Mars is investing AUD$200 million into Australian manufacturing by 2027, expanding production capacity, accelerating innovation, supporting renewable energy ambitions, and strengthening regional jobs, supply chains, and sustainable industry growth.

INVESTING IN ADVANCED MANUFACTURING

Mars, Incorporated has announced plans to invest AUD$200 million into its Australian manufacturing operations by the end of 2027, reinforcing its long-term commitment to local production, sustainability, and innovation.

The investment will support expanded manufacturing capacity, renewable energy ambitions, and continued operational improvements across the company’s Australian footprint. It also underlines Mars’ confidence in the future of Australian manufacturing and its role in supporting regional communities, local supply chains, and a more resilient low-carbon economy.

Since 2020, Mars has invested more than AUD$450 million across six Australian manufacturing sites to improve quality, safety, productivity, efficiency, and sustainability.

Today, 90 percent of Mars products sold in Australia are manufactured locally, demonstrating the company’s deep integration within the national economy.

Managing Director and General Manager Petcare Australia and New Zealand, Melodie Nye, said the latest investment would help Mars continue meeting the evolving expectations of consumers and customers alike.

EXPANDING CAPACITY IN WODONGA

A key milestone in the investment programme will arrive in June 2026, when Mars commissions the expansion of its pet food manufacturing facility in Wodonga.

The new AUD$112.5 million wet pouch facility is expected to create more than 60 jobs and will serve as a digitally enabled manufacturing hub designed to advance high-tech, AI-enabled food production capabilities in Australia.

The expansion represents a major step forward for Mars’ sovereign manufacturing capability, combining advanced automation, digital systems, and high-skill employment opportunities within one of regional Australia’s most significant production facilities.

Mars first established its pet nutrition factory in Wodonga in 1967, and the site remains one of the region’s largest private employers.

A 110-YEAR AUSTRALIAN LEGACY

The announcement also coincides with a significant milestone for Mars in Australia, as the company celebrates 110 years of local manufacturing heritage connected to brands that now form part of the Mars family.

That history dates back to 1915, when the first Wrigley chewing gum factory opened on Melbourne’s Elizabeth Street. The Wrigley brand would later become part of Mars, helping establish the company’s enduring presence in Australia’s consumer goods sector.

Today, Mars operates manufacturing facilities in Asquith, Bathurst, Wyong, Ballarat, Wacol, and Wodonga, alongside corporate offices in Melbourne and Sydney.

Following Mars’ acquisition of Kellanova in December 2025, the iconic Kellogg’s cereal factory in Botany also became part of the company’s Australian manufacturing footprint.

Across its seven factories and two corporate offices, Mars employs approximately 2,400 Associates throughout Australia.

DELIVERING LONG-TERM VALUE

As a private family-owned company, Mars has built generations of consumer loyalty through brands spanning confectionery, pet nutrition, and food products, including MILKY WAY®, PEDIGREE®, WHISKAS®, ROYAL CANIN®, and MASTERFOODS™.

For Mars, the latest investment represents more than operational expansion – it is a statement of confidence in Australian industry and the communities that support it.

The post Mars Fuels Australia’s Manufacturing Future appeared first on Manufacturing Outlook.

Essity has opened a new recycled fibre facility at its Prudhoe manufacturing site in the UK, marking a major investment in sustainable tissue production and circular manufacturing capabilities.

Essity boosts recycled fibre processing at flagship UK manufacturing site

The new facility, backed by an investment of more than £30 million, increases recycled fibre processing capacity at the Prudhoe site to more than 105,000 tonnes per year. According to the company, the expansion brings Essity’s total annual recycled fibre capacity in the UK to approximately 190,000 tonnes.

The new Unifibres facility strengthens domestic fibre supply, supports a more circular economy and improves the resilience of its UK manufacturing operations.

New facility designed to improve manufacturing efficiency and circularity

Essity said the Prudhoe recycled fibre facility has been designed to process a wider range of recovered paper materials, including lower grade paper, helping extend the lifecycle of fibre resources used in tissue production.

The facility also improves the segregation of contaminants such as plastics, while reducing waste sent to landfill and improving energy efficiency across operations. Essity said the investment replaces older infrastructure with modern, high-efficiency technology to support lower environmental impact while maintaining high-quality tissue production.

The Prudhoe site is Essity’s largest manufacturing facility in the UK and a key part of its wider European tissue production network. The company described the project as its largest capital investment across UK operations in the past decade.

Essity positions Prudhoe at forefront of sustainable tissue manufacturing

Martin Hallissey, Site Manager at Essity’s Prudhoe mill, said: “The opening of this recycled fibre facility is a proud moment for everyone at Prudhoe.

“It’s a significant investment in our site and our people, and it strengthens our ability to source recycled fibre while improving efficiency and reducing waste.

“This facility puts Prudhoe at the forefront of sustainable tissue manufacturing in the UK.”

Essity said the new facility further strengthens its position as the UK’s largest user of recycled fibre in consumer tissue products and the leading user of recycled fibre for tissue production in Europe, based on publicly available 2024 industry data.

Investment supports long-term sustainable manufacturing strategy

Volker Zöller, President, Consumer Tissue at Essity, said: “This investment demonstrates Essity’s clear commitment to sustainability and circularity. Being the UK’s largest user of recycled fibre for consumer tissue, and the leading user in Europe, brings responsibility as well as opportunity.

“The Prudhoe facility strengthens our recycled fibre supply, supports our customers’ sustainability ambitions and reinforces our leadership in sustainable tissue production. In short, we are delivering genuine sustainable solutions for our customers and ultimately a clear sustainable choice for consumers.”

The post Essity Expands UK Recycled Fibre Capacity with New £30m Prudhoe Facility appeared first on Manufacturing Outlook.

Global supply chain pressures climbed to their highest level since the pandemic-era disruptions of late 2022 in April 2026, as manufacturers accelerated safety stockpiling in response to inflation concerns, shortages and disruption linked to the war in the Middle East.

GEP Index Signals Renewed Supply Chain Strain Across Global Manufacturing Networks

According to the latest GEP Global Supply Chain Volatility Index, produced by GEP and S&P Global, the index rose to 1.64 in April from 0.57 in March, marking its highest reading since October 2022.

The index, based on monthly survey data from around 27,000 businesses across more than 40 countries, showed manufacturers increasing purchasing activity and building inventory buffers to secure supply ahead of further price rises and supply disruption.

April 2026 Regional Key Findings

• ASIA: Index soars to 3.79, from 1.16, its highest in more than four years. Surging transportation costs were a key factor behind the index’s increase, with the region more reliant on Middle East oil than other parts of the globe.
• NORTH AMERICA: Index jumps to 1.52, from 0.42, a 44-month record. Manufacturers in the U.S. and Canada purchased more materials to build inventories, leading to a sharp squeeze on supply chain capacity in the continent.
• EUROPE: Index rises to 1.64, from 0.64, a three-and-a-half-year high, as European manufacturers safety stockpiled more than any other part of the globe.
• U.K.: Index rises to 0.96, from 0.16, its highest reading since December 2022. 

April 2026 Key Findings

• DEMAND: Global demand for production inputs such as raw materials, commodities and intermediate goods rose in April, with purchasing its strongest in more than four years. The expansion reflected front-loaded buying activity in anticipation of price inflation and supply disruption, rather than growth due to improving underlying manufacturing conditions. 
• INVENTORIES: To mitigate further price rises and supply disruption, global manufacturers built buffers into their inventories more aggressively. Reports of safety stockpiling surged higher in April and were their most widespread since January 2023 as oil prices remained volatile and uncertainty regarding the war in the Middle East continued.
• MATERIAL SHORTAGES: The items in short supply indicator rose again in April to its highest in nearly three-and-a-half years, signaling that shortages of critical materials and inputs were the highest since late 2022, towards the end of the post-pandemic supply squeeze.
• LABOR SHORTAGES: Labor shortages remained contained in April, although they were marginally above the long-run average at the global level. By region, reports of manufacturing backlogs rising due to staff shortages were their greatest in Europe. 
• TRANSPORTATION: The global transportation costs tracker soared to a record high in April (data were first collected in 2005), reflecting surging fuel prices, as well as rising maritime shipping and freight rates.

Manufacturers Increase Inventory Buffers as Shortages Intensify

The report found that global manufacturers ramped up safety stockpiling of goods and raw materials at the fastest rate in three years.

European manufacturers reported the most aggressive inventory building activity, while purchasing activity globally reached its strongest level in more than four years.

At the same time, reports of item shortages rose to their highest level since November 2022, signalling renewed pressure on suppliers and logistics networks.

According to the report, the increase in purchasing activity reflected front-loaded buying in anticipation of further disruption and inflation, rather than underlying improvements in manufacturing demand.

Transportation Costs Reach Record High

Global transportation costs climbed to a record high in April, according to the index data, driven by maritime disruption, rising freight rates and higher fuel prices linked to geopolitical tensions in the Middle East.

Asia recorded the sharpest deterioration in supply chain conditions, with the regional index surging to 3.79 from 1.16, its highest level in more than four years.

North America’s index rose to 1.52 from 0.42, while Europe’s increased to 1.64 from 0.64, both reaching multi-year highs as manufacturers increased inventory purchases and safety stock levels.

The UK index also climbed sharply to 0.96 from 0.16, its highest reading since December 2022.

GEP Warns Supply Chain Normalisation Could Take Up to 12 Months

“Even if tensions in the Middle East ease quickly, global supply chains are unlikely to normalize for another six to 12 months,” said John Piatek, vice president, consulting, GEP. 

“What stands out in April’s data is how broadly the disruption is spreading. Shortages worsened across every major region, signaling this is no longer an isolated transport shock. Companies worldwide are now scrambling to secure supply and protect themselves against further inflation and disruption.”

The report also noted that labour shortages remained relatively contained globally in April, although European manufacturers reported the greatest increase in backlogs linked to staffing constraints.

What is the GEP Global Supply Chain Volatility Index?

The GEP Global Supply Chain Volatility Index is produced by GEP and S&P Global using data derived from S&P Global PMI surveys covering around 27,000 companies in more than 40 countries.

The index measures global supply chain stress using six sub-indices based on purchasing activity, inventory trends, shortages, transportation costs and labour constraints.

A reading above zero indicates supply chain capacity is being stretched and volatility is increasing, while a reading below zero signals underutilised capacity and easing supply chain pressures.

Regional indices are also published for Asia, Europe, North America and the UK.

The post GEP Global Supply Chain Volatility Index : Pressures Highest Level Since 2022 appeared first on Manufacturing Outlook.

ERM and Carbmee have partnered to help manufacturing companies improve Scope 3 emissions management by combining AI-driven carbon intelligence with supply chain decarbonisation expertise.

AI-Powered Scope 3 Management Targets Manufacturing Supply Chains

The partnership is aimed at helping manufacturers move beyond emissions reporting toward measurable decarbonisation action across complex global value chains.

Carbmee’s AI-powered platform is designed to collect supplier-specific, product-level, and site-level emissions data at scale, enabling manufacturers to gain more granular visibility into Scope 3 emissions across their supply chains.

The platform also includes analytics and scenario modelling capabilities that allow companies to evaluate the impact of supplier switching and different decarbonisation strategies on emissions and operational performance.

The approach is intended to help manufacturers shift from static reporting toward more actionable carbon management strategies tied directly to procurement, sourcing, and operational decisions.

