In Italy, logistics is worth over 90 billion euros a year. You could say it’s, in every respect, the backbone of the economy, with a crucial role especially for exports and manufacturing supply chains. In recent years, however, an increasingly central issue has been the growing difficulty in finding qualified personnel, a key factor for the proper functioning of the sector.
In fact, according to the “Gino Marchet” Contract Logistics Observatory of the Politecnico di Milano, out of around 4.6 million candidate searches carried out by companies, over 800,000 logistics-related positions remained unfilled. Forty percent of the roles sought are considered “hard to find”, compared to 27% three years ago. A jump that points to a now structural shortage, no longer linked only to cyclical phases.
What’s more, it should be noted that this phenomenon is part of an already critical national picture: the Excelsior information system bulletins by Unioncamere indicate that almost one in two hires planned by Italian companies is now hard to cover, with particularly high percentages precisely in transport and warehousing services.
The hardest roles to fill
Industry associations openly talk about a “driver emergency”. According to estimates by Confetra, Italy is short of over 22,000 truck drivers, while other surveys confirm a structural need of more than 20,000 vacant positions in road haulage. And it’s not just about long-haul transport: it’s also hard to find specialized warehouse workers, delivery staff and last-mile operators, all crucial roles to guarantee fast delivery times and reliable services for customers.
On top of that, rail freight transport is also suffering from a significant lack of personnel. Confetra estimates that in the next three years around 3,000 new train drivers will be needed, equal to one fifth of the current workforce in the sector. The Logistics and Transport Observatory of ANSI also reports that, overall, more than 60,000 workers are missing compared to companies’ needs, with the biggest imbalances in warehousing, internal handling and transport.
The causes of the shortage
There are several reasons behind this lack of personnel. Industry reports, in fact, highlight on the one hand the digital transformation of the supply chain, which requires increasingly advanced skills in IT, data analysis and automation, and on the other a training offer that struggles to keep up, especially in technical and STEM fields. On top of this come incomplete generational turnover, high costs to obtain licenses and professional qualifications, and a perception of logistics work as “tough” and not very attractive to younger people, especially because of the high mobility that this sector often entails.
How can we tackle this problem?
The staff shortage is no longer an issue limited to HR: it’s a challenge that directly affects operational continuity and companies’ ability to respond to market demand. In such a dynamic context, there are no single or immediate solutions: every business needs to find its own balance between available skills, internal organization and cost sustainability.
More and more often, the difference is made by the ability to adapt, by valuing the experience gained on the job, and by building stable, reliable employment relationships. Investing in people, improving processes and making the sector more attractive remain priorities—but they require time, long-term vision and a practical approach tailored to each company’s reality.
How is CTI navigating this context?
We now propose a brief interview in which our team explains the dynamics of the current Italian logistics landscape from CTI’s perspective.
1. Is CTI also affected by the staff shortage? What strategies does the company adopt to tackle this issue?
Yes: like many companies in the sector, CTI faces the daily challenge of finding qualified staff, especially in operational and logistics roles. This is not just a numbers issue: it’s about finding people with the right skills, reliability, and ability to handle the complexity of the job. Our response so far has been highly pragmatic rather than based on rigid, standardised solutions. We focus on continuity, retaining our people, and maintaining a flexible organisation—aiming to build on internal expertise and develop stable working relationships. In such a challenging environment, we believe the quality of people and the ability to adapt matter more than any one-size-fits-all formula.
2. How does staff shortage affect companies’ operational organisation?
Staff shortages have a direct impact on how work is organised and how activities are planned. Companies must manage limited resources while still ensuring continuity, flexibility, and service quality. This demands closer attention to internal processes and an ongoing ability to adapt to changing operating conditions.
3. In your experience, what have been the main issues in the logistics sector in recent years?
In recent years, the logistics sector has become increasingly complex and unpredictable. Alongside staffing shortages, other factors have come into play: rising costs, supply chain disruptions, often burdensome bureaucracy, and clients who are increasingly demanding in terms of lead times, flexibility, and service reliability. In this scenario, companies must strike a delicate balance between operational efficiency and sustainability—often with limited room to manoeuvre. Today’s real challenge is not only to grow, but to maintain stability and service quality in an environment that keeps evolving.
4. How important is experience compared with training in the logistics sector today?
In logistics, hands-on experience remains decisive. Many skills can only be developed through day-to-day work, managing the unexpected, and gaining direct knowledge of processes. Training is important, but without practical pathways and on-the-job mentoring, it is difficult to bridge the gap between theory and operations.
5. The year is almost over: what are your forecasts (and hopes) for 2026 and the years ahead?
Looking ahead, our hope is for greater stability—both in the market and in the availability of skills. The logistics sector will remain central to the Italian economy and to exports, but it will become increasingly important to pursue growth in a sustainable and thoughtful way. For CTI, the coming years will above all be years of consolidation. In a phase where the context remains complex and uncertain, we believe it is essential to work with realism, care, and responsibility. Our priority will be to continue delivering reliability and high service quality, while gradually adapting to market developments.
