Sugar logistics | Russi in Italy is becoming a logistics hub: Why Eridania is investing 20 million euros

The future of sugar supply: Eridania relies on centralized logistics in Russi

Eridania, a leading company in the sugar industry, is investing €20 million in a new logistics center in Russi, Italy. This substantial investment aims not only to build another warehouse but also to fundamentally reorganize Italian sugar logistics. By centrally consolidating import flows from France, packaging, storage, and national distribution at a single location, the important Russi site will become a crucial control platform for the Italian market and, in the future, for Southern Europe as a whole.

With this strategic initiative, involving an investment of approximately €15 million in the new logistics center, Eridania aims to improve supply security in a market with high import dependencies. The new facility is designed not only to optimize transport costs and storage times, but also to reduce logistical complexity and enhance predictability. This will transform Russi into a central hub, increasing trade efficiency and securing Eridania a stronger competitive position.

The project follows a clear economic logic aimed at overcoming the challenges of a market-oriented sugar trade, particularly in an environment where domestic production is insufficient to meet demand. This investment will not only enhance the location but also enable it to act as a key player in the Italian sugar industry.

Eridania's logistics revolution in Russi: Whoever controls the sugar supply chain will soon also control costs, speed, and risk

The investment by Cristal Union and Eridania in Russi is far more than just the construction of an additional warehouse. Behind the project lies a fundamental reorganization of Italian sugar logistics: import flows from France, packaging, storage, and national distribution are to be consolidated at a single location. Of the total 20 million euros, approximately 15 million euros are being invested in the new logistics center and the expansion of storage capacity. A further 5 million euros are earmarked for the growing sweeteners business. By the beginning of 2028, Russi is to be transformed from an important operational site into the central control platform for Italy and, in the long term, for parts of the southern European Mediterranean region.

Economically, the project follows a clear logic. In a business with high product volumes, fluctuating raw material prices, and comparatively low margins, competitiveness is not solely determined by the purchase price of sugar. Equally important are transport costs, turnover rate, inventory management, packaging efficiency, delivery reliability, and the ability to utilize existing infrastructure as continuously as possible. The new structure addresses precisely these points. Instead of serving multiple platforms and outsourced logistics centers with partially parallel flows of goods, Russi will function as the sole Italian entry point for sugar from France. This fundamentally changes the role of the location.

The strategic importance is amplified by the structure of the Italian market. Italy has a significant structural production deficit in sugar and is therefore permanently dependent on supplies from other European countries as well as imports by sea. Where a large portion of demand cannot be met by domestic production, logistics becomes a central component of supply security. Eridania is thus investing not only in square meters and storage space, but also in controlling an import-dependent value chain. The true return on the project will therefore not only come from savings in transport and storage costs. It also lies in reduced complexity, improved planning, higher capacity, and a stronger position vis-à-vis retailers, transport providers, and industrial customers.

From production site to control center

Russi exemplifies the transformation of many European industrial sites. Sugar production from sugar beets ceased at the site some time ago. However, its industrial significance has not disappeared, but rather shifted. Today, Russi is primarily a center for packaging, logistics, and the production and processing of sweeteners. Thus, the site is evolving from a traditional production facility into a platform that consolidates, refines, and distributes goods according to market demands.

This functional shift makes good business sense. In mature markets, added value is not solely generated by the production of the base product. It increasingly arises from the ability to reliably procure large quantities, package them in various formats, maintain short-term availability, and precisely tailor them to the requirements of retailers, restaurants, or the food industry. While sugar is a standardized raw material, the logistical requirements differ considerably. A trading company needs different packaging sizes, delivery frequencies, and order quantities than a large industrial consumer. A central location can manage these differences more efficiently if warehousing, packaging, and logistics are closely integrated.

With the planned expansion, Russi will gain a new logistics area of ​​more than 10,000 square meters. It will be able to accommodate up to 95 containers, which is roughly equivalent to two and a half freight trains. This figure demonstrates that the project is not merely a marginal expansion. It creates a substantial buffer between the arrival of large shipments and their more fragmented distribution to customers. Such a buffer is particularly valuable in an import-dependent supply chain. Trains and ships arrive in large units, while customers place orders continuously and in highly variable quantities. Storage capacity balances these conflicting schedules.