Partnership Combines Carbon Intelligence with Supply Chain Transformation

Under the partnership, ERM will use the emissions insights generated through Carbmee’s platform to support supplier engagement and decarbonisation programmes for manufacturing clients.

These programmes include:

• Redesigning emissions-intensive materials and supply chains
• Renewable electricity procurement
• Power purchase agreements (PPAs)
• Broader supply chain decarbonisation initiatives

ERM will help ensure emissions data, methodologies, and reduction pathways align with major reporting and disclosure frameworks, including the GHG Protocol, the Science Based Targets initiative (SBTi), and IFRS-aligned disclosure requirements.

Manufacturers Face Growing Pressure to Decarbonise Scope 3 Emissions

The partnership comes as manufacturers face increasing regulatory, investor, and customer pressure to improve transparency around Scope 3 emissions, which often represent the largest share of a company’s carbon footprint.

Supply chain emissions data is becoming increasingly important not only for sustainability reporting but also for broader operational resilience, procurement strategy, and risk management.

“Companies that master Scope 3 will not just report lower emissions or meet their stated targets, they will build lower-cost, more resilient, and more competitive businesses,” said Olaf Schatteman, Global Service Leader, Sustainable Products & Supply Chain at ERM.

“Working with Carbmee as part of our ecosystem of partners, we are looking forward to helping more clients use credible, auditable Scope 3 data to drive targeted decarbonisation action and enhanced business performance.”

AI and Sustainability Platforms Gain Momentum Across Industrial Sectors

The collaboration reflects growing adoption of AI-enabled sustainability platforms across manufacturing and industrial sectors as companies seek more accurate emissions data and faster decarbonisation pathways.

Dieter Krockauer, Senior Vice President at Carbmee, said the partnership is designed to help companies connect emissions visibility with measurable operational improvements.

“Together, Carbmee’s AI-powered environmental intelligence system combined with ERM’s deep expertise on both decarbonisation strategy and implementation helps companies deliver measurable CO2e reductions, lower costs, and build more resilient supply chains.”

The companies said the combined offering is intended to provide manufacturers with an end-to-end solution spanning emissions data collection, analysis, supplier engagement, and implementation of decarbonisation programmes across global operations.

The post ERM and Carbmee Partner to Help Manufacturers Turn Scope 3 Data into Decarbonisation Action appeared first on Manufacturing Outlook.

We dive into Forterra’s innovative spirit with insights from its executive team, exploring how the company’s mission-driven ethos is transforming the battlefield into a realm where technology meets tenacity.

FORTIFYING THE FUTURE FRONTIERS OF DEFENSE

In a world where the dynamics of warfare are ever-evolving, Forterra stands at the cutting edge, redefining what it means to be a leader in autonomous defense solutions.

Headquartered in Clarksburg, Maryland, with additional offices in Arlington County, Virginia; Winter Park, Florida; Ketchum, Idaho; and Palo Alto, California, the company boasts over 500 employees who are pushing the boundaries of defense technology.

The future of mission autonomy is not just a vision for Forterra, it’s a reality, providing advanced modular solutions designed for independent operation or seamless integration.

This enables multiple vehicles to operate autonomously, with the ability to allow an operator to intervene, if necessary, to ensure resilience and mission intent in challenging environments.

“From self-driving land systems to robotic swarms, we create scalable, robust hardware and software platforms that enable our customers to utilize autonomy effectively, enhancing reach, survivability, and mission success,” proudly introduces Josh Araujo, CEO.

“Our mission is warfighter-focused; we develop technology that minimizes risks for those who serve. With a high concentration of veterans on our team, we understand the challenges and gaps faced in combat.”

Forterra specializes in key technologies, differentiating its products through unique platforms and systems that set it apart in the market. These comprise modules for compute, data, communications, mobility, and sensing, enhancing defense capabilities while prioritizing warfighter safety on the battlefield.

“We focus on creating autonomous systems that function in real-world, off-road environments. For example, our core platform, AutoDrive, is designed to operate in unpredictable conditions without relying on perfect maps, adapting in real time to rough terrain, dynamic obstacles, and degraded GPS environments,” he details.

“Moreover, Vektor is an edge-deployed, software-defined communication and smart data-brokering layer designed for operations in disrupted, degraded, intermittent, and low-bandwidth environments. It enables real-time data flow and situational awareness across autonomous, manned, and hybrid vehicles, even when disconnected or GPS-denied.”

However, unlike conventional systems that require constant, high-quality network access, Vektor maintains data and command flows without it.

“To enhance resilience, we acquired the mobile mesh networking company goTenna in 2025. All these solutions operate concurrently on Fabric, our integration layer that allows communication with third-party software and hardware,” explains Araujo.

This is significant because Fabric offers an open software architecture for plug-and-play interoperability across vendors and platforms, ensuring seamless interoperability among autonomous systems, payloads, and command and control (C2) infrastructure.

INNOVATING AT AN INTERSECTION

Although each Forterra product has unique features, the company’s main differentiator is its proven and actively deployed solutions.

“Many companies remain in R&D or prototyping, but in the national security sector, real-world deployment with the US Department of War (DoW) is where impact is made,” Araujo outlines.

“Forterra has been the DoW’s leading autonomy provider across numerous ground programs, with our products in active use in combat zones worldwide. In this field, it’s clear: you’re either proven and deployed or you’re not.”

The company’s approach to R&D involves pairing two perspectives: deep technical expertise and direct operational experience; bringing together engineers who understand what is technically possible with former operators who understand the demands of missions in the field.

“The intersection of engineers and operators is where true innovation occurs. Focusing solely on technology may lead to capabilities in search of a problem, while concentrating only on the mission risks means missing new solutions to longstanding challenges,” Scott Philips, Chief Innovation Officer, imparts.

Forterra’s R&D philosophy focuses on aligning mission needs with technical maturity to provide robust, deployable capabilities relevant to modern conflict.

One area where that approach is especially visible is the company’s work with the electromagnetic spectrum.

“In modern conflict, the spectrum is both a vulnerability and an opportunity. We are enhancing our autonomous infrastructure, sensors, compute, and radios to optimize communications and increase awareness of adversary activity.

“By developing techniques to map the radio frequency (RF) environment dynamically, we can reposition assets to create the optimal geometry needed to support mission objectives,” Philips states.

Additionally, Forterra’s innovation strategy centers on technologies that enhance edge autonomy and resilience in denied environments, improving operators’ awareness and control during critical situations.

By leveraging artificial intelligence (AI)-driven software, the company boosts operational efficiency, allowing small teams to process data beyond human limits, leading to quicker, more informed decisions and greater force multiplication.

Combining technical expertise with operational experience means Forterra’s mature technologies offer real advantages in the contested environments of modern conflict.

“We focus on maintaining resilient C2 infrastructure in the electromagnetic spectrum, optimizing communications and adversary awareness. Our innovation agenda emphasizes autonomy, resilience in denied environments, and enhanced operator adaptability in critical situations,” urges Philips.

COLLABORATIVE STRATEGIES

The most significant challenge facing the industry is not technological but structural.

“There is often a persistent institutional tendency to pursue the most technically sophisticated solution rather than the most deployable one,” voices Scott Sanders, Chief Growth Officer.

In general, the defense sector is now more willing to expedite the prototyping of new technologies. The DoW has vigorously worked to secure initial access to the Pentagon and has invested significantly in emerging companies.

“The journey to secure scalable production contracts often highlights successful prototypes that struggle to transition to practical use. A significant increase in efforts is needed to facilitate this process and deploy new technologies en masse.

“It’s crucial for defense technology to provide emerging systems for large-scale, long-term use, rather than just pilot programs, to validate the new operating models with autonomous systems,” Sanders discusses.

Forterra’s partnership strategy emphasizes an open, interoperable platform that incorporates top-tier capabilities rather than developing everything internally, and collaborations with Aeva and Nominal exemplify this approach.

As such, Forterra has integrated 4D light detection and ranging (LiDAR) technology into the AutoDrive platform with Aeva, allowing for simultaneous detection of velocity and position.

This capability ensures high-resolution awareness in challenging conditions, which is essential for autonomous vehicles operating in GPS-denied environments.

Equally important is the partnership with Nominal, which addresses the need for robust testing and validation as Forterra scales production for US Army and Marine Corps programs.

“Nominal offers a unified data platform that supports consistent regression testing and fleet analytics, ensuring anomalies are swiftly identified and resolved, thereby aiding program timelines and delivery confidence,” acknowledges Sanders.

These partnerships aim to ensure every layer of the stack meets the standards for autonomous systems in demanding environments.

“We’ve also teamed up with both emerging technology companies and traditional defense primes like RTX and BAE Systems, believing that the warfighter needs both to succeed,” says Sanders.

SETTING STANDARDS AND NAVIGATING FRONTIERS

The ethical framework for autonomous systems in defense begins with a principle that many in the industry stand by, there will always be a human in the loop.

These systems, however capable, are intended to enhance human decision-making rather than replace it.

“Autonomy improves information processing, lessens cognitive load, and safeguards personnel. Human accountability in the use of lethal force is essential. As autonomous systems evolve, human oversight must keep pace.

“The key question is whether these systems provide meaningful human authority at critical moments. Transparent, auditable, and interruptible designs can ensure this,” Philips reinforces.

Furthermore, companies operating in this space have a broader obligation to engage this question seriously and early enough, rather than treating it as a compliance exercise.

“Technology is advancing faster than the policy frameworks designed to govern it, placing real responsibility on the developers and operators of these systems to help define what responsible use looks like,” he continues.

Developing and scaling ground-based autonomy is particularly challenging, especially in the battlefield domain. According to Philips, this complexity makes the work compelling.

“Building systems that meet certain standards at production scale for the US military is an extraordinary engineering challenge, and Forterra has been doing this for 20 years.”

Moreover, the company is continuing to invest heavily in the development of integrated combat systems.

“We’re focused on filling gaps and expanding our capabilities while developing new solutions based on demand,” Sanders points out.

“As Forterra has grown rapidly this past year, we’re committed to hiring the right people and forming partnerships to ensure our infrastructure supports our growth, which for us is about readiness, not just size.”

Meanwhile, the company’s number one priority remains being a strong and reliable partner to the DoW.

“We will continue to show up consistently, fulfill our commitments, and ensure the solutions we provide effectively address the real problems faced by warfighters in the field. You can’t ignore what’s happening on the global stage right now. There’s a lot of conflict, and that’s a sobering reality, but it also reinforces why this work matters.

“We hope to play a bigger role in protecting American soldiers wherever they’re deployed, ensuring they have the tools, connectivity, and support they need to return home safely. That’s what drives us; everything else follows from that,” Araujo inspiringly concludes.

In a rapidly changing world, Forterra isn’t just keeping pace. It is setting the standard for what’s possible in defense technology by actively shaping its future.

The post Forterra : Fortifying the Future Frontiers of Defense appeared first on Manufacturing Outlook.

As the global leader in packaging automation, Packsize empowers businesses to transform their packaging processes while driving operational efficiency and reducing their environmental impact. We unbox the company’s right-sized approach with Brian Reinhart, Chief Revenue Officer.

SMART PACKAGING FOR A HEALTHY PLANET

The cardboard box has become one of the most visible symbols of global commerce.

Every day, millions of packages arrive on doorsteps across the US, each one representing a complex supply chain journey that begins in a warehouse somewhere in the world.

