Blog T.R. INDUSTRIAL SRL

When a Production Technology Becomes a Competitive Limitation

TR INDUSTRIAL EN — Tue, 03 Mar 2026 15:32:37 GMT

When Does a Production Technology Become a Competitive Limitation?

In the industrial sector, production technologies are often chosen simply because they work.

They have proven themselves in the past, are familiar to the engineering team, and fit the current supplier base.

Over time, they become the default standard.

But in OEM projects, a crucial question is often overlooked:

Is the technology we’re using still the best fit for today’s market?

The Right Technology at the Wrong Time

Every production process has its own logic.

Thermoforming can be ideal for medium-low volumes.
Welded carpentry is flexible in the early development stages.
Casting may seem like a robust and well-established solution.

The problem arises when conditions change:

Volumes increase
Quality requirements become more stringent
Markets demand higher energy efficiency
Lead times need to be reduced

A technology that is suitable at the launch phase can become a bottleneck during the product’s maturity stage.

The Most Obvious Signal: Costs That Don’t Decrease

In established industrial projects, it is natural to expect a gradual improvement in efficiency.

If, after years of production, the unit cost remains stable or increases, it can be a warning sign.

The problem is not always the price of raw materials or supplier negotiations.

Sometimes the limitation lies in the process itself.

Some processes have a threshold beyond which they cannot improve significantly:

Too many manual steps
Too many intermediate handoffs
High variability
Difficulty in automation

In these cases, the technology is not inefficient.
It has simply reached its limit.

The False Security of Continuity

Changing production technology is a complex decision.

It requires:

Initial investments
Technical analysis
Design review
Risk management

For this reason, many companies postpone the decision.

Continuity feels reassuring.

But in a competitive market, continuity can turn into inertia.

If a competitor industrializes more effectively, integrates more stages, or automates a critical process, the competitive advantage is built over time—not in a single order.

When to Start Asking Questions

There is no universal moment to change technology.

However, there are indicators that deserve attention:

Constant increase in non-conformities
Difficulty managing production peaks
High dependence on outsourced processes
Growing complexity in supplier coordination
Margins under pressure despite stable volumes

When these signals appear, the question is not whether the supplier is performing well.

The question is whether the process is still the most aligned with the current scenario.

Production Technology and Market Positioning

In the automotive, handling, agricultural, and HVAC sectors, production technology affects more than just cost.

It also impacts:

Repeatability
Quality stability
Lead times
Capacity to scale volumes
Reliability perceived by the end customer

A more industrialized process can reduce variability, simplify the supply chain, and improve the overall competitiveness of the product.

Production technology is not a technical detail.

It is a strategic choice.

Changing Does Not Mean Revolutionizing

Rethinking a technology does not necessarily mean abandoning what works.

It means analyzing:

Current and future volumes
Product lifecycle
Component complexity
Supply chain structure
Medium-term objectives

Sometimes the change concerns only a single stage of the process.
Other times, it requires a broader redesign.

But the evaluation should be periodic, not reactive.

Conclusion

A production technology becomes a competitive limitation when it stops evolving along with the product.

In the OEM world, where volumes grow and requirements become more demanding, continuing to produce “as it has always been done” may seem like the safest choice.

But caution, in some cases, slows progress.

True competitive advantage arises when industrialization is reviewed before the market forces it.

5 Signs It’s Time to Change Your Production Process

Throughout the lifecycle of an industrial product, there are indicators that suggest the production technology may no longer be optimal. They are not always obvious. Often, they emerge gradually.

Here are five signs not to overlook.

If at least two or three of these conditions occur consistently, it may not necessarily be a supplier issue.
It could be time to assess whether the production technology is still aligned with:

current volumes
product lifecycle
market expectations
supply chain structure

TR Industrial: 30 years of experience in innovation and sustainability

TR INDUSTRIAL EN — Tue, 03 Mar 2026 13:49:42 GMT

TR Industrial: 30 years of experience in innovation and sustainability

At TR Industrial, sustainability isn’t just a goal—it’s a guiding principle behind every decision and process. Through energy efficiency, waste reduction, and technological innovation, we deliver high-quality products while keeping our environmental impact low.

