Stellantis has unveiled its FaSTLAne 2030 strategy, committing more than €60 billion to new vehicles, advanced technologies, strategic partnerships, and regional growth to strengthen long-term competitiveness.

A FIVE-YEAR ROADMAP FOR GROWTH

Stellantis has unveiled FaSTLAne 2030, a five-year strategic plan that will guide the company’s growth between 2026 and 2030 through investments exceeding €60 billion.

Designed to deliver sustainable, profitable growth, the strategy combines Stellantis’ portfolio of global brands with focused capital allocation, technological innovation, regional decision-making, and an expanded network of strategic partnerships.

“We have great people, global scale, unmatched brands, deep regional roots and strong dealer partnerships,” says Antonio Filosa, CEO of Stellantis.

“Combined with innovation, execution and win-win partnerships, those strengths position us to deliver on our FaSTLAne 2030 ambitions – moving people with brands and products they love and trust.”

Built around six strategic pillars, the roadmap focuses on sharper portfolio management, disciplined investment, partnerships, manufacturing optimisation, operational excellence, and empowering regional teams.

INVESTING IN BRANDS AND TECHNOLOGY

Approximately 60 percent of the planned investment will support Stellantis’ brands and products, including the launch of more than 60 all-new vehicles and around 50 significant model refreshes across battery electric, plug-in hybrid, hybrid, and internal combustion powertrains.

The company has identified Jeep, Ram, Peugeot, and FIAT as its four global brands, with 70 percent of brand and product investment directed towards these marques and Pro One, Stellantis’ commercial vehicle business.

The remaining 40 percent of investment will be allocated to global platforms, powertrains, and technology, with the aim of simplifying vehicle architectures while allowing brands to maintain distinct customer experiences.

By 2030, Stellantis expects half of its global annual vehicle volume to be built on three global platforms, including the new STLA One architecture, whilst AI-enabled technologies such as STLA Brain, STLA SmartCockpit, and STLA AutoDrive are scheduled to launch in 2027.

PARTNERSHIPS AND REGIONAL STRENGTH

Strategic collaborations form another cornerstone of FaSTLAne 2030.

Stellantis plans to expand partnerships with organisations including Leapmotor International, Dongfeng, Tata, Jaguar Land Rover, Applied Intuition, Qualcomm, Wayve, NVIDIA, Uber, Mistral AI, and CATL to accelerate product development, strengthen manufacturing, improve sourcing, and expand market reach.

Alongside these partnerships, the company is placing greater responsibility in the hands of its regional businesses.

Each region will develop plans tailored to local customer preferences whilst benefiting from Stellantis’ global scale. North America is expected to receive 60 percent of investments in brands and products, whilst Enlarged Europe will focus on affordable electric mobility, including a new generation of European-built city EVs based on the forthcoming STLA One platform.

DELIVERING LONG-TERM VALUE

Operational execution is another major focus of the strategy.

Stellantis aims to reduce vehicle development times from as much as 44 months in 2026 to 24 months, whilst targeting top-quartile quality performance across all regions by 2028.

The company’s Value Creation Program is expected to generate €6 billion in annual cost reductions by 2028, supported by more than 120 AI applications already deployed throughout its operations.

Financially, FaSTLAne 2030 targets revenue growth from €154 billion in 2025 to €190 billion by 2030, alongside a seven percent adjusted operating income margin, €6 billion in industrial free cash flow, and more than €1.5 billion in adjusted operating income from Stellantis Financial Services.

Together, these initiatives are intended to strengthen Stellantis’ competitiveness whilst delivering greater customer value through focused investment, technological innovation, and regionally tailored execution.

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As the UK’s defence manufacturing sector continues to undergo a period of major industrial expansion, we catch up with Rebecca Richards, Managing Director of Rheinmetall UK, who outlines the company’s role as a central delivery partner in the country’s defence strategy and its emphasis on delivering mobility, sustainment, and the industrial resilience that underpins British defence.

READINESS THROUGH SOVEREIGN CAPABILITY

In today’s modern defence landscape, the ability to deter conflict, protect national interests, and support allies no longer rests solely on the strength of military platforms.

It depends on something much broader – the resilience of a nation’s industrial base, skills of its people, and its ability to generate and sustain combat power at pace.

In an increasingly contested world, sovereign defence capacity has become a strategic imperative. Few people understand that challenge better than Rebecca Richards, Managing Director of Rheinmetall UK.

In her role, Richards leads an organisation at the forefront of the UK’s defence transformation.

The company is investing in advanced manufacturing, autonomous systems, weapons production, logistics support, digital integration, and future battlefield technologies whilst helping to modernise the British Army and strengthen the nation’s defence industrial base.

Across its sites in Bristol, Telford, Gateshead, Southampton, Bovington, and the Isle of Wight, more than 1,300 Rheinmetall UK employees are designing, integrating, manufacturing, and supporting systems and technologies spanning combat vehicles, logistics platforms, weapons systems, electronics, digital integration, training, and in-service support.

Together, they are helping build the industrial resilience and operational readiness required to meet the challenges of the future.

For Richards, however, the mission extends beyond programmes, platforms, and production lines.

“The defence industry has entered a new era. Recent conflicts have reinforced the importance of readiness, resilience, and the ability to sustain military effectiveness over time.

“Military capacity and industrial capability are inseparable. If we are serious about protecting our future, we must be equally serious about investing in the people, skills, and infrastructure that make that possible,” she emphasises.

This philosophy has shaped Richards’ leadership approach throughout a career spent steering organisations through growth, change, and transformation.

Today, it is helping to define Rheinmetall UK’s role as a trusted partner to the UK Ministry of Defence and a key contributor to national prosperity, domestic capability, and future force readiness.

BUILDING SOVEREIGN INDUSTRIAL RESILIENCE

The changing character of warfare has fundamentally altered how governments and industry think about defence.

Where success was once measured largely by platform delivery, today’s operational environment demands something more comprehensive – integrated defence systems, resilient supply chains, domestic manufacturing capacity, technological innovation, and the ability to adapt rapidly to evolving threats.

For Richards, this shift represents both a challenge and an opportunity.

“Defence capability is no longer just about what you build; it’s about your ability to design, manufacture, integrate, support, and continuously evolve equipment and systems throughout their lifecycle.

“That requires long-term investment, collaboration, and a clear commitment to UK industrial resilience,” she outlines.

At Rheinmetall UK, this commitment is visible across every part of the business and, as a result, the organisation has become a major contributor to the nation’s defence industrial ecosystem.

Combining advanced engineering, manufacturing, logistics vehicles, digital technologies, weapons systems, training, and in-service support, it is delivering a single enterprise capable of supporting the British Army’s current and future requirements.

DELIVERING FOR TODAY’S ARMY

At the heart of Rheinmetall UK’s portfolio are the programmes helping define the next generation of the British Army’s future fighting power.

For Richards, these programmes are about much more than delivering world-class platforms. They represent long-term investment in domestic capacity, industrial resilience, and the highly skilled people who will sustain the UK’s defence capability for decades to come.

“Every programme we deliver strengthens military readiness. It strengthens our industrial base, develops sovereign skills, and demonstrates the value of long-term investment in UK defence.”

One of the most significant examples is Challenger 3, the future of the British Army’s Main Battle Tank capability.

Combining enhanced survivability, increased lethality, a fully digital architecture, and Rheinmetall’s 120-millimetre L55A1 smoothbore cannon, Challenger 3 is being developed to meet the demands of modern warfare whilst ensuring interoperability with NATO allies.

Earlier this year, the programme achieved a landmark milestone with the successful completion of its first crewed live-firing trials – the first time Challenger 3 had fired on UK soil and the first occasion a newly developed British Main Battle Tank had fired in Britain for more than 30 years.

Building on that achievement, the programme has continued to progress through Battlefield Mission (BFM) serials.

Conducted in representative operating conditions, these activities are generating critical engineering data, validating procedures and trial methodologies, with data and observations feeding directly back into the engineering baseline to support continuous improvement and further mature the platform ahead of formal trial phases. For Richards, Challenger 3 is about much more than developing a world-class platform.

“Challenger 3 demonstrates what home-grown capability looks like in practice. Every stage of the programme strengthens our understanding, builds confidence in the platform, and sustains highly skilled engineering, manufacturing, and integration expertise here in the UK.

“It is a powerful example of what can be achieved when industry, government, and the British Army work together with a shared commitment to delivering operational effect.”

Alongside Challenger 3, Team BOXER UK recently celebrated another major milestone with the delivery of the 100th BOXER Mechanised Infantry Vehicle for the British Army.

Delivered through the collaborative efforts of Rheinmetall UK, KNDS UK, the Ministry of Defence, the British Army, and a nationwide UK supply chain, the achievement reflects the strength of British manufacturing and the power of partnership in delivering platforms at scale.

