Trade finance digitalisation: a strategic lever for exports

In recent years, trade finance has been undergoing a profound transformation, driven by increasing digitalisation and the evolution of technologies. A field traditionally characterised by complex operations and a heavy documentary burden is progressively opening up to more efficient, integrated, and data-driven models.

For companies operating in international markets, this change is not merely a technical evolution but a concrete opportunity to improve operational management, optimise financial flows and strengthen competitiveness. In an increasingly dynamic and uncertain global context, the ability to make trade finance more digital therefore becomes an enabling factor for supporting growth and addressing export challenges with greater resilience.

This article will analyse how the international trade landscape is evolving, the main limitations of traditional models, and how the digitalisation of trade finance can become a strategic lever to improve efficiency, access to credit and competitiveness in international markets.

DIGITALISATION AND INTERNATIONAL TRADE: A TRANSFORMATION ALREADY UNDERWAY

Digital transformation has progressively redefined how companies design, manage and evolve their business. It is no longer simply about adopting new technologies, but about rethinking operating models in a more integrated, data-driven and efficiency-oriented way. From managing internal processes to relationships with customers and suppliers, through to the ability to interpret and anticipate market changes, corporate digitalisation has become a key enabler of competitiveness.

This transformation is increasingly affecting international trade, where the complexity of flows, the fragmentation of stakeholders and the need to simultaneously manage logistical, financial and regulatory aspects make a step change in processes essential. These are some of the reasons why this market is characterised by fragmentation and heavy reliance on paper-based documentation.

In this context, trade finance emerges as a strategic hub: it is here that many inefficiencies are concentrated, but also some of the most significant opportunities to improve speed, control and access to credit. Its digital evolution therefore represents a tangible lever to support companies in their growth journey in foreign markets.

AN EVOLVING GLOBAL CONTEXT: GROWTH, SLOWDOWNS AND NEW COMPLEXITIES

International trade continues to be one of the main drivers of the global economy, but in recent years it has taken on increasingly complex and less linear characteristics. Trade finance, which supports between 80% and 90% of global trade, lies at the centre of this system and fully reflects its dynamics.

According to the World Trade Organization’s Global Trade Outlook and Statistics report, 2025 saw an initial phase of expansion, with trade volumes growing by around 2.4% and total value exceeding $35 trillion, driven in particular by demand for technological goods and by import front-loading strategies in certain key markets.

However, this positive trend has gradually given way to signs of slowdown: inflation, restrictive monetary policies, geopolitical tensions and new protectionist approaches are reshaping global supply chains. The outlook for 2026, with estimated growth in trading volume of around 0.5%, highlights a context in which the ability to manage complexity and adapt becomes central for companies.

ITALIAN EXPORTS: RESILIENCE AND OPERATIONAL CHALLENGES IN A COMPLEX CONTEXT

Within this scenario, Italy continues to demonstrate a strong international vocation, also confirmed by ISTAT data, which indicates that exports exceeded €640 billion in 2025, with value growth of 3.3%.

This result is not merely a numerical record but marks a structural step change: Italy has consolidated its position as the world’s fourth-largest exporter of goods, surpassing Japan and confirming itself as the European Union’s second-largest trading hub. This achievement reflects the ability of Italian companies to adapt to different contexts, diversify destination markets and invest in innovation to maintain high levels of quality and competitiveness.

The importance of this sector is vital for the stability of the national system: today, exports of goods and services account for around 40% of national Gross Domestic Product (GDP), representing the main driver of economic growth and financial stability.

However, alongside these strengths, certain critical issues emerge, particularly regarding the operational dimension of processes. Many companies, especially small and medium-sized enterprises, still manage international trade through organisational models and tools that are not highly digitalised, making day-to-day operations more complex. This results in longer processing times, greater exposure to errors and difficulties in accessing structured risk mitigation and financing solutions.

