Benetton Group’s business model puts the consumer at the center of all company processes. This approach contributed to the development of our logistics strategy, which hinges on service customization based on the needs of the points of sale, a reduced environmental impact and the attainment of a higher level of garment traceability. The “End-to-End Visibility Control Tower” allows to manage the supply chain from one single observation point and to identify, at any time, any Benetton product aggregation with a level of detail that reaches single SKUs.
Since December 2019, Benetton logistics has been managing stocks, product picking and shipping of all United Colors of Benetton and Sisley e-commerce orders from the Castrette hub, integrating end to-end B2C flow which is directed to the final consumer.
In 2019, we confirmed our commitment to intermodal transportation and, in general, to the use of the least environmentally impacting transportation means with a view to reducing CO2 emissions linked to our logistical and distribution activities. In particular, we decreased our reliance on air shipments while increasing our reliance on less-polluting rail transport.
Also in 2019, we consolidated the use of methane fueled vehicles in inbound flow of merchandise from the ports of Genoa/La Spezia/Trieste/Venice to Castrette, reaching 10% of the total volume. Transport on methane fueled vehicles resulted in 10%-15% CO2 emissions reductions compared to the use of diesel oil fueled vehicles.
Saturation of transportation
Thanks to the elimination of pallets, we have optimized packaging storage on our vehicles, eliminating one truck in five for the transportation of our merchandise in Italy and Europe. This and other measures enabled us to reduce CO2 emissions linked to the transportation of merchandise on the road by 25%, resulting in 511 tons of CO2 “saved” every year.