Yet, for decades, one critical step in that journey remained surprisingly inefficient – the box itself.

That inefficiency is exactly what Brian Reinhart, Chief Revenue Officer, and the Packsize team are working to change.

Reinhart is helping to lead a shift in how businesses think about packaging, moving away from standardized boxes and excess filler materials toward intelligent, automated systems that create the right sized box for every shipment.

In an era defined by e-commerce growth, rising transportation costs, labor shortages, and increasing sustainability expectations, Reinhart believes packaging can no longer be treated as an afterthought in the fulfillment process.

“For a long time, packaging in distribution centers was treated as a commodity step at the very end of the fulfillment process. Companies invested heavily in optimizing picking, robotics, and shipping networks, but the box itself was often an afterthought. Yet, packaging sits right at the intersection of cost, sustainability, labor, and the customer experience,” Reinhart opens.

“That realization is what drew me into the space. When you start looking closely at packaging operations, you see enormous inefficiencies: oversized boxes, wasted corrugate, excess filler material, higher shipping costs, underutilization of labor, and unnecessary transportation emissions.”

Now, packaging is becoming a strategic lever for improving efficiency across the entire supply chain.

“At Packsize, that’s exactly the challenge we focus on. Our goal is to transform packaging from a static commodity into a dynamic, intelligent system that adapts to every order,” explains Reinhart.

“Being at the forefront of an industry transformation like that is incredibly exciting.”

THE PERFECT FIT

Packaging has a surprisingly large impact on the overall efficiency of the supply chain.

Small improvements at the packaging stage can ripple through the entire logistics network – from warehouse productivity to transportation efficiency to the customer’s unboxing experience.

As companies continue to modernize their operations, packaging will increasingly be recognized as an area where technology and innovation can deliver meaningful improvements.

“The box may be the last thing a company touches before shipping a product, but it is the first thing a customer touches when receiving a product, and it has the power to influence everything that happens before and after,” explains Reinhart.

Packsize was founded on a simple but powerful idea – every product deserves a box that fits perfectly.

“Instead of stocking dozens of pre-made box sizes, our systems create the exact box needed for each order in real time,” he informs.

The company provides a broad range of automated packaging solutions for some of the world’s largest retailers, manufacturers, and third-party logistics providers.

Its technology integrates directly into fulfillment operations and can scale from smaller pack stations to highly automated packaging lines capable of handling high-volume e-commerce environments.

Operating globally with a presence across North America and Europe, Packsize serves over 3,000 customer facilities.

The team includes engineers, supply chain specialists, software developers, and operations experts who work together to help customers rethink packaging as part of a broader operational strategy.

“What makes Packsize unique is that we’re not just delivering machines – we provide an integrated solution that combines automation, software, packaging design, and corrugate supply to optimize how packaging functions within the fulfillment process,” Reinhart highlights.

PACKAGING AS A SYSTEM

Whereas traditional packaging solutions often only focus on one element of the process, Packsize looks at the entire workflow, from the moment an order is picked to the moment it leaves the facility.

“We approach packaging as a system, not just a piece of equipment,” affirms Reinhart.

“Our systems dynamically determine the optimal box size, create it on demand, and integrate directly into the picking or packing process.”

This approach delivers benefits across several dimensions, such as reducing material usage, lowering shipping costs, improving labor efficiency, increasing throughput, and enhancing the customer experience.

Another differentiator is the depth of Packsize’s technology platform, as the company combines advanced machinery, intelligent software, and a global corrugate supply network to create solutions that are both scalable and highly adaptable.

“We provide technology to support oversized items, operations electing to pick directly into the box with automated lidding and closing systems, or operations that would prefer to package last, and we’re the only packaging provider in the world that can say that,” Reinhart acclaims.

Most importantly, Packsize has developed deep expertise after years working with large operations to understand the realities of modern logistics.

That experience allows it to design packaging systems that solve real operational challenges rather than theoretical ones.

“Packaging isn’t just a box anymore – it’s becoming a data-driven system inside the fulfillment operation. Packsize not only understands that, but also knows how to maximize its value,” outlines Reinhart.

RIGHT-SIZED APPROACH

Sustainability has always been a central part of Packsize’s mission and, interestingly, often goes hand in hand with operational efficiency.

“When you reduce excess packaging, you’re not just helping the environment – you’re also reducing material costs, shipping expenses, and transportation emissions,” Reinhart sets out.

“In other words, doing the right thing environmentally often turns out to be the right thing economically as well.”

One of the most visible examples of this is the reduction of void fill and unnecessary packaging material.

When a company ships a product in a box that is much larger than it needs to be, that extra space often requires plastic fillers or additional packing materials.

Right-sizing – creating packaging that fits the product as closely as possible – eliminates much of that waste.

“Packaging has historically relied on a limited number of standard box sizes, which meant products were often shipped in boxes that were significantly larger than necessary,” Reinhart tells us.

“Right-sizing changes that approach. Our systems analyze the dimensions of each product and each order to produce a custom box in real time.”

Packsize can do this in several different ways; if the operation has stock-keeping unit (SKU) data available, it can pre-size the box based on that data.

If, however, the data is unavailable, the system can perform a 3D scan of the products or order on the fly and build the box in real time.

This ability to remove data hygiene as a barrier to entry for right-sizing has been key to adoption across the marketplace.

“The key for us is making the process simple. Businesses are more likely to adopt a technology that minimizes disruption and provides its value without headaches,” emphasizes Reinhart.

“Ease of installation, system performance, uptime, and throughput are all metrics we commit to as part of our partnerships. We understand that packaging is critical to an operation, and our commitment is a baseline requirement for any level of embrace.

“Right-sizing isn’t just about reducing waste – it’s about building smarter supply chains,” he states.

SPARCK ACQUISITION

Packsize now has the full suite of high-volume, right-sized-on-demand packaging technology having acquired Sparck Technologies (Sparck) last year.

Sparck has built an exceptional reputation in the industry for highly automated packaging systems designed for high-volume fulfillment environments.

“Their continuously variable packaging (CVP) technology complemented our existing solutions extremely well,” Reinhart notes.

“We evaluated numerous technologies and companies for potential acquisition and, after exploring Sparck’s CVP Impack and CVP Everest technologies, it became apparent they were best-in-class.”

The acquisition represents an important step in Packsize’s long-term growth strategy, strengthens its global footprint, and accelerates its ability to innovate across the automated packaging space.

“Sparck has a lot of exciting R&D initiatives and new products in the pipeline that we’ve continued to develop and are excited to bring to market in the coming months and years,” shares Reinhart.

With a combined offering of both box-first and box-last solutions, and low and high-automation technology, the combination of Packsize and Sparck creates the most comprehensive portfolio of automated packaging technologies.

Customers today have very different operational needs depending on their order profiles, fulfillment volumes, and facility designs.

By bringing these capabilities together, Packsize is able to support a much broader range of packaging scenarios.

“It also allows us to continue investing in innovation. Automation is evolving rapidly, and the integration of packaging technology with warehouse software, robotics, and data analytics will play an increasingly important role in the future of fulfillment,” Reinhart insights.

“Together, our organizations are well-positioned to lead that next phase of development.”

For Packsize’s customers and partners, it shows the company’s commitment to their long-term success and growth.

“Our goal is to be their one-stop shop for automated packaging, but we understand that to become that level of partner, we must continue to build our portfolio of technologies and internal expertise and maintain and expand our position as the industry leader,” he acknowledges.

THREE FOCUS AREAS

The first of Packsize’s three focus areas moving forward is to continue helping customers rethink packaging as a strategic part of their supply chain operations, rather than a final step in the fulfillment process.

“I still believe we as an industry have a lot of work to do here. Every time I get an overpacked box at my front door, I consider it a failure on my part. We won’t rest until every organization sees right-sizing as a baseline for packaging,” Reinhart asserts.

Second, Packsize is continuing to invest in automation and intelligent packaging solutions that integrate more deeply with warehouse technologies and order management systems.

“Ease of integration and ease of use are critical. Once the market is aware of the technology and the benefits, we must ensure the barrier to entry is as low as possible,” he elaborates.

Lastly, the company is focused on executing successfully upon the adoption of right-sized packaging as companies pursue both operational efficiency and sustainability goals.

“We continue to see adoption rise and substantial year-on-year growth, but that will only continue if we have success in the field.

“The broader vision is simple: a future where packaging is no longer wasteful, inefficient, or static, but instead dynamic, automated, and optimized for every shipment,” concludes Reinhart passionately.

The post Packsize : Smart Packaging for a Healthy Planet appeared first on Manufacturing Outlook.

Whether on the road or on the water, Lippert enhances all outdoor recreation adventures. We celebrate the company’s 70th anniversary with Ryan Smith, Group President, and learn more about how it continues to push the possibilities of products and services.

BUILT FOR THE JOURNEY AHEAD

With a legacy of quality and innovation since 1956, Lippert has been setting the tone for improving the customer experience since its very first product seven decades ago.

As a leading global manufacturer and supplier of highly engineered products and customized solutions dedicated to shaping, growing, and bettering the recreational vehicle (RV), marine, automotive, commercial vehicle, and building products industries, Lippert is an industry stalwart continuing to make waves in the ever-growing sector.

“We’ve built our reputation on an innovative culture, advanced manufacturing capabilities, and a strong commitment to enhancing the customer experience,” introduces Ryan Smith, Group President, who we last spoke to in November 2024.

“It’s those guiding principles that have positioned Lippert as a trusted partner to both original equipment manufacturers (OEMs) and aftermarket customers.”

For the broad array of aftermarket segments the company serves, it supplies best-in-class products designed to enhance recreational pursuits, regardless of whether they’re winding down the road or splashing on the water.

Offering everything from powerful towing technology and automated RV leveling systems to boating furniture and one-of-a-kind shade solutions, Lippert proudly merges strategic manufacturing capabilities with the strength of its dedicated team to provide unparalleled customer service, award-winning innovation, and premium products to each individual industry and person it serves.

“Headquartered in Elkhart, Indiana, we support customers across North America, Europe, and Africa with more than 140 manufacturing and distribution facilities and approximately 14,000 team members worldwide,” details Smith.

The Lippert team is dedicated to always thinking about its customers’ next journey, proudly pushing the possibilities of its products and services to better people’s time spent outdoors, whenever and wherever, for years to come.

WHERE TRADITION MEETS TRANSFORMATION

Guided by three generations of family leadership, with CEO Jason Lippert at the helm, the company has seen exponential growth since its inception, having evolved into a confident industry pioneer.

“Lippert’s roots as a family-led organization continue to shape the expectations we operate under today. Family-led leadership instills a long-term view; you do not build for the next quarter – you build for the next generation,” Smith expands.

“You invest in your people, open doors to opportunity, develop leaders from within, and never lose sight of your responsibility to the community.”

For Lippert, this philosophy is not just words – it shows up inside its facilities each and every day. Many of the company’s leaders started on the production floor and understand the work because they have put in the time and effort required to succeed. This sort of credibility builds trust, and trust is what influences overall performance.

Ultimately, the company is driven by a culture of caring and focused on serving people by developing their personal and professional growth. Guided by its core values and leader qualities, Lippert actively empowers its team members through a variety of initiatives, including individual goal setting, listening sessions, engagement surveys, operational improvement programs, health and well-being initiatives, community impact events, and more.