In other words, while Italian products remain competitive in international markets, the processes supporting them still represent a constraint on full international growth. It is precisely at this level that the digitalisation of trade finance can generate a concrete and measurable impact.

THE PAPER PARADOX: OPERATIONAL INEFFICIENCIES AFFECTING BUSINESS

Despite technological progress, trade finance remains, as noted, still heavily anchored to paper-based operational models. According to the International Chamber of Commerce (ICC), a single international trade transaction can require up to 240 pages of documentation and involve more than 27 parties along the supply chain, including companies, banks, freight forwarders, insurers and public authorities. A complex model that reflects the intricate nature of global trade, but at the same time highlights the limitations of still largely manual processes.

The consequences are tangible and directly affect business management. According to a white paper published by the World Economic Forum, manual procedures and the physical circulation of documents result in average delays of between 10 and 14 days in completing international shipments, with direct effects on delivery timelines and working capital management. These are compounded by significantly higher administrative costs: according to the World Economic Forum, paper-based processes can generate costs up to 20% higher than equivalent digital flows, due to printing, archiving, manual verification and the shipment of original documents.

In a macroeconomic context characterised by greater volatility, pressure on margins and increasing complexity of global supply chains, these inefficiencies represent a structural constraint on business competitiveness. At a time when speed, process reliability and risk control are becoming critical success factors in international markets, the persistence of traditional operating models risks limiting companies’ responsiveness.

It is precisely to overcome this paper paradox that trade finance is undergoing a structural transformation. The digitalisation of processes is no longer merely a technological option, but an enabling condition for making international trade more efficient, secure, sustainable and accessible, effectively addressing the critical issues generated by still heavily manual practices.

FROM DOCUMENT TO DATA: A PROFOUND CHANGE STILL IN PROGRESS

The transformation of trade finance does not simply coincide with the dematerialisation of documents, nor can it be considered complete.

The shift from paper to digital is in fact an ongoing process, supported by regulatory evolution, the definition of shared standards and the introduction of new technologies that are progressively enabling a new operational paradigm.

A fundamental element of this change is the evolution of the regulatory framework. The introduction of the Model Law on Electronic Transferable Records (MLETR) by UNCITRAL has removed one of the main barriers to the development of digital trade, allowing full legal recognition of transferable documents in electronic format. Initiatives such as the United Kingdom’s Electronic Trade Documents Act (ETDA), which grants full legal validity to electronic commercial documents and promotes the progressive dematerialisation of processes in international trade, move in the same direction.

The European Union is also moving towards increasingly digital exchange models, in line with the objectives of the Digital Decade 2030 and digital trade policies.

In Italy, although MLETR has not yet been adopted, an institutional analysis phase is underway involving the banking system, together with ICC Italy and the Italian Banking Association (ABI), engaged in discussions and proposals to the relevant authorities, in coordination with ICC at an international level within the Digital Standards Initiative (DSI).

The adoption of this regulatory model would make it possible to manage documents representing goods, such as the electronic Bill of Lading, in a natively digital format, paving the way for faster, more secure and integrated processes across the entire international trade supply chain. This evolution is also supported by a concrete commitment from the sector: according to the Digital Container Shipping Association (DCSA), the shipping industry has set a target of achieving 100% adoption of the eBill of Lading by 2030, with an intermediate milestone showing usage already at around 12.8% in 2026.

Alongside regulatory developments, a second pillar of transformation concerns technical and interoperability standards.

International organisations such as ICC and SWIFT are updating rules, formats and messaging models to support the use of electronic documents and structured data throughout the value chain. This enables a shift from a model centred on manual document reading and verification to one based on data processing, allowing higher levels of automation, faster controls and greater integration between financial operations and the digital supply chain.

In this context, the evolution of artificial intelligence solutions applied to trade finance is also accelerating change, supporting specialised platforms in managing documentary and information flows, always within models that retain human oversight over the most critical decision-making processes.

