Slowbalization is the keyword, as suggested by the World Manufacturing Forum (held last November in Brescia), to make companies’ supply chains more resilient. It all begins with the need to stop and reflect on the current situation and on business models and global value chains. Of course, we can uncritically perpetuate the dynamics of our activities, but turning a blind eye to international political tensions, to the skyrocketing costs of raw materials, to uncertainties created by duties in this or that country, and to the enduring sword of Damocles of Covid seems the most short-sighted approach to take.

The last three years have eroded the basic assumption on which Western industry was based, namely the possibility of procuring raw materials, at reasonable costs, from anywhere in the world. The supply chain needs to be completely rethought, with the report resulting from WMF 2022 indicating a multi-factor strategy in order to succeed. First of all, by approaching suppliers as much as possible. And not only geographically, but also conceptually, that is, by working on this aspect already in the design and planning phases of future finished goods, and considering in the choice of suppliers not only the lowest price, but also assessments of the geopolitical risks associated with certain areas of the planet and investments in figures who know how to manage raw material logistics, which have become a conundrum, day in, day out.

In this scenario, initially dismissed supply solutions come into play, perhaps less competitive in terms of bare price, but unexpectedly competitive precisely because they take place by secure channels not at risk of interruptions due to external factors, such as international geopolitical relations.

“From the globalization of the past,” commented Francesco Buzzella, president of the industrial federation Confindustria Lombardia, to the financial newspaper Il Sole 24 ORE, “we are moving towards a sort of ‘slowbalization’, while inflation, new forms of protectionism, a global slowdown and drop in confidence are simultaneously creating new challenges for businesses. This is why production will have to be increasingly risk resilient, aware, circular, rapid, and inclusive.”

Fonderia Morini: ahead of its times since 2018

The challenge has begun, and business competitiveness, in the near future, will depend precisely on the ability of each party to rapidly and concretely interpret the sudden changes of this chequered and changeable macro-scenario. Ahead of its times, already in 2018, Fonderia Morini launched a series of investments precisely to free itself from macroeconomic contingencies. The result? A persistent competitiveness and a great ability to respond to customer needs, even in such a delicate situation for the national steel industry as in the last two years. The renewal oriented to Industry 4.0, launched four years ago, was only the first step on a path that has seen plant expansions and continuous acquisitions of new machinery, as well as investments in software and personnel training at our production sites.

All this while paying constant attention to the redesign of production phases and cycles that allow for maximum energy savings and, last but not least, the best environmental protection.

Stay up to date on Fonderia Morini’s news.