This directly aligns with its mission of making lives better by developing meaningful relationships while continuously shaping the business as a force for good.

“Our growth, resilience through market cycles, and ability to innovate trace back to that foundation. We have remained disciplined in putting people first and building a culture of ownership,” Smith explains.

“When leadership is grounded, visible, and accountable, the organization moves with clarity and confidence, and that foundation continues to guide us as we grow.”

CRAFTING A RESILIENT FUTURE

With over 140 manufacturing and distribution facilities located throughout North America, Africa, and Europe, Lippert supplies a broad range of highly engineered components for leading manufacturers of RVs, automobiles, watercraft, and prefabricated homes.

The company also operates in adjacent markets, such as hospitality, transportation, construction, and agriculture.

Currently, Lippert finds itself in a particularly thrilling time within the industry.

“Manufacturing is more exciting than ever; we’re witnessing a true resurgence in American manufacturing. Investment in domestic production is rising, supply chains are strengthening, and skilled trades are back in the spotlight,” enthuses Smith.

At the same time, Lippert is operating in an unprecedented era as artificial intelligence (AI) moves from concept to reality across the business. Specifically, the company is focusing its AI efforts on enhancing the customer experience, streamlining service interactions, delivering faster answers, and resolving issues more efficiently than ever before.

“At Lippert, we see this moment not as a dichotomy, but as a powerful convergence. The renewed push for US trades and the rapid rise of agentic AI are not competing forces – they represent a meaningful juxtaposition of human craftsmanship and intelligent systems, each strengthening the other,” Smith insights.

The company is leaning into this convergence thoughtfully and responsibly. As it explores how agentic AI can support its manufacturing environments alongside its customers, Lippert remains firmly grounded in the skill, discipline, and pride of its workforce.

The company maintains the mantra that technology expands capability and craftsmanship ensures excellence.

“This is where tradition meets transformation. It’s not human versus machine – it’s human expertise amplified by intelligent systems, working together to build a stronger, more resilient future for American manufacturing,” asserts Smith.

REPUTATION FOR SUCCESS

There are a plethora of ways in which Lippert has continued to differentiate itself from the competition over the past 70 years.

Primarily, it is through the proudly established culture and team members who dedicate themselves to the success and innovation of the company on a daily basis.

“Hands down, our people and the way we invest in them are how we set ourselves apart,” Smith highlights.

“Our purpose as a company is to make lives better through meaningful relationships with our co-workers, customers, and communities. That purpose drives how we develop and support our team every single day.”

Lippert builds leaders from the inside out. Through intentional leadership development frameworks, it reinforces core values such as honesty, integrity, trust, and genuine care for people. The company’s commitment does not end on the clock; it invests in people as individuals, supporting who they are out of work just as intentionally as who they are in it.

Every team member completes an annual Leadership Action Plan that includes both personal and professional goals, because the company recognizes growth outside of work directly impacts performance inside of it.

“We also listen deeply. Our CEO conducts regular listening sessions across the organization, and we respond with actionable, measurable steps. This is not lip service; it’s a disciplined commitment to following through,” dictates Smith.

Lean manufacturing programs such as Lippert’s Just Fix It (JFI) further empower Lippert’s team members to raise their hands and improve what is in front of them without waiting for permission. Innovation happens at the grassroots level because people feel valued, heard, and capable of driving meaningful change.

Such ownership ultimately shows up in the experience customers have with Lippert’s products. Innovation pushes capability forward, while quality ensures those innovations perform consistently in the real-world environments customers depend on.

“You can buy machines, you can buy automation, but you can’t buy a culture where people feel known, respected, supported, and encouraged to grow. That is the real differentiator,” Smith prides.

A TRUE RESURGENCE OF US MANUFACTURING

As the US approaches its 250th year of independence, Lippert is celebrating the spirit of freedom in two powerful ways – by empowering adventure and honoring the craftsmanship that makes it possible.

“There is nothing more American than open highways, mountain air, and families gathered under a wide sky. The ability to explore this country, move freely across it, and build memories in its landscapes is part of what independence represents,” celebrates Smith.

Lippert’s products are designed to make those experiences better by helping customers travel farther, stay longer, and explore the outdoors with confidence and comfort.

At the same time, the company recognizes that this freedom to explore is built on something deeper. It is built on skilled trades.

“Through our Rooted in Trades campaign, we are shining a light on the welders, fabricators, designers, and technicians whose work forms the backbone of American manufacturing. Their craftsmanship makes innovation real, and their skill turns raw materials into products that power outdoor living,” Smith explains.

Rooted in Trades is more than just an initiative for Lippert – it represents the company’s wider commitment to the future of hands-on careers and its desire to help the next generation of skilled tradespeople find their path, connect with mentors, and build lasting careers.

Celebrating 250 years of independence is not about a single moment for Lippert; it’s about honoring both the journey and the people who make the journey possible.

By pushing the possibilities of its products while championing the tradespeople behind them, the company is living out that spirit every day.

COMMITMENT TO DURABILITY

Alongside the 250th anniversary of the US, Lippert is commemorating 70 years of its own successful operations.

For the company, this celebration is less about looking back and more about reaffirming who it is and what it stands for in the industries it serves. It’s also about honoring the trust partners have placed in the business for decades and committing to being an even stronger innovator and steward for the next generation.

“Our legacy is not simply that we’ve been in business for 70 years – it’s that, for 70 years, we’ve helped power the experiences that matter to people. From time on the water to miles on the road, our products have quietly supported moments of connection, exploration, and opportunity,” prides Smith.

The best way Lippert knows how to honor this milestone is to keep building. The company is doubling down on product development, advanced manufacturing, and leadership development to ensure it continues delivering innovative solutions that enhance experiences and ultimately do good in the world.

At the same time, Lippert’s legacy extends beyond products; it lives in the communities where it operates.

“As we mark 70 years, we are placing renewed emphasis on community engagement, supporting local initiatives, and investing in the people and places that have supported our growth. Being a good corporate citizen is not separate from our mission – it is central to it,” Smith declares.

“70 years is a milestone, but more importantly, it’s a reminder of our responsibility to keep innovating, keep investing in people, and keep making a positive impact in the industries and communities we serve.”

WHERE INNOVATION AND QUALITY INTERTWINE

To continue its decades of success and growing international footprint, Lippert is currently engaged in a strategic expansion into the broader transportation space.

“While we have strong roots in the RV and marine industries, we are intentionally growing our presence in commercial and specialty transportation, where safety and reliability are absolutely mission-critical. They quite literally keep the world moving, and we see a clear opportunity to contribute at a higher level,” expands Smith.

The company resides as a leading manufacturer and supplier to myriad industries due to its diverse capabilities, unwavering commitment to quality, and world-class solutions that meet the unique demands of each sector and company.

With its extensive manufacturing capabilities, Lippert serves industries and specialized sub-sectors beyond its core product offering. Whatever the requirements, Lippert’s team is ready to work together to provide a customized solution tailored to each client’s needs.

“Our focus is on delivering engineered solutions that perform consistently in demanding environments and raise the bar for safety and dependability,” Smith highlights.

“At the same time, we are accelerating game-changing innovation across all segments by bringing in engineering expertise from outside our traditional industries.”

Talent and perspective from other highly engineered sectors help Lippert rethink durability, systems integration, and manufacturing processes. The company is not merely content with incremental improvement – it is combining deep industry roots with a fresh technical perspective to position the company as a leader in both transportation and recreation.

“That’s how we continue to innovate, strengthen safety and reliability, and build products that make a real difference in how people travel, work, and explore,” affirms Smith.

COMMITTED TO CARING

For Lippert, every decision rests on whether or not it’s improving the lives and experiences of its people and the surrounding communities.

The company prioritizes innovating and rethinking the possibilities of its products and services, fostering and building relationships, and highlighting social impact initiatives to serve the areas in which it lives, works, and plays.

These priorities can be directly observed through Lippert’s five pillars, which comprise culture, innovation, quality, safety, and leadership.

“For us, the five pillars are not separate initiatives – they are a single integrated foundation that supports everything we do and anchors how we make decisions, invest, and grow,” Smith details.

“It starts with culture; if you get culture right, everything else becomes possible.”

Lippert asserts that when team members feel valued, developed, and trusted, they innovate more freely, take ownership of quality, and prioritize safety without being told. Culture creates alignment and resilience during market cycles, building leaders who think long-term rather than quarter-to-quarter.

From that cultural foundation, innovation and quality become natural outcomes rather than forced objectives. The company continually asks how it can improve the customer experience, simplify complexity, and build products that last. Innovation introduces new capabilities, while quality ensures those capabilities perform consistently over time.

“When those two disciplines work together, they ultimately translate into a better customer experience. Innovation pushes what’s possible, and quality ensures those ideas deliver dependable performance in the real-world environments our customers operate in,” expands Smith.

For Lippert, safety reinforces that discipline, both within the company’s facilities and in the products it brings to market, whilst leadership sustains it.

As the company grows, strong leadership ensures it scales without losing who it is at the core and remains focused on doing the right things the right way.

“Our continued growth is the result of anchoring ourselves to these principles and allowing them to guide our strategy. When you align culture, innovation, quality, safety, and leadership around a shared purpose, you build more than products – you build trust, which drives sustainable growth,” prides Smith.

CULTURAL JOURNEY

Approximately 10 years ago, the leadership team at Lippert recognized the crucial role of its front-line team members and the impact a company can have on its people, the surrounding community, and the world as a whole.

The company then committed itself to creating a winning team culture that would inspire other businesses to make positive changes and improvements as well.

One of the primary ways in which Lippert has been enabling a better workplace experience for its team is through the Lippert Academy of Leadership.

The academy builds upon the leadership development fundamentals the company worked hard to embed in its daily activities, serving external businesses, non-profits, and individuals with a variety of programs and offerings. These include on-site training and leadership development programs, executive coaching, speaking engagements, and in-house leadership development experience.

Ultimately, the Lippert Academy of Leadership is human-centered, mission-driven, and performance-focused. Its mission is to come together with other organizations that are on a leadership and culture journey in order to help make their businesses a force for good.

Building and sharing what Lippert has learned over its seven decades of business success, the academy’s primary goal is to help others establish a self-sustaining model of leadership and culture by creating their own internal resources dedicated to stewarding their vision and mission.

Specifically, what is offered in the leadership program is a red carpet roll-out, where on-site experiences enable participants to see behind the curtain by touring facilities, speaking with leaders, and engaging with Lippert’s internal leadership and executive teams.

Additionally, a consortium membership provides access to an exclusive leadership community for executive leaders at any stage of their cultural journey. This annual subscription offers academy coaches, content, and on-site support.

There are also memorable keynote speakers who provide customized, unforgettable experiences for events and are experts in keeping audiences engaged, educated, and inspired.

As Lippert has grown, evolved, and refined its own leadership training and development programs, it recognized that offering this program was a prime opportunity to take some of that knowledge and expertise to support the leadership, culture, and business goals of other organizations.

MOVING WITH CLARITY AND CONFIDENCE

Looking after its employees and promoting the next generation of Lippert team members is not only important to the company’s longevity, but central to who it is at its foundation.

“You can have strong supply chain partnerships and advanced manufacturing capabilities, but none of it works without engaged, capable team members,” Smith asserts.

“Our team members are the engine behind everything we do. The quality of our products, strength of our customer relationships, and pace of our innovation all start with our people. The goal is for people to see a future at Lippert, not just a job.”