Il Sole 24 Ore recently highlighted our approach to sustainability and energy management, showing how TR Industrial seamlessly combines innovation with environmental responsibility in its production processes.

ISO 50001 Certified Energy Management

In 2023, TR Industrial achieved ISO 50001 certification, an international standard that validates the effectiveness of our Energy Management System. This is more than just a recognition: the certification reflects our concrete commitment to monitoring energy consumption, identifying inefficiencies, and implementing structured actions to improve energy performance.

Energy Team and Consumption Optimization

Our Energy Team continuously analyzes energy data to identify targeted actions, reduce waste, and optimize resource use. This active management makes processes more efficient and sustainable, ensuring production continuity, consistent quality, and reliable delivery times.

This approach delivers tangible benefits to our customers, providing products made through responsible processes with a reduced environmental impact across the entire supply chain.

Technological Innovation and Industry 5.0 Transition

Efficiency also comes through technology: with the Industry 5.0 Transition Plan, we have automated our sheet metal and welding departments, boosting precision, productivity, and safety.

Process Automation

Automation allows us to handle complex orders with consistently high quality while optimizing time and resources. The Industry 5.0 project focuses on two main initiatives:

Automated Sheet Metal Warehouse – fully manages the production process of bent semi-finished products without any manual handling. Starting from the raw sheet metal, the system performs cutting with automatic control, sorts the semi-finished products, and prepares them for the final bending stage.
Fully Automated Welding Line – dedicated to producing forklift driver seats, it ensures precision, consistent quality, and optimized production times without direct manual intervention. This approach allows us to deliver concrete, precise, and reliable solutions to our customers, providing high-quality products and a more efficient, responsible supply chain.

On the Path to Carbon Neutrality

For 2026, we are developing a Carbon Management Plan aimed at creating a comprehensive inventory of greenhouse gas emissions and defining concrete decarbonization strategies.

The plan includes initiatives on machinery and plants, the use of renewable energy, and process optimization—combining sustainability and innovation while preparing the company for future environmental challenges.

Waste Reduction and Process Optimization

At TR Industrial, sustainability also means smart materials management and process planning. By closely analyzing production flows, we reduce waste and make the most of raw materials—without ever compromising product quality.

This efficient approach delivers more sustainable components and lowers environmental impact throughout the entire supply chain.

Sustainability as a Value for Customers and Partners

Every sustainable choice directly impacts the quality and reliability of our services. Investing in energy efficiency, innovation, and process optimization ensures our customers receive competitive components, reliable delivery times, and responsibly managed processes.

Il Sole 24 Ore highlights how TR Industrial integrates sustainability, efficiency, and innovation at every stage of production, generating tangible value for customers, partners, and the local community.

Driving the Future: Innovation, Sustainability, and Shared Value

At TR Industrial, sustainability lies at the heart of our operational and strategic decisions. Every initiative—from energy optimization to process automation—is designed to reduce environmental impact and build a more responsible, resilient supply chain.

Technological innovation and Carbon Management projects are not goals in themselves but tools to turn sustainability into tangible value: more responsible products, efficient processes, and a real contribution to environmental protection.

For our customers and partners, this means reliable, high-performing solutions aligned with sustainability standards that set a concrete benchmark across the entire supply chain.

Industrial Supply Chain: Where Bottlenecks Really Arise in OEMs

TR INDUSTRIAL EN — Mon, 02 Mar 2026 11:54:55 GMT

Industrial Supply Chain: Where Bottlenecks Really Arise in OEMs

In the automotive, handling, agricultural, and HVAC sectors, production bottlenecks rarely arise suddenly… Unfortunately, they build up over time and, in most cases, remain invisible.

Very often, they are not caused by the production capacity of a single supplier, but by the overall structure of the supply chain.

