From expanding into new markets to launching new products, developing a sales automation platform, and achieving numerous awards, it’s been a busy three years for Osho Chemical Industries Ltd. We catch up once more with Rushabh Shah, Chief Business Officer, who updates us on recent developments as it seeks to become a pan-African business – reaching farmers across the continent.

PAN-AFRICAN DREAM

“The industry has matured considerably over the past three years. When we last spoke, the conversation was largely about access and availability – getting quality inputs into farmers’ hands. Today, the conversation has shifted towards sustainability, regulation, and data.”

Since our previous interview in August 2023 with Rushabh Shah, Chief Business Officer at Osho Chemical Industries Ltd. (Osho Chemicals), there has been a clear move towards biological and integrated solutions as farmers, regulators, and consumers all become more conscious of residues and resistance management.

The regulatory environment has tightened too, both at the Kenyan level through the Pest Control Products Board (PCPB) and across the wider East African Community (EAC) and Common Market for Eastern and Southern Africa (COMESA) markets, which is a positive development – it raises the bar on quality and pushes out counterfeit and substandard products, which has long been a challenge for the sector.

At the same time, the macro environment has been demanding; currency volatility, the cost of imported raw materials, climate variability, and shifting tax policy have all tested resilience.

“What we’ve learned is that the companies that invest in local manufacturing, genuine farmer relationships, and their own people are the ones that come through these cycles the strongest. That has very much shaped how we’ve run Osho Chemicals over the last three years,” Shah reflects.

MARKET EXPANSION

Osho Chemicals began as an industrial chemicals trading business in Kenya before identifying the opportunity to transform the agricultural input landscape across East and Southern Africa.

Today, it is the leading manufacturer, marketer, and distributor of crop protection, animal health, public health, and industrial chemical products, as well as farm equipment and allied products and services.

Headquartered in the Kenyan capital, Nairobi, where it operates the largest agrochemical manufacturing facility in East and Central Africa, the company now has a direct presence across a further five markets – Uganda, Tanzania, Rwanda, Zambia, and Malawi – with Ethiopia now coming onstream.

“Expansion into new markets is a core part of our growth strategy, and Ethiopia is where our focus and energy are right now,” outlines Shah.

Ethiopia is a large market with enormous agricultural potential and a farming population that stands to benefit significantly from access to quality crop protection, animal health, and public health solutions.

“We already have feet on the ground in Ethiopia – our team is established and in place – and we are working through the final registration formalities before we can trade at full scale. It’s an exciting position to be in because the hard groundwork of building a local presence and capability is already done,” he tells us.

“That reflects how we approach new markets generally. Rather than simply exporting product, we build a genuine local presence – establishing distribution, putting technical and agronomic support on the ground, and navigating each country’s registration and regulatory requirements properly. That groundwork takes time, but it allows us to serve farmers sustainably and responsibly over the long term.”

The Democratic Republic of the Congo (DRC), meanwhile, remains firmly on Osho Chemicals’ radar as a market of real long-term potential.

It continues to evaluate the DRC, however entering a market well matters far more to the company than entering quickly.

“Our immediate priority is doing right by Ethiopia whilst deepening our leadership across our existing footprint – particularly in animal health and public health, where we intend to be the number one brand of choice for our customers,” Shah affirms.

POINTS OF PRIDE

Alongside expansion into new markets, there is much for the company to be proud of since we last spoke three years ago.

For example, Osho Chemicals has brought 28 new products to market – that pace of innovation is only possible because of its investment in R&D and local manufacturing.

“It reflects a deliberate strategy of staying ahead of farmers’ evolving needs, whether that’s resistance management, the shift towards biologicals and more sustainable solutions, or filling gaps in our animal health and public health portfolios,” states Shah.

Then there’s Osho Chemicals’ independent validation by Ipsos as Kenya’s number one farmer brand, a result that means a great deal as it came from farmers themselves through an independent, credible research process.

The company’s own proprietary sales automation software, Osho Force, has also been developed and rolled out, giving a genuinely deep insight into how its teams are engaging with farmers on the ground – who they’re reaching, how often, and to what effect.

Osho Force has transformed how the company manages and coaches its commercial teams and means decisions are now driven by real data on farmer engagement rather than instinct.

“For a business whose model is built on going to the shamba, being able to measure and improve engagement at scale is a significant step forward,” Shah emphasises.

Osho Chemicals has also stepped up its investment in biological products and integrated solutions in recent years.

This is where the market is heading – driven by resistance management, residue requirements in export crops, and rising consumer and regulatory expectations – and the company intends to lead rather than follow.

“Building this capability locally, and pairing it with the agronomic support farmers need to use these products effectively, is central to how we see the next decade of African agriculture,” he sets out.

SUPPORTING WOMEN

Another recent proud achievement for Osho Chemicals is being recognised as the Best Workplace for Women in Kenya by Great Place to Work Kenya.

This demonstrates the company’s commitment to building an inclusive, supportive, and empowering environment where women can thrive, excel, and lead with confidence.

“We’re genuinely proud of this recognition because it reflects everyday practice rather than any one-off initiative,” highlights Shah.

“Supporting women is part of our culture, and the award is an independent affirmation of years of intentional effort.”

In practical terms, Osho Chemicals upholds fair and transparent recruitment, promotion, and pay practices to ensure equal opportunities for growth and leadership.

Moreover, the company provides flexible working arrangements where possible to support work-life balance, alongside structured career development and continuous learning.

“We’ve also put concrete measures in place, including a dedicated mothers’ room that gives nursing mothers a supportive and dignified environment,” Shah adds.

“For us, inclusion is both a cultural priority and a business imperative; inclusion and equal opportunities build trust, drive innovation, and sustain long-term performance. When women across every department can thrive, excel, and lead with confidence, the whole organisation is stronger for it.”

WORKPLACE VALIDATION

Likewise, being named Africa’s Top Manufacturer by CIO Africa is an achievement Osho Chemicals holds in very high regard.

It’s the result of decades of consistent effort – a validation of the company’s dedication to quality manufacturing, customer trust, and continuous improvement.

“In an increasingly competitive and globalised manufacturing landscape, it positions Osho Chemicals as a benchmark for what African manufacturing can achieve at world-class standards,” acclaims Shah.

Being ranked the No. 2 Best Workplace in Kenya by Great Place to Work is equally meaningful because it comes directly from the voices of Osho Chemicals’ own people through a confidential, data-driven survey.

These awards matter commercially as well as culturally as they give credible, independent validation of the workplace, which reinforces pride and loyalty amongst existing colleagues and helps Osho Chemicals attract skilled professionals who value purpose, growth, and fairness.

“Motivated, satisfied employees are more focused, accountable, and quality-conscious. In a manufacturing environment, that translates directly into improved safety, higher productivity, better quality output, and reduced inefficiency,” Shah insights.

Last year, Osho Chemicals also made its debut at the CIO100 Awards and walked away as the winner of the PlusOne Awards Manufacturing Sector 2025.

The CIO100 is a pan-African platform that recognises digital leadership across banking, telecommunications, healthcare, energy, and every other sector – the titans of African industry.

“What makes this award particularly meaningful is who we were up against. For an agrochemical manufacturer to stand on that stage in its first year and win says something important – that technology leadership in Africa is not the preserve of the sectors people expect it from. It’s validation of the digital transformation work we have been quietly doing for years and the team behind it,” prides Shah.

CLEAR SENSE OF DIRECTION

Vision 2028 gives Osho Chemicals a clear sense of direction, and at the heart of it is an ambition to become a pan-African business – reaching farmers in every corner of the continent, not just the markets served today.

“That is the dream, and everything we are building is pointed towards it,” Shah enthuses.

Technology is central to that vision, with the company placing significant emphasis on artificial intelligence (AI) and precision agriculture, which it believes will define the next era of African farming.

Precision agriculture allows farmers to apply the right input, in the right place, at the right time – improving yields whilst reducing waste, cost, and environmental impact.

Combined with AI, it gives Osho Chemicals the ability to turn data into genuinely actionable agronomic advice at scale.

“Osho Force has already shown us what’s possible when you bring real data to farmer engagement, and that is only the beginning,” notes Shah.

Alongside, the company’s other priorities are portfolio leadership – particularly in animal health, public health, and biologicals, where it intends to be the number one brand of choice – and continued investment in manufacturing capacity and capability to keep raising the standard for what local African manufacturing can deliver.

Underpinning everything is Osho Chemicals’ commitment to its people and the farmers it serves.

“Scale means nothing if we lose the closeness to the farmer that got us here. Vision 2028 is ambitious, but it’s built on the same foundations that have carried us for over three decades: quality, trust, and going to the shamba,” closes Shah.

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Blending local talent with cutting-edge technology, HESTO Harnesses is revolutionising South Africa’s automotive component manufacturing landscape and championing ingenuity and sustainability. Managing Director, Alex Holmes, tells us about the company’s commitment to quality and employee empowerment.

DRIVING INNOVATION FOR AUTOMOTIVE EXCELLENCE

HESTO Harnesses (HESTO) is one of the Southern Hemisphere’s leading manufacturers of automotive electrical distribution systems, supplying Toyota, Ford, and Isuzu whilst employing over 7,000 people in KwaZulu-Natal, South Africa (SA).

Supplying world-class wiring harnesses and combination meters to some of the most respected automotive brands, the company’s operations make it one of the largest employers in the region, utilising advanced production technologies and skilled teams to produce complex systems that meet global automotive quality standards.