Built by British teams, in British facilities, for the British Army, BOXER continues to strengthen sovereign capacity whilst supporting highly skilled jobs, apprenticeships, future talent, and a more resilient UK defence industrial base.

For Richards, BOXER represents far more than a vehicle programme.

“It demonstrates what can be achieved when government, industry, and the Armed Forces work together with a shared commitment to delivering for our future force. It is strengthening British capability, supporting our supply chain, and creating lasting prosperity through investment in people, skills, and advanced manufacturing.”

Together, Challenger 3 and BOXER demonstrate Rheinmetall UK’s commitment to delivering platforms today whilst creating the industrial resilience required for tomorrow.

For Richards, Rheinmetall UK’s role does not end when a platform enters service. Through in-service support, digital integration, additive manufacturing, upgrades, and sustainment, the company remains a long-term partner to the British Army.

PREPARING FOR THE FUTURE BATTLEFIELD

Whilst delivering today’s capability remains essential, Rheinmetall UK is equally focused on the technologies that will shape tomorrow’s battlefield.

A key example is the establishment of the Advanced Land Autonomy Centre of Excellence (ALACOE) in the UK.

Part of Rheinmetall’s wider global autonomy network, the centre brings world-leading autonomous systems expertise directly to the UK whilst strengthening cooperation between NATO partners and creating opportunities to localise advanced technologies.

At the heart of ALACOE is Rheinmetall’s PATH autonomy technology, developed by Rheinmetall Canada.

Demonstrated on more than 40 wheeled and tracked platforms, PATH enables autonomous navigation, leader-follower convoy operations, and dynamic obstacle avoidance in complex, GPS-degraded, and contested environments.

“The future battlefield will increasingly rely on autonomy, artificial intelligence, and digital integration. Through ALACOE, we are helping to ensure the UK remains at the forefront of those developments whilst creating high-value engineering and technology opportunities here at home,” Richards asserts.

The initiative also reinforces Rheinmetall UK’s commitment to strengthening defence capacity whilst supporting future economic growth.

SUPPORTING READINESS AT SCALE

Operational effectiveness depends on more than front-line combat systems – it requires mobility, sustainment, and operational resilience.

Through its HX family of tactical and logistics vehicles, Rheinmetall UK delivers the combat power required to survive in demanding environments.

Beyond manufacturing, Rheinmetall UK provides training, digital integration, additive manufacturing, and in-service support functions that ensure critical equipment remains available, effective, and mission-ready throughout its operational life. For Richards, this whole-life approach is fundamental to delivering operational readiness.

Just recently, British Army personnel successfully completed the first UK autonomous HX convoy using Rheinmetall’s PATH autonomous kit (A-Kit) technology as part of project MAIA.

Working alongside personnel from 8 Squadron, 27 Regiment Royal Logistic Corps, and Rheinmetall specialists from the UK, Canada, and Austria, the company activity explored how autonomous systems can enhance future logistics operations through the project.

The kit is now progressing to Project Convergence Capstone 6 in California, where experimentation will continue alongside international partners.

“Project MAIA demonstrates the pace of innovation taking place across defence. It highlights the value of collaboration between industry and the Armed Forces as we explore technologies that can improve readiness, resilience, and operational effectiveness.”

INVESTING IN SOVEREIGN CAPABILITY

Perhaps no project better reflects Rheinmetall UK’s long-term commitment to defence capability than the UK Gun Hall in Telford.

Now in production and preparing for its official opening, the facility marks one of the most significant milestones in UK defence manufacturing for a generation.

The UK Gun Hall restores large-calibre weapon barrel manufacturing back to Britain, strengthening national resilience, supporting future programmes, and reinforcing the UK’s ability to deliver critical defence equipment on home soil.

For Richards, the significance extends well beyond the facility itself.

“The UK Gun Hall is a landmark investment in sovereign capability. It solidifies our long-term commitment to the UK, strengthens industrial resilience, preserves highly specialised skills, and creates opportunities for future generations of engineers and manufacturers.”

Alongside continued investment in manufacturing infrastructure, workforce development, and supply chain growth, the UK Gun Hall represents another important step in Rheinmetall UK’s ambition to strengthen the country’s defence industrial base whilst supporting future export opportunities and long-term prosperity.

INNOVATING FOR TOMORROW

Alongside established programmes, Rheinmetall UK continues to develop future mobility and battlefield solutions.

Amongst these is Shadow Wolf, the company’s solution for the British Army’s future Land Mobility Programme.

Building on the proven pedigree of Caracal – Rheinmetall UK’s highly agile 4×4 assault vehicle already selected by multiple NATO nations – Shadow Wolf has been designed to provide a highly mobile, adaptable, and mission-configurable platform capable of supporting a broad range of operational requirements.

The vehicle demonstrates the company’s ability to combine proven technology, innovation, and UK industrial participation to deliver future-ready solutions for the Armed Forces.

“Programmes such as Shadow Wolf highlight how we are helping shape the Army’s future force whilst supporting British industry and strengthening domestic supply chains,” Richards points out.

ONE TEAM. ONE MISSION

Looking ahead, Rheinmetall UK’s priorities are centred around continuing to deliver Challenger 3 and Boxer vehicles and advancing future technologies through ALACOE and project MAIA.

It will also continue to invest in UK industrial manufacturing capacity through its UK Gun Hall, developing future solutions such as Shadow Wolf as well as expanding whole-life in-service support and sustainment expertise that ensure equipment remains available, adaptable, and ready throughout its operational life.

Yet, for Richards, success ultimately comes down to three interconnected outcomes – operational advantage, skills, and prosperity.

“We are delivering capability for the Armed Forces, developing the skills needed for future generations, and creating prosperity through long-term investment in the UK’s industrial base – priorities that guide every decision we make,” she confidently concludes.

As defence enters a new era defined by readiness, resilience, and technological innovation, Richards is helping to ensure Rheinmetall UK remains at the forefront of that transformation – delivering today’s operational capability whilst building the sovereign foundations for tomorrow.

RHEINMETALL UK PARTNER

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Ford Motor Company and Geely Auto plan to establish a manufacturing joint venture in Spain that will produce next-generation multi-energy vehicles for the European market, increasing factory utilisation and supporting long-term manufacturing capacity.

Joint Venture Strengthens European Vehicle Manufacturing

Ford Motor Company and Geely Auto have announced plans to establish a Europe-focused manufacturing joint venture at Ford’s Valencia plant in Spain, bringing together the two automakers to produce low- and zero-emission passenger vehicles for the European market.

Subject to regulatory approval, the joint venture is expected to begin operations during the first half of 2027, with production of new vehicle programmes scheduled to start in 2028.

The companies said the collaboration is designed to improve factory utilisation, reduce manufacturing costs and strengthen the long-term future of the Valencia facility while responding to increasing competitive pressures across the European automotive sector.

Shared Production Supports Manufacturing Efficiency

Under the proposed ownership structure, Ford will hold a 66 per cent stake in the joint venture, while Geely Auto will own the remaining 34 per cent.

By combining production volumes, the companies aim to maximise the capacity of the Valencia plant, which has a potential annual production capacity of approximately 500,000 vehicles.

Ford and Geely said the partnership addresses the challenges of tightening regulation, rising operating costs and increasing global competition by creating a manufacturing operation capable of meeting the industry’s emerging cost benchmarks.

Alex Nan, Vice President of Geely Auto Group, said: “This JV with Ford in Europe reflects our commitment to open, collaborative product development as part of our growth strategy, deepening our local presence and commitment to customers in Europe.

We are dedicated to delivering vehicles that European customers will choose on merit: on industry leading features, on high-quality and on actively contributing to Europe’s green future. Put simply: we are building cars in Europe, for Europe, alongside a trusted partner.”

Valencia Plant Expands Multi-Energy Vehicle Production

The Valencia facility will continue manufacturing the Ford Kuga while preparing for production of several new vehicle programmes.

From 2028, the site is expected to manufacture a new member of Ford’s Bronco family alongside an all-new multi-energy crossover jointly developed by Ford and Geely. The crossover forms part of Ford’s plan to introduce five new passenger vehicles to the European market by 2029.

Geely Auto also plans to produce two electric sport utility vehicles (SUVs) at the facility, supporting its continued expansion in Europe.

The companies said the new production programmes will combine their engineering, manufacturing and product development capabilities to deliver vehicles tailored to European customers with a choice of powertrain technologies and digital features.

Investment Secures Long-Term Future for Valencia

Ford said the joint venture will transform the Valencia facility into a shared high-tech manufacturing hub designed to compete at the industry’s latest global cost standards.

The plant, which opened in 1976, has become one of Ford’s most advanced European manufacturing sites and has produced several of the company’s best-known passenger vehicles.

Jim Baumbick, President of Ford of Europe, said: “For nearly 50 years, Valencia has built some of the most-loved cars in our history, and now this team will help build our future. That’s why we’re building a flexible, cost-effective industrial system with a capable partner in Geely Auto.

