BMW Group is preparing to launch series production of the new BMW i3 at its Munich plant in August 2026, marking a defining milestone in the rollout of the company’s Neue Klasse vehicle platform and the transformation of the historic facility into a fully electric vehicle production site.

Electric vehicle production begins with Neue Klasse

The transformation of BMW Group Plant Munich includes extensive modernisation, new production technologies and digital systems designed to increase efficiency, flexibility and automation. The company is investing around €650 million in the facility as it transitions towards exclusive production of all-electric vehicles from 2027.

The launch of BMW i3 production in Munich represents the next stage in the company’s Neue Klasse rollout across its global manufacturing network.

“We have been making rigorous preparations. With the BMW iFACTORY we have devised a consistent, strategic framework for our production,” explains Milan Nedeljković, Member of the Board of Management of BMW AG, Production. “We have paved the way for the upcoming start-ups in all our plants and have invested heavily in technologies, digitalisation and AI.”

The site will produce multiple Neue Klasse models in the coming years, with BMW confirming that the BMW i3 Touring will also be manufactured in Munich.

Major investment in a fully electric manufacturing site

The Munich plant has undergone a significant redevelopment programme while continuing production of up to 1,000 vehicles per day during the transformation process.

A new body shop and a modern vehicle assembly system have been installed, along with updated logistics infrastructure covering around a third of the plant’s footprint.

According to Peter Weber, Head of BMW Group Plant Munich, the transformation is already delivering operational improvements.

“We have considerably reduced production costs over recent years. With the start of production of the BMW i3, we will reduce overall production costs at the Munich plant by a further 10 per cent, bringing them below the level of the current vehicle generation,” says Peter Weber, Head of BMW Group Plant Munich.

Digital manufacturing strategy: BMW iFACTORY

The transformation of the Munich site is being implemented under the BMW iFACTORY framework, which focuses on efficiency, sustainability and digitalisation across the company’s global manufacturing network.

The approach aims to strengthen resilience and improve the company’s ability to deliver vehicles worldwide.

“We have rethought the entire value stream from supplier to finished customer vehicle. We have looked at every single process in detail and made optimisations. Now our plant is even more efficient, more flexible and even more digitised than ever before. We are thereby safeguarding the future viability of the plant,” adds Peter Weber.

Advanced production technologies and automation

The updated manufacturing processes at the Munich plant incorporate new levels of automation, robotics and AI-supported quality control.

In the press shop, steel and aluminium sheets are converted into tens of thousands of components each day using automated press lines. Standardised press and tooling systems across the global production network allow tools to be exchanged between sites and support workforce mobility.

An AI-assisted camera system performs quality control before an underground transport system moves components to the body shop. Scrap metal from the process is collected, sorted and reused to produce new steel or aluminium coils.

Robotics and digital twins in the new body shop

A newly constructed body shop developed using a virtual twin supports the production of Neue Klasse models.

The facility includes 800 new industrial robots responsible for joining processes, with automation levels reaching approximately 98 per cent.

Reducing the number of joining processes to five helps lower process complexity, while automated surface inspection systems assist with quality assurance. The building meets the KfW 40 EE energy efficiency standard and includes a photovoltaic system that generates electricity on site.

AI-supported paint shop and quality control

Digital and AI-based technologies also play a central role in the plant’s paint shop operations.

Automated surface inspection systems use cameras and artificial intelligence to identify even minor deviations on painted surfaces, while automated surface processing corrects detected variations during the running process.

The paint shop also uses the electrically powered eRTO process to purify exhaust air. Additional systems include heat and energy recovery technologies and water-saving production cycles.

Smart assembly and connected production systems

The former engine manufacturing area of the plant has been converted into a new assembly facility for Neue Klasse vehicles.

This assembly system is designed around end-to-end digital processes, linking vehicles, equipment and tools through integrated production data systems.