Established more than 35 years ago, HESTO was incepted as a strategic collaboration between three prominent manufacturing companies – Hella, Smiths, and Toyota – to bolster the burgeoning automotive industry in SA.

Approximately 20 years ago, it entered into a technical licensing agreement and a joint venture with Yazaki Corporation (Yazaki) – the world’s largest electrical distribution systems manufacturer.

As a result, the company is 74.9 percent owned by Metair and 25.1 percent by Yazaki, effectively combining global expertise, engineering capability, and industry-leading innovation, thereby enabling the implementation of international best practices whilst delivering solutions tailored to the South African market.

“That evolution from a regional supplier into a major manufacturing partner is the thread running through HESTO’s story: a company rooted in KwaZulu-Natal, strengthened by global collaboration, and now preparing for a more complex, electrified, and sustainability-driven automotive future. One thing has remained constant: our commitment to quality, innovation, and people,” introduces Alex Holmes, Managing Director.

“These three pillars continue to shape how we grow and position HESTO for the future.

Being based in KwaDukuza has significantly influenced our business. Whilst operating in a semi-rural environment presents challenges, it has also become one of our greatest strengths,” he adds.

This unique blend of local engagement and global collaboration positions the company to overcome challenges and prosper in a competitive landscape.

“What truly sets HESTO apart is our people. As wiring harness manufacturing is people-intensive, our workforce is at the heart of our business; over the years, we’ve built a reputation for developing local talent, creating meaningful employment opportunities, and equipping our people with the skills they need to succeed. The commitment, adaptability, and resilience of our employees are what enable us to consistently deliver the quality our customers expect,” continues Holmes.

“Of course, operating outside a major metropolitan area also requires us to think differently. We invest significantly in skills development, employee well-being, and the infrastructure that supports our workforce because we recognise that building a sustainable business goes hand in hand with building a strong community. Ultimately, our location isn’t something we’ve had to overcome; it’s become one of the reasons we’ve been able to build such a resilient and people-focused organisation.”

PAVING THE WAY FOR FUTURE SUCCESS

In recent years, HESTO has experienced significant growth, expanding its customer base to include the Ford Ranger programme alongside its long-standing partnership with Toyota.

This expansion led to the establishment of a new 30,000-square-metre (sqm) manufacturing facility and the creation of around 5,000 jobs in a relatively short period, enhancing the company’s capabilities and broadening its experience, positioning it as a trusted partner to global automotive manufacturers.

“We are now focused on solidifying the foundations we’ve created, and we want to maintain the quality and reliability our customers have come to expect,” Holmes determines.

“We are also planning an exciting and significant investment in our solar energy project, utilising approximately 60,000 sqm of roof space across our facilities to harness renewable energy to support our operations.”

Beyond reducing HESTO’s environmental footprint, the solar project is an investment in long-term business resilience, helping the company manage future energy demands whilst advancing its broader environmental, social, and governance commitments (ESG).

“We continue to invest in the systems, infrastructure, and capabilities that will support our future growth. Whether it’s developing our people, strengthening our manufacturing operations, or improving sustainability, every investment we make is guided by one simple principle: creating a business that is stronger tomorrow than it is today.”

For HESTO, sustained growth involves more than just expanding production; it means developing an organisation that supports long-term success. As the company evolves, it is investing in systems and processes to remain agile, resilient, and future-ready.

Following the successful expansion of HESTO’s Ford programme, one of the company’s key priorities is securing future business by continually demonstrating its engineering capability, manufacturing excellence, and ability to meet the increasingly complex requirements of global automotive customers.

“Vehicle programmes are evolving at a rapid pace, with hundreds of engineering changes introduced throughout a product’s lifecycle, and our ability to respond quickly and accurately is critical to maintaining our competitiveness,” he points out.

To support this, HESTO is investing in areas such as product lifecycle management, engineering systems, and enterprise resource planning (ERP), enabling greater visibility, consistency, and collaboration across the business.

“Whilst some investments may not always be visible to our customers, they strengthen the foundations of our organisation and allow us to deliver with greater precision, reliability, and efficiency.

“Our goal is not simply to grow; it’s to build a business that can sustain that growth for decades to come. By strengthening our internal capabilities today, we’re ensuring HESTO remains a trusted partner to our customers and a resilient business for our shareholders, employees, and the communities we serve,” Holmes ardently expresses.

BUILDING A RESILIENT SUPPLY CHAIN

HESTO’s supply chain is vital to its success, accounting for around 50 percent of sales costs. As such, a strong supplier network enables the company to consistently deliver quality and reliability to its customers.

Utilising three main sourcing channels, the first of which is through Yazaki’s Global Purchasing Organisation in Singapore, allows HESTO to leverage established supplier relationships and the purchasing power of a leading automotive component manufacturer.

The second supports the company’s Ford programmes, which involve close collaboration with suppliers in North and Central America and other global markets to meet Ford’s engineering, quality standards, and performance requirements.

The third focuses on local procurement by partnering with South African suppliers such as Unitrade and HellermannTyton. This collaboration not only meets local content requirements but also strengthens the country’s automotive manufacturing value chain and improves supply chain responsiveness.

“Across all three sourcing channels, quality is a non-negotiable expectation – it’s the foundation of every supplier relationship we establish. From there, our focus shifts to continuous improvement.

“We work collaboratively with suppliers to identify opportunities for product enhancements, innovation, and improved manufacturing performance, ensuring we continue to meet the evolving expectations of our customers and the global automotive industry,” asserts Holmes.

Certain criteria affect the decisions made regarding the sourcing of raw materials and components.

“In the automotive industry, sourcing decisions have typically centred on three key criteria: quality, cost, and delivery (QCD). Those principles remain the foundation of every sourcing decision we make. However, today’s environment requires us to look beyond traditional measures,” he outlines.

Increasingly, resilience has become a critical factor in supplier selection. The disruption experienced across global supply chains over recent years has demonstrated that quality products delivered at the right price are only valuable if suppliers have the resilience to continue operating in an increasingly unpredictable world.

“When we assess potential suppliers, we look not only at their quality performance and competitiveness, but also the long-term sustainability of their business. Financial stability is an important consideration, as we’ve seen the impact supplier failures can have on the continuity of supply across the automotive industry,” warns Holmes.

“Therefore, we prefer suppliers with flexible manufacturing footprints across multiple locations, which enables us to adapt to geopolitical events or logistics challenges as they arise, ensuring greater continuity for our customers.”

Thus, whilst QCD remains an essential expectation, resilience has become a key differentiator. Additionally, HESTO encourages its supply partners to innovate and continuously improve, fostering supplier relationships that evolve together in response to changing market conditions.

“The strongest supplier relationships are those that continually evolve together,” Holmes says.

EMPOWERING EXCELLENCE WITH INTEGRATED INNOVATION

ERP software has significantly improved efficiency in HESTO’s supply chain management. Once fully implemented, the system will enhance planning, inventory management, traceability, and supply chain visibility, leading to better decision-making and operational efficiency.

Indeed, access to accurate, real-time information will also strengthen collaboration between functions, improve responsiveness, and support more effective planning in manufacturing and supply chain operations.

“Our ERP transformation remains one of HESTO’s key strategic initiatives. Whilst the programme is still being implemented, it represents far more than a software upgrade; it’s an investment in building a more integrated, agile, and data-driven organisation that is better equipped to support our future growth,” assures Holmes.

Ultimately, the ERP transformation is about creating a stronger operational foundation. By improving the way information flows across the organisation, HESTO is positioning itself to make faster, better-informed decisions whilst continuing to deliver the levels of quality, reliability, and service its customers expect.

“Whilst innovation is essential for our long-term growth, it does not mean replacing people with machines. Manufacturing wiring harnesses is a skilled, labour-intensive process that values precision and craftsmanship. For us, innovation involves supporting the workforce, refining processes, and preparing for the future,” Holmes resolutely proclaims.

Although HESTO continues to invest in specialised manufacturing technologies across its production facilities, one of the company’s greatest areas of focus is developing the skills of its workforce.

“The faster we can equip employees with the knowledge and confidence to perform at the highest standard, the faster we can respond to our customers’ needs without compromising quality. That’s why we’ve invested significantly in training, capability development, and the systems that support continuous learning.”

Innovation also means anticipating where the automotive industry is heading. As vehicle technologies evolve, so too must the products HESTO manufactures.

“We’re closely monitoring the industry’s transition from traditional copper wiring to aluminium conductors, as well as the growing demand for high-voltage electrical distribution systems required for hybrid and electric vehicles (EVs). These developments present exciting opportunities, and we’re ensuring our technologies, manufacturing capabilities, and people are ready to support the next generation of mobility.

“Ultimately, innovation isn’t a destination; it’s a mindset. It’s about continuously challenging ourselves to improve, adapt, and evolve so we remain a trusted partner to our customers today and well into the future,” states Holmes.

TRANSFORMING HESTO’S HERITAGE INTO A LEGACY

Operational excellence and sustainable growth are key priorities for HESTO, but the company’s main focus for the coming year is on its people and the culture shaping its future.

“Launched in 2026, OUR HESTO is our cultural transformation initiative that builds on our heritage whilst preparing for our next stage of growth,” impassions Holmes.

