{"id":70821,"date":"2025-12-08T15:20:39","date_gmt":"2025-12-08T14:20:39","guid":{"rendered":"https:\/\/www.bonfiglioliconsulting.com\/?p=70821"},"modified":"2026-02-16T14:14:26","modified_gmt":"2026-02-16T13:14:26","slug":"benchmarking-2025-made-in-italy-operations-digital-sustainability","status":"publish","type":"post","link":"https:\/\/www.bonfiglioliconsulting.com\/en\/benchmarking-2025-made-in-italy-operations-digital-sostenibilita\/","title":{"rendered":"Benchmarking Study 2025: sustainability, digital transformation and skills drive Made in Italy"},"content":{"rendered":"<p><\/p>\n\n\n\n<h3 class=\"wp-block-heading\"><strong>Summary<\/strong><\/h3>\n\n\n\n<p><span style=\"margin: 0px; padding: 0px;\">The&nbsp;<strong>Benchmarking Study 2025<\/strong>, conducted by Bonfiglioli on a significant sample of more than 100 companies, representative of 22 industries-with 85% of participants in C-le roles<\/span>vel -, outlines the new competitive geography of industrial Made in Italy.<\/p>\n\n\n\n<p>Italian industry remains robust and responsible, with high levels of environmental maturity and an index of <a href=\"https:\/\/www.bonfiglioliconsulting.com\/en\/services\/operational-excellence\/\" target=\"_blank\" rel=\"noreferrer noopener\">Operational Excellence<\/a> equal to 71%. However, a growing lag emerges in the digitization of processes, which is now the main strategic lever for regaining competitiveness.<\/p>\n\n\n\n<p>In an increasingly complex scenario of high demand volatility and structural skills shortages, the key to ensuring sustainable growth and resilience lies in the adoption of more agile organizational models. In these models, data, skills and strategic vision become indispensable competitive assets.<\/p>\n\n\n\n<p>Understanding \u201cwhere we are\u201d and \u201cwhat it takes to compete\u201d is therefore a key strategic step for companies that want to lead the future of Italian manufacturing.<\/p>\n\n\n\n<p><\/p>\n\n\n\n<hr class=\"wp-block-separator has-alpha-channel-opacity\"\/>\n\n\n\n<p><\/p>\n\n\n\n<h2 class=\"wp-block-heading\"><strong>Benchmarking Study: key findings by impact areas<\/strong><\/h2>\n\n\n\n<p>The Permanent Observatory provides an updated picture of the maturity level of Italian companies through five key areas of impact: <strong>Operational Excellence<\/strong>, <strong>Supply Chain<\/strong>, <strong>Digital Transformation<\/strong>, <strong>Sustainability and Human Resources &amp; Competence Development<\/strong>. The analysis is divided into four levels of operational maturity: static, reactive, preventive and proactive.<\/p>\n\n\n\n<h3 class=\"wp-block-heading\"><strong>Operational Excellence: an Italy that knows how to structure and improve<\/strong><\/h3>\n\n\n\n<p>Italian companies show a solid index of <strong>operational maturity equal to 71%<\/strong>.<\/p>\n\n\n\n<p>The most significant finding emerges from the presence of a formalized Operational Excellence strategy in the 62% of companies, with a predominantly medium to long time horizon: the 71% of strategic plans cover at least 3 years.<\/p>\n\n\n\n<p>Strategic priorities confirm a paradigm shift:<\/p>\n\n\n\n<ul class=\"wp-block-list\">\n<li>Differentiating in terms of product innovation, services and quality: 88%<\/li>\n\n\n\n<li>Optimizing processes to reduce product costs: 83%<\/li>\n\n\n\n<li>Accelerating Time-to-Market: 72%<\/li>\n<\/ul>\n\n\n\n<p>A transition from the cost-driven paradigm to a value-oriented, differentiation and customer experience logic is evident.<\/p>\n\n\n\n<p>The analysis of operational mindsets, however, reveals a crucial element: most companies are at a reactive or proactive stage, while the preventive approach-the more strategic one to anticipate the market-still remains uncommon. The presence of \u201cstructured\u201d but still \u201clow-tech\u201d companies (26%) shows that process maturity does not always translate into the ability to digitally scale performance.