The question every production manager should ask is simple:

Is my supplier system designed to ensure continuity… or to manage complexity?

The First Critical Point: Fragmentation of Processes

Many structural components in industrial vehicles go through multiple stages:

Laser cutting
Bending
Welding
Surface treatments
Painting
Partial assemblies
Technical packaging

When these stages are distributed across different suppliers, the project is no longer just technical. It becomes a logistical challenge.

Each step introduces:

Physical transfers
Waiting times
Coordination between technical offices
Risk of information loss
Misalignment of priorities

The result is not immediately visible.
But in the medium term, it creates structural slowdowns.

Outsourced Processes: An Underestimated Risk

Outsourcing certain critical stages may seem like a flexible choice.

In reality, it introduces variables that are difficult to control:

Production priorities that do not align
Third-party plant saturation
Non-uniform quality standards
Longer response times in case of non-conformities

A typical example concerns surface treatments.
If e-coating or painting is not integrated into the production cycle, any delay propagates downstream.

The component is not late because it hasn’t been produced. It’s late because it hasn’t been completed.

Technical Coordination as a Critical Factor

In complex OEM projects, coordination is not just an administrative detail.

It is a technical function.

When a component moves from:

OEM Technical Office → Supplier A → Supplier B → Supplier C

design changes become slower to implement.

Each revision:

Must be shared
Must be understood
Must be acknowledged
Must be realigned with schedules and priorities

With multiple stakeholders, even a simple geometric change can turn into weeks of operational realignment.

The False Advantage of Extreme Specialization

Vertical specialization of suppliers is valuable when:

The project is stable
Volumes are predictable
Variables are limited

It becomes a risk when:

The project evolves
Volumes grow rapidly
Flexibility is required
Pre-series issues emerge

In these cases, fragmentation creates rigidity. And rigidity is the opposite of resilience.

Production Continuity: A Matter of Architecture, Not Emergency

Production continuity is not achieved by intervening when a problem arises.

It is built by designing a coherent supply chain.

An integrated system allows for:

Fewer intermediate steps
Reduced exposure to external delays
Greater control over priorities
Faster implementation of changes
Increased quality stability

It’s not just about reducing the number of suppliers.

It’s about reducing friction points.

Signals Indicating a Structural Bottleneck

A diligent technical buyer should monitor certain indirect indicators:

Frequent realignments between suppliers
Deviations between scheduled and actual completion dates
Difficulty managing production peaks
Increase in micro-delays not attributable to a single party
Rise in non-conformities linked to chained process defects

When these signals become recurrent, the problem is not episodic.

It is structural.

The Strategic Question

In multinational projects, the real risk is not a single mistake, but the accumulation of small inefficiencies along the entire chain.

Reducing bottlenecks does not just mean increasing production capacity.

It means simplifying the supply chain structure, making it smooth, yet reliable and resilient to unforeseen events.

And often, simplification involves:

Integration of processes
Reduction of external handoffs
Unified technical contacts
Centralized management of priorities

Conclusion

Bottlenecks in OEMs rarely originate on the shop floor.

They arise in the design of the supply chain.

Fragmentation, outsourced processes, and complex coordination are not obvious mistakes. They are organizational choices that, over time, can limit production continuity.

True industrial resilience is not about reacting quickly to problems.

It is about reducing the likelihood that they occur.

Integrating Metal and Plastic: When a Single Industrial Partner Truly Reduces Risks and Costs

TR INDUSTRIAL EN — Mon, 02 Mar 2026 11:31:16 GMT

Integrating Metal and Plastic: When a Single Industrial Partner Truly Reduces Risks and Costs

In companies that produce in series, the integration of metal and plastic components has become one of the main sources of industrial complexity. Metal structures, plastic fairings, functional covers, and aesthetic elements must coexist in the same product, meeting increasingly strict quality, repeatability, and cost requirements.

More and more buyers and procurement managers are therefore asking themselves a concrete question:
Does it still make sense to manage metal and plastic suppliers separately?