At the same time, the spatial expansion creates the conditions for a more efficient arrangement of material flows. Shorter internal routes, fewer intermediate storage areas, and closer integration of goods receipt, quality control, packaging, and shipping can significantly increase productivity. The economic benefit of a modern warehouse is therefore not solely measured by its capacity. Crucially, it determines how many unnecessary movements, waiting times, and interfaces it eliminates. Especially with a product that has a relatively low value per unit of weight, avoidable handling costs quickly impact the profit margin.

Italy's deficit makes logistics a power issue

Italy's heavy reliance on imported sugar forms the macroeconomic backdrop to this investment. Domestic production covers only a limited portion of consumption. This creates not a temporary import need, but a structural gap. This gap must be filled year after year by deliveries from other countries. France, as a major European producer of beet sugar, is an obvious source market, while the port of Ravenna offers additional options for deliveries from other regions.

For Eridania, this situation means that its competitive advantage lies less in its own Italian primary production than in the organization of its supply chain. Whoever can bring imported sugar to market more cheaply, reliably, and flexibly improves their position against competitors, even if all players access similar raw material markets. Logistics thus transforms from a supporting function into the core of the business strategy. The new hub is intended to fulfill precisely this function: it connects the parent company's French production base with the Italian sales market and simultaneously maintains access to maritime supply routes.

While this combination doesn't reduce Italy's fundamental import dependency, it can make its operational consequences more manageable. Larger inventories allow for the mitigation of short-term delays. A strong rail connection facilitates regular freight transport from France. Proximity to the port of Ravenna provides an alternative or supplementary supply should sugar from other regions become more economically attractive or necessary to ensure supply. This gives Eridania greater flexibility in procurement.

However, security of supply should not be confused with complete independence. Even a high-performance warehouse cannot fully compensate for prolonged production outages, trade restrictions, or massive disruptions to international transport routes. It can, however, extend response times and mitigate operational bottlenecks. The value of the hub therefore lies in more robust management of dependencies, not in their elimination.

Russi replaces a fragmented network

The project's most significant intervention concerns the network structure. Russi is intended to replace the existing platform in Cervia. Simultaneously, relationships with outsourced logistics centers in northwestern Italy, which were previously supplied directly from the parent company's French plants, will be reorganized. This will create a more centralized system from several partially separate supply lines.

Such consolidation offers significant economies of scale. When larger volumes are processed through a central location, inventories can be pooled. Safety stocks no longer need to be maintained at the same level in multiple locations. The tied-up capital can decrease, provided that planning is precise and the increased centralization is not offset by excessively large precautionary stocks. Furthermore, consolidated volume improves the negotiating position with railway companies, freight forwarders, packaging suppliers, and technical service providers.

Data quality can also improve. Decentralized networks often result in differing inventory levels, localized special processes, and delayed information. A central hub facilitates standardized planning of goods receipt, packaging, and delivery. Forecasts can be directly translated into production and transport orders. With approximately 900 customers to serve, this transparency is a significant productivity factor. Every avoided shortage, express delivery, or unnecessary relocation has a measurable economic value.

Centralization, however, does not eliminate all decentralized functions. Italy is geographically elongated, and its major consumer and industrial centers are spread over considerable distances. Regional partners and transshipment points will remain relevant for the final or penultimate stage of distribution. The real change, therefore, lies less in the complete abolition of regional logistics than in a clearer division of roles. Russi takes over import, main warehousing, packaging, and central control. Regional structures serve more effectively for distribution closer to the market, without having to organize separate international supply chains in parallel.

The rail becomes the backbone

Sugar from France will be transported to Russi primarily by rail; road transport will account for only a small portion. This approach is plausible from a cost, capacity, and environmental perspective. Rail transport is particularly well-suited for regular, large, and relatively homogeneous flows of goods between fixed origin and destination points. The transport of sugar from French production sites to a central Italian packaging and distribution center fits precisely this profile.

The stated storage capacity of 95 containers, or approximately two and a half freight trains, is not merely a structural metric. It describes the site's ability to decouple train arrivals from ongoing packaging and shipping operations. Without sufficient buffer space, every incoming train load would have to be processed or transported very quickly. This increases coordination pressure and makes operations more susceptible to delays. With additional storage space, trains can arrive in economically viable batch sizes, while deliveries to the market are more evenly distributed.