With over 14,000 team members spread across North America, Europe, and Africa, the company has proven time and again that by putting people first, the possibilities are truly endless.

Lippert believes its business can be a force for good in the world if leaders take hold of their responsibility to create a culture that cares for people and allows them to grow into their best selves. As the company sparks the heads, hearts, and hands of team members, it hopes to inspire the purpose and passion that lead to high performance in both business and life.

“Leadership development is a big part of this goal. As we expand into transportation and continue innovating in the RV and marine industries, we need leaders who understand both our legacy and where we are headed,” states Smith.

“We invest in training, mentorship, and real opportunities to step up and lead. Growth only works if your people grow with you; if we continue to invest in them in the right way, the next 70 years will be even stronger than the first.”

DRIVING MEANINGFUL CHANGE

Those at Lippert proudly live the outdoor lifestyle and are constantly pushing to enhance the customer experience by offering superior, innovative products made by trusted and reliable brands.

However, the company recognizes the only way to ensure the outdoors continue to be enjoyed for generations to come is to implement sustainability initiatives and a mindset that encourages their growth.

This can be observed through Lippert’s ever-evolving mission to put real resources behind culture, philanthropy, and sustainability, underscoring its commitment to making business a force for good in the world.

As an industry leader in the outdoor recreation space, the company is dedicated to driving positive environmental and social change. It acts boldly to understand, manage, and mitigate its environmental impact across value chains while bringing innovative, energy-efficient products to market. This is in parallel to the company’s efforts to reduce energy consumption, water usage, and waste generation.

A passion for environmental stewardship and resource conservation is at the core of everything Lippert does. Since its inception in 1956, the company has committed itself to being a strong manufacturing partner and responsible corporate citizen.

Lippert believes in the power of sustainable materials and production processes to shape a better future for its team members, community, and the environment.

In alignment with leading global standards, such as the Global Reporting Initiative (GRI), Sustainability Accounting Standards Board (SASB), and the UN’s Sustainable Development Goals (SDGs), the company is actively taking concrete steps to protect the environment.

For example, it continuously invests in eco-friendly practices, strives to establish new benchmarks in corporate sustainability, especially in packaging, and works to improve its recycling and sustainability programs every year.

Through adherence to internationally recognized standards, Lippert ensures transparency and accountability in its efforts to create positive change in the long-term.

EMPOWERING ADVENTURE

Lippert has proven itself to be dedicated to creating transformative social change. From student mentorship to park clean-ups and corporate sponsorships, the company supports organizations and causes that make its surrounding communities a better place for all.

“We believe in using business as a force for good in the world. Our corporate social responsibility (CSR) efforts are simply how we live that out,” details Smith.

Through initiatives like Lippert Cares and seRV™, Lippert’s team members actively serve in their neighborhoods, from environmental efforts to supporting local non-profits.

Given the company’s connection to outdoor recreation and transportation, protecting the environments and communities where people live, work, and explore is a natural extension of its mission.

“We are also deeply committed to student mentorship and workforce development. By partnering with schools and trade programs, offering plant tours, internships, and hands-on mentorship, we are helping build the next generation of skilled professionals. That investment strengthens both our company and the industries we serve,” Smith explains.

At its core, Lippert’s CSR approach is about stewardship. If it wants to enhance experiences and do good in the world, that responsibility extends beyond its products to local communities and individuals because, at Lippert, everyone matters.

Ultimately, caring about people is at the core of the company’s sustainable strategy. It provides the resources necessary to support team members’ holistic well-being, empowering them to reach their full potential regardless of where they are.

Additionally, the company takes a collective impact approach to fostering shared value generation. Recent targeted efforts to support this include updating its policies, increasing diversity on the board of directors, and the formal addition of board oversight of sustainability.

STEWARDSHIP FOR THE NEXT GENERATION

Equally as crucial to the continuation of Lippert’s success and innovative future prospects are its environmental, social, and governance (ESG) initiatives.

Since the company’s inception, it has strove to create a name for itself as a strong manufacturing and corporate partner for its team members, customers, community, and the environment.

Its sustainability approach was first inspired by the company’s passion to protect and invest in the regions it calls home, having evolved over time to represent more holistic ideologies and goals. Lippert has since worked to incorporate various sustainability practices and processes into all facets of its business operations.

At the production level, the company aims to protect the environment and save resources by using sustainable materials and reducing the environmental impact of its production process.

It emphasizes using environmentally friendly materials and processes wherever possible, alongside consistently improving and evolving its pre-established programs to best suit current research and ESG goals.

In Lippert’s day-to-day business operations, it has become cognizant of natural resource usage and waste generation, having started to track such data in order to establish a concrete baseline that will enable the company to set realistic targets while searching for added process efficiencies.

This inclusive ideology and goals also directly align with the company’s belief that everyone matters. To achieve this, it has made strides to improve retention, encourage physical and mental health, and provide resources to support team members and their loved ones. While Lippert acknowledges it is still early in its diversity, equity, and inclusion (DEI) journey, the company is massively proud of the magnitude of its achievements in such a short period of time and actively celebrates its plans for the future.

THE BACKBONE OF AMERICAN MANUFACTURING

As a global leader in supplying engineered components to the outdoor recreation and transportation markets, Lippert is confident that its innovative culture, advanced manufacturing capabilities, and dedication to enhancing the customer experience enable it to be a reliable partner for both OEM and aftermarket customers.

Business partners proudly invest in Lippert for myriad reasons, such as the company’s 67 percent growth in towable RV content since 2020, 11 percent compound annual growth rate (CAGR) from 2015 to 2025, and 90 percent historical conversion of robust operating cash flow.

The company is also proud to call brands like CURT, Ranch Hand, Furrion, and others its own – names that its customers trust for quality, dependability, and service.

Lippert thrives on innovation, and building customized solutions that fall outside of its traditional product lines is standard procedure for the team. No matter the industry, Lippert finds and builds personalized solutions.

This dedication to success can be traced back to the very beginning of the company’s journey seven decades ago. Founder Larry Lippert used his grit and determination to lay a strong foundation that has enabled the company to develop a plethora of innovative technologies and improve industry processes.

His vision, integrity, hard work, and valuation of team members continue to inspire and guide Lippert today.

A LEGACY BEYOND PRODUCTS

As Lippert looks ahead, one of its biggest priorities is sharpening its focus. Having built meaningful scale over the years, the company is now being more intentional with where its bets are placed.

That means prioritizing the segments and product categories where it can truly differentiate, especially in transportation and highly engineered solutions.

“We are also focused on simplification; as organizations grow, complexity can creep in. Over the next year, we are working to streamline processes, align teams more tightly, and ensure we are operating with clarity and speed,” informs Smith.

Another priority for Lippert is strengthening integration across its portfolio and connecting its capabilities more seamlessly so customers experience Lippert as a cohesive, solutions-driven partner rather than a collection of individual products.

“Ultimately, the coming year is about discipline and momentum – being thoughtful about expansion, intentional about execution, and confident in where we can lead. If we do that well, growth will follow as a result, not just as a target,” Smith proudly concludes.

Regardless of whether a customer is embracing the freedom of the open road or feeling the breeze across their face as they jet across the water, Lippert is here to reliably and securely provide premium products designed to make outdoor recreation activities fun, safe, and accessible for generations to come.

70 years of enabling outdoor journeys down, and with many more to come, Lippert is primed to lead the way.

LIPPERT PARTNER

The post Lippert : Built for the Journey Ahead appeared first on Manufacturing Outlook.

ABB is investing USD$200 million across Europe to expand medium-voltage manufacturing capabilities, supporting grid modernisation, renewable integration, and rising electricity demand driven by digital infrastructure growth.

ACCELERATING DEMAND

As electricity demand accelerates worldwide, ABB is strengthening its position at the forefront of grid transformation with a major USD$200 million investment programme across Europe.

Announced from Zurich, Switzerland, the initiative will expand the company’s medium-voltage manufacturing footprint over the next three years, enhancing production capacity for next-generation electrical distribution technologies.

The investment comes as utilities, industries, and data centres increasingly modernise infrastructure to support electrification, renewable integration, and sustainable energy systems.

According to the International Energy Agency, electricity’s share of final energy consumption is projected to rise from approximately 20 percent today to nearly 30 percent by 2030, intensifying pressure on global power grids and accelerating demand for resilient energy infrastructure.

INVESTING IN GRID MODERNIZATION

At the centre of the programme is a new USD$100 million manufacturing facility in Dalmine, Italy, which will support growing demand for air-insulated and SF₆-free switchgear and breakers.

The facility forms part of ABB’s broader strategy to accelerate the adoption of cleaner and more efficient power distribution technologies, particularly as utilities and industrial operators seek to decarbonise operations while maintaining grid reliability.

A further USD$100 million will be directed toward capacity expansion projects across existing ABB facilities in Rakovski, Bulgaria; Vaasa, Finland; Ratingen, Germany; Skien, Norway; and Przasnysz, Poland.

These sites will scale production of technologies, including gas-insulated switchgear (GIS), vacuum interrupters, and relays, all of which play a critical role in delivering reliable and resilient power distribution networks.

SUPPORTING THE ENERGY TRANSITION

The latest investment programme also builds upon ABB’s recent manufacturing expansion initiatives elsewhere in Europe.

In Kecskemét, Hungary, the company invested approximately USD$15 million to enhance research and development alongside production capabilities for connector technologies. The expansion is designed to improve medium-voltage network reliability and strengthen ABB’s portfolio of grid resilience solutions for utility and renewable energy customers.

Meanwhile, in Nottingham, UK, ABB invested around USD$35 million to expand production of earthing and lightning protection technologies. These systems are increasingly vital for safeguarding critical infrastructure, including data centers, communications networks, transportation systems, and commercial buildings from lightning strikes and electrical surges.

Together, the investments underscore ABB’s long-term commitment to developing resilient manufacturing capabilities that support the evolving needs of modern power grids.

ENGINEERED TO OUTRUN

With more than 140 years of history and approximately 110,000 employees worldwide, ABB continues to position itself as a global leader in electrification and automation technologies.

Through its engineering expertise and digitalisation capabilities, the company supports industries seeking greater efficiency, productivity, and sustainability while navigating the rapid transformation of the global energy landscape.

As electrification accelerates and infrastructure demands intensify, ABB’s latest European investment programme signals a clear intention to remain at the forefront of the technologies powering the next generation of grids.

The post ABB : Powering Europe’s Grid Future appeared first on Manufacturing Outlook.

Martin Broglia, Managing Director for Bonfiglioli Australia and New Zealand, outlines why stronger policy support, renewable investment, and grid modernisation are critical to Australia’s net zero transition.

THE TRANSITION TO RENEWABLE RESOURCES

The 2026 Climate Change Performance Index (CCPI) ranks Australia 56^th on the global list (down from 52^nd place in 2025), noting that while our government has set a broad emissions reduction goal to cut greenhouse gas emissions by up to 70 percent by 2035, it has not outlined detailed plans for how this will be achieved. 

“Countries that are actively prioritising the shift to net zero and are investing in renewable energy are believed to hold over 50 percent of global GDP. If Australia is to secure its position among the leading economies of the world, the transition to renewable resources as well as the requisite investment in infrastructure and grid modernisation – underpinned by policy support – must become chief priorities,” says Martin Broglia, MD of Bonfiglioli Australia and New Zealand.