<\/p>\n\n\n\n<h3 class=\"wp-block-heading\"><strong>Supply chain: resilient, but not yet smart<\/strong><\/h3>\n\n\n\n<p>La <a href=\"https:\/\/www.bonfiglioliconsulting.com\/en\/types\/training-courses-2\/on-demand-courses\/supply-chain-management-courses\/\" target=\"_blank\" rel=\"noreferrer noopener\">Supply Chain<\/a> Italian records a <strong>maturity level of the 67%<\/strong>: a decent performance that nevertheless shows ample room for improvement, especially in terms of digitization and end-to-end integration.<\/p>\n\n\n\n<p>The 46% in the sample falls into the \u201cFragile Supply Chain\u201d category, characterized by predominantly manual processes, episodic planning, and low digitization. The 30% operates with a \u201cDisconnected Supply Chain,\u201d a symptom of an incomplete transition: processes show improvement, but information flows do not circulate smoothly enough between different links in the chain. Only 14% can be called \u201csmart\u201d and barely 7% falls into the category of digital leaders.<\/p>\n\n\n\n<p>The main gaps emerge on three strategic fronts:<\/p>\n\n\n\n<ul class=\"wp-block-list\">\n<li>Digital supplier integration<\/li>\n\n\n\n<li>Use of predictive tools<\/li>\n\n\n\n<li>Structuring the Risk Management Approach<\/li>\n<\/ul>\n\n\n\n<p>The message is unequivocal: even a carefully designed Supply Chain loses effectiveness in the absence of adequate digital support. Resilience today is no longer enough. Predictive capability must be developed.<\/p>\n\n\n\n<h3 class=\"wp-block-heading\"><strong>Digital Transformation: the great potential of the Italian industrial system<\/strong><\/h3>\n\n\n\n<p>The Benchmarking Study shows that the average Digitalization Score of Italian companies. <strong>stands at 48%<\/strong>: the lowest value among all the areas analyzed and, at the same time, the strategic lever with the greatest potential for improvement.<\/p>\n\n\n\n<p>The analysis of the perception of the level of <a href=\"https:\/\/www.bonfiglioliconsulting.com\/en\/types\/training-courses-2\/on-demand-courses\/digital-x-courses\/\" target=\"_blank\" rel=\"noreferrer noopener\">digitization<\/a> reveals a highly polarized industrial Italy:<\/p>\n\n\n\n<ul class=\"wp-block-list\">\n<li>Only the 4% ranks \u201cvery high\u201d<\/li>\n\n\n\n<li>The 53% rates its level as \u201clow\u201d<\/li>\n<\/ul>\n\n\n\n<p>Even more significant is the finding that only 4% of the sample can be defined as Smart Factory today.<\/p>\n\n\n\n<p>The 42% has a multi-year roadmap (3-5 years) built into the strategic plan, while the 49% is still in the exploratory stage.<\/p>\n\n\n<div class=\"wp-block-image\">\n<figure class=\"aligncenter size-full is-resized\"><img decoding=\"async\" width=\"991\" height=\"584\" data-src=\"https:\/\/www.bonfiglioliconsulting.com\/wp-content\/uploads\/2025\/12\/OPEX-Livello-Digitalizzazione.jpg\" alt=\"Rising arrow bar graph showing perceived levels of digital transformation: 53 low, 33 good, 10 high, 4 very high. Source: Knowledge Office Bonfiglioli Consulting.\" class=\"wp-image-70828 lazyload\" style=\"--smush-placeholder-width: 991px; --smush-placeholder-aspect-ratio: 991\/584;width:600px\" data-srcset=\"https:\/\/www.bonfiglioliconsulting.com\/wp-content\/uploads\/2025\/12\/OPEX-Livello-Digitalizzazione.jpg 991w, https:\/\/www.bonfiglioliconsulting.com\/wp-content\/uploads\/2025\/12\/OPEX-Livello-Digitalizzazione-750x442.jpg 750w, https:\/\/www.bonfiglioliconsulting.com\/wp-content\/uploads\/2025\/12\/OPEX-Livello-Digitalizzazione-600x354.jpg 600w, https:\/\/www.bonfiglioliconsulting.com\/wp-content\/uploads\/2025\/12\/OPEX-Livello-Digitalizzazione-18x12.jpg 18w\" data-sizes=\"(max-width: 991px) 100vw, 991px\" src=\"data:image\/svg+xml;base64,PHN2ZyB3aWR0aD0iMSIgaGVpZ2h0PSIxIiB4bWxucz0iaHR0cDovL3d3dy53My5vcmcvMjAwMC9zdmciPjwvc3ZnPg==\" \/><\/figure>\n<\/div>\n\n\n<p>A key factor also emerges here: <strong>the critical mass<\/strong>.<br>Companies above 250 M\u20ac show the best results, while SMEs-although aware of the need to digitize-are struggling to move from episodic initiatives to consistent and structured roadmaps.