The answer is not automatic. Integrating metal and plastic through a single partner can reduce risks and costs—but only if done methodically.

Metal and Plastic in Industrial Production: Two Materials, Different Approaches

From a production perspective, metal and plastic follow different rules.
Metal provides structural rigidity, precision, and predictability.
Plastic introduces variables such as shrinkage, deformation, and different behavior between prototypes and serial production.

When these materials are designed and manufactured separately, issues do not appear within the individual components, but at the interfaces between metal and plastic.

And it is precisely at these interfaces that the risks are concentrated for those producing in series.

Where Problems Arise in the Metal–Plastic Supply Chain

In fragmented supply chains, common problems are recurrent:

Dimensional mismatches that are not optimized
Tolerances managed inconsistently between suppliers
Fastening systems defined too late
Plastic components that work on the prototype but fail in production

The result is an increase in rework, manual adjustments, and corrective actions on the line.
For an OEM buyer, this means hidden costs and greater exposure to operational risk.

When Integrating Metal and Plastic with a Single Supplier Makes Sense

Integration between metal and plastic processes becomes truly effective when:

Plastic components have a structural or interface function
The fit with metal is critical for assembly
Production volumes make manual adjustments unsustainable
Quality must remain consistent over time

In these cases, relying on separate suppliers increases complexity rather than reducing it.

When It Is Not Advisable to Integrate Metal and Plastic

A mature approach also recognizes the limits of integration.
Integrating is not always the best choice when:

Plastic components are simple and non-critical
Volumes are low or highly variable
Flexibility is more important than standardization

In these scenarios, a specialized supplier can be more efficient.
True expertise lies in understanding where integration adds value— and where it does not.

The Real Value of Integration: Method, Not Technology

When integration works, it’s not because a supplier “does everything,” but because:

Metal is designed with the behavior of plastic in mind
Plastic is industrialized considering the tolerances and deformations of metal
Fastening, bonding, or assembly solutions are defined upfront
Production cycles are aligned

The competitive advantage lies not in the materials, but in the method of process integration.

A Single Partner for Metal and Plastic: Simplification or Risk?

Reducing the number of suppliers can simplify the supply chain, but it also introduces a key concern for the buyer: dependence on a single partner.

The right question is not whether integration is beneficial, but whether the supplier is structured to:

Manage both materials
Address real challenges
Support industrialization
Advise when it is better not to integrate

Without these capabilities, integration increases risk rather than reducing it.

A Key Topic for Buyers and Procurement Managers

Integrating metal and plastic is neither a trend nor a commercial shortcut.
It is a possible—but not automatic—choice for managing increasingly complex products and supply chains that are harder to control.

For those in charge of procurement and serial production, the real goal is not to reduce the number of suppliers, but to reduce uncontrolled variables.

It is precisely this balance that drives many industrial sourcing decisions today.

Integrated production: why lifting OEMs prefer it

TR INDUSTRIAL EN — Mon, 02 Mar 2026 11:11:15 GMT

Integrated production: why lifting OEMs prefer it

In the industrial lifting sector, the choice of suppliers for structural components such as frames, cabins, and metalwork directly affects product quality, production continuity, and overall project costs. For this reason, an increasing number of forklift and material handling OEMs are orienting their sourcing strategies toward suppliers with integrated production, capable of managing multiple stages of the manufacturing process in-house.

Laser cutting, CNC bending, welding, assembly, and surface treatments are no longer considered individual processes to be purchased separately, but rather parts of a single industrial flow that must ensure repeatability, reliability, and control. When this coordination is lacking, issues often arise downstream: delays, non-conformities, and difficulties in assigning responsibility along the supply chain.

It is in this context that integrated production establishes itself as a strategic lever for lifting OEMs—not only to improve the quality of the final product, but also to reduce operational risk and increase the overall efficiency of the project.

