Beyond the numbers: Tesar's vision for growth, a new “home” and challenges for 2026

Interview with Mauro Manzetti, General Manager of Tesar S.p.A.

Change. Future. Home.

These are the three words Mauro Manzetti chooses to describe Tesar's 2025. An intense, transformative year, but above all one of identity.

‘2025 was a year of structural evolution. We significantly revised our organisation to make it more solid and scalable, defining a shared vision at the Tesar Group level.’

The change was not only internal. The integration of processes with other Group companies and the strengthening of interaction with the Dylog Group represented a fundamental strategic step, oriented towards increasingly shared organisational and operational models.

2025 was also the year of the new headquarters.

‘We moved into our new “home”. That's what we call it. A place that represents not only a physical space, but a reference point for our future.’

Added to this was a 14% increase in revenue.
Yet the result Manzetti says he is most proud of is not just financial.

‘Our greatest achievement was preserving harmony, serenity and team spirit while facing such a significant change. Growing without losing cohesion is the real success.’

Manufacturing 2025: resilience and adaptation

2025 was marked by a complex geopolitical scenario, probably one of the most complex in recent decades. Instability, market volatility, supply chain tensions and rising costs made planning more difficult and forced rapid decisions.

‘In this context, Italian manufacturing demonstrated an extra gear: flexibility, pragmatism and problem-solving skills.’

The small size of many Italian companies, often considered a limitation, proved to be a competitive advantage: greater decision-making agility and rapid response to change.

Digitalisation: technology or transformation?

One of the most common mistakes in digitisation processes?
According to Manzetti, starting with technology without managing change.

‘Many companies focus on tools, but underestimate the impact on people, roles and processes. Digitisation cannot be limited to automating what already exists.’

The starting point must be an in-depth analysis of business processes, with a willingness to rethink them when necessary. Only then can innovation generate real value.

The good news is that mindsets are changing.

‘Today, companies understand that digitalisation is an enabler for better decisions. Awareness of the strategic value of production data is growing.’

The MES today: visibility, integration, decision-making

In 2025, MES is no longer just an operational control tool, but a strategic enabler. Companies adopt it to gain timely visibility into production and to plan more accurately in a volatile environment.

The features offered by this type of solution have become indispensable:

• Interconnection with machinery and production lines
• Reliable real-time data
• Flexible and adaptive activity planning
• Integration with ERP and WMS
• User-friendly interface capable of optimising working times

‘Today, MES is the coordination centre of the factory. Without information continuity throughout the value chain, competitiveness is reduced.’

A symbolic project: food as a laboratory of complexity

Among the most representative projects of 2025, Manzetti cites an important implementation in the food sector. In this case, the MES took on the role of orchestrating the factory, integrating machines, lines, handling systems and automated warehouses.

The result? An interconnected production environment capable of providing reliable KPIs both in the factory and at the managerial level.

‘This level of integration still represents one of the most significant challenges for highly automated manufacturing companies today.’

2026: evolution, artificial intelligence, industrial vision

What is the main lesson learned from 2025?

‘Change can be frightening, but if managed properly, it becomes a real opportunity for evolution.’

For 2026, the priority is clear: evolution of the product line, with the integration of the latest technologies, including artificial intelligence.

On the subject of incentives 5.0, Manzetti has no doubts:

‘They are an important lever, but they must not be the only driver. An effective MES project stems from a medium- to long-term industrial vision.’

Product innovation will be one of the most important objectives of the year, with new solutions designed for increasingly data-driven and interconnected manufacturing.

Look ahead

In a volatile, uncertain and complex environment, investing in production control and optimisation is no longer a tactical choice, but a strategic one.

‘Operating without data means having a partial and short-term view. Structured data is the basis for future decisions.’

Operational efficiency, accurate planning and the ability to react quickly to change thus become levers of competitiveness. The message to manufacturing companies is clear:

‘Courage and confidence in the future. Digital tools are no longer optional.’

And in a concluding sentence, Mauro Manzetti shares Tesar's vision for 2026:

‘To stand alongside companies that have the courage to face the future, helping them to drive change rather than suffer it.’

Tesar supports manufacturing companies in transforming data into decisions and complexity into competitive advantage.

If you would like more information about Tesar's 4.0/5.0 solutions, please contact us.