{"id":7086,"date":"2023-05-03T14:39:00","date_gmt":"2023-05-03T14:39:00","guid":{"rendered":"https:\/\/new.gruber-logistics.dev\/2023\/05\/03\/logistica-management-interview-with-marcello-corazzola\/"},"modified":"2023-05-03T14:39:00","modified_gmt":"2023-05-03T14:39:00","slug":"logistica-management-interview-with-marcello-corazzola","status":"publish","type":"post","link":"https:\/\/www.gruber-logistics.com\/en\/2023\/05\/03\/logistica-management-interview-with-marcello-corazzola\/","title":{"rendered":"Logistica Management Interview with Marcello Corazzola"},"content":{"rendered":"\n

The magazine “Logistica Management<\/em>” interviewed our Managing Director and Board Member Marcello Corazzola.<\/p>\n\n\n\n

Scenario<\/strong><\/h3>\n\n\n\n

Raw material shortages, rising costs, global supply chain disruptions\u2014in short, everything that has occurred in Italy and worldwide between the post-Covid era and the Russian invasion of Ukraine\u2026 You had to address numerous challenges in 2022. How was this possible? Is this nonet<\/sup>heless the standard mission of logistics, using the organizational and technological tools traditionally deployed to manage the unex<\/sup>pected, or was it an extraordinary year that required extraordinary actions?<\/sup><\/p>\n\n\n\n

And for <\/sup>2023, what are your forecasts and what are you preparing for?<\/p>\n\n\n\n

\n

We often hear that we are still in a \u201ccrisis\u201d or that \u201cthe worst of the crisis is yet to come.\u201d This is a word we have eliminated from our company vocabulary. This decision stems from the awareness that we have en<\/sup>tered a new market dimension with zero predictability in geopolitical dynamics, which, i<\/sup>n an interdependent economy, trigger radical changes overnight. Believing that this is a \u201ccrisis\u201d would le<\/sup>ad us to think it will pass and that we can do nothing to address it. Yet, even though much of what we experience as a company is exogenous in nature, the proactive steps companies can take\u2014and that we were among the first to implement\u2014are countless. The first step for us was to clearly define the position we want to hold in the logistics market. We are increasingly shifting from a pure commodity mindset toward high-value logistics, where technical, operational, sustainable, and digital solutions are central to our offering. Furthermore, the balance between competitiveness and cooperation is becoming increasingly decisive. We cannot tackle the challenges of the future alone. We have therefore acquired leading companies in Germany, such as Universal Transport and Z\u00fcst & Bachmeier Project, and expanded our partner network. In LTL and Groupage, for instance, our European warehouse network for freight consolidation and deconsolidation has grown from 350 distribution and\/or delivery points to over 700.<\/em><\/p>\n<\/blockquote>\n\n\n\n

Sustainability and Decarbonization<\/strong><\/h3>\n\n\n\n

Environmental sustainability is an increasingly urgent priority, but it can also be a divisive topic. We see this, for example, when discussing powertrains: between proponents of innovative solutions, such as electric or hydrogen, and the <\/sup>advocates of the internal combustion engine\u2014even when powered by non-fossil fuels\u2014as the sole foundation for a gradual ecological transi<\/sup>tion. What we would like to ask, then, is what your approach to environmental sustainabil<\/sup>ity is. Do you pursue sustainability goals \u201cat all costs\u201d with a long-term horizon, or do you believe it is better to adopt a phased approach that takes into account the demands of today alongside those of tomorrow? In either case, what concrete projects and initiatives have you put in pl<\/sup>ace? What, in general, is your vision of sustainabili<\/sup>ty?<\/p>\n","protected":false},"excerpt":{"rendered":"