Furthermore, focusing on rail can reduce the number of long truck journeys. This relieves congestion on roads, lowers dependence on driver shortages, and makes supplies less vulnerable to certain cost increases in road freight transport. However, rail will not completely replace trucks. Road transport will remain indispensable for short-term volume adjustments, regional distribution, and customers without rail access. An efficient system, therefore, does not dogmatically favor one mode of transport, but rather assigns each mode the task for which it is most economically suited.

The downside lies in the reduced flexibility of rail transport. Timetables, track availability, border crossings, and the reliability of the railway companies involved become critical factors. A disruption can affect large volumes of traffic at once. Therefore, the new model requires robust contingency plans, sufficient storage capacity, and contractually guaranteed backup capacity. In this context, the remaining use of road transport is not an inefficiency, but rather part of a sensible redundancy strategy.

Ravenna opens maritime reinsurance

The location near the port of Ravenna expands Russi's function beyond a purely French-Italian corridor. Ravenna is a major multi-purpose port on the Adriatic Sea, handling bulk goods as well as agricultural and food-related products. In 2025, the port reached a historic high of approximately 28.1 million tons. At the same time, 7,592 freight trains and about 3.69 million tons of rail freight were recorded in the port area. This demonstrates that the region already possesses an established industrial logistics culture that combines large flows of goods by ship and rail.

For Eridania, proximity to the port is strategically valuable, even though the initial focus is on sugar from France. World market prices, harvests, trade regulations, and exchange rates can alter the attractiveness of different sourcing regions. A location that can rely on both rail and a high-capacity seaport has more procurement options. This flexibility has economic value, even if it is not fully utilized every year.

Ravenna also strengthens the Mediterranean perspective of the project. From northeastern Italy, both the Italian domestic market and parts of southeastern and southern Europe can be served. The port connection opens up additional routes along the Adriatic and Mediterranean coasts. Nevertheless, the term "Mediterranean hub" should be interpreted realistically. A warehouse of more than 10,000 square meters does not automatically make Russi a dominant international hub. Long-term competitive transport chains, suitable customer structures, customs and quality processes, as well as stable volumes from multiple markets are required for that.

The realistic strategic focus initially lies in optimizing the Italian market. Around 90 percent of the company's revenue comes from domestic business. A stronger role in the Mediterranean is therefore more of an expansion option than the immediate primary objective. This sequence makes perfect sense: first, the large existing business will be organized more efficiently; subsequently, the platform can be used for additional cross-border volumes.

20 million euros with a clear division of labor

The budget allocation clearly illustrates the priorities. Approximately 75 percent of the funds, or about 15 million euros, are allocated to logistics and warehousing. The remaining 25 percent, or 5 million euros, will finance expansion and innovation in sweeteners. Eridania is thus pursuing a dual strategy: strengthening its established core business from a cost perspective, while a smaller growth area is intended to tap into additional demand and generate higher added value.

For the sugar segment, the investment is both defensive and offensive. It's defensive because it aims to improve the cost position in a low-margin and price-volatile business. It's offensive because the new configuration is expected to enable an increase in distributed volumes of more than 20 percent within three years. The site should therefore not only operate more cost-effectively but also be able to handle more business.

The relationship between investment and planned benefits is revealing. For the overall project, structural savings of approximately €1.5 million per year are expected. Based on the total €20 million, this equates to 7.5 percent annually. A very simplified static payback period calculation would yield a payback time of just over 13 years. If the savings are considered solely for the €15 million allocated to logistics, the calculated payback period would be ten years. However, this second calculation should only be considered a guideline, as it does not specify precisely what proportion of the savings stems from the logistics component and what proportion from other measures.

A purely amortization-based analysis is inherently too simplistic. It fails to consider capital costs, taxes, depreciation, maintenance expenses, and potential construction cost overruns. Conversely, it also neglects the value of additional capacity, reduced supply disruptions, or increased market share. For a long-term infrastructure project, a static amortization period of ten to thirteen years can be economically justifiable if the facilities subsequently deliver stable savings and revenues for many years. The crucial factor will be whether the projected volumes are actually achieved and whether the new areas are consistently utilized.

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Small savings, big profit impact

Eridania generated sales of approximately €217 million in 2025. However, the business, which relies on a standardized base product, is characterized by low margins; the operating margin is below 5 percent. This combination explains why an annual structural saving of €1.5 million is more important than this amount might initially suggest in relation to sales.

