Miami also allows it to assist companies directly within the U.S. market.

USA INSIGHT™: Assessing the U.S. Market for a Specific Product

The approach presented during the webinar is implemented in USA INSIGHT™, Roncucci&Partners’ proprietary tool designed to assess the U.S. market.

USA INSIGHT™ starts with the product’s HS code and combines various information sources to provide companies with actionable insights for their business decisions.

The analysis allows companies to compare U.S. states, identify areas with the greatest potential, and understand the product’s positioning within the local competitive landscape.

The process also includes identifying an initial group of potentially relevant business partners, offering companies a concrete link between the analysis phase and the start of business development.

USA INSIGHT™ can be conducted entirely online and used as a standalone project or as a foundation for a subsequent entry strategy into the United States.

Which State Should I Start From?

To answer this question, we must start with the product, examine regional differences, and compare opportunities with the actual conditions for market access.

Export intelligence helps reduce the waste of resources and enables the development of a more selective strategy. In a vast market like the United States, choosing where to focus the initial investment can have a decisive impact on the outcomes of the entire project.

Interested companies can send Roncucci&Partners the HS code of their product to request an initial analysis focused on the United States.

Federico Rubini

Related Articles:

L'articolo Exporting to the United States: Why the U.S. Market Must Be Assessed State by State proviene da Roncucci and Partners.

The Foundation, established in Milan and having grown significantly in the Lombard capital, aims to serve as a point of reference in other regions of the Italian Peninsula as well, in order to respond to regional needs in a more targeted manner.

The first concrete step toward greater regional focus is taking place in Emilia-Romagna. That is why, on June 24, during its Annual General Meeting, the Italy China Foundation signed a Memorandum of Understanding with Roncucci&Partners, an international business consulting firm celebrating its 25th anniversary this year.

The agreement, signed by the Foundation’s President, Cavaliere del Lavoro Mario Boselli, and the President of Roncucci&Partners, Giovanni Roncucci, aims to strengthen collaboration between the two organizations in support of businesses in Emilia-Romagna interested in developing new business opportunities with China, and, more generally, to bring the region closer to the Asian powerhouse.

The President of Roncucci&Partners, Giovanni Roncucci (left), and the President of the Foundation, Cavaliere del Lavoro Mario Boselli (right), sign a Memorandum of Understanding.

It is therefore an honor and at the same time a responsibility for Roncucci&Partners to promote initiatives between the two countries, representing and expanding the opportunities that the Emilia-Romagna region has been developing for years in the Asian country, to the mutual satisfaction of both parties.

President Roncucci was then personally appointed as the first Regional Delegate for the Emilia-Romagna Region: in the year marking the company’s 25th anniversary, we believe this is a recognition of Roncucci&Partners’ deep roots in the regional business community and of the work carried out over the years to support the internationalization of businesses and, more broadly, the development of bilateral relations.

This new role will help strengthen the dialogue between the regional business and institutional sectors and China, with the goal of creating concrete opportunities for collaboration and development.

For Roncucci&Partners, this step reaffirms a direction we have been pursuing for over twenty-five years: building relationships between countries and supporting companies in international markets—not only during the initial entry phase, but also in establishing growth paths that are more solid and sustainable over time.

In the year we celebrate our 25th anniversary, this journey takes on even greater significance: continuing to create opportunities to analyze markets, innovate processes, and help companies grow with greater awareness, method, and adaptability.

Roncucci&Partners will organize various initiatives throughout the region, agreed upon and supported by the Foundation, in order to create the conditions for a deeper, more realistic understanding of China on the one hand, and on the other, to raise awareness among local stakeholders (including, of course, businesses) of the concrete opportunities worth exploring.

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L'articolo The Italy China Foundation and Roncucci&Partners Sign a Memorandum of Understanding to Strengthen the Foundation’s Ties to the Emilia-Romagna Region proviene da Roncucci and Partners.

Giovanni Roncucci, President of Roncucci&Partners, opens the discussion.

Among the themes that emerged most strongly, one in particular deserves further attention: technology only works when it follows serious work on business processes.

For companies that operate on a project basis, in fact, digitization means first building a measurable operational model.

The digitization of project-based processes is much more than simply adopting a digital solution. It involves strategy, organization, people, processes, project management, and change management.

People, processes, technology, and governance must be viewed as a single system: only then can digital tools truly become useful for monitoring performance and profitability.

Gabriele Anzalone, a board member at Roncucci&Partners, outlines the three drivers of change for business growth through digital transformation.

These are the points that were discussed during the meeting and that guide Roncucci&Partners’ work in organizational and digital transformation initiatives.

In this regard, the case study of SI.ME.TE.—a company specializing in civil, structural, and infrastructure engineering, as well as architecture—was particularly interesting.