Why Integrated Production Is Strategic for Lifting OEMs

In the OEM world, production is never just a matter of unit cost. It is a combination of reliability, continuity, and the ability to meet deadlines and standards at industrial volumes. Fragmentation of the supply chain introduces management complexities and variables that are difficult to control, especially when structural components are critical for the final assembly of the vehicle.

Integrated production addresses this need by offering a more robust model, where processes and responsibilities are concentrated and manageable.

The complexity of structural components in lifting equipment

Frames, cabins, side panels, and load-bearing structures are not simply sheet metal components. They must ensure mechanical strength, structural rigidity, dimensional accuracy, and an aesthetic quality consistent with the positioning of the final product.

Furthermore, they must be designed for stable serial production, without continuous adjustments on the line or unexpected rework.

Frames, Cabins, and Load-Bearing Structures: Technical and Production Requirements

When these components are produced by different suppliers for each individual process, the risk of inconsistencies increases: cumulative tolerances, differing interpretations of the design, and workaround solutions that only emerge during final assembly. Integrated production, on the other hand, allows these aspects to be managed as part of a single, unified manufacturing system.

Integrated Production and Process Coordination

One of the main advantages of integrated production is the real coordination between the different manufacturing stages. Laser cutting, CNC bending, manual or robotic welding, assembly, and surface treatments such as powder coating or cathodic electrophoretic painting are not independent steps, but closely interconnected.

When cutting, bending, and welding are part of the same process

The design of the bends takes into account the subsequent welds, joints are planned based on the actual stresses of the vehicle, and surfaces are properly prepared to ensure the adhesion of anti-corrosion treatments. This approach allows potential issues to be identified during the industrialization phase, before they become problems on the production line or non-conformities in the finished product.

Consistent Quality and Control of the Manufacturing Process

For a lifting OEM, quality is not an isolated event but a condition that must be ensured over time. Integrated production allows for the implementation of intermediate quality controls at every critical stage of the process: from bending to welding, through surface treatments, up to final assembly.

Reducing Variability and Non-Conformities in Serial Production

This approach reduces variability, improves repeatability, and allows high standards to be maintained even at medium-to-large production volumes. From the buyer’s perspective, this means fewer reworks, fewer disputes, and greater supply stability.

How Integrated Production Reduces Hidden Project Costs

In some cases, integrated production not only improves quality and lead times, but also allows a complete rethinking of the component approach, creating value from an economic perspective as well.

Rethinking the Component to Eliminate Upfront Investments

During the development of a large structural side panel for a material handling vehicle, the initial plan called for a single molded piece, requiring a significant upfront investment in tooling. By taking a holistic approach to the component, we proposed an alternative solution: splitting the side panel into two parts, produced with different technologies yet perfectly integrated.

One section was made using press-brake forming, the other via thermoforming, then joined with a carefully engineered structural adhesive system. Material selection, adhesive type, and assembly method were developed in close collaboration with the client’s technical team, considering both mechanical performance and aesthetics.

The result is a final product that fully meets quality specifications, while eliminating the upfront tooling investment and significantly reducing project start-up costs, delivering both efficiency and value.

Streamlined Suppliers, Reduced Risk for OEM Supply Chains

From the buyer’s perspective, integrated production also addresses an increasingly important organizational need: reducing the number of critical suppliers. Fewer points of contact mean less management complexity, clearer responsibilities, and greater control over lead times and quality.

Why OEM Buyers Reduce the Number of Strategic Suppliers

In a sector where production stoppages have immediate impacts and high costs, this simplification becomes a tangible competitive advantage and a protective measure for those managing sourcing.

Integrated Production: From Supply to Industrial Partnership

For these reasons, an increasing number of lifting OEMs are prioritizing industrial partners capable of offering not only production capacity, but also process insight, technical expertise, and collaborative design capabilities.

Integrated production is neither a trend nor a shortcut: it is a structural response to an industry that demands greater control, higher reliability, and fewer unexpected issues. This is where the difference between a simple supplier and a true industrial partner becomes clear—one who can transform production complexity into operational continuity and long-term value.