With a hypothetical operating margin of exactly 5 percent, sales of €217 million would correspond to an operating profit of €10.85 million. Since the actual margin is below this threshold, the profit is correspondingly lower. A fully realized savings of €1.5 million would therefore represent more than 13.8 percent of this theoretical maximum. In practice, start-up costs, higher depreciation, and additional operating expenses can reduce part of the effect. Nevertheless, it is clear that logistics efficiency represents a significant profit lever in a low-margin business.

Even more important is the quality of the savings. Price-related additional revenue can quickly disappear if sugar prices fall. Structural cost reductions, on the other hand, are effective regardless of whether the market price is currently high or low, as long as the new system remains sufficiently utilized. They stabilize profitability over the cycle and increase resilience to price pressure from retailers.

This effect is also relevant for the French parent company. Cristal Union must sell its production in a European market where prices, after a strong period, have fallen significantly again. Sales in structurally disadvantaged regions are therefore attractive, provided that transport and distribution costs are controlled. Russi creates a more efficient link between French production and Italian demand. The hub thus serves simultaneously as a sales tool for Cristal Union and a cost-saving tool for Eridania.

More volume without linear additional costs

The goal of increasing distributed volumes by more than 20 percent within three years is a key component of profitability. However, growth alone does not guarantee success. The crucial factor is whether the additional volume can be processed with disproportionately lower costs. This is precisely what the investment aims to achieve.

A larger, centralized location spreads fixed costs across more units. Buildings, information systems, quality control, and some administrative functions don't need to grow at the same rate as the volume handled. Larger transport lots can also reduce costs per ton. Better train utilization and standardized warehouse movements result in economies of scale. Therefore, the economic impact of a 20 percent increase in volume can be greater than a simple increase in quantity would suggest.

However, sufficient demand is a prerequisite. Increasing capacity should not be confused with a guaranteed increase in sales. Traditional sugar consumption is under long-term pressure due to health debates, reformulations in the food industry, and potential regulatory interventions. Therefore, the additional volume cannot come solely from a growing overall market. It must arise in part from gains in market share, the acquisition of previously decentralized volumes, or new customer segments.

This highlights the importance of Eridania's strong market position. The company holds a considerable share of the Italian sugar market and has a particularly high visibility in the retail sector. A more efficient supply chain can solidify this position, as large retail chains place high demands on availability, delivery windows, and national coverage. For such customers, reliability is not just a service criterion, but a key factor in awarding large orders. The hub can therefore indirectly become a selling point.

Sweeteners as a second source of income

The €5 million spent on sweeteners is strategically more than just a minor item. The segment grew by 5 percent in value and 8 percent in units sold in the first half of 2026. This means that unit sales increased faster than revenue. Statistically, the average revenue per unit fell by almost 3 percent. This could indicate a change in the product mix, more intense price competition, a larger share of promotional sales, or the sale of lower-priced formats. Without detailed product data, the cause cannot be definitively determined, but the difference shows that volume growth does not automatically translate into equally strong revenue growth.

The investment aims to bring key processing steps, currently outsourced, back to the site. Such vertical integration can offer several advantages. Eridania gains greater control over quality, delivery times, and product development. External margins and certain transport routes can be eliminated. New product variants can potentially be tested and launched more quickly. However, this also increases the company's fixed cost base. Therefore, bringing production back in-house is only economically viable if the segment achieves sufficient volume and the facilities are well utilized.

Sweeteners complement the traditional sugar business in a meaningful way. Consumers, food manufacturers, and retailers are increasingly demanding diverse solutions: reduced-calorie products, blends of different sweeteners, portioned formats, or functionally adapted recipes. A company that offers both sugar and alternative sweetening solutions can better absorb shifts in demand within the category. Instead of viewing a decline in one product solely as a threat, it can redirect some of the demand to other offerings.

The segment remains fraught with risks. Sweeteners are subject to intense scientific and public debate. Consumer preferences can change rapidly, and individual ingredients may be reassessed by regulators. Furthermore, innovation is costly, while products can be quickly copied on the market. Therefore, investment should not only create additional production capacity but also enable flexible facilities, short development cycles, and rigorous market monitoring.

Cristal Union is building an integrated corridor

The ownership structure is crucial for understanding the project. Eridania belongs to the French cooperative group Cristal Union, one of Europe's major sugar producers. The combination of French agricultural production and Italian market development allows for a cross-border division of labor: France supplies large quantities of beet sugar, while Eridania handles packaging, branding, and distribution in the Italian market.