LOWERING THE BARRIERS TO CHANGE

Along with the government’s updated Net Zero emissions target, the Minister for Climate Change and Energy announced that 20 renewable energy projects have been selected under the Capacity Investment Scheme, and these are expected to deliver 6.6 gigawatt (GW) of renewable energy, putting Australia on track to achieve its targets.

Barriers to investment in renewable energy are also being scaled back, with the government announcing an imminent reduction in the costs and administrative requirements associated with developing renewable energy projects, including wind energy projects.

The local focus on the development of the wind energy sector reflects a broader global push, with the global wind energy market set to grow by 8.8 percent annually. Wind generation experienced significant growth in 2025.

According to the Clean Energy Council’s Q4 2025 report, nine major wind and solar projects were commissioned in Australia during the final quarter of 2025, adding 2.1 GW of new capacity (which is equivalent to powering 1.4 million homes).

The Australian Energy Market Operator (AEMO) reported a 29 percent increase in wind output during Q4 2025, compared with the same period in 2024.

MEETING THE DEMANDS OF A FAST-GROWING SECTOR

“Investment in infrastructure, grid modernisation and energy solutions will become key in the next few years. Demand for innovative, reliable and robust wind energy equipment will intensify, and turbine OEMs will look to partner with suppliers who can meet the requirement for resilience, energy efficiency, quality and cost-efficiency,” adds Martin.

Bonfiglioli holds a share of over 35 percent of the global wind turbine gearbox market, with a range of complete solutions that have been developed over almost 45 years of collaboration with leading OEMs.

The company’s commitment to ongoing R&D, the optimisation of its drives and the high level of quality and customisation of its solutions are all recognised differentiators.

In 2024, it initiated a renewal of the range of planetary drives specially developed for wind turbines, including compact solutions that offer greater thermal efficiency and require less lubricant, minimising environmental impact and enhancing product longevity.

In response to market demand for higher-efficiency motors, Bonfiglioli has developed and tested various sizes of its new efficiency-class asynchronous motors.

BRINGING GLOBAL SOLUTIONS TO LOCAL WIND PROJECTS

Bonfiglioli’s solutions for the wind energy sector include the 700TW Series yaw drive planetary gearbox, designed to reduce the lifetime cost of a wind turbine plant.

This is a formidable heavy-duty gearbox with an integrated motor-inverter, in a lightweight package. It has high transmissible torque radial/thrust load capacity and great shock resistance, and it’s easily integrated with Bonfiglioli sensors to provide technicians with real-time data on the turbine system (speed, load and current), as well as maintenance indicators (i.e. temperature, vibration, etc.).

Bonfiglioli also offers compact permanent magnet synchronous AC motors, ideally suited for use in Pitch and Yaw systems. Offering precise speed and position control, these motors deliver shorter, more dynamic cycles and they offer high torque density.

“Customers in the wind energy sector are looking for partners who can offer local stockholding and assembly capabilities backed by proven engineering and maintenance expertise. Having expanded our local network of production and distribution facilities, Bonfiglioli is well-positioned to meet these needs,” concludes Broglia.

The post Bonfiglioli : Powering The Winds Of Change appeared first on Manufacturing Outlook.

Mercedes-Benz is advancing its next phase of electric vehicle manufacturing with the successful production ramp-up of the all-new electric GLC at its Bremen plant, reinforcing the importance of flexible manufacturing systems and integrated production networks in the transition to electrification.

Bremen Plant Expands Multi-Powertrain Production Capabilities

The Bremen facility is now producing the electric GLC alongside combustion-engine and hybrid GLC models, as well as the EQE, on the same production line. The approach highlights how automotive manufacturers are increasingly relying on mixed-model production environments to balance evolving EV demand with operational efficiency.

The electric GLC has already generated strong market momentum. Mercedes-Benz said the vehicle received more orders in its first three months than any electric model in the company’s history.

“Our colleagues in Bremen have once again successfully delivered,” said Michael Schiebe, Member of the Board of Management of Mercedes-Benz Group AG, Production, responsible for Quality & Supply Chain Management. “With the ramp-up of the all-new electric GLC, they are mastering its complex integration into ongoing production with the utmost professionalism, supported by our consistent digital transformation.”

Flexible Automotive Manufacturing Drives EV Production Strategy

The launch strengthens Bremen’s position within the Mercedes-Benz global production network as a center of excellence for core-segment vehicle manufacturing. Hall 9, the site’s largest production hall, has operated on a three-shift basis for more than a decade and now supports multiple drivetrain technologies within a single manufacturing footprint.

Mercedes-Benz first integrated a fully electric vehicle into series production at Bremen in 2019 with the EQC. Since then, the plant has expanded production capabilities across combustion, hybrid, and battery-electric platforms. The electric GLC is now the third fully electric series model produced at the site.

“In 2019, we were the first plant to integrate an electric vehicle into ongoing series production,” said Michael Frieß, Site Manager and Head of Production at the Mercedes-Benz Bremen plant. “Plug-in hybrids and fully electric models are now an integral part of our product portfolio.”

Integrated EV Supply Chain Supports Electric GLC Production

The production ramp-up is supported by a tightly integrated manufacturing and supply chain ecosystem across Europe.

Battery systems for the electric GLC are supplied by ACCUMOTIVE in Kamenz, which began delivering the next-generation battery platform in 2026. The batteries are based on an 800-volt electrical architecture designed to improve charging efficiency and vehicle performance.

Electric drive units are manufactured at the Sebeș plant in Romania, which expanded its production scope to support electric vehicle components. Meanwhile, the Hamburg plant supplies electric axles and additional key drivetrain components for both the EQE and electric GLC programs.

The coordinated production model reflects how automotive manufacturers are restructuring supply chains and component manufacturing operations to support scalable EV production while maintaining manufacturing flexibility across global networks.

Digital Transformation and Workforce Expertise Enable Production Ramp-Up

Mercedes-Benz credits the successful launch to both digital manufacturing capabilities and workforce expertise across the Bremen facility.

“With the start of production of the GLC, we’ve not only made a successful start to this year but have also taken a first and very important step towards the future of our plant,” said Michael Peters, Chairman of the Works Council at the Mercedes-Benz Bremen plant.

The Bremen plant currently employs approximately 10,500 workers and manufactures 11 vehicle models, including the EQE, GLC family, CLE models, Mercedes-AMG vehicles, and the Mercedes-Maybach SL. Seven of those models are produced exclusively at the site.

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Boeing is strengthening the US Army’s Agile Sustainment through digital maintenance, resilient logistics, and integrated support services, helping improve readiness, reduce downtime, and sustain operational tempo in contested environments.

DIGITAL TOOLS, STRONGER READINESS

Boeing is reinforcing the US Army’s Agile Sustainment priorities by expanding investment in digital tools, logistics infrastructure, and sustainment services to improve readiness across contested and multi-domain operations.

As operational environments become more complex and access becomes increasingly constrained, Boeing is positioning its sustainment capabilities to help the Army preserve mission readiness under pressure.

By integrating digital maintenance, resilient logistics networks, and performance-focused support, the company is delivering solutions intended to streamline sustainment, reduce downtime, and improve platform availability.

Boeing’s approach to contested logistics is centred on maintaining operational continuity in degraded-access environments. Its solutions combine robust supply chains, distributed logistics nodes, durable communications, and secure data exchange to ensure sustainment operations can continue under electronic, cyber, or kinetic stress.

By coordinating sustainment across digital engineering, analytics, parts distribution, depot-level support, and training, Boeing is helping reduce logistics burdens while maintaining mission-capable rates.

DIGITAL MAINTENANCE AT THE POINT OF NEED

At the core of Boeing’s sustainment strategy is a digital-first maintenance model that brings diagnostics and repair closer to the operational edge.

The company is leveraging advanced data analytics, condition-based monitoring, and system health tools to predict component failures, prioritise repairs, and reduce repair cycle times. These capabilities allow maintenance teams to act earlier, make more informed decisions, and return assets to service faster.

A key component of this approach is Boeing’s Next Generation Automatic Test System (NGATS), a scalable diagnostics and testing ecosystem being fielded for Army ground vehicles and expanded into aviation platforms, including the Apache.

NGATS automates fault isolation, sequences digital testing, and standardises interfaces to significantly reduce diagnostic time. In doing so, it accelerates return to service and feeds actionable data directly into maintenance workflows, improving both speed and consistency across sustainment operations.

DIGITAL ENGINEERING DRIVES FASTER REPAIRS

Boeing is also applying digital engineering and model-based methods to improve repair planning and execution.

Through digital replicas, or digital twins, maintainers and planners can assess damage, scope repairs, and source parts more quickly, reducing downtime and improving decision-making at the field level. These digital tools also support rapid configuration management and enable faster implementation of field-level modifications.

Supporting this effort is Model-Based Sustainment Simulation (MBSS), which allows planners to model campaign endurance, assess logistics trade-offs, and make more informed sustainment decisions across services. The capability provides a more predictive and risk-informed approach to logistics planning in demanding operational environments.

RESILIENT SUPPLY CHAINS IN CONTESTED ENVIRONMENTS

Supply chain resilience remains central to Boeing’s sustainment offering.

The company’s integrated supply chain services are designed to improve parts availability, reduce logistics footprints, and ensure critical components can be sourced and delivered rapidly, even in theatre and at forward operating locations.

These services include rapid parts sourcing, inventory optimisation, and vendor-managed inventory strategies that help reduce excess logistics requirements whilst improving responsiveness in dynamic operating conditions.

By strengthening access to critical parts where and when they are needed, Boeing is helping reduce operational disruption and sustain readiness in complex environments.

SCALABLE DEPOT SUPPORT AND TRAINING

To complement field-level sustainment, Boeing is also working with depots to improve repair throughput and lower lifecycle costs.

The company supports repair and sustainment enhancements through upgraded techniques and streamlined processes that increase efficiency and expand surge capacity when operational demand intensifies. This depot-level expertise enables sustainment operations to scale more effectively when readiness requirements rise.

Training also plays a central role in Boeing’s Agile Sustainment offering. The company provides integrated training systems, simulation tools, and instructor-led courses designed to rapidly upskill maintainers and operators.

Virtual and blended learning models help sustain proficiency across dispersed units and degraded environments, whilst platform-specific solutions support mission readiness at the asset level. For the Apache, Boeing delivers comprehensive pilot, crew, and maintainer training through full-mission simulators and part-task trainers.

PERFORMANCE-BASED READINESS

Boeing’s sustainment model is further supported by performance-based logistics, aligning service outcomes directly with operational readiness goals.

Performance-based contracting focuses on key readiness metrics, including aircraft availability, mean time to repair, and supply responsiveness, ensuring support models are measured against the operational outcomes Agile Sustainment demands.

By combining digital sustainment, resilient logistics, and integrated support services, Boeing is strengthening the Army’s ability to sustain readiness, preserve operational tempo, and maintain mission effectiveness in increasingly contested environments.

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Zambia’s largest fast-moving consumer goods manufacturer, Trade Kings Group, has an expanding ecosystem of brands that remain both relevant and scalable. Mohsin Patel, Director, tells the story of the locally grown business that is unafraid to keep building.

A STORY OF AFRICAN MANUFACTURING

Zambia is one of the most exciting fast-moving consumer goods (FMCG) markets in Africa, precisely because it is not an easy one – the sector rewards businesses that can manufacture efficiently, price intelligently, and keep products consistently available.

