In recent years, the logistics sector has undergone a profound transformation in workforce management models, driven by the convergence of regulatory, macroeconomic and technological factors.

Whilst in 2019 the corporate structure was a key lever for optimising operating costs, by 2025 a multi-variable model is emerging in which operations management is influenced by demand volatility, labour availability, the level of automation and the digital maturity of IT infrastructure.

In this scenario, the integration of Warehouse Management (WMS) and Workforce Management (WFM) systems, together with the adoption of advanced automation technologies such as Autonomous Mobile Robots (AMR), is a key enabler for ensuring operational flexibility and optimising warehouse performance.

This approach is made possible by a set of technological synergies within the Zucchetti ecosystem, which include:

• integration with document digitisation platforms for the dematerialisation and automation of information flows
• integration with demand planning, APS and MES software for the manufacturing sector
• enrichment of standard functionalities through artificial intelligence models to support decision-making, forecasting and operational optimisation processes

Prior to 2020, the prevailing organisational model in logistics was heavily based on outsourcing labour through cooperatives, with the aim of maximising contractual flexibility and reducing direct labour costs.

In the post-pandemic period, the landscape has been characterised by a significant increase in operational complexity, driven by interdependent factors:
Variability and fragmentation of orders: the growth of e-commerce has led to volatility in volumes and increasingly pronounced seasonal peaks, requiring dynamic forecasting models and greater operational scalability

• Macroeconomic uncertainty: geopolitical instability and inflation make medium- to long-term planning more complex and increase cost volatility
• Skills shortage: reduced availability of operational labour and an increase in the marginal cost of labour
• Up-skilling of the workforce: a growing need for technical skills in automated environments
• The spread of automation: a shift from labour-intensive systems to human-technology integrated models
• Regulatory developments: greater focus on worker protection and compliance checks
• The combined effect of these factors has accelerated the process of workforce in-sourcing. A significant indicator of this trend is the shift from 18% to over 50% of direct staff between 2019 and 2025 (Contract Logistics Observatory – Politecnico di Milano), resulting in increased complexity in human resources planning and management.

The introduction of the new National Collective Labour Agreement for Logistics, Freight Transport and Shipping (end of 2024) has further reinforced the principle of joint and several liability of the client, already provided for in Article 29 of Legislative Decree 276/2003.

From an operational perspective, this entails:

• greater exposure to legal and social security risks
• the need for continuous auditing of labour suppliers
• an increase in the Total Cost of Ownership (TCO) of outsourced models

In this context, the trend towards insourcing addresses three main objectives:

• reducing regulatory risk
• greater direct control over administrative, tax and legal processes
• increased operational stability

This change entails the need to manage previously outsourced activities directly, requiring organisational models and technologies capable of supporting the new operational complexity.

The appeal of logistics work and process redesign

The labour shortage is also linked to the very nature of warehouse work, characterised by:

• high physical demands
• repetitive tasks
• complex operating conditions

Companies are therefore called upon to redesign their organisational processes, with a view to:

• improving operational management, through the correct allocation of resources to the most suitable tasks, the redistribution of workloads and the management of absenteeism
• introducing human-centric technologies, aimed at reducing low-value-added activities 

Intralogistics automation and the role of AMRs

The adoption of Autonomous Mobile Robots (AMRs) represents one of the main evolutionary trends in operational logistics.

In this context, the partnership with Zucchetti Centro Sistemi enables the native integration of advanced robotic solutions within the Zucchetti Logistics ecosystem.

From a technical perspective, AMRs enable:

• automation of internal handling flows (goods-to-man)
• reduction in lead times
• optimisation of routes through dynamic navigation algorithms

This gives rise to a model of human-machine collaboration (cobotics), in which operational activities are progressively reallocated towards tasks of greater cognitive value.

The right resource assigned to the right task

Zucchetti Logistics’ SMA.I.L:) platform acts as an orchestration layer that integrates:

• WMS (warehouse management system)
• WFM / awm suite (workforce planning and control)
• automation systems, including AMRs

This architecture enables:

• real-time synchronisation between operational demand and production capacity
• optimisation of resource allocation based on skill matrices and workloads
• centralised coordination between manual and automated tasks

Integration with document digitisation systems such as ACCUDIRE also enables:

• elimination of paper-based workflows
• end-to-end process traceability
• reduction in operational errors

The introduction of modules based on artificial intelligence enables further developments:

• forecasting and optimisation of warehouse activities (receipt, allocation, storage, handling and picking) and distribution volumes
• dynamic shift optimisation
• automation and acceleration of data entry activities
• predictive performance analysis 

Evolution of logistics models and operational impacts

The evolution of logistics can no longer be attributed to individual optimisation levers, but requires a systemic approach based on technological integration, data governance and the redesign of organisational models.

The guiding principle of the sector remains unchanged: reducing costs and increasing service levels. In this context, the integration of WMS, Workforce Management, robotic automation and advanced digital technologies enables:

• increase operational efficiency
• improve flexibility in the face of a changing environment
• make work more organised, sustainable and skilled

Despite growing structural complexity, the logistics sector now has the technological tools needed to tackle market challenges. At Zucchetti, we innovate to improve logistics and transport.