The magazine “Logistica Management” interviewed our Managing Director and Board Member Marcello Corazzola. Scenario Raw material shortages, rising costs, global supply chain disruptions\u2014in short, everything that has occurred in Italy and worldwide between the post-Covid era and the Russian invasion of Ukraine\u2026 You had to address numerous challenges in 2022. How was this possible? Is […]<\/p>\n","protected":false},"author":2,"featured_media":3671,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"_acf_changed":false,"footnotes":""},"categories":[42],"tags":[],"class_list":["post-7086","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-news"],"acf":{"image-2":3672,"image-2_copy":null,"titolo_paragrafo_1":"","titolo_paragrafo_2":"","image-3":"","testo-2":"

\r\n

Uncertainty leads to stagnation only for those who are not accustomed to change and innovation. Take the issue of alternative fuels as an example. We can find critical issues with any solution currently on the market or on the horizon<\/span>. For many, this means not moving at all. At GRUBER Logistics, we take a radically different approach. <\/span>Last year, we deployed our first electric truck for distribution. We regularly use alternative fuel<\/span>s such as LNG, Bio-LNG, and Biodiesel. We actively participate in international research projects on electric and hydrogen vehicles and work closely with the European Commission to define EU policies on this topi<\/span>c. <\/span>Too many costs and too many risks for Italian SMEs? While tackling these issues can be challenging, we must always consider our ability to optimize loads and distribution networks. Considering that the most frequently transported cargo in Europe is air and that companies run many empty kilometers every day, it is clear that we can reduce the environmental impact of our supply chains simply by optimizing our processes. The environmental chal<\/span>lenge is not a match we can choose not to play. If we don\u2019t, we will definitely lo<\/span>se.<\/i><\/p>\r\n<\/blockquote>\r\n

The human factor: blue-collar or manager?<\/b><\/h3>\r\n

What is the impact of technological development on the human factor? Is it an enabling asset that enhances personal skills, leading staff to perform operational tasks with an increasingly managerial mindset? Or does it, on the contrary, deval<\/span>ue their roles? Given the current recruitment challenges, which profiles do you focus on mos<\/span>t: pawns or strategists?<\/span><\/p>\r\n\r\n

\r\n

The issue is not which job profiles to target, but seeking skills and enabling people within the company to grow and improve. GRUBER Logistics has maintained a growth rate of around 28.5% over the past two years. This is a truly significan<\/span>t growth, largely driven by the involvement of our people and new talents in this development process. An example is the approach we chose for contract logistics and LTL in Italy through direct hiring. We<\/span> believe that only the direct management of our people allows us to implement technological upgrades faster, impro<\/span>ve service quality, and optimize our data reading and analysis<\/span> capabilities.<\/i><\/p>\r\n

This market approach is undeniably focused on delivering high value-added logistics that are socially sustainable. In Italy alone, our Contract Logistics Business Unit saw an increase of 120 employees last year. This is a crucial step toward implementing organizational engineering methodologies designed to create value-added logistics centered on solutions, IT developments, new technology deployment, and innovation. We stand in stark contrast to low-cost logistics, which has driven many companies in our industry to cut costs at the expense of indirect labor. Our appeal as an employer is absolutely centra<\/span>l. At the end of 2020, we celebrated <\/span>1,000 employees. Today, taking into account recent acquisitions, we are over 2,200. In terms of employer branding and appeal, I would say we are second to none.<\/i><\/p>\r\n<\/blockquote>\r\n