Join TR Group at Blechexpo 2025 in Stuttgart

TR Industrial — Tue, 10 Feb 2026 20:15:04 GMT

Join TR Group at Blechexpo 2025 in Stuttgart

Publication date: 6 June 2025

Category: News

We are happy to announce that TR Group will be at the 17th Blechexpo, the leading international fair for sheet metal and metalworking, taking place from October 21 to 24, 2025, at Messe Stuttgart, Germany.

Hall 7 – Booth 7415

With over 30 years of experience in metal and plastic processing, we provide precise, reliable, and tailored solutions for every production need.

When customers choose us, they find a single point of contact managing multiple production processes to deliver a complete, finished product of the highest quality. Our strength lies in this integrated approach, simplifying the relationship for our clients while ensuring efficiency and reliability.

TR Group – a point of reference for never ending solutions.

At the fair, we will show our technologies, production capacity, and the added value we bring as a trusted technical partner.

Want to meet us in Stuttgart?
Contact us at trindustrial@trindustrial.it or call +39 0872 88441 to arrange a meeting with our team.

We look forward to seeing you at Blechexpo 2025!

TR Group aims for €100 million in revenue

TR Industrial — Tue, 10 Feb 2026 20:12:14 GMT

A POOL OF BANKS SUPPORTING TR GROUP’S DEVELOPMENT PLAN

TR Group, a historic industrial company in Abruzzo and a leader in the subcontracting sector for plastic and metal semi-finished products, through its two subsidiaries TR Industrial and TR Manufacturing, has finalized several financing operations with the banking system for a total value of €20.5 million to support an investment plan that foresees a total of €30 million.

The banks supporting TR Group include Intesa Sanpaolo, Banca Popolare Pugliese, Banco BPM, BPER Banca, BdM Banca, and BNL BNP Paribas, based on an industrial plan for 2024-2026 which aims to achieve approximately €100 million in consolidated revenue by 2026, increasing human resources to 470 employees, with a positive impact on the region.

The financing granted to the Group’s companies was partially guaranteed by SACE, through the Garanzia Futuro and SACE Green products, and partially by the European Investment Fund (EIF).

As part of the financing agreements, ESG improvement objectives have been defined in line with EU taxonomy, which include, for example, an increase in the percentage of electricity consumption from renewable sources compared to the energy mix used to meet total consumption. Achieving these objectives will result in a reduction in the applied financing rate.

FROM TASSO TO TR GROUP: A PATH OF EVOLUTION
TR Group (formerly Tasso) was founded in the early 1990s in the Val di Sangro industrial area in Atessa (Chieti) by Engineer Mario Tasso, later joined by Roberto Ramondo, the current CEO of the Group.

Initially operating in thermoforming and hot plastic molding, the company gradually expanded its activities to sheet metal processing and painting to offer a wide range of solutions to its customers.

“The added value,” emphasizes CEO Roberto Ramondo, “lies in being a decisive partner for our clients, participating in engineering, design, and logistics.”

In a short time, TR Group has gained a strong market position, becoming a key supplier for leading players in various sectors, including automotive, furniture and design, production machinery, and earth-moving equipment.

The strength of TR Group, which defines itself as “an industry at the service of industry,” is its ability to work closely with customers, developing customized and turnkey solutions.

The consolidated revenues of the Group achieved in 2024, resulting from the activities described above, amount to nearly €64 million, in line with the previous year’s results, thanks also to the contribution of around 320 valuable employees and a highly skilled management team.

CEO ROBERTO RAMONDO: INNOVATION, SUSTAINABILITY, AND AUTOMATION AT THE HEART OF TR GROUP
“The company’s mission,” said CEO Roberto Ramondo, “is to endure over time. This sense of responsibility has always fueled my vision and that of the executives who, alongside me and often more than me, face significant challenges every day at the national and European level.

