The process is not new in the post-pandemic scenario<\/strong>, although there is no doubt that the current global situation has accelerated the phenomenon after 2020.<\/p>\n The reconfiguration of value chains<\/strong> is therefore broad in scope, and its inception dates back to the period following the most intense years: a time when the search for the cheapest factors of production had pushed many organizations towards offshoring<\/strong>.<\/p>\n The current trend reversal has many facets, and nearshoring is just one of them.<\/p>\n In particular, the concept should not be confused with reshoring<\/strong>. Let’s see why.<\/p>\n <\/p>\n Nearshoring<\/strong> refers to the relocation of a company, or part of its activities, to a country close to that of the parent company.<\/p>\n Reshoring<\/strong>, on the other hand, represents a broader category of activity<\/strong>, which includes nearshoring itself<\/strong>. Indeed, the term indicates the generic relocation of activities to a country other than the one where they were originally moved.<\/p>\n The operation thus presupposes a previous relocation of an organization’s activities. In particular, reshoring may concern:<\/p>\n The category includes:<\/p>\n <\/p>\n What are the consequences<\/strong> for companies that choose to bring production or supply closer to home?<\/p>\n The choice can have both advantages<\/strong> and challenges<\/strong>. Let us look at them together.<\/p>\n A nearshoring operation has several positive aspects, including:<\/p>\n These aspects are the main reasons why many companies are also opting to relocate their operations to the European continent.<\/p>\n According to a 2021 survey by Allianz, out of about 1,200 multinationals based in the US, UK, France, Germany and Italy, “less than 15% of these would be considering bringing production back to their country of origin, while about twice as many might relocate some plants to neighbouring countries”.<\/p>\n As with any operation, there is no shortage of challenges<\/strong>.<\/p>\n Here are the main ones:<\/p>\n Let us now look at some ways to approach all of this.<\/p>\n <\/p>\n Find the companies you need now.<\/p>\n Request your free analysis<\/a><\/p>\n La prima sfida che abbiamo elencato riguarda la conoscenza del mercato a cui si sta puntando<\/strong> per il ricollocamento delle produzioni o delle forniture.<\/p>\n Si tratta di comprendere le dinamiche di crescita<\/strong> (o contrazione<\/strong>) di settori, le loro specificit\u00e0<\/strong>, il rischio<\/strong> connesso a specifici ambiti (l\u2019accesso al credito, la situazione politica del Paese), usi e buone pratiche in ambito business e molto altro.<\/p>\n Un altro passaggio cruciale \u00e8 rappresentato dall\u2019individuazione dei partner <\/strong>corretti per sviluppare l\u2019attivit\u00e0. Si tratta di svolgere una mappatura del mercato<\/strong> con cui isolare solo le aziende con specifiche caratteristiche.<\/p>\n Infatti, a prescindere dal fatto che l\u2019operazione riguardi la produzione o la fornitura, ogni impresa dovr\u00e0 trovare dei partner<\/strong> nelle nazioni oggetto del ricollocamento.<\/p>\n Vediamolo con un esempio.<\/p>\n Un\u2019azienda specializzata in componenti in plastica per il settore automotive<\/a> decide di avviare un piano di sostituzione<\/strong> degli attuali fornitori cinesi. L\u2019obiettivo \u00e8 ridurre i costi di trasporto<\/strong>, mitigare i rischi di blocco della produzione <\/strong>e utilizzare materie prime pi\u00f9 sostenibili<\/strong>.<\/p>\n Definito un budget per portare a termine l\u2019operazione, il management dell\u2019azienda stabilisce i criteri che dovranno rispettare i nuovi fornitori europei<\/strong>:<\/p>\n Come essere certi di trovare le realt\u00e0 giuste? Quali sono gli strumenti per ridurre i rischi da questo punto di vista? Ma soprattutto, c\u2019\u00e8 un modo rapido e accessibile per trovare i potenziali partner?<\/p>\n <\/p>\n At Matchplat, we have worked to find the answer<\/strong> to all these questions.<\/p>\n Returning to the example of the company specializing in plastic components, the first step concerns the selection of target markets<\/strong><\/a>.<\/p>\n In this case, the aim is to compare five European countries<\/strong>, then opting for the two with the highest concentration of companies.<\/p>\n Thanks to the matching of a database with over 425 million companies and web information<\/strong>, in Matchplat we can understand the concentration of companies<\/a> with specific characteristics in different countries.<\/p>\n Then we add the selection of the best companies<\/strong>: after comparing Austria, Switzerland, Germany, Belgium and the Netherlands, it is a matter of identifying the companies that meet the pre-established requirements.<\/p>\n Germany<\/strong> and the Netherlands<\/strong> prove to be the most attractive destinations for sourcing raw materials. With Explore<\/strong><\/a>, it is also possible to isolate chemical component manufacturers that display the required sustainability certifications on their site<\/strong>.<\/p>\n Finally, one last piece of information is missing: the average annual production<\/strong> of the companies. This figure is crucial, as the number of suppliers to be found depends on it.<\/p>\n![\"Nearshoring](\"https:\/\/www.matchplat.com\/wp-content\/uploads\/2023\/01\/young-man-working-at-a-warehouse-with-boxes-1-scaled.jpg\" "\\"Matchplat\\"")
<\/p>\nThe differences between nearshoring and reshoring<\/h2>\n
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Nearshoring: impacts on companies<\/h2>\n
The opportunities of nearshoring<\/h3>\n
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Challenges to manage<\/h3>\n
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![\"Come](\"https:\/\/www.matchplat.com\/wp-content\/uploads\/2023\/01\/beautiful-view-of-transportation-lights-on-the-road-at-night-time-scaled.jpg\" "\\"Matchplat\\"")
Come sviluppare una strategia di nearshoring<\/h2>\n\n
A single solution to facilitate nearshoring<\/h2>\n
![\"Conclusions](\"https:\/\/www.matchplat.com\/wp-content\/uploads\/2023\/01\/supply-chain-representation-with-forklift-top-view-scaled.jpg\" "\\"Matchplat\\"")
Conclusions<\/h2>\n