<\/p>\n\n\n\n<h4 class=\"wp-block-heading\"><strong>Cybersecurity: the underestimated risk<\/strong><\/h4>\n\n\n\n<p>Another important finding emerges from the analysis: 38% of companies have not yet implemented cybersecurity policies, while <strong>only the 23%<\/strong> Has structured and established policies.<\/p>\n\n\n\n<p>In an increasingly interconnected industrial ecosystem, where IoT factories are the norm, this gap is a significant strategic vulnerability.<\/p>\n\n\n\n<h4 class=\"wp-block-heading\"><strong>AI &amp; GenAI: interest high, maturity still low<\/strong><\/h4>\n\n\n\n<p>Only the <strong>34% of the sample<\/strong> initiated AI and GenAI projects, while only 3% use them in a structured and established way.<\/p>\n\n\n\n<p>The application priorities identified are:<\/p>\n\n\n\n<ol start=\"1\" class=\"wp-block-list\">\n<li>Analysis of strategic information<\/li>\n\n\n\n<li>Increased individual productivity<\/li>\n\n\n\n<li>Process automation<\/li>\n\n\n\n<li>Human capacity building<\/li>\n<\/ol>\n\n\n\n<p>The main barriers to adoption remain data quality and availability, poorly integrated information systems, and cultural resistance to change.<\/p>\n\n\n\n<p>Analysis by revenue bracket shows a direct correlation between company size and level of digital maturity:<\/p>\n\n\n\n<ul class=\"wp-block-list\">\n<li>In enterprises with a turnover of less than 30 M\u20ac, 44% is still in the early stages of the digitization journey;<\/li>\n\n\n\n<li>Only companies over 250 M\u20ac show a significant share of Smart Factory (over 50%)<\/li>\n<\/ul>\n\n\n\n<p>Digital transformation, therefore, takes the form of an issue of critical mass and strategic governance.<\/p>\n\n\n\n<h4 class=\"wp-block-heading\"><strong>AI in Manufacturing: reality or promise?<\/strong><\/h4>\n\n\n\n<p>Despite the growing interest in artificial intelligence, its adoption in the Italian manufacturing sector is still at an embryonic stage. The analysis reveals that the most widespread applications are concentrated in specific areas:<\/p>\n\n\n\n<ul class=\"wp-block-list\">\n<li><strong>Quality control<\/strong>: automated monitoring and inspection of production processes<\/li>\n\n\n\n<li><strong>Customer experience<\/strong>: personalization of services and improvement of customer interaction<\/li>\n\n\n\n<li><strong>Process automation<\/strong>: intelligent automation of operational activities<\/li>\n\n\n\n<li><strong>Operational planning<\/strong>: optimization of scheduling and production management<\/li>\n<\/ul>\n\n\n\n<p>However, a significant gap emerges between technology potential and actual implementation, with most companies still experimenting rather than structured adoption.<\/p>\n\n\n\n<h3 class=\"wp-block-heading\"><strong>Sustainability: the real strength of Made in Italy<\/strong><\/h3>\n\n\n\n<p>With a Sustainability Maturity Level of 89%, the <a href=\"https:\/\/app.livestorm.co\/bosch-rexroth-2\/digitalizzazione-e-sostenibilita-del-lavoro-nei-plant-produttivi-lapproccio-lean-nel-migliorare-la-qualita-del-processo-attraverso-strumenti-digitali?utm_source=mailup&amp;utm_medium=email\" target=\"_blank\" rel=\"noreferrer noopener\">sustainability<\/a> emerges as a strategic pillar of Italian industry, confirmed by investments that are now structural:<\/p>\n\n\n\n<p><strong>Distribution of investments in sustainability:<\/strong><\/p>\n\n\n\n<ul class=\"wp-block-list\">\n<li>77% of companies invest up to 5% of turnover in sustainable initiatives<\/li>\n\n\n\n<li>The 18% allocates up to 30% of the turnover<\/li>\n\n\n\n<li>Only 5% has not yet launched structured initiatives<\/li>\n\n\n\n<li>Over 24% plans increased investment in the coming years<\/li>\n<\/ul>\n\n\n\n<p><strong>Adoption of formal certification systems:<\/strong><\/p>\n\n\n\n<p>Companies in the sample show high adoption of sustainability certifications:<\/p>\n\n\n\n<ul class=\"wp-block-list\">\n<li>Sustainability Report: 73%<\/li>\n\n\n\n<li>ISO 14001 \/ EMAS: 69%<\/li>\n\n\n\n<li>ISO 45001: 56%<\/li>\n\n\n\n<li>Carbon Footprint and ECOVADIS: 39%<\/li>\n\n\n\n<li>ESG (Environmental, Social, Governance) Certifications: 18%<\/li>\n<\/ul>\n\n\n\n<p>Only 7% of the surveyed companies lack certifications.