Marco Caretto, Designer and Senior Architecture Project Manager, presented SI.ME.TE.’s perspective and described the company’s journey.

The SI.ME.TE. Case: From Individual Knowledge to a Shared Model

Marco Caretto, Architect, Designer, and Senior Project Manager at SI.ME.TE., explains the process of change within his company.

SI.ME.TE. is a useful case study because it clearly illustrates a transition that many companies working on a project basis can relate to: the shift from a management approach reliant on people’s experience and established practices to a more structured model.

This is a model that SI.ME.TE. adopted even before considering technological evolution. The starting point was: “How can we make the organization work better?”

From there, several key questions emerged:

• Who is responsible for making decisions, and based on what information?
• What steps does a project go through, from the initial estimate to final accounting?
• Where do bottlenecks occur?
• What data is truly needed to monitor progress, costs, timelines, and profit margins?
• What are the needs of the various teams involved?

Process First → Software Second

This analysis served as the starting point for the methodological work: mapping existing processes and designing the future model. Who does what, with what information, within what timeframes, and with what responsibilities.

This work precedes any technological decision, because it allows technology to fit into a context that is already clearly defined. Technology must implement an organizational plan that has already been designed.

In the case of SI.ME.TE., digitization was therefore treated as the result of an organizational analysis process.

The Role of People in the Digitization of Processes

A central element of this process was the working groups.

Involving people, gathering their actual needs, and identifying critical issues and priorities from the ground up helped ensure that digitization was not perceived as a decision imposed from above.

The people who will use these tools every day are also the ones who best know where the process breaks down. If this is ignored, there is a risk of building a system that is operationally disconnected from the way the company actually works.

From Organizational Design to Digital Solutions

This is where the second theme that emerged during the event comes into play—the one related to Akeron and the Tarko platform. The joint effort between Roncucci&Partners and Akeron made it possible to implement a solution tailored to a business plan of strategic importance.

The platform was specifically designed for companies that work on a project-by-project basis: engineering and architecture firms first and foremost, but also companies active in facility management, IT firms, and organizations that manage complex projects.

Lucrezia Puccini, a Pre-Sales Consultant at Tarko by Akeron, demonstrates the tool through a demo.

Tarko provides useful tools for introducing and consolidating project management methodologies within a company, linking the organizational structure to the operational management of projects.

A Model That Can Be Replicated

The common thread linking the SI.ME.TE. case study and Akeron’s integration is the same one that ran through the entire event in Bologna: digital transformation begins with understanding how the company truly works—or how it wants to work.

It’s a model that requires more time in the initial phase, because it forces us to pause and plan before building.

It also significantly reduces one of the most common risks in digitalization projects: ending up with an underutilized tool that feels out of place—one that generates data but doesn’t actually provide control.

Without alignment and a clear purpose, technological upgrades cannot produce lasting results.

The question that concluded the article previewing the event remains valid even now that the process is underway: are we governing our project-based processes, or are we merely chasing after them?

Do you want to understand whether your project-based processes are truly governed or merely managed on a day-to-day basis? Contact us to build a digital transformation path starting with your organizational model.

Gabriele Anzalone

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L'articolo From Design to Digital Solutions: How to Manage Project-Based Processes Before Technology Comes Into Play proviene da Roncucci and Partners.

These are markets where “Made in Italy” is already well-known, appreciated, and, in many sectors, regarded as the gold standard. Yet, relative to their potential, they remain underutilized by many Italian companies.

This was the focus of the webinar held on June 18, 2026, co-organized by Roncucci&Partners and BPER Banca: not a presentation of exotic and distant markets, but a practical discussion on how to enter, grow, and consolidate one’s presence in two contexts where Italy already enjoys credibility and can further strengthen its position.

An Established Presence to Be Strengthened Through a More Strategic Approach

The numbers speak for themselves. Trade between Italy and Japan is projected to reach 12.3 billion euros in 2025, with a trade surplus of 4.4 billion dollars in Italy’s favor (approximately 3.8 billion euros). There are 166 Italian companies operating in Japan, with an estimated local revenue of around 3 billion euros.

Trade with South Korea amounts to 10.9 billion euros, with 120 active companies and a trade surplus of 924 million. These are not, therefore, markets yet to be discovered, but markets to be approached with greater method, greater consistency, and an entry strategy that is truly aligned with their rules.

Japan and South Korea’s GDP

In some sectors, Italy already holds a leading position. In 2024, Italy was South Korea’s top supplier of leather goods, accounting for 33.6% of the sector’s total imports. In the wine sector, during the first quarter of 2026, Italian exports to Japan grew by +22% in value and +33.1% in volume, while France and Chile saw declines. In the machine tool sector, South Korean imports of Italian machinery rose by +16.93% year-over-year in the first half of 2025.