Together we can fully utilize a best-in-class plant with a great workforce and match the industry’s new cost benchmark. This is all part of Ford’s vision to give European drivers rally-bred handling, true off-road capability and multi-energy technology, with a distinct Blue Oval DNA.”

Collaboration Supports Automotive Manufacturing Strategy

The partnership supports Geely Auto’s international expansion while reinforcing Ford’s strategy of using manufacturing partnerships to improve speed, efficiency and scale within Europe.

Jim Baumbick added: “This partnership shows how automakers are strengthening Europe’s industrial base, but we can’t do it alone. What we’ve achieved in Valencia, with the ongoing support of Spain’s national and regional governments, is a masterclass in public-private partnership that sets the benchmark for the rest of Europe.”

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Ferrara is investing USD$675 million in a major new manufacturing facility in South Carolina, expanding its global production network, creating 1,000 jobs, and strengthening long-term confectionery manufacturing capacity.

LONG-TERM GROWTH STRATEGY

For more than a century, Ferrara has built its reputation on creating some of the world’s best-known confectionery brands.

Now, the Chicago-headquartered company is making one of the biggest investments in its history, selecting Orangeburg County, South Carolina, as the home of a major new manufacturing operation.

The USD$675 million investment will establish Ferrara’s first facility in South Carolina and is expected to create 1,000 manufacturing and corporate jobs over the next decade, significantly expanding the company’s production footprint as demand for its products continues to grow.

The new site reinforces Ferrara’s ambitions to increase manufacturing capacity while supporting its long-term growth strategy across the US, Europe, and Brazil.

BUILDING FOR FUTURE DEMAND

Located at Highway 21 and Rowesville Road in Orangeburg, the new campus will comprise a 750,000-square-foot manufacturing facility incorporating processing and packaging operations, warehousing for raw and packaging materials, and administrative offices.

Designed to increase manufacturing scale and capability, the investment will support rising consumer demand across Ferrara’s portfolio of more than 40 confectionery brands, including NERDS®, SweeTARTS®, Laffy Taffy®, Trolli®, Brach’s®, and Jelly Belly® in the US, alongside Terry’s and Carambar in Europe and Dori in Brazil.

Marco Capurso, Chief Executive Officer at Ferrara, described the project as a pivotal milestone for the business.

He added that the company was excited to establish a presence in South Carolina and thanked state and local leaders for their partnership in bringing the project to fruition.

A BOOST FOR SOUTH CAROLINA

The investment represents a significant economic development win for South Carolina, where state and local officials anticipate lasting benefits for employment, skills development, and regional prosperity.

Governor Henry McMaster said the decision demonstrated confidence in the state’s business environment.

Orangeburg County Council Chairman, Johnnie Wright, also welcomed the announcement, highlighting the county’s growing appeal to international manufacturers and expressing confidence that the partnership would contribute to making the community “a better place to live and work.”

Supporting the project, the State Fiscal Accountability Authority authorised the issuance of General Obligation State Economic Development Bonds of up to USD$85 million to help fund site acquisition, infrastructure, and related improvements. Meanwhile, the Coordinating Council for Economic Development approved job development credits linked to the investment.

SCALING A GLOBAL NETWORK

Headquartered in Chicago, Ferrara operates more than 30 facilities worldwide and employs over 9,400 people. Its products are sold in more than 60 countries, serving millions of consumers through a portfolio that spans North America, Europe, and Brazil.

The Orangeburg facility is expected to play an important role in that global manufacturing network as Ferrara continues to scale production to meet increasing demand.

The first production lines are scheduled to become operational during the first quarter of 2029, marking the beginning of a long-term investment that strengthens both Ferrara’s manufacturing capabilities and South Carolina’s position as a destination for large-scale industrial development.

With significant investment in modern production, logistics, and employment, the project reflects Ferrara’s continued commitment to expanding its manufacturing capacity while laying the foundations for future growth.

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By deploying Boston Dynamics’ Spot robots across UK production sites, Coca-Cola Europacific Partners is harnessing AI-powered inspection technology to enhance maintenance, improve efficiency, strengthen sustainability, and future-proof manufacturing operations.

SMARTER, DATA-DRIVEN MAINTENANCE

As manufacturers continue to embrace automation and AI, predictive maintenance is becoming an increasingly important differentiator. Coca-Cola Europacific Partners (CCEP) is the latest business to accelerate that shift, introducing Boston Dynamics’ Spot robotic inspection dog across its UK operations to deliver smarter, data-driven maintenance and improve production performance.

The deployment marks the first use of Spot technology across CCEP’s Great Britain operations, with robots now operating at the company’s Wakefield and East Kilbride manufacturing sites. Supporting maintenance teams across seven production lines, Spot monitors almost 600 inspection points, gathering real-time operational data without interrupting production.

By automating routine inspections and providing continuous monitoring, the technology enables engineers to identify emerging issues sooner, helping to improve reliability while reducing the likelihood of costly unplanned downtime.

SMARTER MAINTENANCE THROUGH AI

Spot has been designed to perform inspections autonomously, following preprogrammed routes through production facilities before returning to recharge and upload the data it has collected. Each operating cycle lasts around 90 minutes, allowing the robot to carry out regular inspections while production continues uninterrupted.

Equipped with advanced vibration, ultrasound, and thermography sensors, Spot captures a comprehensive picture of equipment health. Alongside visual monitoring of machinery and maintenance priorities, the robot also leverages the latest AI Visual Language Models to provide enhanced analysis of operational conditions.

Rather than relying solely on scheduled manual inspections, engineers receive continuous insight into the condition of production assets, allowing them to detect potential faults earlier and prioritise maintenance activity where it will have the greatest impact.

Chris Goodall, VP for Customer Service and Supply Chain at Coca-Cola Europacific Partners GB, explains: “Introducing Spot at our Wakefield and East Kilbride sites is helping us take a smarter, more proactive approach to maintenance. By giving our engineers real-time insight across routine inspection points, Spot frees them up to focus their expertise where it makes the biggest difference – identifying issues earlier, improving reliability, and keeping our production lines running efficiently.”

SUPPORTING MORE SUSTAINABLE OPERATIONS

Beyond maintenance, Spot also plays an important role in helping CCEP meet its sustainability ambitions.

The robot’s sensors can detect compressed air and CO₂ leaks, alongside identifying equipment operating outside optimal conditions. These insights help maintenance teams address inefficiencies that might otherwise go unnoticed, reducing unnecessary energy consumption across production facilities.

By combining operational intelligence with energy monitoring, Spot enables CCEP to make more informed decisions that improve both manufacturing performance and environmental efficiency.

The technology therefore delivers value beyond equipment reliability, supporting broader operational goals while demonstrating how AI can contribute to more sustainable manufacturing practices.

BUILDING ON GLOBAL SUCCESS

The UK deployment forms part of CCEP’s wider robotics expansion programme, building on experience gained across its international manufacturing network.

Following a successful pilot at the company’s Barcelona site, Spot has since been introduced at nine manufacturing facilities across Spain, France, Germany, Australia, Indonesia, and The Netherlands. Lessons learned from those deployments have informed the rollout at Wakefield and East Kilbride, enabling the GB team to accelerate implementation across its own operations.

For Boston Dynamics, the continued expansion reflects the growing role of mobile robotics within industrial environments, where flexible, autonomous inspection can complement existing maintenance strategies.

Marco da Silva, Vice President and General Manager of Spot at Boston Dynamics, says: “We are thrilled to expand our partnership with CCEP to drive innovation across multiple manufacturing sites in Europe and expand into the UK. By utilizing the latest sensors and AI Visual Language Models from Boston Dynamics, Spot provides the real-time, actionable insights needed to optimize energy efficiency and reduce unplanned breakdowns. CCEP is at the forefront of modern manufacturing, and we are proud to support them in creating safer, smarter, and more efficient production lines.”

He adds that Spot has been specifically developed to overcome the limitations of conventional monitoring systems.

“Spot is designed to excel where traditional fixed sensors fall short, bringing physical AI directly into active industrial spaces. Our work with Coca-Cola Europacific Partners highlights the future of predictive maintenance. By capturing visual, thermal, and ultrasonic acoustic data directly into Orbit AIVI-learning software across 300 routine routes, Coca-Cola Europacific Partners is using Spot to deliver true site-wide intelligence to build a smarter, safer, and resilient 24/7 production ecosystem.”

DEVELOPING THE FACTORY OF THE FUTURE

The introduction of Spot is also creating opportunities for workforce development across CCEP’s UK sites.

Reliability engineers, automation specialists, and apprentices have all received training to programme and operate the robots, supporting the company’s broader ambition to develop future-ready manufacturing capabilities. Rather than replacing engineering expertise, the technology allows skilled teams to focus on higher-value activities while routine inspections take place autonomously in the background.

As manufacturers increasingly combine robotics, AI, and predictive analytics, deployments such as Spot demonstrate how intelligent automation is evolving beyond isolated tasks to become an integrated part of modern production environments.