We are entrepreneurs deeply connected to our territory, working to protect its environment and enhance its future prestige. Sustainability has always been our guiding principle, shaping the development of our various technological areas.

From this perspective, the planned €30 million investments will focus on innovation, automation, and continuously improving the ESG sustainability profile. I am pleased to have found strong partners in the financial institutions that have supported us in realizing our project.”

WORDS FROM THE FOUNDER, ENGINEER MARIO TASSO
“Being here today,” added Mario Tasso, Founder and CEO of the Group, “to share this new chapter of TR Group is a source of great pride and satisfaction.

The company’s expansion is the result of the dedication and hard work of all the people who are part of this group: employees, managers, and my business partner Roberto. My sincerest thanks go to them, as well as to the customers who have placed their trust in us by entrusting us with increasingly important challenges.

I am also proud of our Group’s contribution to the region, creating opportunities for young professionals and increasing female participation in our workforce.

A heartfelt thank you goes to the banking system, which has believed in our ambitious project, supporting us with determination in realizing this development and innovation plan for TR Group. Their trust has been a crucial incentive for us to continue on this path.

I would also like to express my gratitude to Studio D’Incecco in Pescara for their professional support and dedication in structuring and managing such a vital plan for our future.

This growth plan represents an opportunity for us to strengthen our core values. TR Group continues to integrate environmental protection, social responsibility, respect for people, and transparency in all its actions.

We firmly believe that our development must go hand in hand with responsibility toward the environment and the community, recognizing that these principles not only guide our present but also define our future.

It is this vision that allows us to face challenges with confidence and determination.”

THE BANKING SYSTEM /1: ROBERTO GABRIELLI, REGIONAL DIRECTOR FOR LAZIO AND ABRUZZO AT INTESA SANPAOLO
Roberto Gabrielli, Regional Director for Lazio and Abruzzo at Intesa Sanpaolo, commented:

“We are proud to support TR Group’s development projects. Our role is to activate all financial resources and tools necessary to accompany investment choices and enable our companies to seize the opportunities of the green and digital transition, an essential process for competing in an increasingly international market.

THE BANKING SYSTEM /2: MAURO BUSCICCHIO, GENERAL DIRECTOR OF BANCA POPOLARE PUGLIESE
Mauro Buscicchio, General Director of Banca Popolare Pugliese, stated:

“Sustainability and environmental protection are and will remain the cornerstones of our territorial support strategies.

STUDIO D’INCECCO, EXCLUSIVE FINANCIAL ADVISOR FOR THE TRANSACTION
Studio D’Incecco, Chartered Accountants in Pescara, with a team led by Alfredo D’Incecco and supported by Group CFO Alfredo D’Angelo, served as the exclusive financial advisor to TR Group.

The firm assisted in drafting the 2024-2026 Industrial Plan, securing financial sources, and negotiating credit lines to support the investment program.

Source: www.abruzzomagazine.it

TR Group supported by the banking system in financing a €30 million investment plan

TR Industrial — Tue, 10 Feb 2026 20:08:33 GMT

Atessa (CH), January 28, 2025 – TR Group, a historic industrial company in Abruzzo and a leader in the subcontracting sector for plastic and metal semi-finished products, through its two subsidiaries TR Industrial Srl and TR Manufacturing Srl, has finalized multiple financing operations with the banking system for €20.5 million to support a total investment plan of €30 million.

The banks that have supported TR Group are Intesa Sanpaolo, Banca Popolare Pugliese, Banco BPM, BPER Banca, BdM Banca, and BNL BNP Paribas, based on an industrial plan for 2024-2026, which aims to achieve approximately €100 million in consolidated revenues by 2026, increasing human resources to around 470 employees, with a positive impact on the region.

TR Group (formerly Tasso): A Story of Growth

TR Group (formerly Tasso) was founded in the early 1990s in the Val di Sangro industrial area in Atessa (CH) by Ing. Mario Tasso, later joined by Roberto Ramondo, the current CEO of the Group.

