This is the English translation of a podcast interview conducted in Italian by radio VENETO24 on Friday July 24, 2026
Riccardo Sandre: The future of logistics is presented by Interporto Padova and Green Logistics Expo. Good morning everyone, I am Riccardo Sandre, back with you for a new episode of “The Logistics of the Future”. Today we are talking about how logistics has become an integral part of a product’s value and represents a fundamental link in a country’s economic development. We see this, for example, in France and Germany—nations that have invested massively in the sector, resulting in greater growth and competitiveness. We must, therefore, work on the logistics system as a whole rather than in separate segments. Ultimately, we must hold together the two main pillars: infrastructure and supply chain organization, because if even one of the two does not work, the entire system suffers. Beyond the goodwill of companies in the sector, political decision-makers need a comprehensive and clear vision that translates into concrete and coherent acts to achieve the goal of increasing national competitiveness. We are discussing this with Paolo Guidi, President of Assologistica, the main trade association representing third-party logistics companies. The association includes 250 sector companies employing approximately 70,000 direct and indirect workers and managing millions of square meters of logistics areas, warehouses, and terminals. It is an authoritative interlocutor for the government and institutions to promote the reforms and investments necessary to favor the digitalization and environmental sustainability of the supply chain. President Guidi, good morning and welcome to “The Logistics of the Future”.
Paolo Guidi: Good morning, thank you for the invitation.
Riccardo Sandre: Italy is a country with significant global trade and has potential as a logistics hub in the Mediterranean. What is your strategic vision for enhancing our logistics on a national and international level?
Paolo Guidi: Italy has a unique geographical advantage, being at the center of the main routes between Asia, the United States, the Mediterranean, and continental Europe. However, this potential is not yet fully utilized. Today, in reality, over 80% of world trade travels by sea. A significant portion also crosses the Mediterranean, but as Italy, we intercept less of that traffic than we actually could. Our vision is to transform Italy from a country limited to managing its own trade flows into a true integrated logistics platform of reference for the entire Mediterranean. This means strengthening the links between our ports and the hinterland, increasing the share of rail transport—which is currently around 10-12% compared to 18-20% among our main Northern European partners—and developing efficient intermodal logistics hubs. The PNRR (National Recovery and Resilience Plan) has initiated important investments, but strategic continuity is actually needed to consolidate these results.
Riccardo Sandre: Logistics is a classic field of action where success comes from teamwork. How can we encourage closer collaboration between those who operationally manage supply chain flows, the world of logistics real estate, and the manufacturing world itself?
Paolo Guidi: This is a very important aspect. Today, logistics is truly an integral part of the product and is no longer just an accessory cost. Therefore, a full supply chain approach is needed. In Italy, there is still a certain fragmentation between the activities of logistics operators, real estate developers, and industry. We must move toward a “co-design” logic, developing logistics infrastructure near production hubs and better integrating data management along the entire value chain, because the digital part is truly important today, and sharing operational standards more widely. In other European countries, this integration has already occurred and has become a competitive factor, resulting in faster infrastructural modernization compared to us. In Italy, I believe we can absolutely make a quality leap through common platforms and public-private partnerships. This also means reviewing existing setups in the territory and seeking the best way to exploit them.
Riccardo Sandre: What role can the technological revolution—driven by digitalization and artificial intelligence—play for the future of logistics? Could it also be an opportunity to attract young people to a sector that has been somewhat overlooked as a job opportunity?
Paolo Guidi: Globally, the technological revolution is happening before everyone’s eyes and is profoundly transforming all sectors. Today, advanced systems are being implemented in the logistics chain, involving greater automation and artificial intelligence beginning to enter processes. AI is also being used for demand forecasting and real-time flow optimization tools. This will increasingly lead to a competitive advantage, increasing efficiency with significant reductions in operational costs across all chains. Specifically, there will be an impact on logistics that will lead to a change in skills; people operating in our sector will need different competencies. Consequently, logistics is increasingly becoming a high-tech intensity sector, requiring different skills, which will certainly make the sector much more attractive to young people. Logically, we must invest in training. On one hand, we train the workforce of our associates through a program we call “Assologistica Culture and Training”. On the other hand, we are working with universities and specialized technical institutes (ITS) to create educational paths more aligned with the needs of businesses for the future.
Riccardo Sandre: As mentioned at the beginning, Assologistica is an authoritative interlocutor for the government. Is the association planning to push for national transport policy to concretely address the weight of energy costs and the challenges of the ecological transition for the competitiveness of the Italian system?
Paolo Guidi: The energy aspect is fundamental, and the theme of competitiveness for the logistics chain passes through this aspect. Companies are investing in sustainability, and there is increasing attention toward the ongoing electrification of various parts of logistics processes. However, we naturally have costs that can remain high if we do not manage to give the right value to the activities of the logistics chain in our dialogue with institutions. For example, as we all know, energy costs in Italy are still higher than the European average. In particular, we are penalized in the cold chain, which is energy-intensive; warehouses are just as energy-intensive as production companies, yet in this case, logistics lacks subsidies. As an association, I would say we look at three things: we want regulatory stability with clear incentives for the ecological transition, structural interventions on energy costs, and a pragmatic approach to the energy mix. We must work on this front pragmatically, not ideologically, and evaluate all available technologies—including new-generation ones like nuclear power, which is already making a difference in other European countries today. The transition is necessary and must be economically sustainable; we cannot afford to let the logistics chain increase costs and cause Italy to be priced out of the market. We have reached the close of our column for today. We must thank the President of Assologistica, Paolo Guidi, for these precious reflections on the future of national logistics and its current needs. It is a theme that we have seen is as important as it is complex. Riccardo Sandre, Franco Tanella, and all the staff of “The Logistics of the Future” salute you and look forward to seeing you next week.
Paolo Guidi: Goodbye
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