For CCEP, the result is a more proactive approach to maintenance, enhanced operational visibility, and a production network better equipped to deliver reliable, efficient, and increasingly sustainable manufacturing for the future.

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Saronic has selected Brownsville, Texas, as the location for Port Alpha, a next-generation shipyard that is expected to expand US shipbuilding capacity and support the production of autonomous maritime systems.

Investment To Expand US Shipbuilding Capacity

The project represents a planned investment of more than USD$3 billion and marks the transition of Port Alpha from concept to construction. Saronic said the facility is designed to support software-defined shipbuilding while increasing domestic production capacity for commercial and defence vessels.

Construction of Port Alpha is expected to begin in 2026, with operations scheduled to commence in 2028.

According to Saronic, the project is expected to generate more than USD$160 billion in regional economic impact for Cameron County and USD$264.5 billion for the State of Texas. The company also expects the development to create up to 10,000 direct jobs, making it one of the largest economic development projects in modern Texas history.

Brownsville Selected Following National Site Search

Brownsville was selected after a year-long evaluation of potential locations across the East, West and Gulf coasts.

The initial development will occupy 835 acres at the Port of Brownsville, with the potential to expand to nearly 4,400 acres. The shipyard and manufacturing facility will be capable of producing vessels up to 850 feet in length, with future expansion allowing production of vessels exceeding 1,200 feet.

Saronic said the site was chosen based on workforce availability, infrastructure readiness, logistics, land availability and long-term expansion potential. The location also provides waterfront access, deepwater channel connectivity and multimodal transport infrastructure.

Workforce Development and Manufacturing Growth

Over the next decade, Port Alpha is expected to create employment opportunities across skilled trades, including welding and machining, as well as roles in robotics, software engineering and naval architecture.

Saronic said it will work with the State of Texas, Cameron County and local educational institutions to develop workforce training and apprenticeship programmes designed to support long-term industrial growth and strengthen advanced maritime manufacturing capabilities.

“America’s maritime future depends on our ability to build again,” said Dino Mavrookas, Co-Founder and Chief Executive Officer, Saronic. “Port Alpha is our commitment to that mission. Built from the ground up to deliver ships at a speed and scale not seen since World War II, this investment is about more than constructing a shipyard. It is about rebuilding the industrial capacity, workforce, and manufacturing advantage required to ensure American maritime leadership for decades to come. The state of Texas and city of Brownsville give us the foundation to turn that vision into reality.”

Supporting Autonomous Maritime Systems

Port Alpha will build on Saronic’s existing shipbuilding operations. In early 2025, the company acquired a shipyard in Franklin, Louisiana, where it is investing USD$300 million to add 300,000 square feet of production capacity.

That facility will continue manufacturing Saronic’s 180-foot Marauder autonomous vessel, while Port Alpha is expected to expand the company’s overall shipbuilding capabilities through advanced manufacturing technologies, software-defined production and autonomous maritime systems.

The company said it is also developing partnerships with manufacturers, shipbuilding technology providers and suppliers to support the long-term development of the new facility.

State Support For The Project

Governor Abbott welcomed the investment, highlighting its expected economic impact on Texas.

“Today marks history with the announcement of the most advanced shipyard in the entire world,” said Governor Abbott. “When this shipyard gets fully built out, there will be about 10,000 employees. Saronic is going to be providing about $750 million in annual paychecks to Texans. That’s game-changing for the population of Texas. As Governor, I’m proud that Saronic calls Texas home.”

Saronic said it will continue working with federal, state and local partners as construction progresses to establish the industrial capability required to support the next generation of US maritime manufacturing.

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A new report from Rockwell Automation has found that while manufacturing execution system (MES) adoption is now widespread, most manufacturers are still struggling to integrate and scale the technology across their organisations.

Enterprise-wide MES integration remains a key challenge

The report, Scaling MES Across the Enterprise, is based on responses from 1,560 manufacturing and industrial operations decision-makers across 17 countries. It highlights the gap between initial MES deployment and enterprise-wide integration, identifying disconnected systems, underused data and operational risk as barriers to achieving greater value from existing investments.

MES adoption outpaces enterprise deployment

According to the report, 93% of manufacturers have implemented MES in at least one facility. However, only 28% have deployed MES across the enterprise, while just 23% report full integration with Enterprise Resource Planning (ERP), Product Lifecycle Management (PLM), quality and operational technology (OT) systems.

The findings suggest that manufacturers have largely moved beyond adopting MES but continue to face challenges in scaling deployments consistently across multiple sites.

Integration remains the biggest priority

Integration emerged as both the leading purchasing requirement and the biggest modernisation challenge.

The report found that 44% of respondents ranked integration as their top MES buying requirement, while 33% identified MES as their biggest data integration challenge.

AI ambitions depend on better data

Manufacturers expect artificial intelligence to support 42% of manufacturing processes within the next year, increasing to 54% by 2030.

However, the report also found that 43% of manufacturers do not believe they are using the data they collect effectively, despite data being fundamental to AI deployment.

Cybersecurity influences MES investment

Operational resilience is becoming an increasingly important consideration for manufacturers investing in MES.

According to the research, 46% of manufacturers experienced a cyber incident during the past year, while 43% cited security and compliance as the second most important MES purchasing requirement.

Customer expands MES deployment

The report highlights Kumi North America, a Tier one automotive supplier specialising in injection-moulded interior plastics and assemblies, as an example of an organisation expanding its MES deployment.

The company first implemented Plex in 2008 and has since deployed the software across facilities in the United States and Canada. It has also expanded its use of Plex MES Automation & Orchestration (MES A&O).

“Before Plex, our operations struggled to synch and some locations didn’t have any software,” shared Paul Andrews, assistant vice president of systems, Kumi North America. “Our Plex infrastructure has grown alongside Kumi’s expanding business, and we’ve continued to leverage Plex technology in new ways.”

Focus shifts from adoption to scale

Anthony Murphy, vice president of product management, Rockwell Automation, said manufacturers are now focused on extending the value of MES across their operations.

“MES adoption is no longer the hurdle, but enterprise scale is,” said Anthony Murphy, vice president of product management, Rockwell Automation.

“Manufacturers may have checked the box by making initial investments in MES technology, but many struggle to gain full value across the enterprise. The impact of a MES has also changed—it’s shifted from production tracking to providing insights across a company’s full operations, like quality management, worker productivity and supply chain forecasting.

Additionally, when connectivity is actualized, there are more opportunities to leverage AI technology. Manufacturers winning the race are not doing more than the rest, they’re just doing more together. With an elastic, edge-to-cloud MES like Plex, manufacturers can connect all aspects of production right away and then scale however they want over time.”

Lorenzo Veronesi, associate research director, IDC, said organisations risk missing the full benefits of MES if integration challenges remain unresolved.

“Manufacturers have moved past the question of whether to adopt MES and are now confronting the harder challenge of scaling it,” said Lorenzo Veronesi, associate research director, IDC. “With integration ranking as both the top buying requirement and the leading modernization challenge, organizations risk leaving significant value on the table if disconnected systems and underutilized data go unaddressed.”

Report methodology

The research is based on responses from 1,560 hardware, software and services decision-makers working in manufacturing and industrial operations across 17 manufacturing countries.

Respondents represent discrete, process and hybrid industries. More than half (58%) work for organisations with annual revenue exceeding $1 billion, while 54% are primary decision-makers.

The post Rockwell Automation Report: Manufacturers Struggling to Scale Technology Across Organisations appeared first on Manufacturing Outlook.

We revisit Chart Industries, which is redefining the future of energy and industries with its cool, cutting-edge cryogenic technologies. As it navigates a landscape of expanding global opportunities, the company has a competitive edge with sustainable solutions for a transforming world.

SETTING THE STANDARD IN COOLING SOLUTIONS

Beginning in the mid-19th century with the liquefaction of gases, cryogenics has evolved as a scientific field throughout the 20th century, leading to modern applications in medicine and industry.  

A key player in this sector is Chart Industries (Chart), a global pioneer in the design, engineering, and manufacturing of process technologies and equipment for handling gases and liquids.  

In fact, with domestic locations across the US and a presence on every inhabited continent, the company has established itself as a prominent force in the industry. 

Meanwhile, since we last spoke to Chart, Baker Hughes, a US-based global energy technology company that provides products and services for the oil and gas industry, is set to acquire it, with an enterprise value estimated at $13.6 billion.  

Chart operates manufacturing and service facilities and offers comprehensive product solutions, including aftermarket services and digital support.  

Recognized as a leading authority, the company excels in advanced process technologies and has a unique product portfolio used in every phase of the liquid gas supply chain, including upfront engineering, service, and repair.  

Consequently, its products are used throughout the gas value chain, from production and liquefaction to storage, transportation, and end use.  