“The added value,” emphasizes CEO Roberto Ramondo, “lies in being a decisive partner for our clients, participating in engineering, design, and logistics.”

In a short time, TR Group has gained a strong market position, becoming a key supplier for leading companies in various sectors, including automotive, furniture and design, production machinery, and earth-moving equipment.

The strength of TR Group, which defines itself as “an industry at the service of industry,” is its ability to work closely with customers, developing customized and turnkey solutions.

The consolidated revenues of the Group achieved in 2024, resulting from the activities described above, amount to €64 million, in line with the previous year’s results, thanks also to the contribution of around 320 valuable employees and a highly skilled management team.

CEO Roberto Ramondo: Innovation, Sustainability, and Automation at the Core of TR Group

“The company’s mission,” said CEO Roberto Ramondo, “is to endure over time. This sense of responsibility has always fueled my vision and that of the executives who, alongside me and often more than me, face significant challenges every day at the national and European level.

From this perspective, the planned €30 million investments will focus on innovation, automation, and continuously improving the ESG sustainability profile. I am pleased to have found strong partners in the financial institutions that have supported us in realizing our project.”

Founder Mario Tasso’s Statement

“Being here today,” added Mario Tasso, Founder and CEO of the Group, “to share this new chapter of TR Group is a source of great pride and satisfaction.

I am also proud of our Group’s contribution to the region, creating opportunities for young professionals and increasing female participation in our workforce.

I would also like to express my gratitude to Studio D’Incecco for their professional support and dedication in structuring and managing such a vital plan for our future.

This growth plan represents an opportunity for us to strengthen our core values. TR Group continues to integrate environmental protection, social responsibility, respect for people, and transparency in all its actions.

We firmly believe that our development must go hand in hand with responsibility toward the environment and the community, recognizing that these principles not only guide our present but also define our future.

It is this vision that allows us to face challenges with confidence and determination.”

Statements from the Banking System

Roberto Gabrielli, Regional Director for Lazio and Abruzzo at Intesa Sanpaolo, commented:

To this end, we launched the ESG Abruzzo Lab in June in collaboration with the University of L’Aquila and the Chieti-Pescara Chamber of Commerce. This initiative promotes projects and actions supporting regional businesses in terms of environmental and social impact, linked to innovation. Among the active collaborations, TR Group stands out as a significant partner.”

Mauro Buscicchio, General Director of Banca Popolare Pugliese, stated:

“Sustainability and environmental protection are and will remain the cornerstones of our territorial support strategies.

We firmly believe in driving progress in our entrepreneurial system by promoting innovation, environmental responsibility, and the advancement of Southern Italy.

This is why we have decided to financially support TR Industrial Srl’s 2024-2026 industrial plan: we share the company’s ESG commitments, which are fundamental for implementing the UN’s 2030 Agenda.”

Luca Mazzini, Head of the Central-South Territorial Division at Banco BPM, added:

“We are proud to support forward-thinking companies like TR Group that prioritize sustainability.

We recently opened a Business Center in Abruzzo to be closer to local companies, aiming to be a trusted partner during growth phases and beyond.”

Cristiano Carrus, CEO of BdM Banca, stated:

“Through financing agreements such as this one with TR Industrial, BdM Banca aims to support the entrepreneurial fabric of Abruzzo, fostering innovation and business growth.”

Domenico Pompa, Central Area Director at BNL BNP Paribas, commented:

“This transaction strengthens our longstanding and productive relationship with TR Group.

We continue to support sustainability-focused clients like TR Group, helping them manage the transitions of our time, leveraging our national and international expertise.”

Studio D’Incecco, Exclusive Financial Advisor for the Transaction

Studio D’Incecco, Chartered Accountants in Pescara, with a team led by Alfredo D’Incecco and supported by Group CFO Alfredo D’Angelo, served as the exclusive financial advisor to TR Group.

The firm assisted in drafting the 2024-2026 Industrial Plan, securing financial sources, and negotiating credit lines to support the investment program.