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Economy | Internationalization | Business

SACE50, CDP and SIMEST strengthen the tools supporting Italian companies in international markets

Luigi Carfora
President of Consorzio Suggestioni Campane Promotion
President of Confimi Industria Campania

Tags:
Luigi Carfora · Export 2026 · Internationalization · SACE · SACE50 · CDP · SIMEST · SMEs · Made in Italy · Italian Export · International Markets · Confimi Industria Campania · Consorzio Suggestioni Campane Promotion

Finding new markets is no longer enough: companies need the financial and insurance tools to enter them, support international contracts and protect their receivables.

Italian exports enter a new phase

The internationalization of Italian companies is becoming increasingly strategic.

According to SACE's XIX Export Report 2026, Italian exports of goods are expected to grow by 2% in 2026, 2.5% in 2027 and 2.8% in 2028, reaching more than €690 billion in 2028.

SACE identifies a trajectory towards the €700 billion export target, supported by market diversification, the international development of Italian companies and the broader support provided by the Italian system.

Behind these figures lies an even more important question: how can companies, particularly SMEs, enter international markets with appropriate financial, insurance and risk-management tools?

This is where the strengthening of the instruments provided by SACE, CDP and SIMEST becomes particularly relevant.

The issue is not simply to make more resources available. The direction is towards an ecosystem in which exports, finance, investment and credit protection become components of a single international growth strategy.

SACE50: approximately €150 billion in new commitments for 2026-2028

One of the most significant developments is the new SACE50 Strategic Plan 2026-2028.

SACE plans approximately €150 billion in new commitments over the 2026-2028 period, aimed at supporting exports, internationalization, production chains and strategic projects for the competitiveness of the Italian economic system.

The strategy focuses on two main areas:

• exports, internationalization and production chains;
• major strategic projects for the Italian system.

Particular attention is devoted to sectors considered strategic for Italy's competitiveness, including automation and industrial machinery, infrastructure and construction, the blue economy and shipbuilding, defence and aerospace, digital technologies and microelectronics, automotive, agri-food, chemicals, energy, steel, metallurgy and textiles.

For SMEs, one of the most significant aspects is that the strategy does not focus exclusively on individual exporting companies, but also on production chains and the companies that form part of them.

This creates an important opportunity: an SME can participate in internationalization processes even when it is not directly responsible for the entire international operation, but contributes to a supply chain through components, technology, services or intermediate goods.

The €150 billion under SACE50 represents new SACE commitments, not a €150 billion fund automatically available to companies. Access to individual instruments depends on the characteristics of the company and the specific transaction.

CDP: financing international growth

Alongside SACE, Cassa Depositi e Prestiti (CDP) provides financial instruments to support companies' international growth.

In particular, CDP provides medium- and long-term direct financing at market conditions to medium-sized and large companies, supporting investments, acquisitions and other international growth transactions, including through cooperation with the banking system.

The characteristics of each transaction are determined according to the purpose of the investment, the counterparty's credit rating and the guarantees included in the transaction's security package.

CDP also operates its Business Matching platform, which facilitates connections between Italian companies and potential international partners.

The concept is important: internationalization is not simply about finding a customer abroad. It can become a structured process bringing together:

market → partner → investment → financing.

SACE and SIMEST: Supplier Credit as a competitive tool

Among the instruments available to exporting companies, particular attention should be given to Supplier Credit.

This instrument is particularly relevant when an international customer requires medium- or long-term payment terms.

It allows an Italian company to make its commercial offer more competitive by combining:

• SACE insurance coverage against the risk of non-payment;
• the SIMEST Export Contribution on interest, subject to the conditions applicable to the instrument.

The ability to offer more favourable payment terms to an international customer can be decisive, particularly for transactions involving:

• machinery;
• plants and equipment;
• capital goods;
• technologies;
• major supplies;
• services connected with investment projects.

Supplier Credit is an operational instrument of particular interest to exporting companies, including SMEs, because it combines SACE insurance coverage with the SIMEST contribution provided under the instrument.

The ability to finance a sale can itself become a factor of international competitiveness.

From international sales to an industrial project

This is perhaps the most important cultural shift.

For too long, internationalization has been viewed primarily as a commercial issue:

"Let's find a customer abroad."

Today, this approach is no longer sufficient.

An international project must simultaneously consider:

Market
Where is there potential demand?

Customer
How reliable is the customer?

Country risk
What are the economic, political, currency and commercial risks?

Finance
How will the investment be financed?

Credit
How will payment for the contract be protected?

International presence
Is it necessary to establish a branch, create a company, acquire a stake or make a productive investment abroad?

Diversification
Can the new market reduce the company's dependence on a limited number of existing markets?

Internationalization therefore becomes a genuine industrial and financial project.

Market diversification also means risk diversification

Entering new markets should not be driven solely by the prospect of increasing turnover.

Geographical diversification can become a genuine risk-management strategy.

Excessive dependence on a limited number of markets exposes companies to economic crises, geopolitical tensions, currency fluctuations, trade barriers and regulatory changes.