As it evolves, the nation’s FMCG space is experiencing strong demand, granting burgeoning local brands room to gain ground.

“However, it is also a market that quickly exposes weak operating models. If manufacturing is inconsistent, route to market is weak, or there is heavy reliance on imports, Zambia will test you very quickly,” opens Mohsin Patel, Director of Trade Kings Group (Trade Kings) – the largest FMCG manufacturer in the country.

It’s these sorts of challenges that make the sector so compelling, as it is no longer enough to have a good product – industry operators require the quality systems, packaging strength, distribution reach, and confidence to keep investing when conditions get tough.

“For us, Zambia is not just a consumption market; it is a production market. The companies that understand this can build brands with real durability, scale, and regional relevance,” he adds.

A ZAMBIAN SUCCESS STORY

Built from the ground up, Trade Kings began in 1995 from very humble beginnings.

The company did not start as a ready-made industrial giant, but in its founder’s garage in Lusaka, with one product and a belief that local consumers deserved quality, local goods – which subsequently formed Trade Kings’ overarching vision.

In the last three decades, the company has grown into one of the largest diversified manufacturing groups in sub-Saharan Africa, boasting over 100 brands delivered across 10 countries.

“For too long, Africa has been treated mainly as a destination for finished goods. I believe the bigger opportunity is to build serious manufacturing businesses on the continent – ones that produce, process, innovate, distribute, and export with confidence.

“That is what Trade Kings has been working to do for 30 years.

“We started small, built patiently, and kept reinvesting – today, we are part of a much bigger conversation about what African industrial capability can look like when it is backed by conviction,” Patel divulges.

A majority of the company’s manufacturing footprint is concentrated within the Lusaka South Multi-Facility Economic Zone, where several of Trade Kings’ large-scale production facilities operate.

This operational concentration reflects its long-term approach to industrial capacity, infrastructure, and execution.

Moreover, the company is distinguished by its broad scope of successful brands across the confectionery, food and beverage, dairy, home care, hygiene, agro-industrial, steel, and mining portfolio, positioning Trade Kings as a titan in the FMCG space.

A UNITING, CENTRAL STRENGTH

Trade Kings’ position as an industry leader doesn’t rest on a single brand or category but derives from an ecosystem it has built around manufacturing, supply chains, innovation, and market execution – all driven by a central strength or focus.

“Our story does not revolve around one brand or division; it is the story of a Zambian business that has kept on building,” Patel states.

Indeed, the company’s success stems from far more than branding, as it possesses cutting-edge factories, state-of-the-art systems, procurement strength, packaging capability, route-to-market discipline, and the confidence to keep reinvesting – creating a business that is built for durability, scale, and relevance.

Yet, Trade Kings remains streamlined by ensuring each brand remains within its individual market.

For instance, BigTree Beverages has a deep understanding of flavour, packaging, channel dynamics, and beverage consumption. BigTree Brands, meanwhile, which operates under the same corporate structure, holds a wealth of knowledge in household food needs, party supplies, and practical, everyday affordability.

Elsewhere, Dairy Gold keeps track of dairy processing, grain beverages, milk collection, and nutrition.

“This balance is what allows us to stay streamlined whilst still being responsive. The system is shared, but the commercial intelligence stays where it belongs – close to the consumer,” Patel insights.

Trade Kings is further distinguished by its regional footprint, as the company strives to not be a local copy of a foreign FMCG model.

“We are building an African manufacturing model designed around African consumers, trade routes, and operational realities. That is why manufacturing capability, upstream control, and regional expansion remain at the centre of how we think.”

BIGTREE BEVERAGES

BigTree Beverages was built to create a modern African drinks business that can compete not only on price, but on innovation, taste, packaging, and product execution.

“What makes BigTree Beverages exciting is that it combines technical capability with real market intuition.

“It’s not enough to formulate a beverage in a lab; you must understand what consumers will choose, how it should taste, which packaging format and price point works, and how quickly you can scale a winning idea,” Patel outlines.

“This is where BigTree Beverages has become strong.”

The brand’s portfolio includes Vatra, Fruiticana, Mojo Energy Drink, KungFu Energy, Brothers Premium – mocktails and mixers – Appy, and FruiTop.

To meet increasing product demand, BigTree Beverages has invested in hot-fill capability, in-house polyethylene terephthalate (PET) pre-formulated bottle and cap production, packaging development, and a route-to-market model that spans depots, distributors, modern and general trade, hotel, restaurant, and catering (HoReCa), and last-mile channels.

The brand has also built a flavour pipeline designed around African taste preferences and real-use case studies.

This combination of quality, speed, deep flavour understanding, technical capability, and route-to-market strength has driven industry-wide recognition.

For example, BigTree Beverages was named the South African Development Community’s (SADC) 2024-25 Exporter of the Year in the Large Enterprise category – a strong marker of the brand’s product competitiveness and regional relevance.

LOCALLY DRIVEN INDUSTRIALISATION

Trade Kings’ latest business unit, Kingsworth Group Limited (Kingsworth), is strategically important to the company, enabling it to scale its manufacturing capability efficiently.

“It represents deeper industrialisation, not just expansion. It moves Zambia from importing key industrial inputs to producing them locally, which strengthens both Trade Kings and the wider manufacturing sector,” Patel highlights.

Indeed, Kingsworth is the country’s first integrated starch and glucose facility and a USD$110 million investment developed over two phases.

The plant will process locally grown maize into native and modified starch, liquid glucose, maltodextrin, corn germ, gluten meal and feed, dextrose, and related derivatives. These ingredients are used in confectionery, beverages, dairy, processed foods, pharmaceuticals, paper, adhesives, textiles, and animal nutrition.

As such, the brand reduces reliance on imported intermediates, helps stabilise costs and margins, strengthens value chain reliability, and makes future downstream expansion more viable as more of the input chain is under local control.

At full capacity, Kingsworth is designed to produce up to 140,000 tonnes of products annually, substitute around USD$30 million in imports each year, and unlock approximately USD$150 million in export potential through African Continental Free Trade Area (AfCFTA)-linked trade.

“Kingsworth is not just another business unit; it is a capability platform that makes the wider group stronger.”

BUILT ON TRUST

A robust and purpose-built supply chain is fundamental to the success of Trade Kings.

“Supply chains are built on trust long before they are tested by disruption. For a business of our scale, supplier and partner relationships are not peripheral; they are part of the operating model,” Patel shares.

The company works closely with local and regional suppliers to ensure strong manufacturing capabilities, which depend on reliable input workflows, practical coordination, and shared growth.

For instance, given Trade Kings is one of the largest industrial users of sugar in Zambia and a major buyer of milk from local dairy farmers, the company works closely with producers of maize, wheat, and potatoes that feed directly into its food processing businesses.

“Local sourcing matters because it shortens the supply chain, builds capability in-country, and strengthens the wider industrial base. Regional partnerships matter because scale increasingly depends on trade, not isolation,” he informs.

This is also where backward integration becomes important. Case in point, Kingsworth improves the stability of the value chain behind its finished products, whilst Dairy Gold’s milk collection model matters for the same reason.

“The more coordinated and dependable your upstream system is, the more competitive your downstream brands become,” Patel explains.

Equally integral to the company’s DNA is its 17,500+ employees, whose care, deep understanding, and swift problem-solving make the business what it is today.

“One of the things I value most about Trade Kings is that so much of the company’s strength sits in its people – on the plant floor, in engineering, quality, logistics, distribution, and the commercial teams that keep the business close to market.”

STRENGTHENED BRANDS

Trade Kings is continuing 2026 with a clear set of priorities – to deepen production capability, strengthen upstream control, expand intelligently across the region, and keep building brands that can travel the distance.

This means continuing to strengthen the company’s food and beverage platform through BigTree Beverages, BigTree Brands, and Dairy Gold.

It also means ensuring Kingsworth delivers for the group, namely stronger input security, more competitive downstream manufacturing, and a more stable industrial base.

Trade Kings also wants to continue investing in key categories such as confectionery, home care, and other core businesses that still have room to grow regionally, facilitated by moving ahead with its wider production expansion agenda that is already part of the company’s growth plan.

“We believe Africa cannot continue to only be a consumption market – it must increasingly produce, brand, and distribute for itself. We want Trade Kings to be part of that next chapter,” Patel closes.

TRADE KINGS GROUP PARTNER

The post Trade Kings Group : A Story of African Manufacturing appeared first on Manufacturing Outlook.

Anheuser-Busch is increasing its U.S. manufacturing investment to $600 million across 2025 and 2026, expanding brewery capacity, advancing supply chain operations, opening 15 technical training centers, and strengthening veteran hiring as it builds long-term resilience across its manufacturing network.

Expanding U.S. Investment

Anheuser-Busch is deepening its commitment to American manufacturing with a $600 million investment across 2025 and 2026, aimed at strengthening brewery operations, improving supply chain performance, and building the future workforce needed to support long-term growth.

The expanded investment, announced as part of the company’s ongoing Brewing Futures initiative, builds on more than 165 years of investment in U.S. production and local economic development. The company said the funding will support three strategic priorities: creating and sustaining manufacturing jobs, developing technical skills across its workforce, and expanding career pathways for veterans entering private-sector manufacturing roles.

Brendan Whitworth, CEO of Anheuser-Busch, said: “Anheuser-Busch’s $600 million investment is a testament to our unwavering commitment to the future of American manufacturing. By strengthening our manufacturing operations, we are creating sustainable careers – not just jobs – and investing in the people who are vital to our success.”

Key Findings

• Total U.S. manufacturing investment rises to $600 million across 2025 and 2026
• 15 new technical skills training centers to open across U.S. facilities
• More than 90% of manufacturing employees targeted for upskilling over five years
• 99% of beer sold by Anheuser-Busch in the U.S. is made in the U.S.
• More than 20 Manufacturing Readiness credentials integrated to support veteran hiring

Supply Chain and Brewery Operations Gain Investment Boost

A significant portion of the investment will be directed toward brewery modernization, production efficiency, and supply chain resilience.

The company said the funding will advance technology systems, support workforce and supply chain operations through campus upgrades, and increase production and packaging capabilities for key brands including Michelob ULTRA.

These investments are designed to strengthen domestic production capacity while supporting local manufacturing jobs and operational continuity across Anheuser-Busch’s nationwide brewery network.

Technical Skills Training Centers to Support Manufacturing Workforce

To strengthen manufacturing talent pipelines, Anheuser-Busch will open 15 new technical skills training centers across its U.S. operations facilities.

The centers will provide employees with advanced training across technical fundamentals, digital tools, management systems, and mechanical and electrical systems. The company plans to upskill more than 90% of its manufacturing workforce over the next five years.

This builds on more than 2,700 employees who have already received training since the company opened its first Technical Excellence Center in St. Louis in 2022.

The brewer is also working with technical trade schools across the U.S. to align training programs with local workforce needs and strengthen long-term manufacturing career pathways.

Whitworth said the company is “proud to continue building the next generation of manufacturing leaders through our new technical training centers.”

Veteran Hiring Strategy Expands Through Manufacturing Partnerships

Anheuser-Busch is also expanding support for veterans entering manufacturing through its continued partnership with the Manufacturing Institute’s Heroes MAKE America initiative.