Russi consolidates this division of labor into an industrial corridor. The French factories deliver primarily by rail to a central Italian hub. There, the sugar is stored, packaged, and distributed to retailers and commercial customers. Simultaneously, access to other regions of origin is maintained via Ravenna. The hub thus combines corporate integration with procurement flexibility.

For Cristal Union, Italy is particularly attractive as a structurally unprofitable market. Surpluses or increased production volumes can be sold there without being solely dependent on the global market. The group can better utilize its industrial base in France while simultaneously operating closer to a large consumer market. Eridania, in turn, benefits from secure intra-group supply relationships and the financial strength of a larger owner.

Close integration, however, also creates dependencies. If Russi becomes the sole point of entry for French sugar, operational risks become concentrated. Disruptions at French production sites, on rail lines, or in Russi could simultaneously affect large parts of the Italian supply chain. Corporate integration reduces transaction costs but does not eliminate the need for alternative sources of supply and contingency plans.

Centralization reduces costs and pools risks

The project's economic strength is also its greatest vulnerability. The more functions converge in Russi, the greater the benefits of scaling and standardization. At the same time, the impact of a failure increases. A fire, flood, technical defect, cyberattack, labor dispute, or prolonged power outage could affect not just a regional storage point, but the central receiving and packaging area for a large portion of the national business.

Therefore, the new structure must be linked to a professional resilience concept. This includes spatially separated fire compartments, redundant energy and data systems, alternative rail and road routes, contractually secured backup storage facilities, and defined minimum stock levels. Equally important are robust restart plans for packaging and shipping. Centralization is only sustainably efficient if the expected savings are not negated by infrequent but very costly disruptions.

Climate adaptation also deserves special attention. Emilia-Romagna has been affected by severe flooding in recent years. Therefore, for any long-term infrastructure project, drainage, the altitude of critical equipment, access routes, and insurability must be systematically assessed. A large warehouse can remain physically intact and still fail if roads or railways are inaccessible.

Inventory strategies will also need to be recalibrated. A central hub tempts companies to minimize inventory levels. However, for import-dependent supply chains, an overly tight inventory plan can be risky. The economically optimal solution is not the lowest possible inventory, but rather the level at which tied-up capital, storage costs, and expected downtime costs are all minimized. Therefore, the additional storage space should be designed not only for average demand but also for realistic disruption scenarios.

Photovoltaics meets energy-intensive processes

The new logistics area is designed to accommodate the installation of a photovoltaic system. This makes perfect sense for a location with large roof areas. Storage, conveyor technology, packaging lines, compressed air, lighting, and potentially air-conditioned areas all generate a continuous electricity demand. Generating your own solar power can cover a portion of this demand and reduce dependence on fluctuating electricity prices.

The economic benefits depend heavily on on-site consumption. The more solar power is used directly on-site, the less reliant it is on feed-in tariffs. A logistics and packaging company operates primarily during the day and is therefore generally a good fit for the generation profile of a photovoltaic system. Additional consumers such as electric forklifts or charging infrastructure can further increase on-site consumption.

However, a solar power system alone won't make the supply chain climate-neutral. The greatest leverage likely lies in transportation, particularly in shifting long-distance transport from road to rail. This also includes the building's energy efficiency, efficient drive systems, smart lighting, and avoiding unnecessary goods movements. Sustainability and cost reduction often go hand in hand here: less energy, fewer empty runs, and better capacity utilization reduce both emissions and operating costs.

For credibility, it will be crucial to publish concrete performance indicators. These could include the share of rail transport, energy consumption per packaged ton, self-consumption rate of photovoltaics, transport capacity utilization, and avoided truck kilometers. Without such indicators, the sustainability effect remains plausible, but not verifiable.

The location is gaining, without an employment miracle

For Russi and the province of Ravenna, the project represents a long-term industrial upgrade. An investment of €15 million in buildings, warehouse technology, and infrastructure more closely integrates the site into the company's strategy. This increases the likelihood that future modernizations will also take place there. Regional construction companies, technical service providers, maintenance firms, and logistics partners can secure additional contracts during construction and ongoing operations.

There is no reliable data on the number of new jobs. A modern logistics platform can significantly increase volume without increasing employment proportionally. Automation, standardized processes, and digital planning are specifically designed to increase productivity per employee. Therefore, a large-scale job creation promise would be unreliable.