SACE identifies 16 strategic countries where Italian exports are expected to grow by an average of 4.4% over 2027-2028, reaching approximately €92 billion.

Opportunities extend across several regions, including Asia, the Middle East, Latin America and Africa.

For Italian companies, this means having the opportunity to expand their international presence, while also requiring a thorough understanding of each market and appropriate tools to manage the associated risks.

The challenge for Italian SMEs

This issue is particularly relevant for SMEs.

Italy's production system has strong international potential in sectors including manufacturing, mechanical engineering, automotive, aerospace, agri-food, fashion, services and tourism.

The challenge is not simply the quality of Italian products.

It is the ability to bring that quality to international markets, build lasting commercial relationships and financially support the growth process.

For an SME, the process can therefore be represented as:

market analysis → partner identification → contract acquisition → financing → credit insurance → consolidation of international presence.

This is the transition from simple exporting to a genuine international business strategy.

Consorzio Suggestioni Campane Promotion: the operational platform for internationalization

This is where Consorzio Suggestioni Campane Promotion plays its operational role.

The Consorzio develops export and internationalization activities, building relationships with international markets, partners and business operators and creating concrete opportunities for companies seeking to expand their presence abroad.

Its operational scope is not limited to the Campania region: the objective is to promote and support Made in Italy and the international presence of Italian companies.

The opportunities developed through the Consorzio can also involve and benefit companies belonging to Confimi Industria Campania.

The objective is to build structured internationalization paths connecting:

markets → partners → companies → opportunities → Italian System instruments.

The consortium model has particular value in this context: it makes it possible to bring together expertise, relationships and project capabilities, reducing the complexity that individual SMEs would face when entering distant markets characterized by different economic, regulatory and cultural environments.

Luigi Carfora's vision

Luigi Carfora
President of Consorzio Suggestioni Campane Promotion
President of Confimi Industria Campania

"Internationalization can no longer be considered merely a commercial issue. For an SME entering a new market means assessing opportunities, risk, financing and credit protection at the same time.
The strengthening of the SACE, CDP and SIMEST instruments should therefore be viewed from a broader perspective: creating the conditions for Italian companies to transform international opportunities into concrete growth strategies.
Through Consorzio Suggestioni Campane Promotion, we aim to develop precisely this operational dimension, building relationships, opportunities and internationalization paths that can also involve companies belonging to Confimi Industria Campania.
Our horizon is the world and our reference is Made in Italy. Italy has the expertise, products and production chains needed to compete internationally. Our challenge is to turn this potential into international presence, growth and greater competitiveness."

Not only large companies

An important element of the new strategy is its focus on SMEs and production chains.

Internationalization should not be considered an opportunity reserved exclusively for large corporations.

A small or medium-sized company can participate in international business through:

• direct exports;
• an international contract;
• supplying an Italian company that exports;
• participation in an international supply chain;
• a commercial investment abroad;
• a partnership with a foreign operator.

The real challenge is therefore to understand the available instruments and identify the combination best suited to each individual project.

CONCLUSIONS

The strengthening of the instruments provided by SACE, CDP and SIMEST marks an important evolution in Italy's approach to internationalization.

The objective is not simply to increase the number of companies exporting.

It is to create the conditions for Italian companies to grow, invest, diversify markets, manage risks and consolidate their international presence.

The real challenge for Italian exports in 2026 will therefore not simply be to find new markets.

It will be to have the financial, insurance, commercial and organizational structure needed to enter those markets and remain competitive in them.

Export is not simply a commercial destination. It is an industrial strategy.

Luigi Carfora
President of Consorzio Suggestioni Campane Promotion
President of Confimi Industria Campania

AN OPERATIONAL PATH FOR COMPANIES

Consorzio Suggestioni Campane Promotion develops export and internationalization activities through relationships with international markets, partners and business operators.

The objective is to promote Made in Italy and create concrete opportunities for companies seeking to develop or consolidate their presence in international markets.

The opportunities developed by the Consorzio can also involve companies belonging to Confimi Industria Campania.

Luigi Carfora
President of Consorzio Suggestioni Campane Promotion
President of Confimi Industria Campania

Official sources

• SACE – XIX Export Report 2026
• SACE – SACE50 Strategic Plan 2026-2028
• CDP – Financing for Internationalization
• CDP – Business Matching
• SIMEST – Supplier Credit
• SIMEST – Internationalization Instruments

Methodological note

The information contained in this article distinguishes official data and forecasts published by SACE, CDP and SIMEST from the author's strategic assessments and interpretations.

The characteristics, requirements, access procedures and financial conditions of financial and insurance instruments must be assessed on a case-by-case basis, taking into account the specific transaction and the characteristics of the applicant company. In particular, the size of the company, its financial position, credit rating and creditworthiness, as well as the type, amount, maturity and structure of the transaction, may affect the applicable conditions and eligibility for individual instruments. Final assessment is carried out, depending on the instrument used, by the financing institution and/or the competent entity.

Updated information and applicable conditions must always be checked on the relevant official institutional websites when submitting an application.

Luigi Carfora
President of Consorzio Suggestioni Campane Promotion
President of Confimi Industria Campania