“We describe our journey as evolving from old HESTO to new HESTO and, ultimately, ‘OUR HESTO’ – building on our strengths whilst fostering a culture that positions us as a people-first, values-led organisation that is investing in its future.”

To support this vision, HESTO is rolling out seven core values, including trustworthiness, commitment, teamwork, and staff well-being, which the company wants reflected in how it leads and serves customers.

“Our culture is our long-term competitive advantage. Whilst technologies and markets change, an organisation united by shared values and purpose will flourish. If we can unlock the minds and hearts of our employees by year-end, we will have built a strong foundation for our future success.

“Despite our achievements, we cannot afford to stand still – that is not an option. The automotive industry is undergoing one of the most significant transformations in its history, and our ability to remain competitive will depend on how effectively we continue to evolve,” Holmes highlights.

HESTO has seen a global shift toward hybrid and EVs and, in SA, the market is becoming increasingly competitive with the growth of vehicle imports from countries like China and India, which creates both challenges and opportunities.

As such, this reinforces the need for HESTO to stay agile, innovative, and focused on continuous improvement.

“Professionalising our organisation remains an important priority. As we grow, we must continue strengthening our systems, developing our people, and improving the way we operate, whilst never losing sight of the experience, commitment, and ingenuity that have been the foundation of HESTO’s success for many years.

“Remaining competitive means continually improving our quality, efficiency, and cost competitiveness so we continue to deliver value to customers such as Toyota, Ford, and Isuzu. Ultimately, our goal is not simply to respond to change, but to anticipate it and position HESTO to thrive in an increasingly dynamic global automotive industry.

“The future will belong to organisations that can combine world-class systems with the passion, dedication, and ingenuity of their people, and that’s exactly the organisation we’re building,” Holmes concludes emphatically.

The post HESTO Harnesses : Driving Innovation for Automotive Excellence appeared first on Manufacturing Outlook.

LG Electronics is expanding its robotics collaboration with NVIDIA, combining decades of manufacturing and logistics data with NVIDIA’s physical AI technologies to accelerate robot training and deployment across industrial environments.

LG Builds Data Factory for Industrial Robotics

LG Electronics is accelerating its collaboration with NVIDIA as it looks to strengthen its position in AI-powered robotics for manufacturing and logistics.

Senior executives from LG and NVIDIA have met at LG’s new Data Factory at the company’s Yangjae R&D Campus in Seoul, following an agreement between LG Group and NVIDIA to collaborate on future business initiatives.

The 10,000 sq m Data Factory, scheduled to become fully operational by the end of 2026, is designed to generate, collect and refine large volumes of data for training robots.

The initiative demonstrates how physical AI, digital simulation and production data could increasingly converge to train robots for complex factory-floor tasks.

Factory Environments Generate Robot Training Data

LG has created dedicated training environments where its CLOiD robots can repeatedly perform physical tasks.

Alongside a replicated home environment, the facility includes a simulated manufacturing area modelled on LG’s washing machine plant in Tennessee. Robots are trained to move, stack and assemble different components.

Robots are also being deployed within LG CNS logistics automation solutions and an LG Innotek environment for training robotic hands.

Data generated through these operations will be integrated with NVIDIA’s robotics technologies, including NVIDIA Omniverse libraries, NVIDIA Cosmos open world models and the NVIDIA Isaac robotics development platform.

LG describes its approach as creating a “data flywheel”, where operational data is continually collected and used to train and improve robotic systems.

100,000 Hours of Robotics Data Targeted

Several hundred robots are expected to operate at the Data Factory by the end of the year.

LG expects directly collected training data, together with synthetic data generated and augmented using NVIDIA Cosmos, to reach 100,000 hours by the end of 2026 – equivalent to around 12 years of data.

The manufacturer plans to use this information to develop its Robot Foundation Model, which is intended to underpin the capabilities of humanoid robots.

The approach could enable LG to combine decades of data from its manufacturing and logistics operations with AI-generated training environments, accelerating the development and validation of robots before wider industrial deployment.

LG Expands Industrial Robotics Strategy

The investment comes as LG increases its focus on robotics as a strategic business area. The company established a dedicated Robotics Business Center in July, reporting directly to its CEO and overseeing robotics activities across the business.a

LG already operates in industrial and commercial robotics and plans to expand into home robotics. Its capabilities include manufacturing expertise and the development of core components such as robotic actuators.

Lyu Jae-cheol, CEO of LG Electronics, said: “Through the synergy built on ‘One LG’ – bringing together core capabilities across the Group – and strategic collaboration with global partners, we will secure our competitiveness in physical AI and become a comprehensive robotics solutions provider.”

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As warehouse automation accelerates, manufacturers are discovering that seamless integration, not the technology itself, may determine the return on investment. Dylan McKeever, Vice President of Professional Services at Logistics Reply – a Reply Group company – provides his insight. 

Investment in warehouse automation has moved from experimentation to a genuine capital priority for manufacturers modernising their material flow.  

Roughly 4.7 million commercial robots are expected to be installed across more than 50,000 warehouses and manufacturing facilities worldwide by the end of 2026, according to recent warehouse automation research, and the automation market is on track to grow at a compound annual rate of near 14 to 18 percent through the decade, per Mordor Intelligence’s market sizing.  

Autonomous mobile robots, goods-to-person systems, vision-based receiving, and voice-directed picking are no longer pilots confined to a handful of flagship facilities, as engineering and operations teams put them to work across production and distribution floors alike. 

The business case for this spending is well documented. Less discussed, and arguably more consequential for whether it pays off, is what happens after the purchase order is signed: the work of getting new automation to actually communicate with the warehouse management system (WMS) running the manufacturing operation. 

Why the Integration Bill Can Exceed the Hardware Bill 

A PwC survey of more than 600 operations and supply chain executives, highlighted in reporting on the warehouse robotics integration bottleneck, found that 92 percent said their technology investments had not fully met expectations, and nearly half pointed to integration complexity, not hardware cost or artificial intelligence performance, as the primary reason.  

Separate research from Mordor Intelligence found that integration projects tied to automation deployments routinely overrun budgets by roughly 30 percent and timelines by as much as a year, eroding the return that justified the projects in the first place. 

The mechanics are not mysterious. Many enterprise WMS platforms were architected when the primary integration requirements were a connection to an enterprise resource planning (ERP) and, perhaps, a transportation management system. That architecture was never built to absorb a fast-growing and scaling list of automation vendors, sensor networks, and real-time data feeds.  

Each new automation partner now becomes its own custom engineering project, built point-to-point, with its own data mappings, failure modes, and maintenance burden. As these connections accumulate, the system grows more fragile rather than more capable. A change on one side can quietly break another, and troubleshooting a fulfilment problem increasingly means tracing a fault across disconnected point solutions rather than one system of record. 

This is why so many operators discover, often mid-project, that the systems integration work behind a robotics deployment costs more than the automation hardware itself. 

What a Modern Integration Architecture Looks Like 

The alternative gaining traction is a shift from point-to-point wiring toward a common orchestration layer, such as a robotics hub or automation control tower approach. Rather than reprogramming and re-coding the WMS every time a new automation system, sensor, or vendor is added, the goal is a set of standard, documented application programming interfaces (APIs) that any vendor can map to once or configure and “dial up” as needed. New hardware and software then become plug-in participants rather than the trigger for another integration project. 

This architectural shift represents a broader change in how manufacturers should think about warehouse software. The WMS is no longer simply managing inventory movement; it is becoming the coordination layer between people, machines, and intelligent systems operating in real time across the warehouse floor and distribution network. 

Increasingly, the technical foundation for this kind of architecture is cloud native and containerised, with advanced platforms using a microservices architecture to orchestrate independent services that can be deployed, scaled, and updated without taking the whole system down. The practical benefit has little to do with the underlying technology name and everything to do with the outcome: a new integration becomes a matter of weeks rather than a multi-quarter engineering effort, and a delay in one service does not cascade into a warehouse-wide outage. 

Questions Worth Asking Before the Next Automation Investment 

Engineering and operations leaders evaluating an automation project, or a WMS platform itself, are increasingly well served by questions that go beyond throughput and price-per-pick.  

How many separate custom integrations does the current architecture support, and who maintains them? What happens to those integrations when the WMS is upgraded or patched? Can a new automation vendor be onboarded through a documented API without a new statement of work? How is data consistency maintained across the WMS, the robotics, and the order management system when a line-side replenishment assignment changes mid shift? What is the actual, fully-loaded integration cost, not just the license fee, tied to the last automation project completed? Perhaps most importantly: does the platform make automation easier to adopt over time, or does every new capability create another layer of technical debt? 

The answers tend to reveal whether an organisation is buying automation or quietly buying a future integration liability. 

Integration Is Quietly Becoming a Selection Criterion 

Industry research compiled by Material Handling Industry (MHI) shows 83 percent of supply chain leaders expect to adopt robotics and automation within five years, and 45 percent are actively planning new automation investments.  

Additionally, Gartner projects that by 2030, half of new warehouses in developed markets will be designed as robot-centric, human-optional facilities. That vision underscores where warehouse design is heading, but realising it depends on organisations being able to integrate automation without introducing excessive complexity into existing operations. That gap is starting to reshape how platforms get chosen.  

Integration architecture, once a detail buried in a request for proposal (RFP) appendix, is emerging as a deciding factor in WMS selection alongside cost and core functionality. Operators who have lived through one expensive, fragile integration are less willing to repeat it, and vendors are responding by rebuilding around open APIs and microservices-based architectures rather than monolithic, tightly coupled code.  