During assembly, the BMW i3 can transmit the status of up to 20,000 features directly to production systems. Digital live tracking and automated inline quality checks support employees on the assembly line.

Ergonomic workstations and height-adjustable systems are designed to improve working conditions, while training programmes prepare employees for new digital manufacturing processes.

Supply chain and logistics transformation

The transformation also includes major changes to supply chain and logistics operations at the Munich plant.

The facility handles approximately 2.5 million parts per day, with future operations expected to deliver around 70 per cent of components directly to assembly workstations.

A multi-storey logistics structure has been developed to support the plant’s urban location. Parts are delivered at ground level and transported by conveyor systems to upper levels, where they are distributed directly to production areas.

Automation in logistics is also increasing significantly. Automated supply systems, smart transport robots and driverless transport vehicles are expected to handle around 60 per cent of supply tasks, while a digital logistics control station manages operations centrally.

In-house seat manufacturing strengthens quality control

A dedicated in-house seat manufacturing facility forms a key part of the Munich production system.

Operating as a “plant inside a plant”, the facility produces seats for all vehicle versions manufactured in Munich and delivers them directly to assembly in sequence.

The seat manufacturing operation is regarded as a benchmark for quality assurance across the BMW Group. Automated processes support continuous quality monitoring, including fully automated end-of-line checks for safety-related components.

The facility also serves as a competence centre and innovation hub where new materials, technologies and manufacturing concepts are evaluated.

Regional supply chain for batteries and e-drives

BMW’s electric vehicle supply chain for the Munich plant includes regional production facilities for key drivetrain components.

High-voltage Gen6 batteries will be supplied from a new assembly plant in Irlbach-Straßkirchen in Lower Bavaria, located around 90 minutes from Munich. The facility will deliver batteries to Munich and other German BMW plants as part of a “local for local” production strategy.

Battery manufacturing incorporates inline quality controls, digital twins and artificial intelligence systems.

Meanwhile, the Gen6 electric motor for the BMW i3 will be produced at BMW Group Plant Steyr in Austria, a facility with more than 40 years of drivetrain manufacturing experience. The aluminium housing for the e-motor is supplied by the aluminium foundry at BMW Group Plant Landshut.

Sustainability and long-term production strategy

Sustainability is embedded within BMW’s broader manufacturing strategy and production network.

Within the BMW iFACTORY framework, plants worldwide are implementing site-specific solutions that support efficiency, digitalisation and sustainable production.

The transition of the Munich facility to exclusive electric vehicle production from 2027 forms part of the company’s wider commitment to sustainability across the full product lifecycle, from supply chain and manufacturing to end-of-life vehicle management.