TECHNOLOGIES AND PROCESSES: AN EVOLUTION THAT STARTS WITH ORGANISATION

Digital technologies represent a key accelerator of this transformation, but their concrete impact largely depends on how they are integrated into business processes. Generative artificial intelligence, for example, enables the automation of repetitive activities such as document checks and compliance controls, while also providing extended support across the entire supply chain involved in the operation. The use of solutions based on “AI agents” allows day-to-day operations to be supported, significantly reducing errors and processing times and strengthening security levels, always within models that maintain the human-in-the-loop principle, with human oversight over critical process stages.

Digital platforms also enable the centralisation of operations management, fostering greater visibility and coordination among the various stakeholders involved.

At the same time, technologies such as blockchain and AI help strengthen the security and traceability of information, which are increasingly important in a context characterised by more sophisticated operational and cyber risks.

However, the real value does not lie in individual technologies, but in the ability to integrate them within a coherent ecosystem where data, processes and tools interact seamlessly.

For companies, this means rethinking internal organisation, overcoming silo-based approaches and fostering greater collaboration between business functions, particularly finance, administration and sales. The digitalisation of trade finance therefore requires an evolution of processes, skills and organisational culture, which must become more data-driven, responsive and proactive in managing operations.

Only in this way can technologies fully express their potential, transforming from operational tools into true enablers of growth.

TRADE FINANCE DIGITALISATION: OPERATIONAL BENEFITS AND A STRATEGIC LEVER FOR GROWTH

For a company, the value of digitalisation lies in its ability to generate concrete and tangible results in the short and medium term. Faster, more automated processes make it possible to accelerate cash flows, improve working capital management — a particularly relevant aspect in uncertain market contexts where liquidity is a critical factor for operational continuity and growth.
Reducing manual activities leads to lower operating costs and more efficient use of internal resources. Administrative and financial functions can therefore free up time and skills to focus on higher value-added activities.

Another key element concerns access to credit. The availability of structured, up-to-date and reliable data enables more accurate risk assessment by financial institutions, facilitating access to financing instruments even for smaller companies. This is particularly relevant for SMEs, which often face greater difficulties in obtaining financial support for international operations.

Overall, the digitalisation of trade finance helps make business more efficient, more secure, with improved access to credit and more sustainable, both from an economic perspective and in terms of responsible process management, reducing waste and errors.

However, trade finance digitalisation is not limited to simplifying operations: it represents a strategic lever capable of directly influencing competitiveness and development decisions in international markets.

Companies that adopt digital models can operate more quickly, improve risk control and gain greater planning capabilities, thanks to a more comprehensive and up-to-date view of commercial and financial flows. In a global context characterised by uncertainty, volatility and increasing complexity, process quality becomes a true differentiating factor.

From this perspective, trade finance is no longer merely an operational support function, but an element that actively contributes to a company’s ability to grow, expand into new markets and build stronger, longer-lasting business relationships.

THE ROLE OF INTESA SANPAOLO: SUPPORTING TRANSFORMATION

In a transformation journey such as trade finance digitalisation, the role of the financial partner becomes increasingly important. It is not just about providing technological tools, but about supporting companies in redesigning processes, integrating solutions and managing operations related to international trade.

In this context, Intesa Sanpaolo supports companies with an offering that combines specialist expertise and digital solutions designed to simplify and make trade finance operations more efficient. Through structured tools such as Trade Services and the Foreign Module of Inbiz, companies can manage key international operations in a digital and integrated way, from requesting international payment instruments to document management.

This approach helps reduce processing times, improve flow control and increase visibility over operations, facilitating more structured and informed management of international business. At the same time, the integration between banking services and digital platforms enables companies to operate with greater continuity, even in complex and rapidly evolving environments.

In an increasingly competitive market, being able to rely on an ecosystem of solutions and expertise becomes a distinguishing factor, capable of supporting companies not only in daily operations but also in strategic growth decisions in foreign markets.

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