The organisations most likely to capture the full return on their automation spending will not necessarily be the ones with the most robots on the floor. They will be the ones whose software was built to let those robots, and whatever comes after them, plug in without a fight. 

The post When the Warehouse Management System Becomes an Automation Handbook  appeared first on Manufacturing Outlook.

Ford is transforming its Louisville Assembly Plant with a new manufacturing model that replaces the traditional linear production line with parallel assembly processes, targeting faster production, greater automation and improved operator ergonomics.

$2 Billion Factory Transformation Prepares for EV Production

Ford is progressing with a $2 billion overhaul of its Louisville Assembly Plant (LAP) as it prepares the facility to manufacture the new Ford Fathom midsize electric truck in 2027.

The 3-million-square-foot Kentucky factory is being converted from production of internal combustion engine vehicles to electric vehicle manufacturing and will become the first plant to deploy Ford’s Universal EV (UEV) Production System.

Following extensive demolition, which saw nearly 25,000 gross tons of scrap metal removed for recycling, Ford has installed purpose-built manufacturing equipment and redesigned the factory around a new approach to vehicle assembly.

Prototype Fathom builds using production-qualified parts are scheduled to begin in the first quarter of 2027, with customer vehicles following later in the year.

Ford Replaces Traditional Production Line with ‘Assembly Tree’

At the centre of the transformation is Ford’s “assembly tree”, which allows three major sections of a vehicle to be built simultaneously before being joined together.

Separate production streams assemble the front of the vehicle, the rear and the structural battery containing elements including seats, consoles and carpeting.

Large aluminium unicastings replace dozens of individually stamped and welded components in the front and rear sections. The battery, meanwhile, serves as the vehicle’s structural floor.

The three sections can therefore be worked on independently before being joined using bolts and adhesives.

Ford said the approach increases assembly density, reduces production line length and allows more operators to work on a vehicle simultaneously.

Production System Targets Faster Manufacturing

Ford expects the assembly tree to enable the Fathom to be assembled 40% faster than the plant’s current products, and some of those productivity gains are being reinvested into insourcing and automation designed to improve quality and reduce costs, resulting in an expected net assembly improvement of 15%.

The Louisville facility will have the highest level of final-assembly automation across Ford’s global manufacturing network.

Its new production infrastructure includes 17,000 feet of conveyor, while 230,000 sq ft of concrete has been poured to support new final-assembly equipment.

The plant has also nearly tripled its Wi-Fi access points from 385 to 1,080, supporting high-bandwidth connectivity and more real-time quality checks throughout production.

Digital Infrastructure Supports In-Line Quality Control

Ford is introducing new digital quality processes alongside the physical redesign.

A new software module flash station will allow vehicle software to be updated before modules are installed. Previously, software flashing took place after vehicle assembly, meaning identified issues could require an additional 10 minutes per vehicle.

Private 5G connectivity will also allow quality testing to take place while vehicles move through the assembly process.

Kevin Young, Advanced Program Manufacturing Chief at Ford, said: “It is simply foundationally different from how we have done things before. Operators can see everything in front of them and don’t need to bend or reach to do it.”

Ergonomics Designed into EV Manufacturing Process

Ford has also redesigned production processes around feedback from Louisville employees who have been training on the new system at its New Model Product Development Center in Michigan.

The company says the system has been engineered to deliver an 84% reduction in reaching over the fender, while the Fathom’s wiring harness is more than 4,000 feet shorter and 22 pounds lighter than that used in Ford’s first-generation electric SUV.

Bryce Currie, Ford Chief Manufacturing Officer, said: “Their work at Louisville Assembly Plant will be significantly more ergonomic. It’s designed to require less twisting, turning, and bending.”

Ford’s wider $5 billion investment in Louisville Assembly Plant and BlueOval Battery Park Michigan is expected to create 4,000 jobs.

The post See Inside Ford’s Updated Louisville Plant with New EV ‘Assembly Tree’ Production System appeared first on Manufacturing Outlook.

Apple has opened a new Advanced Manufacturing Centre in Houston, offering free training to small and medium-sized businesses in areas including artificial intelligence (AI), machine learning (ML), automation and quality control as it expands its US manufacturing activities.

New Houston Centre Targets Advanced Manufacturing Skills

Apple has opened its new Advanced Manufacturing Centre (AMC) in Houston, providing businesses with access to manufacturing equipment, interactive laboratories and training in smart production technologies.

The 20,000 sqft centre is located within the same Houston facility that manufactures and ships Apple’s advanced AI servers and is scheduled to begin Mac mini production later this year.

It is Apple’s second manufacturing learning site in the US and will provide small and medium-sized businesses with free training and educational sessions covering processes used in the production of Apple products.

Tim Cook, Chief Executive Officer, Apple, said: “In less than nine months, we have invested hundreds of millions of dollars into this Houston facility. We stood up a factory, started production, and shipped the first advanced AI servers off the line.

Today, we’re thrilled to open our new Advanced Manufacturing Centre, a place where businesses, workers, and students can learn the same innovative processes that we use to make Apple’s most groundbreaking products. And we’re pleased to begin Mac mini production later this year.

“We believe in American workers and American ingenuity, and we are moving at an incredible pace because we want to build more than great products. We want to build the future of American manufacturing.”

AI and Automation Training Moves to Factory Floor

Training at the AMC combines classroom sessions with practical workshops using a representative production facility and manufacturing equipment.

Curriculum topics include advanced manufacturing principles for final assembly and design considerations for printed circuit board assembly.

The centre’s first cohort of small and medium-sized business leaders is receiving training from Apple engineers in areas including ML-driven quality control and advanced automation.

Participants are also learning how to identify and respond to production challenges in real time, use the facility’s holographic table and factory-floor equipment, and assemble and laser etch products.

As the programme expands, Apple plans to offer hands-on training to local college students.

Howard Lutnick, US Secretary of Commerce, said: “This opening is an important step in Apple delivering on its promise to bring its manufacturing back to America. With this Advanced Manufacturing Centre, Apple will equip American workers with the skills they need to lead the next generation of technology.”

Apple Expands Manufacturing Training Network

The Houston centre builds on Apple’s Manufacturing Academy in Detroit, which opened in August 2025.

According to Apple, the academy has helped nearly 1,000 US companies learn smart manufacturing techniques and integrate AI into production processes.

Its virtual programming also provides on-demand training covering automation, quality control optimisation, ML with vision and professional development.

The Houston facility extends this approach by providing businesses with direct access to manufacturing technologies and practical training.

Greg Abbott, Texas Governor, said: “Apple’s expansion in Houston underscores Texas as the epicentre of American industry and innovation. This new facility will deliver the skills Texans need to excel in advanced manufacturing. We thank Apple for its confidence in the Lone Star State.”

Mac Mini Production to Begin in Houston

The AMC forms part of Apple’s wider manufacturing activity in Houston, where the company has already started producing advanced AI servers.

Apple said it shipped its first servers less than a year after identifying a factory site and plans to begin Mac mini manufacturing in Houston later in 2026.

The company has invested hundreds of millions of dollars in the Houston facility in less than nine months.

Apple and its American Manufacturing Programme partners are also investing in the design and production of custom silicon, advanced components and cover glass in the US as part of the company’s previously announced USD$600 billion commitment.

The new AMC is intended to extend manufacturing expertise beyond Apple’s own operations by giving participating businesses access to technologies and production knowledge designed to support the adoption of smart manufacturing processes.

Houston Mayor, John Whitmire, said: “Houston is grateful to Apple for this significant investment in our city. The Advanced Manufacturing Centre will create local jobs and will continue improving the quality of life of Houston residents. The AMC also recognizes our city as a growing technology hub and solidifies Houston’s leadership in the manufacturing sector of the United States.”

The post Apple Opens Houston Advanced Manufacturing Centre to Expand Smart Manufacturing Skills appeared first on Manufacturing Outlook.

GE Appliances will integrate US-manufactured Texas Instruments semiconductors into its next generation of connected appliances, with the components set to supply one-third of the chips used in products manufactured at its new laundry plant in Louisville, Kentucky.

US-Made Semiconductors to Support Appliance Manufacturing

GE Appliances, a Haier company, is expanding its semiconductor sourcing from Texas Instruments (TI) as part of its investment in US manufacturing and domestic supply chains for critical components.

The manufacturer will integrate TI microcontrollers, Wi-Fi connectivity solutions and analogue components into its next generation of connected appliances.

TI semiconductors will supply one-third of the chips for products manufactured at GE Appliances’ new laundry plant at its Louisville headquarters, where production is expected to begin in 2027.

The move will nearly double GE Appliances’ spending with TI.

GE Appliances said sourcing semiconductors from TI’s US fabrication facilities supports its domestic supply chain objectives and provides access to components for new appliance technologies.

The company currently works with 6,500 US-based suppliers as part of its ‘Zero Distance’ strategy to locate its operations closer to customers and consumers.

Texas Instruments Expands Role in Manufacturing Supply Chain

TI operates US manufacturing facilities including sites in Lehi, Utah; Richardson, Texas; and Sherman, Texas, producing embedded processing and analogue semiconductors.

Lee Lagomarcino, Vice President of Clothes Care for GE Appliances, said: “Expanding our work with Texas Instruments gives us access to a differentiated semiconductor portfolio backed by domestic manufacturing.