The quality of jobs can still change, however. With increased automation, the demands on plant operation, maintenance, data analysis, quality management, and transport planning rise. At the same time, physically demanding or repetitive tasks can decrease. Therefore, the regional labor market is more likely to see a need for skilled workers than a massive increase in simple warehouse jobs.

The infrastructure integration is also crucial. Additional rail services can relieve road congestion, while growing regional deliveries will continue to generate truck traffic. Municipalities and businesses must jointly plan access routes, noise mitigation, traffic schedules, and safety. The social acceptance of the location will depend on whether the economic benefits become apparent without excessively increasing local burdens.

Digitalization determines the return on investment

A centralized warehouse only reaches its full potential through integrated information systems. Goods receipt, storage locations, quality data, packaging orders, customer orders, and transport planning must be synchronized as quickly as possible. For large volumes and numerous customers, manual coordination or separate systems are insufficient.

A modern warehouse management system can display inventory levels in real time and control the optimal sequence of putaway, order picking, and shipping. Transportation management systems can coordinate train arrivals, truck time slots, and route planning. Forecasting models help to identify seasonal demand patterns, sales promotions, and industrial call-offs early on. The economic advantage arises from the integration of these systems, not from individual digital tools.

Traceability is particularly important. Food companies must fully document batches, origin, and quality checks. The larger the hub and the more goods flows converge there, the higher the demands on data consistency. Automated identification and clearly defined data standards reduce the risk of mix-ups and accelerate recall or blocking processes.

However, digitalization increases dependence on cybersecurity. A failure of the warehouse management system can practically shut down a highly automated site, even if the buildings and equipment are undamaged. Cyber ​​defense, separate networks, offline restart procedures, and regular emergency drills are therefore not just an IT issue, but an integral part of operational supply security.

The road to 2028 remains challenging

Eridania must manage several risks before its planned completion in early 2028. Construction costs, interest rates, and technical equipment could be more expensive than anticipated. Permits, grid connections, or rail infrastructure could cause delays. At the same time, ongoing operations must continue while processes and supply chains are restructured.

Replacing the platform in Cervia requires careful transition management. Inventories, customer orders, and transport contracts cannot be transferred risk-free in a single day. A period of parallel structures will likely be necessary. This will temporarily increase costs and necessitate clear criteria for when old capacities can be decommissioned.

The collaboration with outsourced logistics centers in the northwest also needs to be restructured. Streamlining must not mean losing customer proximity and responsiveness. Eridania must examine which functions should be centralized and which should be retained regionally. Service metrics such as delivery time, on-time delivery, shortages, and cost per shipment should be closely monitored during the transition.

Ultimately, the market environment remains uncertain. Sugar prices fluctuate, harvests depend on the weather, and public health measures can influence demand. Therefore, the more flexibly the infrastructure can be used, the more compelling the project becomes. Storage facilities, packaging technology, and digital systems should not be tailored to a rigid volume scenario but should support diverse product mixes and sales channels.

A compelling plan with one tough condition

The investment in Russi is strategically sound because it addresses several structural problems simultaneously. It simplifies a fragmented logistics network, strengthens rail transport, leverages proximity to the port of Ravenna, increases storage and packaging capacities, and connects the established sugar business with the growing sweetener segment. In an import-dependent market, Eridania is thus not only improving its cost position but also its control over a crucial part of the value chain.

The combination of annual savings and growth capacity is particularly compelling. The anticipated €1.5 million in structural savings can significantly improve profitability in a low-margin business. A potential increase in distributed volumes of more than 20 percent creates additional revenue potential and spreads fixed costs over a larger base. At the same time, the €5 million sweetener program provides a hedge against long-term shifts in traditional sugar consumption.

The crucial condition, however, is resilience. Russi becomes the heart of the Italian system and thus a critical point. Centralization is only superior if Eridania is provided with alternative procurement channels, sufficient inventory, robust IT, physical safeguards, and flexible regional backup capacity. If the focus is solely on maximizing capacity utilization and minimizing storage costs, the newfound efficiency could prove costly in a crisis.

Given this premise, the project is more than just a typical site expansion. It's an attempt to turn Italy's structural sugar gap into a logistical competitive advantage. Eridania cannot eliminate the country's import dependency. But the company can determine how professionally, cost-effectively, and resiliently this dependency is managed. This is precisely where Russi's economic significance lies: not bringing sugar production back to Italy, but rather control over its distribution to the market.

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