CHARTING A PATH TO GROWTH  

Through the acquisition by Baker Hughes, Chart aims to achieve more organic growth, ultimately building on its previous merger with Flowserve Corporation. 

Indeed, since its founding in 1992, the company’s history has been characterized by rapid growth through strategic acquisitions and niche expansion in the industrial process equipment industry.  

Today, it serves a diverse range of industrial and energy markets. 

However, another recent Chart acquisition is Howden, which has broadened its capabilities and enabled it to offer a wider range of products, including compressors, fans, and rotating equipment.  

This strategic move enhances its competitive advantage and positions the company favorably in the evolving energy landscape. 

Known for its cryogenic tanks, vaporizers, cold boxes, and heat exchangers, Chart’s equipment is vital for the production, storage, and end-use of hydrocarbon and industrial gases.  

The company delivers innovative solutions that enhance operational efficiency and sustainability across various applications, placing itself as a vital element in addressing the complex demands of a dynamic landscape. 

Furthermore, Chart specializes in equipment and solutions related to the storage and distribution of cryogenic gases and fluids, with a strong presence in the energy, industrial, and medical sectors, providing essential infrastructure for the production, transportation, and storage of liquefied gases. 

As a global operator, Chart has manufacturing facilities and service centers that enable it to meet a myriad of clients’ needs worldwide. Additionally, the company is committed to advancing its products and services through ongoing R&D, ensuring it remains at the forefront of the industry. 

REVOLUTIONIZING INDUSTRIES  

Cryogenic and compression equipment plays a pivotal role across a variety of industries, facilitating the efficient handling and storage of gases and liquids at extremely low temperatures, especially those plummeting below -150 degrees Celsius.  

This specialized equipment is particularly crucial in processes involving liquefied gases such as liquefied natural gas (LNG) and hydrogen, as well as in carbon dioxide (CO2) capture and in the management of industrial gases such as oxygen and nitrogen.  

Key components of this technology include cryogenic storage tanks, which are designed to safely contain liquefied gases, prevent evaporation, and maintain structural integrity under extreme cold conditions.  

Heat exchangers are another vital component, engineered to transfer thermal energy between fluids without allowing them to mix, maintaining purity and efficiency.  

Meanwhile, compressors play a significant role by increasing the pressure of gaseous substances, ensuring their seamless transport through pipelines. 

In addition, vaporizers are employed to convert liquefied gases back into a gaseous state, enabling energy generation and various industrial applications. Specialized valves and piping systems are meticulously designed to ensure the safe transfer of these fluids, even under the harshest conditions. 

The applications of cryogenic technology span a wide range of sectors. In the energy sector, it is indispensable for the production and transportation of LNG and hydrogen – both of which are key factors in the transition to cleaner energy sources.  

In the healthcare sector, this technology is vital for preserving biological samples and storing medical gases, contributing to advancements in medical research and patient care.  

Moreover, the aerospace industry heavily relies on cryogenic systems, particularly for rocket propulsion, where efficient fuel storage and transfer are critical, and for cooling superconductors used in advanced technologies. 

Recent advancements in cryogenic and compression equipment focus on enhancing efficiency, safety, and sustainability.  

Innovations include improved insulation techniques, advanced materials that withstand extreme conditions, and automated systems that streamline operations.  

As a result, cryogenic and compression equipment has become a cornerstone of modern industries and in the transition toward more sustainable energy practices. 

NEXUS OF CLEAN™ 

Known for its innovative technology and high-quality products, including tanks, heat exchangers, and liquefaction systems, Chart focuses on sustainability and efficiency, positioning itself as a key player in the push towards cleaner energy solutions. 

Through the company’s Nexus of Clean™, the company is not only building a business but also shaping a cleaner future for industries and communities worldwide.  

With a vision to be a global leader in the design, engineering, and manufacturing of cryogenic process  technologies and equipment for the power, water, food, and industrial sectors, Chart is committed to contributing to many of the United Nations Sustainable Development Goals.  

These goals provide a global blueprint for a more peaceful, prosperous, and sustainable future. 

One notable initiative, ChartWater™, aims to enhance water treatment processes, making them more efficient, safer, and environmentally friendly.  

Additionally, Chart’s cryogenic technology plays a crucial role in the energy transition by facilitating the production, storage, and distribution of LNG and hydrogen. 

The company also promotes decent work and economic growth by providing productive employment opportunities worldwide in an environment that values freedom, equality, security, and dignity.  

Responsible consumption and production are also key focuses; many of Chart’s products and solutions enable industries to do more with less, which is a principle that underpins its internal development programs. 

Furthermore, the company is actively pursuing various initiatives to reduce its environmental footprint in the short term and aims to achieve carbon neutrality by 2050.  

As a sustainable company, Chart is dedicated to making a positive impact on the environment and society. 

LEVERAGING EXPERTISE FOR A SUSTAINABLE FUTURE 

Chart has established a formidable competitive edge, rooted in several pivotal factors that significantly strengthen its market presence.  

At the forefront is the company’s exceptional expertise in cryogenic engineering, a niche that poses considerable technical challenges and is characterized by high barriers to entry.  

This specialized proficiency not only distinguishes Chart from its competitors but also cements its reputation in the industry, showcasing an unparalleled depth of knowledge. 

Importantly, the company benefits from a vast installed base of equipment and systems, which generates a continuous stream of revenue through aftermarket services and repairs.  

This model ensures a reliable income flow, allowing it to maintain financial stability and invest in future innovations. 

As a trailblazer in cryogenics and an essential contributor to the global shift towards cleaner energy solutions, the company has a rich history of innovation and a commitment to advancing technology and is well-positioned to tap into the surging demand for efficient gas handling. 

With Baker Hughes’ support, Chart is set to enhance its capabilities further. This partnership enables the development of cutting-edge solutions tailored to the evolving requirements of diverse markets, ultimately ensuring sustained growth while prioritizing environmental sustainability.  

Through its focus on innovation and market responsiveness, Chart is well-equipped to navigate the complexities of today’s energy landscape and contribute significantly to a greener future. 

The post Chart Industries : Setting the Standard in Cooling Solutions appeared first on Manufacturing Outlook.

Through sustainability, innovation, and an employee-owned culture, Shorr Packaging continues to outpace market growth. We sit down with CEO, Rob Onorato, and Sustainability Manager, Meredith Moore, who explain how the company is positioning itself as a trusted partner for customers seeking more efficient, optimized packaging solutions.

A SHORR THING

Over the course of the last five years, the US packaging industry has continued to grow slowly yet steadily by around four percent year-over-year.

Shorr Packaging (Shorr), however, has taken a much more progressive approach, having grown from a $500 million company in 2020 to a $1 billion company today.

“We’ve been growing at a 20+ percent compound annual growth rate (CAGR), and we fully expect that to continue,” introduces Rob Onorato, CEO.

Onorato cites two major factors behind Shorr’s recent growth – sustainability and freight efficiency.

Four or five years ago, if sustainable products cost more, most customers weren’t willing to absorb a significant premium, but this has changed considerably.

Recognizing that sustainability was evolving quickly, and many distributors weren’t taking a strategic approach, Shorr hired Meredith Moore, Sustainability Manager, in February 2023.

“Today, whenever we’re discussing new product introductions with manufacturers, we’re also discussing sustainability,” Moore observes.

“Meredith has fundamentally changed how Shorr is viewed from a sustainability standpoint,” Onorato continues.

When it comes to package design and freight efficiency, Shorr has made significant improvements in this area too.

Historically, products were shipped in corrugated boxes with protective packaging, tape, and void fill, meaning freight costs were heavily influenced by the dimensions of the package.

“Customers began realizing that for smaller items, they could replace traditional boxes with mailers. Whether padded or unpadded, mailers are smaller, lighter, and more cost-effective,” Onorato outlines.

As such, Shorr has worked with key suppliers to promote a sustainable, efficient shift away from traditional packaging as a result.

SUSTAINABLE MINDSET

As a company that has prioritized sustainability as an essential pillar of its day-to-day operation, Shorr continues to receive prestigious accolades.

It views sustainability as essential for both the environment and helping customers meet their own corporate objectives.

Its recent EcoVadis Silver Badge is a true reflection of Shorr’s genuine commitment to sustainability.

The EcoVadis Silver Badge assessment evaluates organizational sustainability performance across more than 175,000 companies worldwide through 21 sustainability criteria spanning four key areas: environment, labor and human rights, ethics, and sustainable procurement.

“That first year took months. It was an extremely comprehensive assessment, and it required a lot of preparation,” reflects Moore.

Under the 2025 EcoVadis standards, the Silver Badge distinguishes companies ranking among the top 15 percent of all evaluated organizations, recognizing Shorr’s ongoing commitment to responsible and ethical operations and strategy.

“For us, the biggest lesson wasn’t about achieving a particular rating or badge, it was learning how to think differently about our business and translate those lessons into value for customers,” she adds.