“TI’s broad portfolio of advanced embedded processing and analog technology will help our engineers design appliances that are smarter, more powerful, and more efficient than ever before. Moving forward, our domestic research and development teams can also save significant time on new solutions for U.S. consumers.”

Semiconductor Technology Targets Manufacturing Efficiency

GE Appliances plans to use TI technologies across several areas of its connected laundry products, including wireless connectivity, power conversion and motor drives.

TI’s Wi-Fi solutions incorporate Bluetooth Low Energy and security capabilities for connected appliances.

Its power conversion integrated circuits provide diagnostics, real-time protection and power management capabilities designed to improve appliance performance, reliability, serviceability and energy efficiency.

GE Appliances will also use TI motor drive technology to control drain pump systems. TI’s gallium nitride (GaN) motor drivers provide more than 99 per cent efficiency and eliminate the need for heat sinks, reducing solution size while increasing power density and system efficiency.

AI-Capable Controls Explored for Future Appliances

GE Appliances is also exploring future projects using TI’s intelligent microcontroller platform.

The technology provides a centralised, artificial intelligence (AI)-capable control architecture incorporating analogue integration, security and an integrated TinyEngine neural processing unit.

Potential applications include predictive maintenance, adaptive performance algorithms, precise load control and lower-power operation.

As GE Appliances continues investing in US manufacturing and developing products, TI will have further opportunities to bid for additional semiconductor supply.

Vinay Agarwal, Vice President and General Manager of MSP Microcontrollers, Texas Instruments, said: “We’re proud to support GE Appliances as they expand their U.S. manufacturing supply chain. By bringing together next-generation Wi-Fi connectivity, energy-efficient microcontrollers, edge AI capabilities, and breakthrough GaN-based motor drive technology, TI is giving GE Appliances the building blocks to design smarter, more efficient, and more connected appliances. And we are proud to have our U.S.-produced chips integrated into GE Appliance’s U.S.-produced appliances.”

The post GE Appliances Expands US Semiconductor Supply with Texas Instruments appeared first on Manufacturing Outlook.

George Ninikas, SVP of Sales and Accounts and Supply Chain Planning – Americas for ORTEC, examines why the future of manufacturing artificial intelligence lies in supporting experienced planners with faster recommendations, continuous monitoring, and intelligent scenario analysis – not replacing human expertise.

Manufacturing executives are not short on enthusiasm for artificial intelligence (AI), but they are short on certainty about how to deploy it where it counts.  

A recent poll of supply chain and logistics professionals found that only 29 percent are currently deploying AI to support real, operational decisions. The largest group, 37 percent, describe themselves as actively exploring how AI might help, testing pilots and trying to separate genuine capability from marketing language. 

That gap matters for plant and operations leaders balancing tight labour markets, capacity constraints, and customer commitments all at once. It suggests the industry has moved well past asking whether AI belongs in manufacturing operations and is now wrestling with a harder question: what role should it actually play once it arrives?  

The poll also pointed to where practitioners expect the most value to materialise. 34 percent identified dynamic routing and real-time replanning as the application most likely to deliver meaningful impact in the near term, ahead of other commonly discussed use cases. Operations leaders do not want AI to simply generate a static production plan and walk away; they want a system that can respond as conditions change throughout the shift – the way the plant floor actually operates. 

MOVING PAST THE REPLACEMENT NARRATIVE  

Much of the public conversation about AI in manufacturing still centres on automation replacing human judgment and the algorithm quietly taking over the scheduler’s desk. That framing, whilst attention-grabbing, does not match what is happening inside most manufacturing planning organisations.  

A more accurate view is also more practical. Agentic AI, meaning AI systems capable of taking multi-step actions on a planner’s behalf rather than simply producing a single output, is increasingly being designed as a support system. It sits alongside the human decision maker, not in place of them. 

This distinction is not trivial. A planner managing production scheduling and outbound logistics is not solving one isolated problem. They are juggling machine capacity, workforce availability, customer delivery windows, fluctuating demand, supplier disruptions, and last-minute changes, often simultaneously.  

In one recent example, a team was using 14 planners for six hours a day to engineer delivery territories, assigning dedicated zones of delivery by driver and day of the week. Decades of work have gone into giving planners powerful optimisation engines to handle that complexity mathematically. What has been missing is an easier way to interact with those engines without needing a data science background to operate them. 

SOLVING THE PARAMETER PLAGUE  

Anyone who has worked inside an advanced planning system knows the feeling of staring at a dense configuration screen, full of buttons and fields that control behaviour in ways that are not always obvious. This condition might be called the parameter plague, and it is one of the quieter barriers to AI adoption in manufacturing operations. Powerful optimisation logic is only useful if the people who need it can actually access it. 

Agentic AI offers a practical answer to this problem. Rather than requiring a planner to manually adjust dozens of settings to test a scenario, a natural language interface lets that same planner simply describe what they want to explore. Asking a system to show what happens if a machine goes down, or to compare two production schedules, or to flag which orders are most exposed to a supplier delay, becomes a conversation rather than a technical exercise. The underlying optimisation math has not changed; what has changed is who can reach it and how quickly. 

This is also where the idea of AI as a digital co-worker becomes useful. A good colleague does not take over someone’s job, but handles the repetitive, time-consuming groundwork, surfaces relevant information at the right moment, and offers a recommendation whilst still leaving the final call to the person with context and accountability.  

Applied to manufacturing planning, that means an agentic system can monitor plant and logistics operations continuously, flag a disruption the moment it happens, propose a reassignment, and explain its reasoning, whilst the planner retains the authority to accept, adjust, or override the suggestion. 

FROM PLAN CREATION TO PLAN ANALYSIS  

This shift is changing what the planning role actually looks like day to day. Historically, planners spent much of their time building production schedules from scratch, often under significant time pressure. As agentic systems take on more of that initial construction work, the planner’s role is shifting toward analysis and judgment: reviewing automated proposals, adjusting for context what the system may not fully capture, and deciding how much autonomy to grant for routine, low-risk decisions versus how much to reserve for direct human approval. 

That balance of autonomy is not fixed. Manufacturers are increasingly able to dial it up or down based on comfort level and track record. A single recurring task, such as reassigning a production run when a machine or team member is unavailable, might begin as a fully human-reviewed decision and gradually become automated once the system has demonstrated consistent, reliable judgment in that specific scenario. 

WHAT THIS MEANS FOR MANUFACTURING EXECUTIVES  

The poll data points to an industry in transition rather than one that has arrived. With the largest segment of practitioners still in an exploratory phase, and the clearest near-term demand centred on dynamic, real-time decision support rather than full automation, the opportunity for manufacturing executives is to treat agentic AI as an extension of their planning teams, and not as a replacement for them.  

The technology’s value lies less in removing people from the loop and more in giving them faster access to better information, fewer manual steps, and more time for the strategic decisions that genuinely require human judgment. That is a more grounded story than utopian automation or job displacement, and it is increasingly the one playing out on plant floors today. 

The post The Automated Dispatcher vs. The Empowered Planner: Why Agentic AI Is the New “Best Buddy” for Manufacturing Executives appeared first on Manufacturing Outlook.

Rockwell Automation has integrated its Plex Quality Management System (QMS) with FactoryTalk Analytics VisionAI, bringing artificial intelligence (AI)-powered visual inspection into manufacturing quality workflows to improve defect detection, traceability and quality management.

AI Integration Targets Manufacturing Quality Control

Rockwell Automation has launched an application programming interface (API)-enabled integration between Plex QMS and FactoryTalk Analytics VisionAI as it expands the use of AI across its industrial technology portfolio.

Available now, the integration connects AI-powered visual inspection with QMS workflows, enabling manufacturers to apply automated quality intelligence to production processes.

The development forms part of Rockwell’s wider investment in AI, machine learning (ML) and elastic manufacturing execution system (MES) technologies.

According to Rockwell’s Scaling MES Across the Enterprise report, 42 per cent of manufacturing processes are expected to become AI-supported within the next year.

Devin Burke, group product manager, Rockwell Automation, said: “AI plays a critical role in Rockwell’s industrial autonomy strategy. With predictive intelligence, manufacturers can shift from scripted automation to adaptable autonomy as systems learn, adjust and collaborate across software, hardware and workers.”

VisionAI Targets Defect Detection and Traceability

The integration builds on the API-first architecture of Plex QMS and connects the system with FactoryTalk Analytics VisionAI.

AI-driven workflows can be deployed across new and existing camera systems to help manufacturers detect anomalies and reduce defects.

Rockwell said traditional visual inspection is only 80 per cent effective and often does not retain inspection history.

With the integrated system, inspection results are recorded within Plex QMS, providing manufacturers with an inspection history alongside product serialisation and traceability data.

AI Agents Support Frontline Manufacturing Operations

Rockwell is also expanding AI capabilities elsewhere within its Plex portfolio.

Plex Connected Worker has introduced an AI-powered authoring agent within its Digital Work Instructions suite. The technology converts computer-aided design (CAD) files and technical assets into structured, step-by-step instructions for frontline employees.

An AI agent has also been embedded within Plex Reporting and Analytics, providing out-of-the-box dashboards designed to turn operational data into real-time insights.

Users can interact with the agents using natural language to identify risks, predict potential issues and support manufacturing decisions.

