Continuity of Vision and Value for the Customer
SCM’s guiding principles amid global uncertainty. An interview with Pietro Gheller, Director of the Wood Division at Scm Group.
In an international landscape that remains highly complex — shaped by geopolitical tensions, evolving markets and new manufacturing challenges — wood industry companies continue to stand out for their adaptability and long-term vision. Even in less predictable times, projects, expertise and a willingness to invest in the future continue to emerge: an attitude shared by many SCM customers and partners, and one that finds a key enabler in technological innovation, services and the quality of relationships.
How is value created in this environment? And what strategic choices are needed to support the sector through this transformation? We discussed these issues with Pietro Gheller, Director of the Wood Division at Scm Group.
Director, let’s start with the broader picture: how much is today’s global situation affecting the decisions of wood industry companies?
“It certainly has an impact, but not in the sense of bringing everything to a halt. Rather, it is pushing companies to become more cautious, more selective in their investments and more focused on return. The wood industry has repeatedly shown its ability to respond to difficult situations, and even today we see businesses continuing to innovate and look for new opportunities. That is an important signal.”
In such an unstable scenario, how do you build an effective strategy?
“By maintaining a clear and consistent long-term vision and avoiding short-term thinking. We have chosen to continue pursuing our development plan with consistency, focusing on specific priorities: investment in innovation, services, international presence and people, alongside acquisitions and strategic partnerships that create value for our customers. The 2025 results — with more than €500 million in revenue for the Group’s Wood Division — confirm the strength of this approach.”
The title of SCM’s new magazine is Shaping Stories. What does this concept represent for you?
“It is a concept we strongly identify with. We are not interested in talking about what we produce in a self-referential way, but rather about the stories we help make possible. Every customer has a unique journey: some are growing, some are transforming their operations, others are navigating generational transitions or changing their business model. Our role is to support and facilitate these evolutions. These are meaningful stories because they represent the tangible value we create together with our customers and partners.”
One of the key themes in your vision is the relationship with the customer. What does that mean in practical terms today?
“It means building a relationship that goes far beyond the sale itself. We are talking about long-term presence, the ability to listen and respond. But above all, it is about the quality of the relationship, nurtured also through our dealer network. This is a distinctive element for us: in an increasingly competitive market, trust is an advantage that is built day after day.”
This also ties into the concept of servitization, doesn’t it?
“Absolutely. Servitization is how we make this relationship tangible. Today we have more than 5,000 machines connected to our Control Room: an ecosystem that allows us to collect data, analyse it and turn it into services. This means we can act proactively, improve performance and reduce machine downtime. It represents a real paradigm shift: from reactive to predictive.”
One of the most pressing issues is the shortage of skilled labour. What is your response?
“It is one of the main challenges facing the entire manufacturing industry. The answer inevitably lies in automation. We need to design solutions that make processes simpler, more efficient and less dependent on skills that are increasingly difficult to find. We address this with a dual approach: modular solutions for SMEs on one side, and highly automated systems for large industrial players on the other.”
In this context, what role does the entry of Tecno Logica into the Group play?
“It is a strategic addition. Tecno Logica brings advanced expertise in industrial automation, with established applications in sectors such as automotive. This integration enables us to develop increasingly sophisticated engineering projects and respond to complex production requirements. It is a concrete example of how we continue to strengthen our in-house know-how.”
Speaking of integration, software is also becoming increasingly central…
“Exactly. Today, the machine alone is no longer enough: what companies need is a complete system. With Tecnest, we have completed our digital offering. The MES-MOM platform WinMES allows machines to be connected with the entire production ecosystem, coordinating processes, resources and information flows. This translates into greater efficiency and an improved ability to manage unexpected situations. It is a fundamental step in the digital transformation of wood industry companies.”
How important is it to continue innovating in this scenario?
“It is essential. We invest around 7% of our turnover in research and development, with the aim of delivering practical innovation. We demonstrated this once again during the latest Open House in Rimini, where we presented new solutions designed around real customer needs. Innovation must be both useful and accessible.”
The market remains highly diverse. How do you manage this complexity?
“Through a structured segmentation approach and strong specialisation of our expertise. We operate with dedicated solutions and teams for different market segments, because the needs of a large industrial group are not the same as those of an SME. While we serve the entire woodworking industry, our value does not lie in being ‘everything for everyone’, but in delivering targeted solutions, with technologies and levels of automation tailored to each specific production model.”
SCM exports 90% of its turnover and has a widespread presence across five continents. In this context, how do you maintain a strong identity?
“By staying true to our values: our connection with the territories where we operate, our focus on people, and the quality of our products and services. These are elements that do not change, even in a global environment. Being a multinational today means exactly this: evolving without losing your roots.”
If you had to summarise it, what are the stories SCM wants to continue ‘shaping’?
“They are the stories of companies facing change with courage. Companies that invest, innovate and explore new paths. Our task is to stand alongside them, providing tools, expertise and vision. Because, in the end, our success always depends on the success of our customers.”
