Luigi Foglio: Why Logistics Is More Than Moving Goods

We’d love to hear your story. How did you get started in the logistics world, and what motivated you to stay? 

I started in logistics quite early in my career, after studying management engineering. My first real experience in the industry was with major international shipping and logistics companies, where I had the opportunity to learn the business from the ground up: sales, operations, customer relationships, shipping lines, freight forwarding, and later branch management.

What motivated me to stay is that logistics is never only about moving goods. It is about connecting companies, countries, cultures, and people. Every shipment has a problem to solve, a customer to support, a deadline to respect, and often a relationship to protect. I have always liked this combination of technical competence, pressure, and human connection.

Later, founding Seaway Agency was a natural evolution: I wanted to build something more personal, flexible, and focused on tailor-made logistics solutions, especially around Mediterranean corridors and international trade.

How could you describe the current logistics market in Italy?

I would describe the Italian logistics market as dynamic, fragmented, and under pressure, but also full of opportunities.

Italy is an export-driven country, with many excellent small and medium-sized companies that need reliable logistics partners to reach international markets. At the same time, customers are asking for more visibility, faster answers, competitive costs, and more integrated solutions.

Margins are under pressure, costs are volatile, and geopolitical disruptions are forcing companies to rethink routes and supply chains. But Italy has a very strong strategic position in the Mediterranean. Ports, intermodal connections, and short sea shipping can become even more important if we are able to connect them properly with Northern Europe, the UK, North Africa, Turkey, and the Balkans.

So, for me, the market is challenging, but not negative. It rewards companies that are flexible, specialized, and able to build corridors, not just sell freight rates.

AI is becoming a bigger topic in logistics. Do you see it mainly as a tool to improve efficiency, or do you think it will completely change certain roles in the industry?

I think both things will happen.

In the short term, AI is clearly a tool to improve efficiency. It can help with data analysis, quotations, document control, customer communication, forecasting, CRM discipline, and internal procedures. In a business like logistics, where we manage a lot of information every day, AI can reduce errors and speed up decisions.

But in the medium term, I believe AI will also change some roles. Repetitive administrative tasks will become less central. The value of people will move more toward problem solving, relationship management, negotiation, exception handling, and strategic thinking.

I do not believe AI will replace the human side of logistics. A customer with a blocked shipment, a port issue, a customs problem, or a last-minute change still needs someone who takes responsibility. But professionals who know how to use AI will become much stronger than those who ignore it.

Logistics often involves unexpected challenges. How does your team stay flexible when plans change quickly?

Flexibility is part of our daily work. In logistics, the original plan is important, but the ability to react is often even more important.

As a team, we try to stay flexible through communication, clear responsibilities, and fast escalation. When something changes — a delay, a port issue, missing documentation, a change in customer instructions — the key is not to lose time looking for someone to blame. The key is to understand the problem, inform the customer, identify alternatives, and act.

At Seaway, we are trying to build a culture based on ownership. Everyone must know their role, but also understand the bigger picture. Flexibility without discipline becomes chaos. Discipline without flexibility becomes bureaucracy. The balance between the two is what makes a logistics team effective.

Is there a specific achievement, shipment, project, or milestone in your career that you are especially proud of?

One milestone I am proud of is the creation and development of Seaway Agency.

After many years working in structured international companies, deciding to build an independent company was a big step. I am proud that we have created a team, opened new business opportunities, developed relationships with customers and international partners, and started building logistics corridors in the Mediterranean area.

I am especially proud of projects where we are not simply selling a transport service, but designing a complete solution: connecting ports, shipping lines, terminal operators, rail, road, and foreign partners. This is the part of logistics I like most — turning complexity into a practical route for the customer.

What is one piece of advice you would give to someone just starting in your line of work?

My advice would be: learn the technical side of the job very well.

Motivation and ambition are important, but they are not enough. In logistics, credibility comes from competence. You need to understand documents, Incoterms, ports, customs, rates, transit times, operations, and the consequences of every mistake.

At the same time, never forget the human side. This business is built on trust. Customers, partners, carriers, and colleagues need to know that when you say something, you will follow through.

So my advice is: build competence first, then build relationships, and always take responsibility.

Since joining, what has been the most useful or valuable part of the network for your company?

The most valuable part of the network has been access to reliable partners and real conversations.

In international logistics, having contacts is easy. Having trustworthy partners is much more difficult. A good network helps you identify people who can actually support your customers, share local knowledge, and solve problems when something goes wrong.

For a company like ours, which wants to build international corridors and tailor-made solutions, the network is not just a list of agents. It is a platform to create business opportunities, test ideas, and develop long-term cooperation.

What would your say to a company that is considering joining, but has not yet made a decision?

I would say: join only if you are ready to participate actively.

A network creates value when companies do not just collect names, but invest time in relationships. You need to introduce yourself properly, understand other members, share opportunities, and be available when partners need support.

If you do that, the network can become a real business accelerator. It gives you visibility, credibility, and access to markets where local knowledge is essential.

For small and medium-sized logistics companies, being part of the right network can help you compete with larger players while keeping your flexibility and personal approach.

If logistics had its own reality show, what would the title be?

I would call it: “The Route Must Go On.”

Because in logistics, whatever happens — delays, missing documents, port congestion, customs issues, last-minute calls — the final goal is always the same: find a solution and keep the cargo moving.

Thank you, Luigi, for sharing your story and insights with us. We truly appreciate your time and your valuable perspective on logistics.