Industrial Data Supports AI Deployment

Rockwell said its manufacturing data infrastructure provides the context and scalability required to deploy advanced analytics and AI across complex industrial operations.

Manu Ravichandran, senior product manager, Rockwell Automation, said: “At Rockwell Automation, we’ve built a context-rich industrial data foundation shaped by years of manufacturing expertise. This foundation gives manufacturers the structure, context, and scalability needed to operationalize advanced analytics and AI across complex operations.”

The integration forms part of Rockwell’s broader expansion of AI and ML across technologies including cloud-based MES platforms, edge AI and digital twins.

The post Rockwell Automation Integrates AI-Powered Visual Inspection into Manufacturing Quality Management appeared first on Manufacturing Outlook.

Through diversification, expansion, and innovation, SAESL has been redefining standards of service for 25 years. CEO, Chris Pattinson, tells us how the company has become an indispensable component of the Singapore aerospace ecosystem, keeping airlines flying to connect the world.

POWERING FLIGHT, CONNECTING PEOPLE

At a time when the global aviation industry continues to grow at pace and new players are entering the market, SAESL stands out as one of the pioneers in the sector, with 25 years of experience, pedigree, and excellence behind it.

The company represents a joint venture (JV) between Rolls-Royce and SIA Engineering Company (SIAEC).

Today, the business finds itself at a unique point in its history as this year marks its 25th anniversary, which is a hugely important and proud milestone for everyone involved.

“SAESL was incorporated in early 1999, inducted its first engine in 2001, and recently delivered its 5,000th engine from the production line, marking the occasion with a major celebration,” introduces Chris Pattinson, CEO.

At present, the company hosts around 2,500 employees and serves customers worldwide, giving it a genuinely global reach rather than a purely regional presence.

Having started in 2001 with around 200 employees in a single factory, the company is now on a journey that will see it operate eight factories across Singapore, further cementing its position as the world’s largest maintenance, repair, and overhaul (MRO) facility for Rolls-Royce Trent engines.

The Rolls-Royce Trent is a family of high-bypass turbofan aircraft engines known for models like the Trent 900, Trent 1000, Trent 7000, and Trent XWB.

Derived from the three-spool architecture of their predecessor, the Rolls-Royce RB211, these engines power a wide range of modern long-range and wide-body commercial aircraft.

Currently, approximately 25 percent of the world’s Rolls-Royce Trent engines pass through SAESL, propelling aircraft such as the Airbus A380, A330neo, and A350, as well as the Boeing 787 Dreamliner.

A REGION ON THE RISE

Right now, the Asia Pacific (APAC) region is a huge growth market for aviation, including India, China, and the wider Association of Southeast Asian Nations (ASEAN) region.

Singapore sits at the apex of that growth and is widely recognised as a thriving epicentre for the aviation sector.

“You only have to look at the country’s ambition in aviation, including the construction and commencement of Changi Airport Terminal 5, a massive, 1,080-hectare (ha) mega-terminal which is expected to double air traffic in Singapore by the mid-2030s,” Pattinson excites.

This level of ambition and investment creates major opportunities for engine MRO manufacturers such as SAESL.

“From our location here, we are surrounded by many of the biggest players in the aviation sector, which reflects the strength and energy of the industry in Singapore.”

For SAESL, being based here is a significant advantage because the regional growth is substantial and there is a real sense of buoyancy across the market.

As Pattinson is keen to point out, another important factor is the nation’s overall stability.

“Having worked in the US and extensively across Europe, I can see that Singapore offers a strong foundation built on political and economic stability. That matters enormously in a long-cycle business such as ours,” he adds.

With a government that is genuinely pro-business, the speed at which SAESL can mobilise, change, and adapt to macroeconomic trends, as well as internal trends, is vital to the company’s success to date.

These favourable attributes allow the company to remain nimble and react to any fluctuating industry trends and developments it encounters.

“That is undoubtedly why the growth we are seeing across the MRO sector in APAC is so strong right now,” affirms Pattinson.

STABILITY AND TALENT

During a product lifecycle, an engine is built, fitted to an aircraft, and flown for several years before returning for planned maintenance, after which it goes back into service.

These engines last for decades, so operating in a stable environment is extremely valuable to companies such as SAESL.

“When you combine stability with the growth taking place across the region, Singapore becomes a powerful place to position SAESL,” Pattinson confirms.

Elsewhere, technology is another major trend right now, and Singapore, including government agencies such as the Singapore Economic Development Board (EDB), is strongly pro-business, which is particularly important in today’s rapidly changing world.

Companies face pressures now that did not exist before, so being in a business environment that supports progress, growth, and innovation is a real advantage.

“It is a pleasure to do business in Singapore alongside like-minded partners who share a high level of ambition and pace,” he gushes.

Finally, the most important ingredient of SAESL’s location is the people.

Indeed, Singapore has a strong and plentiful talent base, supported by its universities, polytechnics, and institutes of technical education.

“This rich and diverse pool of talent adds real value to companies such as SAESL, particularly in high-end aerospace manufacturing. We have access to highly capable people, which is exciting, especially as artificial intelligence (AI) and other new aerospace technologies emerge over the next decade,” enthuses Pattinson.

Undoubtedly, being positioned in Singapore gives SAESL a strong platform for future success.

NEXT PHASE OF GROWTH

Over the past 25 years, SAESL has delivered 5,000 engines, but this is just the beginning of its next phase.

“We’re now in the process of undergoing a bold transformation of the company and investing USD$190 million to increase our production capacity to 400 engines per year,” Pattinson reveals.

This ambitious target represents a 40 percent increase in engines coming off the production line, as well as a doubling of the work content in the factory.

SAESL is building two new factories in Singapore, a development which is hugely exciting for Pattinson.

“We’re also growing our team from 2,000 employees to 2,500, creating 500 new skilled jobs across the wider ecosystem. That is a real testament to the success and foundations we have built over the past 25 years,” he emphasises.

Alongside, the company is driving significant technological development across the business.

This involves introducing high levels of automation and AI across the company, implementing new systems and enterprise planning capabilities, and advancing repair technology.

“I am really proud of our teams because we are developing some of the most advanced repair technologies that exist today – there are only a handful of companies in the world that can do what we do.”

Through the company’s links in Singapore, including with the Agency for Science, Technology, and Research (A*STAR), SAESL has made huge strides in areas such as additive manufacturing.

“This allows the repair of different engine components using laser powder, 3D printing, and additive manufacturing technologies that, quite frankly, do not exist amongst many of our competitors,” Pattinson acclaims.

These advancements are currently being applied across different areas of the company, and much of it is enabled by two key factors.

The first is that SAESL is differentiated by having Rolls-Royce, an original equipment manufacturer (OEM), as its partner. The second is being located in Singapore, where there is highly capable talent and a pro-business government that has enabled the establishment of world-class research labs.

“We have a hugely exciting journey ahead, and it is important we continue on that path because this is setting up the next 25 years of SAESL’s success,” he sets out.

RESPONDING TO ADVERSITY

Pattinson knows that running a company brings challenges every day at different scales.

“Clearly, the decisions we took as the world navigated the COVID-19 pandemic were hugely important, particularly because the aviation sector was so heavily impacted as countries across the world closed their borders,” he reflects.

Global air passenger numbers plunged from over 4.5 billion in 2019 to roughly 1.8 billion in 2020, a drop of over 60 percent.

The pandemic caused the most severe disruption in aviation history, resulting in an unprecedented collapse in passenger traffic, trillions in lost revenue, and permanent changes to global flight operations.

Such challenges are not taken lightly by SAESL and, amid current global tensions – particularly in the Middle East – there are further obstacles to overcome.

“SAESL is a JV between Rolls-Royce in the UK and SIAEC in Singapore, so we do a huge amount of trade between those two countries.

“We have millions of parts moving across the world in order to rebuild jet engines and put them back into service. As a result, we have had to take prudent measures to deal with the effects of inflation and escalation in fuel prices over the short term,” he explains.

The company is well-positioned to respond in this way because SAESL is creating a business built on fantastic people, outstanding technology, and strong capabilities, which has enabled it to remain resilient.

“Looking ahead to the next 18 months, despite such challenges, we are continuing to invest USD$190 million in our company and our people because we can see the growth that will come on the back of that investment.”

Moreover, with a firm belief in a long-term vision and resilience baked into the fabric of the company, SAESL is ready to respond to any new challenge.

MILESTONE ACHIEVEMENT

Reflecting on SAESL’s 25-year anniversary this year, Pattinson believes it is important to celebrate what this milestone means in terms of legacy and what the company is ultimately striving for.

“I think the single word that encapsulates this milestone is pride. Everyone here is incredibly proud, and I think this marker is a testament to the teams that came before us, as well as the ones we have here today,” Pattinson says.

It is also testament to the partnership between Rolls-Royce and SIAEC, bringing together two of the most iconic brands globally to create real excellence.

Equally as crucial to the company’s ongoing success is the synergistic partnership between the UK and Singapore.

“When you boil it down to what it means to me personally, and what it means to our team, it is about people and continuity. We are celebrating many long-service awards this year, and many of our team members are also marking their 25-year anniversaries with the company.”

This tells its own story and shows that SAESL’s employees enjoy working at the company, there is a great culture, and its people can see a bright future and want to stay.

“We have staff here who have been with us quite literally from day one, so it’s an extremely proud year for us and a hugely transformative time. However, this is not the end – it is just the beginning,” states Pattinson.