These figures do not refer to distant and inscrutable markets. They refer to markets where Italy has already built a reputation and where there is real opportunity for companies that choose to operate with a clear positioning, suitable partners, and a medium-term vision.

A Costly Mistake: Treating Them as If They Were the Same Market

Japan and South Korea are often viewed together: they are on the same continent, have comparable per capita GDP, have sophisticated consumers, and have favorable trade agreements with the European Union. But for Italian companies, this can be a strategic mistake.

They are both premium markets, but they operate according to very different principles.

South Korea is a digital-first, responsive, and fast-paced market. Here, “digital” doesn’t simply mean having a website or a social media page—it means being visible within the actual infrastructure through which consumers discover, evaluate, compare, and purchase a product. Mobile commerce, e-commerce platforms, social media, content creators, and social proof all have a direct impact on the purchasing journey.

South-Korean consumers are very much influenced by social media and digital channels.

For many Italian companies, this has a very tangible consequence: if the brand isn’t optimized for smartphones, if the content isn’t designed for social media, and if the purchasing process isn’t fast, localized, and credible, the problem isn’t just one of communication. It’s one of market access.

Japan operates on a different schedule. It is a relationship-driven market, where trust is built through consistency, continuity, and the ability to fulfill commitments over time. Initial orders may come after 12–18 months of mutual evaluation; a stable business relationship can take several years to solidify.

Trust is a huge component in business with Japanese customers.

The distribution system is also more complex: Sōgō shōsha (総合商社), sector-specific importers, brick-and-mortar retail, department stores, and selective channels. The right channel protects a brand’s positioning; the wrong one can erode it, even when it seems to open doors more quickly.

The operating rule is simple: in Japan, you don’t break into the market just by selling; you do so by building trust. In South Korea, you can move more quickly, but only if you understand which conversation the brand needs to join, through which channels, and with which local partner.

Where Potential Is Real: Sectors with Real Opportunities for “Made in Italy”

South Korea

In addition to its established leadership in leather goods, South Korea offers concrete opportunities in various sectors of Made in Italy.

The premium food & beverage sector is one of the most interesting, with a market worth over 140 billion euros and a strong Italian presence in olive oil, pasta, coffee, preserves, and products with high perceived value. Furniture and design also find a market environment that aligns well with Italy’s strengths: in this sector, positioning, experience, and the ability to communicate a product’s value matter more than volume.

Natural cosmetics represent another area to watch closely: in 2024, South Korean imports of Italian cosmetics reached $108 million, marking a 3.8% increase.

There is also an often-overlooked B2B component. South Korea is the world’s fifth-largest chemical market, a global logistics hub thanks to the Port of Busan, and a country committed to the energy transition, with significant targets for offshore wind and solar power by 2040.

For many Italian SMEs and mid-cap companies, therefore, the question is not just “How do I sell in South Korea?”, but “Where can I bring real expertise to an already highly developed industrial system?”

Japan

Wine is the most established market, but not the only one. Japan is the leading Asian market for Italian wine and continues to value the product’s quality, traceability, and culture.

In Japan, the precision machinery sector finds a market that places great emphasis on technical reliability, certifications, consistent quality, and after-sales service. In many cases, the initial price is less important than the ability to guarantee consistent performance and ongoing support.

The pharmaceutical, medical device, and cosmetics industries are also seeing sustained demand, driven by one of the world’s longest-living populations and a strong focus on health, well-being, and quality of life.

Fashion and luxury continue to play an important role, with selective consumers who remain loyal to brands that demonstrate consistency, quality, and attention to detail. Finally, the aerospace sector is opening up new opportunities for industrial and technological partnerships, particularly in light of the Italy-Japan Space Dialogue launched in May 2026.

A Real Case Study: The Same Brand, Two Completely Different Approaches

It’s worth sharing a specific, anonymized case study that clearly illustrates this operational difference.

An Italian premium footwear company, with manufacturing facilities in the Marche region, approximately 100 million euros in revenue, and an “accessible premium” positioning, entered both the Japanese and South Korean markets. Same brand, same product, but two completely different approaches.

In Japan, the process was gradual: market analysis, building brand awareness, expansion through selected distributors, and establishing specialized channels such as department stores, specialty stores, and exclusive importers. The timeline was longer than initially anticipated, partly due to the impact of COVID-19, but the approach proved consistent with a market that values continuity, control over distribution, and careful partner selection.

In South Korea, the strategy was different from the start: finding a local partner to open a flagship store in a high-end department store, establishing the retail channel, and launching the brand with the support of influencer marketing. In a market that is more responsive to premium fashion, large department stores and creators serve as platforms for visibility and positioning, not just distribution channels.