Another example of Shorr’s sustainable mindset is being the recipient of the 2023 John Deere Sustainability Award, presented to suppliers demonstrating strong performance in sustainable processes, products, and operations.

“John Deere is a long-standing, traditional manufacturing company, and what ultimately differentiated us wasn’t just product selection – it was our ability to incorporate sustainability into their packaging strategy,” Onorato emphasizes.

“Meredith and the team demonstrated a range of sustainable packaging options tied to a broader sustainability roadmap.”

This approach helped Shorr win their business and subsequently earn John Deere’s Sustainability Award, with emphasis on emissions reduction, product circularity, and social improvement.

“The awards are appreciated, but they’re really a by-product of our commitment to innovation and customer value,” he points out.

SOLUTIONS-DRIVEN

Shorr listens to its customers before designing customized solutions using products and services from its network of more than 700 suppliers.

“85 percent of the inventory is already allocated to specific customer needs – for example, the inventory we stock in Chicago looks very different from what we stock in Atlanta or Los Angeles because it’s tailored to local requirements,” Onorato explains.

The company’s private label, ShorrExpress®, and its intellistock℠ inventory solution have helped simplify the purchasing process and streamline customers’ business needs.

Through ShorrExpress, products are strategically stocked across the company’s distribution centers, meaning if a customer needs stretch film, tape, mailers, or similar, the products are available and ready to ship from Shorr’s nearest warehouse.

On the other hand, intellistock has been one of the biggest technological developments in the company’s recent history.

This inventory management platform is offered to Shorr customers and gives them complete visibility into everything they purchase.

“Depending on the customer’s needs, our representatives can visit facilities, monitor inventory levels, and replenish stock according to agreed minimum and maximum levels,” Onorato tells us.

Today, Shorr manages over 40 percent of its revenue annually through intellistock, which benefits customers because they don’t need as much warehouse space, devote fewer resources to inventory management, and have less supplier relationships to oversee.

“Finance teams appreciate the simplification, and customers gain access to detailed purchasing data, inventory visibility, and demand forecasting tools. It’s become a very powerful platform,” he shares.

EMPLOYEE-OWNED

Shorr is a 100 percent employee-owned company that takes great pride in its culture, operating through an employee stock ownership plan (ESOP).

“Every employee, from executives to warehouse associates, has ownership in the company,” Onorato prides.

As such, Shorr was recently named the 2026 ESOP Company of the Year by the Illinois Chapter of the ESOP Association.

This sense of ownership mindset creates accountability, engagement, and a strong customer-first culture within the company.

“As we grow and become more profitable, employees directly benefit from that success. It’s one of the biggest drivers of our culture,” he acknowledges.

“Having worked in other organizations, I can honestly say the ESOP model creates a very different environment. People feel genuine ownership and responsibility and care about improving not only their own performance, but also the long-term success of the company,” Moore insights.

This mindset is visible every day across the company and its activities, where a positive culture is tangible and people feel encouraged to think about what’s best for the customer and the business in the long term.

“We’re a $1 billion company with no debt, focused on investing where it creates value,” Onorato sets out.

Unlike some of its competitors, Shorr is proud to have grown organically rather than through acquisitions.

“If we want to enter a new market, we’ll build a facility, hire and train people, and grow the business ourselves – that’s a major competitive advantage for us,” he adds.

SCALING FOR THE FUTURE

As it looks to the future, Shorr will continue investing heavily in sustainability, cold-chain packaging, and contract packaging services.

“Our real estate strategy is simple – we follow the customer,” Onorato states.

Operating across multiple distribution centers today and supported by a broad network of third-party logistics providers (3PLs), Shorr is confident in its ability to quickly establish operations in new locations.

More broadly, the company’s strategy remains centered around customer success.

“Recently, we won a major customer after their CEO personally asked me how we would support their business,” Onorato exemplifies.

Before launching the proposed new program, Shorr assembled a 35-person project team to map every milestone and risk.

As a result, the implementation and execution were exceptional, and the customer was thrilled with the results.

“That’s why we come to work every day – we want to be the logical choice whenever a customer has a packaging challenge or opportunity,” Onorato asserts.

“We’ve doubled the value of the business in five years, and I don’t see that momentum slowing.”

Ultimately, this is because Shorr genuinely cares about its customers. The company has 5,000 active accounts, and every day it works to earn their trust.

“In short, that’s what drives our growth,” he confidently concludes.

The post Shorr Packaging : A Shorr Thing appeared first on Manufacturing Outlook.

Intel will invest €5 billion to expand semiconductor manufacturing capacity at its Leixlip campus in Ireland, increasing production of Intel Xeon processors, supporting research and development, and strengthening Europe’s semiconductor supply chain to meet growing demand for AI and high-performance computing.

Manufacturing expansion

Intel has announced a €5 billion capital investment at its Leixlip campus in Ireland, marking the next phase of manufacturing expansion at one of the company’s most advanced semiconductor facilities.

The investment is intended to increase production capacity for Intel Xeon 6 and next generation Intel Xeon processors built on the Intel 3 process node, as global demand for artificial intelligence (AI) and high-performance computing continues to grow.

The expansion will increase manufacturing output, advance research and development activities, and utilise capacity within existing cleanroom facilities while supporting Europe’s semiconductor supply chain.

Advanced manufacturing investment

It includes upgrades to existing fabrication facilities and the installation of leading-edge manufacturing equipment.

Infrastructure improvements will include the expansion of the campus’s automated track system, integrating multiple manufacturing modules into a single high-velocity production environment.

Intel said execution of the €5 billion capital expenditure programme began earlier this year.

The project is expected to create permanent high-technology roles at Intel while engaging specialised tradespeople during construction and equipment installation.

“This €5 billion investment represents a definitive commitment to maximize capacity at our Leixlip campus and increase what we can deliver to Intel Foundry customers,” said Naga Chandrasekaran, Executive Vice President, Chief Technology and Operations Officer and General Manager of Intel Foundry.

“By investing in our existing fabs with state-of-the-art technology and installing cutting-edge tools, we are not just increasing output of critical products like Xeon 6 and next gen Intel Xeon processors built on Intel 3, we are ensuring that Ireland remains at the forefront of the world’s most advanced manufacturing ecosystems, while strengthening the region’s role in the global technology landscape.”

Semiconductor supply chain

The investment supports continued growth of Ireland’s semiconductor ecosystem while strengthening Europe’s manufacturing capabilities and the project contributes to the European Union’s technology sovereignty ambitions by supporting a resilient domestic supply of leading-edge processors.

Intel has invested more than €30 billion in Ireland since establishing operations in 1989. The Leixlip campus employs 4,900 people and serves as one of the company’s most advanced semiconductor manufacturing sites.

Industry and government support

Welcoming the investment, Micheál Martin T.D., An Taoiseach, said: “Intel’s latest multi-billion-euro investment in Leixlip is a powerful vote of confidence in Ireland, our skills base and our position at the heart of Europe’s most advanced manufacturing ecosystem. At a time of rapid technological change and global competition, this expansion strengthens Ireland’s role in securing resilient semiconductor supply chains and reinforces our ambition to remain a global leader in innovation, productivity and sustainable economic growth.”

Michael Lohan, Chief Executive Officer of IDA Ireland, said: “Intel is one of Ireland’s longest standing and most strategically important investors. This project demonstrates the value of Ireland’s skilled workforce, innovation ecosystem and stable business environment, while reinforcing Ireland’s leadership in advanced semiconductor manufacturing, supporting both European competitiveness and resilient global supply chains.”

AI-driven manufacturing demand

Intel said the investment is driven by increasing demand for advanced silicon used in AI factories and high-performance computing applications.

The company expects the expanded Leixlip campus to increase manufacturing capacity while supporting Intel Foundry customers and reinforcing Ireland’s position as a strategic manufacturing location for advanced semiconductor production.

The post Intel Invests €5 billion to Expand Ireland Semiconductor Manufacturing Capacity appeared first on Manufacturing Outlook.

Manufacturers continued to increase safety stock in June as shortages of critical inputs and rising order backlogs kept global supply chains under pressure, according to the latest GEP Global Supply Chain Volatility Index. Procurement teams in North America and Asia maintained strong purchasing activity, while European manufacturers reduced buying volumes.

Supply chain pressures remain elevated

Global supply chain pressures remained elevated in June despite lower oil prices and easing transportation costs, according to the latest GEP Global Supply Chain Volatility Index.

The monthly index, based on a survey of 27,000 businesses, found that uncertainty surrounding the US-Iran ceasefire in the Strait of Hormuz continued to influence procurement and supply chain activity.

Manufacturers reported the highest level of order backlogs caused by shortages of critical inputs since late 2022, indicating that supply chain bottlenecks are likely to persist into at least the third quarter.

Procurement teams increase buffer inventories

Manufacturers continued building buffer inventories during June to reduce the risk of further disruption.