<\/p>\n\n\n\n<p><strong>An opportunity yet to be seized:<\/strong> the social dimension remains limited, with 5% of the sample certified as B Corp.<\/p>\n\n\n\n<p><strong>Sustainability as a strategic lever:<\/strong><\/p>\n\n\n\n<p>No longer a cost, but an investment for:<\/p>\n\n\n\n<ul class=\"wp-block-list\">\n<li>Accessing new markets<\/li>\n\n\n\n<li>Responding to increasing customer demands<\/li>\n\n\n\n<li>Increasing business resilience and reputation<\/li>\n<\/ul>\n\n\n\n<h3 class=\"wp-block-heading\"><strong>Human Resources: skills as a competitive factor, but governance is not yet mature<\/strong><\/h3>\n\n\n\n<p>The average HR maturity level stands at 58%: a value that is increasing, but still far from a fully mature and strategic model.<\/p>\n\n\n\n<p><strong>Investment in training: signs of change<\/strong><\/p>\n\n\n\n<p>88% of companies currently invest less than 5% of turnover in training. However, a positive sign emerges: 34% of the sample expect an increase in training budgets in the coming year, confirming a growing awareness of the strategic value of human capital.<\/p>\n\n\n\n<p><strong>Companies' training priorities:<\/strong><\/p>\n\n\n\n<ul class=\"wp-block-list\">\n<li>Technical Skills (88%)<\/li>\n\n\n\n<li>Soft skills (77%)<\/li>\n\n\n\n<li>Sustainability (63%)<\/li>\n\n\n\n<li>AI and GenAI (40%)<\/li>\n<\/ul>\n\n\n\n<p><strong>The strategic gap: lack of knowledge governance<\/strong><\/p>\n\n\n\n<p>The real sticking point emerges in knowledge management: more than 76% of companies still do not have a\u2019<a href=\"https:\/\/www.bonfiglioliconsulting.com\/en\/lean-factory-school-3\/build-your-corporate-academy\/\">Structured internal academy<\/a> or a formalized model for skills transfer.<\/p>\n\n\n\n<p>This gap represents a significant competitive risk in an environment where know-how retention and speed of upskilling are differentiating factors for business competitiveness.<\/p>\n\n\n\n<h3 class=\"wp-block-heading\"><strong>A strong industrial Italy, but not yet fully ready for the future<\/strong><\/h3>\n\n\n\n<p>The Benchmarking Study 2025 outlines a clear scenario: the Italian industry can count on a solid operating culture and a concrete commitment to sustainability. However, this asset is in danger of not being enough. To maintain competitiveness, strategic integration between Operations, Digital Transformation and People Development must be accelerated.<\/p>\n\n\n\n<p>The future of manufacturing rests on an essential strategic balance:<br><strong>Stable processes + Intelligent technologies + Widespread expertise.<\/strong><\/p>\n\n\n\n<p>Only companies capable of simultaneously investing in operational excellence, digital intelligence and skill development will be able to successfully lead the evolution of industrial Made in Italy.<\/p>\n\n\n\n<p>In an increasingly competitive and dynamic market environment, leadership will belong to those who can methodically integrate technology, expertise and strategic vision, turning these three pillars into a sustainable competitive advantage.<\/p>\n\n\n\n<p><\/p>","protected":false},"excerpt":{"rendered":null,"protected":false},"author":9,"featured_media":70725,"comment_status":"closed","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"_acf_changed":false,"footnotes":""},"categories":[115],"tags":[],"class_list":["post-70821","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-operational-excellence"],"acf":[],"yoast_head":"<!-- This site is optimized with the Yoast SEO plugin v27.6 - https:\/\/yoast.com\/product\/yoast-seo-wordpress\/ -->\n<title>Operations 2025: Strategie Digital e Sostenibilit\u00e0<\/title>\n<meta name=\"description\" content=\"Report Benchmarking 2025: come accelerare su HR e Digital Transformation nel Made in Italy. 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