The operational insight is clear: for the same brand, Japan required a more gradual, relationship-based, and distribution-focused approach; South Korea allowed us to test and validate the premium positioning more quickly, but only because the channel and partners had been chosen with the same care.

Treating the two countries as a single “Asian market” would have resulted in a strategy that was wrong for both.

What the premium market really demands: less room for error, more consistency

“Premium” isn’t just a price point. It’s a set of expectations that applies to every touchpoint between the customer, the product, and the brand.

In Japan and South Korea, this means very low tolerance for defects, delays, or inconsistencies in packaging; after-sales service considered an integral part of the offering; disciplined price management across different channels; attention to the brand’s digital and physical reputation; and local partners capable not only of opening doors but also of sustaining and protecting the brand’s positioning over time.

In practice, the difference lies between a simple presence and a structured presence. Being on a marketplace, participating in a trade show, or having a generic distributor means simply being present. Building a structured presence means having a channel strategy, a consistent partner, localized content, clear commercial processes, and a constant ability to read the market.

It is the difference between an entry that generates visibility and an entry that produces results that can be sustained over time.

Less Improvisation, More Profit Margin

Japan and South Korea do not reward those who rush in. They reward those who come prepared, with a clear positioning, a reliable partner, and a willingness to invest before reaping rewards.

In return, they offer something that many other markets do not guarantee: stability in the business relationship, recognition of the product’s value, and potentially higher profit margins.

Italy already has a reputation in these two markets. We need to make better use of it.

For Italian SMEs, the real opportunity isn’t simply “going to Asia,” but carefully choosing where to enter, with what value proposition, and with what business model.

Roncucci&Partners supports Italian companies in evaluating foreign markets, defining their entry strategy, and finding local partners that best align with their corporate positioning.

Would you like to learn more about Japan and South Korea?

Write to us, and we’ll share the presentation shown during the webinar with you.

By Stella Occhialini and Giacinta Acerbi.

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L'articolo Japan and South Korea: Why Italian SMEs Should Focus More on Asia’s Premium Markets proviene da Roncucci and Partners.

During the event, the Italy China Council Foundation (ICCF) presented the first part of the China 2026 Report, which examines the country’s economic and political landscape and the opportunities arising from the energy transition between Italy and China. The Report offers an up-to-date analysis of a market that remains strategic in terms of size, production capacity, and role in global value chains, but which today requires Italian companies to adopt a much more selective approach than in the past.

China can no longer be viewed solely as an export market. For many companies, it is also a production hub, a strategic supplier, a technology partner, and a key player in energy transition processes. For this reason, the real issue is no longer simply “entering China,” but understanding where, how, with which partners, and with what level of risk exposure.

A market that remains strategic, but that requires closer scrutiny

In the first quarter of 2026, the Chinese economy continued on a path of steady growth: GDP increased by 5%—placing it at the upper end of Beijing’s target range for the year. While this growth is more moderate than in past expansionary phases, it remains significant for international companies.

GDP value and growth rate for Q1 2020–2026. Source: China 2026 Report – Part 1, ICCF.

That said, there are still reasons for caution. Domestic consumption is showing signs of recovery, but remains constrained by a still-high propensity to save. The real estate sector continues to weigh on household confidence, while the international geopolitical landscape is creating uncertainty regarding energy costs, supply chains, and global demand.

For Italian companies, this means that China remains a market with great potential, but it cannot be approached with a one-size-fits-all approach. It is necessary to assess the sector, the product’s positioning, the most suitable province, the entry channels, the reliability of local partners, and any dependence on suppliers or customers concentrated in a single area.

In other words, the question is no longer: “Is China still an attractive market?” The correct question is: “Which part of China is attractive for my business?”.

China is Not a Single Market: the Role of the Provinces

Regional focus on the provinces analyzed in the China 2026 Report: Guangdong, Jiangsu, Shandong, Yunnan, and Hainan. Source: China 2026 Report – Part 1, ICCF.

One of the most significant findings of the China 2026 Report is the importance of the regional dimension. Competitiveness in China, particularly for European and Italian companies, increasingly depends on the ability to adopt a provincial and multi-level strategy.

The most advanced coastal provinces, such as Guangdong, Jiangsu, and Shandong, continue to serve as key economic hubs.

• Guangdong offers access to advanced manufacturing supply chains, innovation ecosystems, mature consumer markets, and cross-border e-commerce infrastructure.
• Jiangsu remains an attractive destination for advanced manufacturing, mechanical engineering, chemicals, and life sciences.
• Shandong presents opportunities in the agri-food, wine, maritime, heavy machinery, and environmental technology sectors.