Since adopting the Manufacturing Institute’s Manufacturing Readiness Badges in 2025, the company has integrated more than 20 credentials that help translate military training into skills required for manufacturing roles.

In 2026, the company and the Manufacturing Institute are accelerating adoption of the Heroes MAKE America Talent Network, powered by SmartResume, a platform designed to make military skills more visible and easier for employers to assess.

Anheuser-Busch has embedded the tool into its career website to support veteran hiring and simplify the application process. The company said nearly 25% of the more than 600 SmartResumes completed across the industry to date originated from its platform.

Jay Timmons, President and CEO of the National Association of Manufacturers, said: “Anheuser-Busch’s expanded investment is a commitment to the American worker and the future of our nation’s strength in manufacturing.”

He added that the training centers and trade school partnerships “will transform careers and enable the manufacturing workforce of today and tomorrow to develop the critical skills they need to build life-changing careers, grow our economy and shape American communities.”

The post “Our Unwavering Commitment to the Future of American Manufacturing”: Anheuser-Busch CEO Brendan Whitworth on U.S. Investment appeared first on Manufacturing Outlook.

Diageo has officially opened a new 360,000-square-foot manufacturing and warehousing facility in Montgomery, Alabama, as part of a $415 million investment designed to strengthen its supply network across the Southern United States.

New Alabama Manufacturing Facility Expands Beverage Production Capacity

The new site, known as Diageo Montgomery, is expected to improve supply chain resilience, increase production agility, and support the company’s long-term sustainability goals while bringing its beverage alcohol brands closer to customers across the region.

Strategically located in the centre of Diageo’s Southern U.S. operations, the facility has multi-million case annual production capacity and is designed to support faster distribution and more efficient logistics across North America.

The site will help build greater resiliency and agility into its North American supply chain footprint while reducing transportation distances and lowering carbon emissions linked to logistics operations.

Marsha McIntosh, President of North America Supply at Diageo, said: “The opening of Diageo Montgomery marks an important step forward in building the agile, future-ready supply network that our business demands.”

“By placing this facility at the heart of the southern region, we’re not only strengthening our connection to customers, but also setting a new standard for efficient, sustainable manufacturing.”

Sustainability Features Include Electric Boilers and Automated Guided Vehicles

Sustainability and operational efficiency were central to the design of the new facility.

Diageo Montgomery includes five on-site automated guided vehicles (AGVs), which help reduce manual handling and forklift traffic while supporting lower-carbon operations through safer and more intelligent pallet transport across the site.

The facility also uses electric boilers for sanitation and bottle-filling operations, supported by a battery energy storage system for emergency backup.

Advanced water and energy metering systems provide real-time visibility into resource use, allowing the company to make data-driven decisions to improve efficiency and support long-term sustainability targets.

High-Speed Bottling Technology Supports Faster Operations

The site also features advanced high-speed bottling lines designed to improve rinsing and inspection capabilities, while increasing bottle size changeover speed and liquid blending accuracy.

These upgrades are intended to support faster production cycles while improving manufacturing precision across beverage operations.

McIntosh said the site reflects Diageo’s “long-term commitment to accelerating innovation, ensuring our iconic brands reach consumers with greater speed and significantly lower environmental impact, and investing in local communities.”

Local Transport Access Helps Reduce Logistics Emissions

The Montgomery location also offers strong access to road and rail infrastructure, which supports more efficient transport operations across the Southern U.S.

By reducing transportation distances between manufacturing and customers, the facility is expected to significantly lower carbon emissions associated with logistics and improve overall supply chain performance.

Alabama Facility Creates 100 Full-Time Jobs

The investment will create around 100 full-time jobs and supported approximately 750 jobs during the construction phase, generating significant economic impact across the Montgomery area and the wider Alabama region.

Alabama Governor Kay Ivey said: “Diageo’s continued investment in Montgomery is a strong testament to Alabama’s ability to attract and retain world-class companies.”

Workforce Development Includes HBCU Investment

Alongside the manufacturing investment, Diageo has committed $750,000 to support Historically Black Colleges and Universities and Minority-Serving Institutions across Alabama.

The funding supports scholarships and financial assistance for students at Alabama A&M University, Alabama State University, and Tuskegee University.

The company said the investment is part of its broader effort to strengthen future career pathways and support the next generation of leaders across the state.

The post Diageo Opens $415 Million Alabama Facility to Strengthen Southern U.S. Supply Chain appeared first on Manufacturing Outlook.

As a global leader in bus body manufacturing, Marcopolo S.A. offers more than two decades of industry excellence and innovation in South Africa. Renan Pesente, General Manager, takes the wheel and steers us through the company’s achievements and future plans.

A SUSTAINABLE PROTAGONIST IN MOBILITY SOLUTIONS

Proudly celebrating 25 years in the country, Marcopolo S.A. is a bus body manufacturer serving both the South African market and the broader sub-Saharan Africa region.

Offering a diverse portfolio designed to meet varying transportation needs, the company combines human values, passion, and product excellence to truly set it apart from the rest. Marcopolo – the wider, international organisation – boasts 76 years of experience and is a world reference in manufacturing bus bodies and developing electromobility solutions in line with the most modern concepts of sustainability.

“What sets us apart is, above all, our people. Our founder used to say, “The most important thing is people”, and that remains part of our culture today,” introduces Renan Pesente, General Manager.

“We’re passionate about what we do, embrace challenges, and always willing to go the extra mile. On top of that, Marcopolo brings together over seven decades of tradition, globally recognised design, and strong engineering capability.”

In South Africa (SA), the company employs approximately 300 people – the majority of whom are from the surrounding communities.

Marcopolo S.A.’s urban mobility range includes the Torino, Torino Low Entry, and Gran Viale models. For semi-luxury long-distance travel, it offers the Andare FL and Audace 1050, whilst in the luxury long-distance segment, the company’s portfolio includes the Paradiso G8 1350 and DD 1800.

In addition to its vehicle offering, the company has a strong after-sales support network, with depots in Johannesburg, Cape Town, and Durban. These facilities support warranty work and refurbishment projects, ranging from minor repairs to full restorations.

With Marcopolo S.A.’s recent achievement of 25 years in the country, its capabilities and continued growth are more evident than ever.

“Our 25th anniversary in SA is a very important milestone and a strong reflection of Marcopolo’s long-term commitment to the region. It shows our ability to build a sustainable business, stay close to customers, and grow together with the market,” Pesente prides.

“SA is a strategic base for us. By operating locally, we are better positioned to understand customer needs, respond to market challenges, and support partners across the region. At the same time, our Germiston factory contributes to local job creation and supplier development.”

This achievement represents not only the company’s history in the country but also its capability, resilience, and confidence in future growth.

LONG-TERM COMMITMENT

A stalwart of the manufacturing industry, Pesente built his career with a strong focus on executive leadership, supported by a technical and business foundation.

“I graduated in mechanical engineering, which gave me the technical knowledge and analytical mindset to understand complex industrial environments. Later, I completed an MBA as well as an executive and international management course abroad, helping me broaden my strategic and global business perspective,” he insights.

Having begun his career in multinational companies, initially specialising in lean manufacturing, Pesente developed deep expertise in operational efficiency, continuous improvement, and performance management. Over time, his responsibilities expanded from technical and operational roles into broader leadership positions, where he transitioned into executive management and quickly found himself leading entire business operations.

“What attracted me to manufacturing was the combination of technical complexity, operational discipline, and business impact. It’s an industry where strategy and execution must work together every day, and I find that extremely motivating,” Pesente expands.

The manufacturing industry is one of the most dynamic and challenging sectors to work in. It is influenced by a wide range of factors, from local economic conditions and political developments to global supply chain distributions, raw material costs, exchange rate fluctuations, and changing customer demand.

What makes it especially exciting is that the environment is constantly evolving.

“You are always learning and adapting, whether that means responding to shifts in the market, managing operational risks, improving productivity, or identifying new growth opportunities. In manufacturing, no two days are the same,” he notes.

LEADING ROLE IN MOBILITY SOLUTIONS

Marcopolo S.A. has experienced exponential growth over the course of the past three years, alongside cementing its status as a leader within the sector. To achieve these monumental accomplishments on a daily basis, the company ensures its success is built on three primary pillars.

The first is its people, as the company places great importance on transparency, teamwork, and shared responsibility. It fosters a culture where everyone understands that one person’s challenge is a challenge for the whole team.

“We also believe strongly in empowering people, giving them responsibility, and creating opportunities for growth within the company,” details Pesente.

Marcopolo S.A.’s second pillar is its products; it works to understand customers’ needs, identify necessary improvements, and develop new solutions that add operational value. Staying close to the market and listening to clients is essential to maintaining its leadership position.

The company’s final pillar comprises its processes, as it constantly looks for better, more efficient ways of doing things. Continuous improvement is part of the company’s daily mindset, helping it strengthen quality, productivity, and competitiveness.

“I believe the combination of these three elements has enabled us to grow strongly in recent years and consolidate our position as a sector leader,” Pesente asserts.

Marcopolo S.A.’s success can be directly seen in its recent endeavours. Specifically, over the past few years, the company has made significant investments in its product portfolio, facilities, and manufacturing capabilities, reinforcing its leadership position.

In 2024, it officially launched the right-hand drive (RHD) version of the Paradiso G8 1350, alongside the facelifted Gran Viale. The following year, the company introduced the new Torino Low Entry, began production of the Torino on an Isuzu chassis – marking its first bus body built on an Isuzu platform – and launched the Audace 1050, supported by a national roadshow to present this new semi-luxury long-distance solution to the market.

“This year, we just released the new four-axle Paradiso G8 1800 DD – the first double-decker, four-axle, Euro 6, RHD coach of its kind in SA,” Pesente reveals.

“Additionally, we continue investing in our current facilities and new machinery to strengthen production efficiency, quality, and our ability to support future growth.”

DRIVING TOWARDS THE FUTURE

Marcopolo S.A. has worked diligently to play a leading role in sustainable mobility solutions. For the company, sustainability is not limited to a single technology or approach; rather, there are multiple paths towards more sustainable transport, with its strategy reflecting that broader vision.

“We developed our fully electric mobility solution several years ago and recently launched a 28-metre bi-articulated electric bus – one of the largest vehicles of its kind – in partnership with Volvo. This is a clear example of our commitment to innovating and reducing environmental impact in public transport,” acclaims Pesente.

At the same time, the company understands that different markets require different solutions, hence its investment in alternative technologies beyond electrification.

For example, Marcopolo S.A. recently released the first hybrid minibus powered by ethanol. It is also working in partnership with original equipment manufacturers (OEMs) and affiliates that are developing sustainable alternatives, as well as the company’s natural gas articulated vehicle.

“When we speak about being a sustainable protagonist in mobility, we mean leading the transition through innovation, strategic partnerships, and a portfolio of solutions that can respond to the realities of different markets whilst contributing to a lower-carbon future,” explains Pesente.

As Marcopolo S.A. continues to look ahead to its future in SA, the company’s main priority is to keep offering customers the best products and services. As a market leader, it is always working on new projects and solutions to meet changing customer needs.

“Already, we have launched the new Paradiso G8 1800 DD RHD coach, which is an important milestone. At the same time, our engineering team is developing new projects, and business expansion remains a part of our strategic discussions with the board. Whilst some of these initiatives are still confidential, we are actively planning important steps for the future,” Pesente concludes.

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