To read the article published by the trade association FIAP, click here: Italian Logistics Survey | FIAP Autotrasporti<\/a><\/p>","video":null},"yoast_head":"\nLogistica Management Interview with Marcello Corazzola - GRUBER Logistics<\/title>\n<meta name=\"description\" content=\"The magazine "Logistica Management" interviewed our Managing Director and Board Member Marcello Corazzola.\" \/>\n<meta name=\"robots\" content=\"noindex, follow, max-snippet:-1, max-image-preview:large, max-video-preview:-1\" \/>\n<meta property=\"og:locale\" content=\"en_US\" \/>\n<meta property=\"og:type\" content=\"article\" \/>\n<meta property=\"og:title\" content=\"Logistica Management Interview with Marcello Corazzola - GRUBER Logistics\" \/>\n<meta property=\"og:description\" content=\"The magazine "Logistica Management" interviewed our Managing Director and Board Member Marcello Corazzola.\" \/>\n<meta property=\"og:url\" content=\"https:\/\/www.gruber-logistics.com\/en\/2023\/05\/03\/logistica-management-interview-with-marcello-corazzola\/\" \/>\n<meta property=\"og:site_name\" content=\"GRUBER Logistics\" \/>\n<meta property=\"article:published_time\" content=\"2023-05-03T14:39:00+00:00\" \/>\n<meta property=\"og:image\" content=\"https:\/\/www.gruber-logistics.com\/wp-content\/uploads\/2026\/08\/Marcello-Corrazzola-3717-min-1-scaled-1.webp\" \/>\n\t<meta property=\"og:image:width\" content=\"2560\" \/>\n\t<meta property=\"og:image:height\" content=\"1901\" \/>\n\t<meta property=\"og:image:type\" content=\"image\/webp\" \/>\n<meta name=\"author\" content=\"Alma Digital\" \/>\n<meta name=\"twitter:card\" content=\"summary_large_image\" \/>\n<meta name=\"twitter:label1\" content=\"Written by\" \/>\n\t<meta name=\"twitter:data1\" content=\"Alma Digital\" \/>\n\t<meta name=\"twitter:label2\" content=\"Est. reading time\" \/>\n\t<meta name=\"twitter:data2\" content=\"2 minutes\" \/>\n<script type=\"application\/ld+json\" class=\"yoast-schema-graph\">{\"@context\":\"https:\/\/schema.org\",\"@graph\":[{\"@type\":\"Article\",\"@id\":\"https:\/\/www.gruber-logistics.com\/en\/2023\/05\/03\/logistica-management-interview-with-marcello-corazzola\/#article\",\"isPartOf\":{\"@id\":\"https:\/\/www.gruber-logistics.com\/en\/2023\/05\/03\/logistica-management-interview-with-marcello-corazzola\/\"},\"author\":{\"name\":\"Alma Digital\",\"@id\":\"https:\/\/www.gruber-logistics.com\/en\/#\/schema\/person\/bac40b2449bc25dc0b5ed631cd6513a6\"},\"headline\":\"Logistica Management Interview with Marcello Corazzola\",\"datePublished\":\"2023-05-03T14:39:00+00:00\",\"mainEntityOfPage\":{\"@id\":\"https:\/\/www.gruber-logistics.com\/en\/2023\/05\/03\/logistica-management-interview-with-marcello-corazzola\/\"},\"wordCount\":469,\"commentCount\":0,\"image\":{\"@id\":\"https:\/\/www.gruber-logistics.com\/en\/2023\/05\/03\/logistica-management-interview-with-marcello-corazzola\/#primaryimage\"},\"thumbnailUrl\":\"https:\/\/www.gruber-logistics.com\/wp-content\/uploads\/2026\/08\/Marcello-Corrazzola-3717-min-1-scaled-1.webp\",\"articleSection\":[\"News\"],\"inLanguage\":\"en-US\",\"potentialAction\":[{\"@type\":\"CommentAction\",\"name\":\"Comment\",\"target\":[\"https:\/\/www.gruber-logistics.com\/en\/2023\/05\/03\/logistica-management-interview-with-marcello-corazzola\/#respond\"]}]},{\"@type\":\"WebPage\",\"@id\":\"https:\/\/www.gruber-logistics.com\/en\/2023\/05\/03\/logistica-management-interview-with-marcello-corazzola\/\",\"url\":\"https:\/\/www.gruber-logistics.com\/en\/2023\/05\/03\/logistica-management-interview-with-marcello-corazzola\/\",\"name\":\"Logistica Management Interview with Marcello Corazzola - 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