Milestones of BMW Group Plant Munich

• 1922: Bayerische Motoren Werke AG establishes its headquarters on Lerchenauerstrasse in Munich, a few kilometres outside the city centre to the north of what is today the Olympic Park.
• 1923: The first BMW motorcycle, the R 32, is built. From the mid-1920s, the plant premises grow from 140,000 square metres to around 216,000 square metres.
• 1930: As well as in-line aircraft engines, BMW also builds radial power units. In 1934 production of the first large radial engine developed by BMW – and fitted in aircraft including the legendary JU 52 – begins in Munich and continues there until 1945.
• 1948: Post-war series production of vehicles starts with the launch of the R 24 single-cylinder motorcycle.
• 1952: For the first time, BMW cars are built in Munich. The first model is the BMW 501.
• 1954: Motorcycle production hits a new milestone of 30,000 units a year. However, as a result of the ‘motorcycle crisis’, sales slump to 5,400 units over just three years.
• 1955: Production of the BMW Isetta begins in April. The success of the model safeguards jobs at the Munich plant.
• 1962: The first Neue Klasse model, the BMW 1500, goes into production in mid-1962. The sporty, four-door, mid-size sedan lays the foundation for BMW’s economic success.
• 1965: The 100,000th Neue Klasse car is built in late August.
• 1968/69: The relocation of parts of production to Dingolfing and Berlin gets underway. Production of BMW motorcycles in Munich ends after 46 years.
• 1975: Production facilities at the Munich plant are reconfigured for the first BMW 3 Series. The change allows BMW to build cars to customers’ specific needs from as early as the body shop stage.
• 1977: After streamlining the plant structure, the BMW 3 Series range and all engines for BMW cars come from Munich.
• 1978/79: The BMW plants are adapted to meet the new production volumes. The look of the Munich plant changes quite a bit with the alterations and new constructions. These include tearing down and redesigning the South Gate on Dostlerstrasse, which was originally built in 1934.
• 1981: On 20th July, the original building at the Munich plant has to make way for structural changes.
• 1986: Although the development departments have gradually been moved to the new Research and Innovation Centre (FIZ), the only way to meet production targets at the plant, given its location in an urban neighbourhood, is to optimise and automate the production processes.
• 2001: The Plant Award in Gold – recognising the “Best Car Plant in Europe” – goes to the Munich plant for the first time in 2001. This attests to the premium quality achieved by BMW production.
• 2003: Plant Munich is presented with the City of Munich’s Environmental Award.
• 2008: As part of Project i, a small series of MINI E cars are manufactured at the Munich plant.
• 2010: The world premiere of the sixth-generation BMW 3 Series takes place at the Munich plant. A high-speed servo press is put into operation in the press shop.
• 2014: BMW Group Plant Munich wins the Lean Award in the OEM category. An all-electric truck is deployed to supply the parts required.
• 2015: In April, the foundation stone is laid for the new paint shop.
• 2016: The ten-millionth vehicle runs off the assembly line at the Munich plant. The plant is presented with the Ludwig Erhard Award.
• 2017: In May, the new paint shop, one of the most state-of-the-art facilities in the automotive industry, goes into operation. This investment is part of the plant’s preparations for the future.
• 2019: A package of investment totalling 200 million euros is channelled into the preparation – up to 2021 – of buildings, production facilities and logistics systems for series production of the BMW i4.
• 2020: The BMW Group announces that it will relocate its long-established engine manufacturing operations in Munich to BMW Group plants in Steyr (Austria) and Hams Hall (UK) by the middle of the decade. A new assembly and logistics facility entirely dedicated to electrified vehicles is built on what used to be the engine production site. The ambitious schedule for the work envisages just over two years from the first day of demolition to commissioning of the new facility and production of the first vehicles. At the same time, a new body shop is being built on the site of the old paint shop, which was decommissioned in 2018. The two new buildings will enable series production of the modern Neue Klasse at the Munich plant from 2026.
• 2021: The start of production of the BMW i4, the BMW Group’s first all-electric Gran Coupé, means that five different models with all the available drive system variants (internal combustion engine, plug-in hybrid and fully electric) are built on the same line at Plant Munich.
• 2022: Plant Munich celebrates its centenary.
• 2026: The new buildings for assembly and body construction, with a new production area covering 200,000 square metres, are completed and put into operation. In addition, the logistics systems for production at Plant Munich have been comprehensively modernised and integrated into the existing structures. Series production of the new BMW i3, the first Neue Klasse model to be manufactured at the Munich plant, will commence in the second half of the year.

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Jabil has committed $1.1 million over three years to support advanced manufacturing training at St. Petersburg College, expanding access to hands-on technology, industry-aligned curriculum and workforce readiness programmes for in-demand production roles.

Building Skills for Advanced Manufacturing

Global manufacturing solutions provider Jabil has announced a $1.1 million, three-year donation to St. Petersburg College (SPC) to strengthen the college’s advanced manufacturing training programmes and support the development of skilled production talent in the Tampa Bay region.

The funding will expand student access to real-world manufacturing technology, laboratory equipment and raw materials, while also supporting scholarships for soldering and mechatronics certifications and workforce readiness programmes.