Further Opportunities in Yunnan and Hainan

• Yunnan has the potential to become a logistics and trade hub for Southeast Asia, as well as a key region for premium agri-food products, green energy, and hydroelectric technologies.
• Hainan, thanks to its free trade port status, can serve as a base for importing, processing, and distributing products to the mainland Chinese market.

For businesses, choosing a province therefore becomes a strategic decision. Each area has different production specializations, incentives, levels of industrial maturity, operating conditions, and regulations. An effective strategy for the Chinese market must start from this understanding.

China in the Emilia-Romagna Manufacturing Sector

Trade between Emilia-Romagna and China: trends in exports, imports, and the trade deficit. Source: China Report 2026 – Part 1, ICCF, based on Istat data.

The contribution by Guido Caselli of Unioncamere Emilia-Romagna was particularly significant, as he highlighted the true scale of the relationship between the region’s manufacturing sector and China.

The data presented show that approximately 7,700 companies in Emilia-Romagna have ties to the Chinese market. Of these, 2,440 are exporters, 6,350 are importers, and 1,427 are involved in both import and export activities.

Relations with China therefore do not concern just a few large companies, but a broad and diverse range of businesses. However, China’s economic weight varies significantly depending on whether one looks at exports or imports.

On the export side, the Chinese market accounts for an average of 2.8% of company revenue and 11.8% of the total exports of the companies involved. On the import side, however, the dependence is much more pronounced: China accounts for 10.2% of revenue and 59.8% of total imports.

Geographical distribution of regional trade with China, with a focus on the main provinces of Emilia-Romagna. Source: China Report 2026 – Part 1, ICCF, based on Istat data.

This figure is particularly significant for SMEs. For many companies in Emilia-Romagna, in fact, China is not only a target market but, above all, a strategic supplier of components, intermediate goods, technologies, and manufactured products.

Exports, Imports, and Supply Chains: Opportunities and Interdependencies

Exports from Emilia-Romagna to China are driven primarily by the mechanical engineering and capital goods sectors.

Among the most common products are special-purpose machinery, meters, general-purpose machinery, pumps and compressors, transmission components, fluid power equipment, valves, plastic products, and automatic dosing and packaging machines.

Main categories of exports from Emilia-Romagna to China. Source: China 2026 Report – Part 1, ICCF, based on Istat data.

When it comes to imports, however, China is a major source of plastic products, electrical equipment, metal goods, electric motors and transformers, computers and peripherals, pumps and compressors, travel goods, and wiring equipment.

Main categories of imports from China to Emilia-Romagna. Source: China Report 2026 – Part 1, ICCF, based on Istat data.

The report also highlights that trade is no longer driven solely by a “low-cost” approach. Regional exports to China have an average value per kilogram that is well above the global average, while imports from China also demonstrate increasing quality and technological sophistication.

This means that the relationship between Emilia-Romagna and China is now structural. On the one hand, it offers opportunities for more specialized companies; on the other, it exposes the production system to risks of concentration and dependence, especially in terms of supply.

For companies that work with China, or intend to do so, it is therefore essential to carefully evaluate suppliers, commercial channels, the continuity of relationships, and possible diversification strategies.

How to Prepare for the Chinese Market

The meeting yielded a clear message: China remains a key market, but it cannot be approached with a haphazard strategy.

Companies seeking to export, import, invest, or build partnerships in China must begin with a detailed analysis of their industry, competitive positioning, and the most suitable geographic area. They must also assess the impact of geopolitical dynamics, the energy transition, shifts in consumer behavior, and growing local competition.

The Chinese market continues to offer significant opportunities for mechanical engineering, premium agri-food, fashion, design, green technologies, components, healthcare, automotive, and advanced services. However, these opportunities require preparation, consistency, and the ability to adapt.

For companies in Emilia-Romagna, which are already deeply integrated with China, the issue is no longer simply entering the market, but making their relationship with a country that remains central to global value chains more solid, informed, and sustainable.

In this process, Roncucci&Partners supports companies in analyzing foreign markets, defining entry strategies, vetting partners, and evaluating international suppliers. Even when the goal is not to sell in China but to make their supply chain more secure, a systematic approach, data, and thorough verification are essential.

China still presents opportunities. But today, more than ever, it is a market that requires in-depth understanding before investing time, resources, and business relationships.

Anna Monteleone

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L'articolo The Chinese Market and Companies in Emilia-Romagna: The ICCF China 2026 Report proviene da Roncucci and Partners.

Entering the Indian Market is More Than Just Opening an Office

For many Italian companies, India is now one of the most promising growth markets. It is a vast, industrially dynamic market characterized by strong demand for technology, manufacturing expertise, and high-value-added solutions.