Reports of safety stockpiling increased again and remained at their highest level since January 2023, while demand for raw materials, commodities and intermediate goods remained strong across North America and Asia.

In contrast, European manufacturers reduced input purchasing during the month.

“The rise in stockpiling and persistent order backlogs point to one clear conclusion: businesses still don’t trust the global trading environment to remain stable,” said John Piatek, Vice President, Consulting, GEP.

“Despite lower oil prices and easing transportation costs, companies continue buying ahead because they expect further disruption. While this is encouraging for the global economy in the near term, it also shows manufacturers remain very cautious and are planning for more disruption in international trade.”

Regional supply chain trends

• The GEP Global Supply Chain Volatility Index remained above zero across all major regions in June, indicating that supply chain capacity continued to be stretched.
• Asia recorded an index reading of 1.95, down from 2.96 in May and its lowest level since March. GEP attributed the decline primarily to easing transportation cost inflation.
• North America’s index declined to 1.17 from 1.69, also a three-month low. Despite the easing in overall supply chain pressure, manufacturers significantly increased purchasing activity in response to shortages of critical items and growing order backlogs.
• Europe’s index fell to 1.13 from 1.43. Manufacturers reduced purchasing volumes to the greatest extent since the outbreak of the Middle East war, although inventory levels continued to increase.
• The UK index declined to 1.05 from 1.34, its lowest level since April, as manufacturers reduced activity.

Purchasing activity remains resilient

Demand for production inputs remained strong globally during June, driven primarily by North America and Asia.

In the United States, manufacturers increased purchases of raw materials, commodities and intermediate goods at the fastest rate since April 2022. Purchasing activity also accelerated in Japan, China and Vietnam.

The report found that European manufacturers moved in the opposite direction, reducing purchasing volumes during the month.

Inventory strategies and material shortages

Inventory growth continued as procurement teams sought to protect operations against future supply disruptions and price increases.

Reports of stockpiled materials increasing due to supply or pricing concerns reached their highest level since January 2023, extending the sustained rise seen since the Middle East war began.

Although the indicator measuring material shortages declined during June, suggesting some improvement in global supply availability, shortages remained elevated compared with historical averages. Manufacturers also reported that work backlogs continued to rise because of inadequate availability of critical inputs.

Transportation and labour conditions

Transportation costs declined during June following a sharp fall in global oil prices. However, GEP said transportation costs remained high by historical standards and, excluding April and May, were at their highest level since June 2022.

Labour shortages were less of a constraint on manufacturing capacity. Reports of production backlogs caused by workforce shortages remained broadly in line with historical averages.

What is the GEP Global Supply Chain Volatility Index

The GEP Global Supply Chain Volatility Index is produced by S&P Global and GEP. It is derived from S&P Global’s PMI surveys, sent to companies in over 40 countries, totalling around 27,000 companies. The headline figure is a weighted sum of six sub-indices derived from PMI data, PMI Comments Trackers and PMI Commodity Price & Supply Indicators compiled by S&P Global.

• A value above 0 indicates that supply chain capacity is being stretched and supply chain volatility is increasing. The further above 0, the greater the extent to which capacity is being stretched.
• A value below 0 indicates that supply chain capacity is being underutilised, reducing supply chain volatility. The further below 0, the greater the extent to which capacity is being underutilised.

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The latest step in its Building the Future Workforce Initiative, Caterpillar Inc. has announced a $5 million investment in Texas’s manufacturing and industry workforce, outlining in-demand skills for future jobs and facilitating careers in advanced manufacturing.

NEXT GENERATION OF MANUFACTURING TALENT

Caterpillar Inc. (Caterpillar) has launched a new workforce commitment in Texas as part of its five-year, $100 million Building the Future Workforce Initiative, reinforcing its investment in developing the next generation of manufacturing talent. 

The company has committed an initial investment of up to $5 million to support training programs designed to equip current and future workers with the skills required for careers in advanced manufacturing and industry technician roles. 

“Caterpillar believes building a strong workforce starts with investing in people and helping them develop the skills needed to be successful,” said Christy Pambianchi, Caterpillar’s Chief Human Resources Officer.

BUILDING ON TEXAS’ MANUFACTURING STRENGTHS  

Caterpillar selected Texas for the latest phase of its workforce initiative due to its longstanding presence in the state and its position as a major center for American manufacturing. 

The company employs 6,630 people across Texas, with operations stretching from its headquarters in Irving to 17 facilities statewide. Among these is its 1.7-million-square-foot engine manufacturing facility in Seguin, where the new commitment was announced. 

Texas was also chosen for its established manufacturing infrastructure, skilled workforce, and educational institutions, providing an environment suited to developing training models that could be replicated elsewhere in the country. 

A WIDER WORKFORCE STRATEGY  

To support these efforts, Caterpillar is working alongside organizations including Texas State Technical College, the Manufacturing Institute, and local partners such as the Seguin Economic Development Corporation. 

The Texas announcement represents the second state rollout under Caterpillar’s Building the Future Workforce Initiative. The program is designed to help prepare workers for evolving opportunities in advanced manufacturing and industry technician careers as the company continues to expand its workforce development efforts across the US. 

The post Caterpillar Inc. Builds Texas’s Future Manufacturing Workforce  appeared first on Manufacturing Outlook.

Stellantis is reinforcing its North American manufacturing network by expanding stamping capabilities in Michigan, boosting production flexibility, enhancing quality control, and supporting long-term growth across key vehicle programmes.

THE FOUNDATION OF MODERN MANUFACTURING

Stellantis is strengthening the foundations of its North American manufacturing operations through expanded stamping capabilities at its Michigan facilities, reinforcing the production network that supports Chrysler, Dodge, Jeep®, and Ram vehicles across the region.

The latest investment sees the addition of a new blanking press at the Warren Stamping Plant (WSP), increasing in-house production capability while improving quality control and supply flexibility.

The enhancement further cements the strategic importance of Stellantis’ two Michigan stamping facilities, which sit just nine miles apart in metro Detroit and supply essential structural components to assembly plants throughout the US, Canada, and Mexico.

Together, the Sterling Stamping Plant (SSP) and WSP manufacture hoods, doors, liftgates, and numerous other critical body components, ensuring a reliable flow of precision-engineered parts that underpin vehicle production across multiple programmes.

According to Ed Daniels Jr., Vice President of North America Injection and Stamping Operations, stamping is where every vehicle begins.

As Stellantis continues to execute its USD$13 billion US investment plans, Daniels notes that these operations, and the workforce behind them, will remain fundamental to strengthening the company’s manufacturing base and supporting future production growth.

PRECISION AT SCALE

Inside both facilities, enormous coils of steel are transformed through an intricate, high-speed manufacturing process. Fed into powerful press lines, each stroke cuts, shapes, and forms metal into precisely engineered vehicle components before they continue downstream to assembly operations.

Despite the immense force involved, the process follows a carefully coordinated rhythm. Both plants operate across three shifts per day, creating six sequential production shifts that maintain a continuous flow of parts while allowing dedicated periods for equipment servicing and preventative maintenance.

The scale of Sterling Stamping is particularly significant. Covering more than 2.7 million square feet, it ranks among the largest stamping facilities anywhere in the world. Its extensive footprint enables simultaneous support for multiple vehicle programmes, producing millions of components each year while maintaining the consistency required to keep assembly plants operating efficiently throughout North America.

Warren Stamping, meanwhile, provides a different competitive advantage.

The facility houses one of the world’s fastest high-speed transfer press lines, known internally as the “Hellcat”, capable of moving up to 15 parts per minute while maintaining the tight tolerances demanded by modern vehicle design.

The newly installed blanking press further enhances this capability by allowing flat metal blanks to be produced on-site before progressing directly into the forming process.

According to Curtis Booth, Vice President and Plant Manager at Warren Stamping Plant, the additional equipment substantially expands the plant’s manufacturing potential.

The new press is capable of producing between 4.5 million and 6 million parts annually for vehicles including the Ram 1500, Jeep Wrangler, Jeep Gladiator, and Jeep Grand Cherokee.

Combined with the Hellcat line, the blanking press creates a highly integrated manufacturing operation capable of preparing and forming critical vehicle components within a single facility.

QUALITY BUILT INTO EVERY STAGE

Alongside greater production capacity, the investment also reinforces Stellantis’ focus on manufacturing quality.

From the moment raw metal enters either plant, production teams monitor every stage of the process using a combination of skilled craftsmanship and advanced inspection technologies designed to identify even minor variations before components progress to final assembly.

Among the most sophisticated tools deployed is the Automated Body Inspection System (ABIS), which captures detailed images and analyses component geometry throughout production.

Acting as a critical quality checkpoint, the system enables teams to detect and resolve potential issues early, helping ensure every component meets exacting manufacturing standards before reaching assembly plants.

However, while advanced technology plays an increasingly important role, Stellantis continues to place equal emphasis on the expertise of its workforce.