The initiative aims to prepare students for in-demand roles in manufacturing, including soldering and robotics or semiconductor technician positions.

Industry Collaboration on Training and Curriculum

As part of the partnership, Jabil’s engineering and manufacturing teams will work with SPC faculty to develop curriculum and certification pathways aligned with current industry needs.

The programme will focus on equipping students with the technical skills required for roles supporting the production of technologies across sectors such as automation and renewable energy.

“We’re seeing exciting momentum in U.S. manufacturing, especially here in the Tampa Bay region. But continuing that growth requires a highly skilled workforce,” said John Kraus, Vice President of Operations, North America at Jabil.

“By investing in St. Petersburg College’s soldering and mechatronics programs, we’re building a pipeline of in-demand talent equipped with training and technical knowhow that can jump into key roles at manufacturers like Jabil from day one — roles that can be the start of exciting, fulfilling careers in a fast-growing industry.”

Supporting Workforce Development in Tampa Bay

Founded in 1966, Jabil is marking its 60th anniversary this year. The company employs more than 3,000 people across three manufacturing sites and its corporate headquarters in the Tampa Bay region, making it one of the area’s largest employers.

Employees also contribute approximately 13,000 volunteer hours each year through the company’s Jabil Cares community engagement programme.

“Collaborating with industry leaders like Jabil makes a direct and lasting impact on our students and our community,” said Belinthia Berry, Dean of Workforce Development at St. Petersburg College.

“This support strengthens our ability to deliver hands-on, career-focused education and ensures our programs stay aligned with current workforce needs. Together, we are creating more opportunities for students to build skills, earn credentials, and step confidently into high-demand careers.”

About St. Petersburg College

Founded in 1927, St. Petersburg College holds the distinction of being Florida’s first two-year institution. Institutionally accredited and nationally recognized, SPC became Florida’s first state college to offer bachelor’s degrees. The College now offers more than 300 programs, including associate and bachelor’s degrees, certificates, workforce certifications, transfer pathways, and short-term training opportunities.

SPC’s career-focused curriculum is developed in close partnership with industry leaders, ensuring that our students gain real-world skills and are prepared to thrive in today’s workforce.

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Sony Group Corporation is advancing the development of environmentally conscious materials as part of its broader sustainability strategy, with innovations designed to support material circulation, reduce waste and explore new applications in design and manufacturing.

Developing new materials for circular design

Among the materials developed by the company are Original Blended Material, a paper-based material made from bamboo, sugarcane fibres and recycled paper, and Triporous, a porous carbon material produced from rice husks. Together, these materials form part of Sony’s efforts to reduce environmental impact through its long-term environmental plan, Road to Zero environmental plan, which aims to achieve a zero environmental footprint by FY2050.

Sony’s material innovation programme focuses on developing alternatives that make more effective use of renewable or recycled resources while enabling new design possibilities.

What is Sony’s Original Blended Material?

Original Blended Material was initially developed for use in product packaging. By combining bamboo, sugarcane fibres and recycled paper, the material delivers a paper-based solution designed to support effective material circulation. Its use has expanded beyond packaging to include applications such as business cards and exhibition fixtures across Sony Group companies.

The material can also be moulded into different forms by adjusting the size and structure of its fibres. This allows it to be processed into compressed boards through heat pressing or formed into cord-like structures by thinning the fibres. In some applications, Sony has incorporated a plant-based binder derived from corn stalks and wheat straw to reinforce its environmentally conscious design.

The material is made by blending bamboo, sugarcane fibres and post-consumer recycled paper, creating a durable and recyclable paper material that can be moulded to suit a wide range of packaging formats. The use of rapidly renewable plants such as bamboo and sugarcane helps reduce reliance on traditional wood pulp and supports more sustainable resource use.

