Logistics and Supply Chain in the Sassuolo Ceramic District

This paper investigates the role of logistics and supply chain management as strategic factors in the competitiveness of the Sassuolo ceramic district, Europe’s leading manufacturing hub for porcelain stoneware tiles. The analysis begins with the observation of an apparent competitive paradox: despite ranking eighth globally in terms of production volumes, Italy maintains global leadership in terms of export value. In a “hard to abate” sector, characterized by heavy, fragile, and energy-intensive products, logistics cannot be regarded as a merely ancillary function, but it rather constitutes a key driver of both competitiveness and a critical source of structural vulnerability for the entire production system. The research pursues a dual objective. First, it analyzes logistics and its management within the district across the three dimensions: inbound, internal, and outbound logistics. Second, it examines the public policies, institutional actors, and market stakeholders involved in enhancing the sector’s competitiveness. To achieve these objectives, a mixed-method approach was adopted, integrating the analysis of secondary documentary sources with a primary empirical component, which consists of semi-structured interviews with district leaders and a structured questionnaire administered to thirteen ceramic companies, in addition to direct participation in industry events and roundtable discussions. The thesis is structured into four chapters, which guide the reader from the theoretical foundations of logistics and supply chain management to an analysis of the ceramic district and its infrastructure system, followed by an empirical examination of the companies operating within the district and an assessment of geopolitical challenges, public policies, and potential evolutionary scenarios. The findings suggest that the district’s future trajectory depends primarily on decisions taken at the European and national levels. At the same time, the strategic levers that remain directly controllable at the district level focus on product value positioning and the development of logistics infrastructure.