But entering the Indian market is not simply a matter of opening an office or finding a local partner.

It means understanding a complex country where opportunities vary from state to state and city to city. It means navigating regulations, administrative timelines, cultural differences, languages, regional dynamics, and industrial expectations that are often very different from those in Europe.

That is why international expansion in India requires a methodical approach. It requires a clear strategy, but also concrete operational capabilities: choosing the most suitable structure, identifying local professionals, coordinating compliance requirements, building trust, and ensuring continuity after launch.

The VICIVISION case study illustrates exactly this: how an Italian company can establish a direct presence in the Indian market through a step-by-step process, supported by local expertise and guidance capable of connecting Italy to India.

The VICIVISION Case Study: From Virtual Presence to Local Presence

VICI & C. S.p.A., a company based in Santarcangelo, Emilia-Romagna, specializing in industrial automation systems and—through its VICIVISION brand—in optical measurement systems for turned parts, has opened its first two Indian offices in Chennai and Bangalore. The company described the opening of its Indian branch as a strategic move to strengthen its global presence and support growing markets.

Luca Vici – CEO VICI & C SpA, unveils the new premises of VICIVISION pvt ltd

The two locations mark the first phase of a broader expansion plan, which will continue with sites in Pune and Noida. The goal is to establish a presence near India’s major industrial hubs, strengthen aftermarket services, and provide local customers with more direct and timely technical support.

From left to right: Marco Magalotti, Sales Manager at VICIVISION; Carlo Bedeschi, General Manager of VICI & C SpA; Luca Vici, CEO of VICI & C SpA; Sridhar, Managing Director of Vicivision India Pvt. Ltd.; Pramodha, Technical Director of Vicivision India Pvt. Ltd.

Roncucci&Partners, commissioned by Confindustria Romagna, supported VICI & C. S.p.A. and its Indian partner through the various stages of incorporating the new company, VICIVISION India: from legal structuring to operational coordination, from identifying local professionals to selecting strategic locations, and through to assisting with start-up activities.

The value of the transaction, therefore, extends beyond the formal opening of two offices. The central focus is on building a genuine local presence, designed to sustain the company’s long-term growth in the Indian market.

Why India Requires a Tailored Approach

India is a market rich in opportunities for Italian companies, particularly in the manufacturing, technology, industrial, and advanced mechanical engineering sectors. The ongoing transformation of India’s manufacturing sector, combined with the demand for solutions in quality control, automation, and precision engineering, makes the country particularly attractive to companies like VICIVISION.

At the same time, India is not a market that can be approached with a one-size-fits-all approach.

Administrative complexity, regional differences, and the need to build solid relationships require a presence on the ground and direct knowledge of the context. For an Italian company, this means not merely exporting, but creating the conditions to be recognized as a stable, reliable partner that is close to its customers.

In VICIVISION’s case, the decision to start in Chennai and Bangalore follows a specific industrial logic. Chennai is one of the most important manufacturing hubs in South India, with a strong automotive focus and a production network centered on components and mechanics. Bangalore, on the other hand, is one of the country’s main technology hubs, characterized by engineering expertise, R&D centers, and technology-intensive companies.

Having a presence in these areas means reducing the distance from customers, making technical support more effective, and building more sustained industrial relationships.

The Role of Roncucci&Partners: Helping Companies Navigate the Market

In an internationalization project, the most challenging part isn’t always the decision to enter a market. Often, it’s the next step: turning that decision into a structure that actually works.

This is where Roncucci&Partners comes in.

Roncucci&Partners has been operating in India for years, with offices in Chennai and Bangalore. This presence allows us to support Italian companies from within the market, not from afar. It means understanding the procedures, but also the timelines, the dynamics of relationships, the expectations of local stakeholders, and the steps that can facilitate or slow down a project.

From left to right: Marco Magalotti, Sales Manager at VICIVISION; Carlo Bedeschi, General Manager of VICI & C SpA; Luca Vici, CEO of VICI & C SpA; Sridhar, Managing Director of Vicivision India Pvt. Ltd.; Pramodha, Technical Director of Vicivision India Pvt. Ltd.

The value lies in the ability to understand both sides of the table.

On one hand, the needs of the Italian company: control, clarity, reliability, alignment with corporate strategy, and the need to mitigate risks. On the other hand, the Indian context: regulations, administrative practices, local stakeholders, cultural differences, and operational procedures.

In the case of VICIVISION, this meant supporting the company in the incorporation of the NewCo, the selection of local professionals, coordination with legal staff, the choice of locations, and the management of operational phases through to the launch of the offices.

But it also meant creating the conditions for Italian management, Indian partners, and local teams to work as a single team.