Having delivered 5,000 engines in 25 years, the company is resolute in its promise to deliver the next 1,000 engines in just three.

“This gives you a sense of the scale of the expansion and the growth we see in the company, the market, and across APAC. This is a really proud moment, one where we can all stand tall and hold our heads high.”

A PERSONAL JOURNEY

Pattinson has been on a journey through the aerospace sector for more than 20 years, leading to his current position as CEO of SAESL.

In a career that can be viewed through the lens of two distinct halves, he studied engineering at university, then graduated and joined Rolls-Royce, where he spent the first 10 years in a variety of engineering roles, initially in the defence sector, working on global defence applications and highly technical projects.

“Over time, however, you start to understand what you enjoy most and where your strengths lie.

“After around a decade, I became Engineering Director for some of the production facilities and realised I got a great deal of energy from working with people – that was when I began to transition into business and more commercially focused leadership roles,” he recalls.

For the past 10 to 15 years, Pattinson has been running different groups of factories and companies across Rolls-Royce.

Throughout the last seven years, he has overseen new production lines for Rolls-Royce in the UK, Germany, and in Singapore.

That journey ultimately brought him to SAESL, where he now has the huge honour of leading the company as CEO.

“Looking back, during those 10 years in the technical domain, I was also fortunate to have some quite unique opportunities throughout my career. One example is the Airbus A350, one of the most popular aircraft in the wide-body market, and the Trent XWB, the Rolls-Royce engine that powers it.

“I was fortunate enough to be selected to work on one of the very first Trent XWB engines ever built,” he highlights.

Pattinson also spent around two years living in the US, working at a NASA test base in Mississippi where Rolls-Royce has an outdoor engine test stand.

Based in the Deep South, he worked on a site where NASA tests rocket propulsion systems and Rolls-Royce tests next-generation jet engines.

“It was a fantastic and hugely exciting experience that gave me deep technical familiarity with the engine. When I step back now, I can really see how that experience connects to the role I have today,” he remembers fondly.

“When I recently flew from London Heathrow Airport (LHR) to Singapore Changi Airport (SIN), I saw a huge number of Trent XWB engines in operation. Those were the earliest versions I was involved in building, designing, and testing.”

To now see around 1,500 of those engines flying around the world, with many hundreds of them coming through the facility, really brings Pattinson’s story full circle.

“I have a deep connection with these machines as I have spent a great deal of my career working with them, and I am hugely proud to be leading the largest MRO facility for Rolls-Royce Trent engines globally,” he prides.

INVESTMENT IN PEOPLE

As the company expands and enters an exciting period of growth, Pattinson tells us that the single most crucial factor in maintaining a culture of success is the people at SAESL.

“Everything leads back to investment in our people. We have several key strategic pillars, and every single one of our employees is fully aligned to those beliefs,” he details.

That means not only investing in their development, growth, and skills, but also developing their connectivity and the culture that sits around them.

“We’re building some of the most world-class facilities that will exist in the aerospace sector today, but all of that is irrelevant if we do not invest in our people. That is the most important part of our transformation journey – upskilling, reskilling, and training them.”

At the Singapore Airshow in February this year, SAESL announced a memorandum of understanding (MoU) with the EDB to establish a dedicated SAESL training academy.

This is a multi-million-dollar, multi-year investment programme to create a pioneering training academy that will allow the company to train hundreds of thousands of employees every year as it continues to grow.

SMART MANUFACTURING

One of the things that is unique in Singapore and really showcases the combination of a pro-business environment and outstanding technology is the Smart Manufacturing Joint Lab, which was launched in 2017.

“We started this initiative as a strategic partnership between A*STAR, Rolls-Royce, and SAESL,” Pattinson states.

The programme focuses on developing next-generation aerospace manufacturing and MRO capabilities enabled by advanced processes, automation, and digital technologies.

“We have been running this enterprise-wide, multi-million-dollar partnership for several years. It allows us to set some difficult challenges around how we drive productivity in our factories, then use some of the best minds in Singapore and around the world to help us solve them,” he outlines.

Now, through Singapore’s research institutes, SAESL can bring those people together in one place.

At the Advanced Remanufacturing and Technology Centre (ARTC) in the western part of Singapore, the company has a dedicated lab and teams working on technologies that will further drive business performance.

“Now we are seven years in, it’s really exciting to see those technologies being deployed across different parts of the company.

“I can walk around our factories and see a wide range of examples, from automated vision systems that use AI to measure, record, and analyse parts, to automated machines that support different areas of engine repair and assembly,” Pattinson shares.

Parallel to this, SAESL also launched Phase 2 of the Smart Manufacturing Joint Lab last year, representing the next five-year tranche of this technology journey, further cementing this exciting investment in technology and people.

“We launched Phase 2 with Dr Tan See Leng, Minister for Manpower, which shows the level of support we have across the country for aerospace and particularly SAESL,” he insights.

AN ENVIRONMENT TO THRIVE IN

As a testament to those who have been with the business for 25 years, SAESL aims to foster and continue its carefully curated culture in an ever-changing world and constantly shifting business environment.

Therefore, corporate social responsibility (CSR) is taken incredibly seriously.

“We invest heavily every year across a range of areas, including our diversity and inclusion programmes, and our sustainability agenda is very high on the board’s accountability framework,” Pattinson details.

This is complemented by SAESL’s dedication to safety and quality with zero tolerance for defects or harm.

“You have to create pillars that are anchored in stability. Companies must grow, but they must also be resilient; that is one of the key lessons from the recent macroeconomic environment – resilience is king,” he furthers.

Having come through the COVID-19 pandemic, whilst the company still needs to grow and maximise outcomes, what really matters is building a growing, resilient, and competitive business that ultimately delivers value to customers.

PAVING THE WAY

A key element of the company’s ongoing and proactive investment in its people is the crucial process of laying the path for future team members – setting up the next generation of people to come through and join the SAESL family.

“What we are creating is a talent pipeline and an ecosystem. As well as establishing a training academy, which will be a place that inspires technology, innovation, and collaboration, we also announced several collaborations at the Singapore Airshow,” Pattinson elaborates.

One of those was an MoU with Singapore Polytechnic. SAESL also connects with several other polytechnics, building a talent network that gives students a pathway from their studies into the workforce.

“We are specifically curating courses and electives during their studies so that they can progress through their education then graduate into a range of different roles within our business.”

SAESL knows it is vital to provide a coherent vision for people whilst they are learning and studying to show where their training can lead them.

“When people see investment in individuals, that is when they really connect with an organisation. It is about connecting people’s heads and their hearts,” Pattinson continues.

FUTURE VISIONS

Pattinson is keen to express how important the next 18 months are for the company.

“We are at a real turning point in our history in a very positive sense. Over the next year and a half, we will bring two brand-new facilities online and welcome up to 500 additional employees into our teams,” he asserts.

“This is where we really cement the transformation and make it real. When everyone comes to work each day, they will be able to walk past what the future is going to look like.”

To this end, every day, SAESL is investing in its people and the future of the company.

In terms of future expansion into new geographies, the business remains tied to its partners – as such, Rolls-Royce continues to expand into new customers and new regions around the world.

“Publicly, China and India are clearly very large growing markets. From a SAESL perspective, we are part of that ecosystem and will continue to work closely with Rolls-Royce and SIAEC on those ventures,” he comments.

Elsewhere, throughout the rest of the year, anniversary celebrations will continue.

Having already held a large celebration with all its partners to mark the 5,000th engine coming off the production line, the company is also planning a formal reception around its board meeting in September.

“Here, we will invite many of the company’s previous leaders, along with our industry partners and dignitaries, to celebrate this hugely proud moment.

“It will be an opportunity to not only reflect on what we have achieved, but importantly, also look at where we are going and what we all have to look forward to in the years ahead,” Pattinson concludes with pride.

SAESL PARTNERS

The post SAESL : Powering Flight, Connecting People appeared first on Manufacturing Outlook.

With a vision of becoming the market leader in intelligent automotive displays and solutions, BOE Varitronix has positioned itself as the ideal premium partner of choice. We hear more from Chief Strategy Officer, James Park.

DELIGHTING THE JOURNEY

Today, a car is no longer just a means of transport.

Thanks to over-the-air update capabilities, it is rapidly evolving into a mobile intelligent space that integrates mobility, entertainment, and even relaxation.

As such, the automotive industry is currently undergoing two major transformations.

First, electrification has fundamentally disrupted the traditional internal combustion engine paradigm.

With the rise of the ‘three-electric’ system – battery, motor, and electronic control – electric vehicles (EVs) now provide a robust power architecture and hardware foundation that fully enable vehicle intelligence.

Building on that, the competitive battleground has shifted to the smart cockpit arena.

“We’re seeing multi-display setups, onboard large language models, and multimodal interaction technologies being rolled out at scale, which will fundamentally reshape how drivers and passengers interact with the vehicle,” opens James Park, Chief Strategy Officer of BOE Varitronix.

Similarly, digital cockpit services have become a key differentiator for original equipment manufacturers (OEMs) and a sustainable revenue driver over the vehicle lifecycle.

In terms of in-cabin display form factors, the industry has moved far beyond the old single small-size centre stack paired with mechanical gauges. The trend is clearly moving towards larger screens and seamless integration.

