Reshoring but not only: the challenge of complexity for value chains

In any case, the recent crisis has highlighted the need to intervene to strategically address the issues of Europe’s autonomy in critical areas such as the “green” and digital transitions.

There are evident dependencies in this case, for example, on the side of raw materials (see lithium or rare earths) but also further downstream in the manufacturing dimension between chips, batteries or permanent magnets. And it is in this area – explains Valentina Meliciani (Luiss, Think Tank Europe) that Europe should invest, not focusing on every part of the supply chain but only where the gaps can be remedied.

Marco Hannapel, President and CEO of Philip Morris Italywhich recalls how 650 companies were involved in the construction of the maxi Crespellano plant in Emilia, 1.2 billion in investment, 600 of which are Italian.

«We have worked in an integrated way, for example with the packaging supply chain – he explains – which sees some of the global excellences of the sector in the area, creating a zero kilometer co-design of great benefit, both in terms of speed of response and protection from crises. Just as we have closed a five-year agreement with farmers for the supply of tobacco. I believe that a long-term partnership is the right way to best defend against systemic shocks”.

Whether it’s reshoring or nearshoring, redesign of the supply chains or redundancy of supplies, thinking about these issues today has become necessary, observes the president of Simest Pasquale Salzano. If in a predictable world, he explains, the choices of companies are based mainly on parameters of economic convenience, today the lack of certainty of international law creates a completely different scenario: global order falls to leave room for disorder.