Greg Bauer, Vice President and Plant Manager at Sterling Stamping Plant, credits employees for maintaining consistent performance across every production shift.

He highlights the strong sense of ownership shared throughout the facility, ensuring the same high standards of quality and operational excellence are delivered around the clock.

SUPPORTING LONG-TERM GROWTH

The expanded capabilities at Warren and the continued scale of Sterling extend beyond today’s production demands. Together, the facilities play an important role in achieving the North America volume growth targets outlined in Stellantis’ FaSTLAne 2030 strategy.

By increasing internal production flexibility, strengthening quality assurance, and enhancing supply resilience, the two stamping plants provide a manufacturing platform capable of supporting multiple vehicle programmes as Stellantis continues investing in its North American operations.

Although customers rarely witness the stamping process itself, it represents one of the earliest and most critical stages of vehicle manufacturing. Every precisely formed panel and structural component produced at Sterling and Warren contributes directly to the craftsmanship, performance, and reliability expected from Chrysler, Dodge, Jeep®, and Ram vehicles.

As Stellantis continues to invest in advanced manufacturing technologies while building on the expertise of its workforce, Michigan’s central stamping operations remain integral to the company’s long-term manufacturing strategy, providing the precision, scale, and flexibility needed to support the next generation of North American vehicle production.

The post Stamping Strengthens Stellantis’ Future as it Seeks to Execute $13 billion US investment plans appeared first on Manufacturing Outlook.

Rolls-Royce has reached a major milestone in the expansion of its Raynesway manufacturing site in Derby, beginning construction on a new production facility that will more than double manufacturing capacity to support UK and Australian submarine programmes while creating more than 1,100 skilled jobs.

UK Manufacturing Investment

Rolls-Royce Submarines has started foundational work on a new manufacturing facility at its Raynesway site in Derby, marking the next phase of a major expansion programme designed to increase production capacity for current and future submarine reactor programmes.

The wider development will more than double the size of the manufacturing site, adding more than 100,000 sqm of manufacturing and office space while creating 1,170 skilled roles across manufacturing, engineering and other technical disciplines.

Manufacturing Capacity Expansion Underway

Ground has now been broken on the new manufacturing facility, with the ceremonial event attended by Lord Coaker, Abi Clayton and Commodore Alistair Moody.

The expansion is intended to increase manufacturing output to meet growing demand from the UK Royal Navy and the Royal Australian Navy while supporting current and future submarine programmes.

Originally announced in June 2023, the project will significantly increase production capacity at the Raynesway site, where the company designs and manufactures the nuclear reactors that power the Royal Navy’s submarine fleet. Under the AUKUS partnership, the facility will also produce reactors for Australia’s future SSN-AUKUS submarines.

Unlocking Additional Production Capability

According to the company, the expansion will create additional manufacturing capacity to improve production throughput across submarine reactor programmes.

“Breaking ground is a significant step forward in the critical growth of our business. This expansion will more than double the size of our manufacturing facility, strengthening our capability and demonstrating our ongoing commitment to the Defence Nuclear Enterprise.

“Together with our trusted delivery partners, our commitment is to deliver this programme safely, efficiently and to the highest standards. This work will unlock much-needed manufacturing capacity on site, allowing us to enhance our delivery drumbeat to support the boat build programmes,” said Abi Clayton, President of Rolls-Royce Submarines.

Investing in Manufacturing Skills

During the visit, Lord Coaker met Rolls-Royce nuclear welding apprentices who secured first, second, third and fourth place in the SkillWeld 26 East Midlands heats, marking the first time one company has taken the top three positions in the competition.

SkillWeld is a national competition that benchmarks the capabilities of trainee and apprentice welders. The visit also highlighted apprentice Jack Billingham’s selection to represent Great Britain at the WorldSkills competition in Japan.

The expansion programme will create 1,170 skilled positions across manufacturing, engineering and related disciplines, supporting long-term workforce growth alongside increased production capacity.

Supporting Long-Term Manufacturing Programmes

Rolls-Royce Submarines currently employs more than 5,500 people and designs, manufactures and provides in-service support for the pressurised water reactors used across the Royal Navy’s submarine fleet.

The company is currently supporting both the Astute and Dreadnought submarine programmes through the delivery of reactor plants and associated components, while also providing operational support for reactor plant equipment from its Derby operations centre.

“The expansion of the Rolls-Royce site is a clear demonstration of the government’s commitment to the UK’s nuclear deterrent.

“Witnessing the manufacturing of the fifth SSN-AUKUS reactor and the hundreds of apprentices in action was inspiring – seeing defence investment creating jobs, driving growth, and keeping the UK safe,” said Lord Coaker, UK Minister of State for Defence.

Strengthening Manufacturing Capability

The Raynesway expansion forms part of a wider programme to increase manufacturing capability in support of long-term submarine construction programmes.

“The ongoing expansion work at Raynesway demonstrates the shared commitment of the UK and Australian governments to meet the ambitious pace of our submarine build programmes. Together, we are building the foundations for delivery to defend our nations for decades to come.

“The significant nuclear enterprise investment confirmed in the DIP reflects the UK’s unwavering commitment to maintaining and renewing our nuclear deterrent, a capability that has protected the UK and our allies for almost 60 years. Delivering this work is a National Endeavour and continues to drive growth, strengthen security and sustain tens-of-thousands of jobs across the UK,” said Commodore Alistair Moody, Director for Nuclear Propulsion at the Submarine Delivery Group.

Once completed, the expanded Raynesway site will provide additional manufacturing and engineering capacity to support the production of nuclear reactors for UK and Australian submarine programmes while strengthening Rolls-Royce’s long-term manufacturing capability in Derby.

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Johnson & Johnson is investing more than USD$1 billion to expand its Jacksonville Vision manufacturing operations, adding advanced production, packaging, and distribution capacity to strengthen U.S. supply chain resilience and support demand for ACUVUE® contact lenses used by more than 40 million patients globally.

Investment in Advanced Manufacturing and Distribution

Johnson & Johnson has announced an investment of more than USD$1 billion to expand its Vision manufacturing operations in Jacksonville, Florida, strengthening U.S.-based production, packaging, and distribution capacity for its contact lens business. The move is intended to enhance supply chain resilience, scale output, and support demand from more than 40 million patients globally.

The investment forms part of the company’s broader USD$55 billion commitment to U.S. manufacturing, research and development, and technology through early 2029. Construction of a new distribution facility is already underway, with full operational capability targeted for 2028.

The Jacksonville expansion includes the construction of a state-of-the-art distribution facility alongside the deployment of advanced manufacturing and packaging technologies. These upgrades are designed to increase production capacity for the company’s ACUVUE®-brand contact lenses and improve the efficiency of U.S. Vision operations.

The enhancements will aim to strengthen its ability to meet rising demand while reinforcing the reliability of its domestic supply chain.

Technology and Production Capacity

The investment will introduce next-generation manufacturing and packaging systems at the Jacksonville site, further modernising production processes for vision care products.

Johnson & Johnson currently manufactures more than 1.7 billion ACUVUE® contact lenses annually for U.S. patients. The expanded capabilities are expected to support continued growth in output while maintaining product consistency and operational scale.

The upgrades will reinforce its leadership in delivering eye health solutions that help improve sight for millions of people in the U.S. and worldwide.

Executive Commentary on U.S. Manufacturing Strategy

“This investment reinforces our long-standing conviction that advanced manufacturing in the United States is essential to delivering innovative, high quality healthcare solutions to patients at home and around the world,” said Joaquin Duato, Chairman and Chief Executive Officer of Johnson & Johnson.

He added: “By further strengthening our Vision operations in Jacksonville with next-generation manufacturing, packaging and distribution capabilities, we are enhancing the resilience of our U.S. supply chain while helping more people see better and live better. This commitment reflects the confidence we have in our people, our technology, and our more than 40-year legacy of advancing eye health globally.”

Economic Impact and Regional Expansion

The investment builds on the company’s estimated USD$6 billion annual economic impact in Florida and supports the continued expansion of its Jacksonville operations. It also reinforces opportunities for approximately 3,500 employees based in the area.

Local leadership welcomed the announcement as a boost to the region’s advanced manufacturing and life sciences ecosystem.

“Johnson & Johnson’s commitment is a strong vote of confidence in Jacksonville, our workforce, and our future,” said Mayor of Jacksonville Donna Deegan.

“Jacksonville continues to lead in advanced manufacturing and life sciences innovation. This expansion strengthens our high-tech footprint while creating quality jobs and long-term opportunities for our community.”

Long-Term Vision Care Presence in Florida

Johnson & Johnson has operated in Jacksonville for more than four decades, building a manufacturing and innovation base that has contributed to both regional employment and global eye health advancements.

Since establishing its presence in 1981, the company has developed more than 1.5 million square feet of manufacturing, research, distribution, and operational facilities in the region.

Jacksonville operations form a core part of its global Vision Care network, supporting production, innovation, and distribution at scale.

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