Full-width pillar-to-pillar and rear-seat passenger displays, full-digital instrument clusters, co-driver entertainment screens, and augmented reality head-up displays (AR-HUDs) are increasingly becoming mainstream specifications and the number of displays per vehicle has grown significantly.

At the same time, innovative solutions like integrated borderless curved screens, flexible free-form and transparent window-type displays will increasingly be adopted.

“Essentially, every surface inside the cabin has the potential to become an interactive interface – delivering both driving safety and an enriched entertainment experience for all occupants,” he sets out.

Within this burgeoning realm, BOE Varitronix – a subsidiary of BOE Technology Group – serves as the exclusive global platform responsible for developing, manufacturing, and distributing automotive display and system solutions, with a strategic focus on both the automotive and industrial sectors.

ESTABLISHING GLOBAL REACH

Varitronix Limited was established in 1978 and listed on the main board of the Hong Kong Stock Exchange (HKEX) in 1991, where the business was originally focused on automotive and industrial displays.

In 2016, BOE Technology Group acquired Varitronix, and the company was renamed BOE Varitronix.

“As BOE Technology Group’s global automotive business platform, we have been deeply engaged in the smart mobility sector for years. We have a broad global footprint and a well-diversified automotive business portfolio, building strong, long-term relationships with more than 100 automakers and Tier 1 suppliers worldwide,” Park explains.

Headquartered in Hong Kong with operations across China, South Korea, Europe, and the US, the company now employs over 7,800 people.

“Currently, we operate manufacturing facilities in Heyuan and Chengdu in China, as well as Vietnam, which support our global supply chain and customer commitments.

“Our primary focus is on smart cockpit solutions, and our client base includes global luxury car brands and Tier 1 automotive suppliers,” he adds.

According to the latest data released by global technology research and advisory group, Omdia, BOE Varitronix has secured the number-one position globally in automotive display shipments – both in unit volume and by total area – for three consecutive years as of 2025.

Within the mid-to-large-size category (eight inches and above), the company has also maintained global leadership in both shipment volume and area for the same period.

“In the centre stack display segment, we have ranked first in global unit shipments for two consecutive years. Furthermore, our smart cockpit solutions have now been comprehensively adopted by all major automotive brands worldwide,” Park prides.

PRODUCT, DELIVERY, AND QUALITY

BOE Varitronix approaches customer satisfaction from three key dimensions – product, delivery, and quality.

The product is the starting point of customer value, and the company has established a comprehensive portfolio covering the full spectrum of automotive display technologies, size specifications, and cockpit application scenarios.

“From small-format clusters to large-format pillar-to-pillar displays and AR-HUDs, our product matrix enables rapid response to customised development requirements across traditional internal combustion engine, new energy, and commercial vehicles,” lists Park.

BOE Varitronix provides one-stop solutions from hardware to complete cockpit display systems, anticipating trends like mini LED, organic LED (OLED), and flexible displays to reduce supplier complexity for clients.

“Stable delivery is the critical enabler for honouring commitments. We have established a global manufacturing network with three intelligent production bases across Asia.”

The company’s domestic bases in Chengdu and Heyuan provide proximity service to local OEMs, whilst its Vietnam facility serves overseas customers.

This agile, multi-factory model enables it to handle large-scale mass production whilst flexibly reallocating capacity to hedge against geopolitical and logistics-related supply chain risks, ensuring OEMs’ vehicle production schedules remain unimpeded.

“On the quality front, we are advancing the deep integration of artificial intelligence (AI) and intelligent manufacturing, upgrading from single-point intelligence to closed-loop control across the process flow.

“Our goal is consistent excellence. We uphold this quality standard across customer experience, design, manufacturing, components, and systems,” he notes.

Ultimately, this is all underpinned by deep technological collaboration. BOE Varitronix interacts with over 40 ecosystem partners globally to co-develop products, ensuring its solutions are precise, scalable, and highly reliable.

“This approach has earned us numerous customer accolades, including recognition for being an outstanding supplier, our technology innovation, and best delivery,” Park excites.

H.E.R.O. 3.0 ECOSYSTEM

A major focus for the company is its upcoming H.E.R.O. 3.0 ecosystem, which it will showcase at the Consumer Electronics Show (CES) 2027, under the slogan ‘Beyond Mobility’.

“Since HERO 2.0, we have refined our branding to the punctuated acronym H.E.R.O. – representing health, entertainment, relaxation, and office – to emphasise our identity as a sophisticated technological ecosystem rather than invoking traditional superhero imagery.

“This project is crucial because it envisions seamlessly connecting the vehicle, home, and office into one continuous, enriched life experience,” Park enthuses.

The H.E.R.O. 3.0 architecture introduces eight core innovations to create an ultimate smart space. BOE Varitronix utilises rollable OLED screens that can transform the cabin into a mobile office or entertainment lounge.

“For safety, we incorporated invisible under-display cameras (UDCs) for driver monitoring,” he details.

FUTURE-FACING INNOVATION

Last year, BOE Varitronix officially unveiled its five-dimensional operational guideline, the ‘5V’ framework – volume, vehicle, value, various, and vision.

“Currently, we are systematically advancing a three-step strategic transformation, moving progressively from display components to display systems and ultimately to comprehensive smart cockpit solutions. We plan to significantly expand our R&D and capital investments in AI-driven scenario applications over the coming years,” Park reveals.

“Our key priority for the coming year is to prepare our smart mobility ecosystem for global showcases, aiming to scale the adoption of our energy-efficient and highly integrated displays.

“We will continue deepening our co-development partnerships across both the consumer electronics and automotive sectors to make concepts like H.E.R.O. 3.0 a market reality,” Park tells us.

He is keen to reiterate how the company’s ‘AI-Driven Leadership, Dual-Engine’ strategy drives comprehensive premiumisation and business model reinvention.

The company is positioning AI as the foundational engine powering its entire operation, whilst advancing two parallel growth pillars – the primary track of intelligent automotive solutions, and a dual-engine business growth pattern encompassing both automotive and broader industrial display applications.

By leveraging AI to connect the entire value chain, BOE Varitronix is breaking beyond the confines of pure hardware manufacturing.

“Ultimately, I always look to emphasise our long-term commitment to a tech-driven green development model. Our objective goes beyond simply manufacturing displays – we are focused on systematically building a fully sustainable mobility ecosystem that spans eco-friendly production methods to innovative end-user products,” he concludes.

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The Exploration Company is using Siemens Xcelerator software to streamline the development of its reusable spacecraft and propulsion systems, helping reduce engineering complexity, improve collaboration and accelerate manufacturing. The partnership supports the European aerospace start-up’s plans to scale reusable space technologies.

Digital Engineering for Next-Generation Space Systems

The Exploration Company has adopted software from the Siemens Xcelerator portfolio to support the development of its reusable space systems and rocket propulsion technologies.

Founded in 2021 near Munich, the company is developing reusable, launcher-agnostic spacecraft, including its Nyx spacecraft family and rocket propulsion systems designed to transport cargo, and eventually crew, to destinations in Earth orbit and beyond.

Siemens said its software is helping the company reduce design complexity while accelerating engineering and product development.

Integrated Design and Manufacturing

The Siemens Xcelerator portfolio provides an integrated engineering environment that combines mechanical, electrical and simulation disciplines, enabling teams to work from a connected digital platform.

The software supports data exchange and traceability throughout the development process, helping meet the certification requirements associated with aerospace programmes.

According to Siemens, the integrated approach allows engineering changes made in one discipline to be reflected across others, reducing rework and improving collaboration.

Accelerating Product Development

“The future of aerospace will be defined by companies that combine speed, innovation and engineering precision at scale,” said Edwin Severijn, Senior Vice President and General Manager for Europe, Middle East and Africa, Siemens Digital Industries Software.

“Our work with The Exploration Company exemplifies how Siemens Xcelerator helps customers build a connected digital enterprise that accelerates development and enables them to meet the rigorous demands of next generation space programs.”

The Exploration Company said the integrated software environment is supporting faster engineering workflows as it expands its operations.

“At The Exploration Company, our mission is to make space more accessible through reusable technology. Achieving this requires an advanced, scalable engineering environment,” said Daniel Prudente Martins, Principal EWIS & Electrical Interfaces, Nyx Avionics, The Exploration Company.

“Working with Siemens and adopting its best-in-class industrial software is helping us connect our engineering processes, reduce rework, accelerate development and streamline manufacturing as we scale our operations. For Mission Bikini, our orbital demonstration capsule, we progressed from initial concept to flight hardware in just nine months, demonstrating the speed at which our integrated engineering approach enables rapid development.”

Supporting Advanced Manufacturing

Siemens said its software is also supporting development of Storm, The Exploration Company’s high-thrust rocket engine.

The engineering platform enables the company to model and optimise additive manufacturing processes while maintaining connectivity between design, engineering and manufacturing data.

By integrating product development and manufacturing workflows, the software is intended to help improve engineering efficiency while supporting the production of increasingly complex aerospace systems.

The post Siemens Software Supports Reusable Spacecraft Development at the Exploration Company appeared first on Manufacturing Outlook.

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.

The post Stellantis Accelerates with FaSTLAne 2030 appeared first on Manufacturing Outlook.

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

The post Rheinmetall UK : Readiness Through Sovereign Capability appeared first on Manufacturing Outlook.

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.”

The post Ford and Geely Form Groundbreaking European Manufacturing Joint Venture at Valencia Plant appeared first on Manufacturing Outlook.