From Incorporation to the Launch Phase

Setting up a company in a foreign market is only the first step. The next phase is often the most important: making the organization function effectively.

A NewCo requires organization, coordination, compliance, management of regulatory obligations, and continuity in the relationship between the parent company and the local team. If these aspects are not properly established, there is a risk that management will have to devote time and energy to operational emergencies rather than to market development.

Roncucci&Partners’ support addresses precisely this point: making the transition from strategy to execution smoother.

In the case of VICIVISION, the work did not stop at the ribbon-cutting ceremony. The start-up phase requires constant attention: organizing information flows, anticipating deadlines, handling administrative matters, and supporting the full operation of the local entity.

When the legal, administrative, and organizational aspects are managed methodically, the company can focus on what really matters: developing the market, serving customers, and consolidating its presence.

From left to right: Luca Vici – CEO of VICI & C SpA, Carlo Bedeschi – General Manager of VICI & C SpA, Pramodha – Technical Director of Vicivision India Pvt. Ltd., Marco Magalotti – Sales Manager of VICIVISION SpA

Customer Proximity as a Competitive Advantage

For a company that manufactures optical measurement systems for industrial production, proximity to the customer is not a secondary consideration. It is an integral part of the value we provide.

Prompt technical support, a trained team, and a stable local presence can directly impact the customer’s production continuity. In sectors such as automotive, components, precision engineering, and advanced manufacturing, after-sales support often becomes a decisive factor in choosing a supplier.

Luca Vici – CEO VICI & C Spa

VICIVISION’s presence in Chennai and Bangalore stems precisely from this need: to be closer to our Indian customers and provide faster, more specialized technical support that is tailored to the needs of the local market.

Sridhar – Managing Director of Vicivision India pvt ltd

The upcoming openings planned for Pune and Noida will complete this strategy of expanding our geographical coverage. Pune is one of the major industrial hubs in western India, with a strong concentration of automotive, component manufacturing, and advanced mechanical engineering industries. Noida, located in the Delhi NCR area, will strengthen our presence in the north of the country, in a region that is a key center for electronics manufacturing, industrial components, and quality control.

The result is a strategy of progressive expansion: not serving India from afar, but building a local network capable of bringing expertise, support, and customer relations closer to the client.

The Perfect Timing of the UE-India FTA

VICIVISION’s journey also comes at a particularly significant time for trade relations between Europe and India.

On January 27, 2026, the European Union and India concluded negotiations on a Free Trade Agreement aimed at strengthening trade between the two blocs¹.

According to the European Commission, the agreement provides for the elimination or reduction of tariffs on 96.6% of European exports to India and could result in significant savings on duties for European products.

However, the agreement should not be viewed as an automatic process that is already in effect: the required ratification procedures must be completed before it fully enters into force².

For this very reason, preparing in advance can make all the difference. Companies that have already established local infrastructure, trained teams, operational relationships, and service capabilities will be in a stronger position once the new trade framework is fully implemented.

For VICIVISION, establishing a presence in India is therefore not merely a business decision. It is a long-term investment, aligned with market trends and the opportunities that may arise in the coming years.

What the VICIVISION Case Teaches Companies Who Wish to Expand to India

The VICIVISION case study demonstrates that entering the Indian market requires a combination of strategic vision and practical operational expertise.

It is not enough to simply identify a promising market. It’s essential to understand where to enter, with what structure, with which partners, on what timeline, and with what service model. We need to assess not only the commercial potential but also the company’s ability to establish a presence, be reliable, and stay close to its customers.

Roncucci&Partners supports companies precisely along this path: from analyzing opportunities to building the local structure, from managing administrative aspects to operational coordination, all the way through to support during the start-up phase.

The goal is not simply to open an office. The goal is to create the conditions so that that office can generate value, support growth, and become an integral part of the company’s international strategy.

From left: Vita Garyali, Country Head for India at Roncucci&Partners, and Dhivya Manohar, Project Assistant and Resident Representative for Chennai, India, at Roncucci&Partners

Expanding into India the Right Way

In a global context where value chains are changing rapidly and India is playing an increasingly significant role in the international industrial landscape, Italian companies have new opportunities ahead of them.

But opportunities alone are not enough.

What is needed is a systematic approach, a local presence, knowledge of the regions, and the ability to translate strategy into concrete steps.

The case of VICIVISION demonstrates that this path is possible when the company is supported by those who know the market, understand its dynamics, and know how to translate Italian objectives into actions compatible with the local context.

Because internationalization no longer means observing a market from afar.

It means learning to inhabit it.

Vita Zinna

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L'articolo VICIVISION in India: A Real-World Example of Entering the Indian Market with Roncucci&Partners proviene da Roncucci and Partners.

In recent years, supply chain management has evolved from an operational function into a strategic lever for business competitiveness.

Geopolitical tensions, instability in international markets, rising logistics costs and increasing ESG requirements have made one thing clear: relying on a limited number of suppliers, often located in critical areas, is now a structural risk.

In a country like Italy, known for its manufacturing excellence but lacking many strategic raw materials, even small and medium-sized enterprises are being called upon to pay greater attention to the quality, continuity and reliability of their supplies.

Building a resilient, diversified and controlled supply chain is no longer just a task for the procurement manager: it has become a central issue for entrepreneurs and for the entire business organization.

Why Supply Chain Resilience is Now a Competitive Factor

Reducing geopolitical and operational risk, ensuring production continuity, improving supplier quality, optimizing the total cost of procurement and strengthening transparency and compliance are now objectives closely linked to business competitiveness.

In an increasingly unstable global context, the ability to control and adapt one’s supply chain therefore becomes a critical success factor. It is no longer just about purchasing at a convenient price, but about building a network of suppliers that is reliable, verifiable and ready to be activated even in the event of external shocks.

From Global Sourcing to Safe Sourcing: what changes for businesses

All this is generating an increasingly explicit demand for supply chain risk mitigation services. Companies are looking for alternative, qualified suppliers located in countries that are more aligned with new needs for security, proximity and stability.

This marks a shift from strongly globalized models to more selective nearshoring and friend-shoring approaches. The goal is not to interrupt international relations, but to build supply chains that are stronger, less exposed and easier to monitor.

At the heart of this change there must be a digital and data-driven approach. Qualifying suppliers means knowing them, collecting and monitoring their data, georeferencing them, visiting them periodically, carrying out audits, quantifying their risk through interpretative models and preparing lists of alternative suppliers that can be activated quickly.

In this way, procurement evolves from a purchasing function into a strategic lever for continuity, competitiveness and risk management.

Safe Sourcing: Roncucci&Partners’ service for reliable suppliers

This is precisely the scenario in which Safe Sourcing fits: Roncucci&Partners’ service designed to support companies in diversifying and requalifying their supply chains.

The service supports companies in the search, analysis, selection and qualification of reliable suppliers of semi-finished products and components, with a particular focus on three strategic markets: China, India and Serbia.

China, India and Serbia: 3 Markets to Diversify the Supply Chain

The choice of China, India and Serbia responds to different but complementary needs.

Serbia represents an interesting solution for companies seeking greater proximity to Europe, shorter logistics times and generally more competitive costs compared to the European Union. The recent European focus on strengthening value chains in the Balkans confirms the strategic role of the area for certain industrial supply chains.

China continues to be a central market for many industrial supply chains, thanks to the depth of its manufacturing base and the presence of specialized suppliers across numerous sectors. At the same time, those who work with China know well how strongly the country is built on relationships: 关系 (guanxi) still represent a determining factor in building trust and doing business.

Finally, India is gaining an increasingly important role in global production and procurement strategies. The progressive relocation of some production activities to the country confirms international interest in its manufacturing potential. This trend is further strengthened by the free trade agreement signed between the European Union and India. It opens up new prospects for trade and makes the Indian market even more attractive for European companies.

The value of direct presence in the markets

What makes the value of Safe Sourcing even more concrete is a decisive element: Roncucci&Partners knows these markets closely, because it operates directly in them through people present locally and through consolidated experience gained in the field.

Serbia was Roncucci&Partners’ first foreign office and today represents more than 20 years of activities, projects and entrepreneurial and institutional relations. India followed shortly afterwards, with an active presence for 17 years and two operational offices in strategic hubs such as Chennai and Bangalore. In China, in addition to its long-standing membership of the Italy China Council Foundation, Roncucci&Partners operates through a qualified partner specialized in supplier selection and validation.

This direct presence allows us to support businesses not only in identifying potential suppliers, but also in verifying them concretely: visiting them, getting to know them directly, assessing their structure, reliability and solidity, and carrying out all the necessary checks to support more informed and safer decisions.

How to make the supply chain safer and more resilient

Making a supply chain safer means moving from reactive management to preventive management. It is not enough to intervene when a problem arises: risks must be anticipated, suppliers must be known, vulnerabilities must be measured and credible alternatives must be built.

At a time when the fragility of supply chains requires greater attention, truly knowing the partners within one’s supply chain becomes an essential lever for protection and competitiveness.

Contact us to learn more and request a free consultation with one of our expert consultants.

Ruben Sacerdoti

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L'articolo Towards Safe and Resilient Supply Chains: why Supplier Diversification is a Strategic Priority proviene da Roncucci and Partners.