By combining recycled fibres with longer plant fibres, Sony has developed a material that maintains structural strength while enabling versatile packaging designs. The approach also helps reduce plastic use and encourages more effective recycling by using a single paper material across different packaging components.

What are the key uses and benefits of Original Blended Material?

• Plastic-free packaging alternative – designed to reduce reliance on petroleum-derived plastics in product packaging.
• Made from renewable and recycled resources – combines bamboo, sugarcane fibres and post-consumer recycled paper.
• Supports material circulation – using one paper material across packaging components simplifies recycling and material recovery.
• Versatile and mouldable – can be formed into many packaging elements including outer boxes, inner boxes, cushions, sleeves and protective sheets.
• Lower resource impact – uses fast-growing plants such as bamboo and sugarcane rather than relying only on wood-based pulp.
• Reduced ink and colouring needs – text and logos can be embossed directly into the material.

Triporous turns agricultural waste into functional carbon material

Sony has also developed Triporous, a naturally derived porous carbon material created from rice husks.

Rice husks are produced in large quantities as agricultural by-products. Japan alone generates around two million tonnes annually, while global production is estimated to exceed 100 million tonnes each year. By converting this biomass into Triporous, Sony aims to support the transition towards a more recycling-oriented society.

The material’s patented microstructure enables a range of potential applications, including water purification and air purification, highlighting its potential as a functional sustainability material.

Because of these properties, the material is being explored for a wide range of applications, from water purification and air filtration systems to products in sectors such as textiles, food, cosmetics and electronics. Sony is also licensing the technology so other companies can integrate Triporous into their own products and environmental solutions.

Potential applications of Triporous

• Water purification systems capable of removing pollutants, viruses and bacteria.
• Air purification and deodorisation, helping adsorb industrial gases, odours and pollutants such as particulate matter.
• Environmental cleaning filters for wastewater treatment and other industrial applications.
• Textiles and apparel, including fibres designed to absorb odour molecules in clothing.
• Product applications across multiple industries, including cosmetics, electronics and consumer goods.

Design as a platform for sustainable materials

Sony’s Creative Center continues to explore how design can help unlock new value from these materials and broaden their potential applications.

“At Sony, design stands on the philosophy to “Create New Standards”. We envision new paradigms, give meaning to ideas, and engage globally — a process that resonates with a diversity of values, bringing new standards, or the future, into being,” says Daisuke Ishii, Head of Creative Center, Sony Group Corporation. “With ESQUISSE, we explore the hidden potential within materials and connect them with diverse disciplines, seeking to create new experiences that resonate emotionally while contributing to a more sustainable world.”

Milan Design Week installation explores future materials

Sony will showcase these materials at Milan Design Week 2026 through an installation titled ESQUISSE – A dialogue with materials for the future, presented as part of the FuoriSalone 2026 – INTERNI MATERIAE exhibition.

Hosted at the University of Milan from 20–30 April 2026, the installation explores how materials can connect different disciplines and creative practices.

The exhibition will feature furniture and spatial elements made from Original Blended Material, alongside cushions and rugs created using Triporous. The installation aims to highlight the tactile and expressive potential of these materials while exploring new applications beyond their current uses.

Collaborative pieces designed by Milan-based designers Setsu Ito and Shinobu Ito will also be included, reflecting the multidisciplinary dialogue around materials, design and sustainability.

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Vestas Wind Systems A/S has announced plans to establish a nacelle and hub factory in Scotland to meet growing demand for offshore wind in the UK and Europe.

A growing offshore wind UK order book

The proposed facility represents a capital investment of more than €250m and would produce nacelles and hubs for the company’s V236-15.0 MW offshore wind turbine. The investment could create up to 500 skilled direct jobs, while supporting additional employment across the wider supply chain.

The announcement follows record-breaking AR7 auction results in January 2026, a growing offshore wind order book for Vestas in the UK, and strategic discussions between the UK Government, the Scottish Government and Vestas on developing and co-investing in the facility.

Investment linked to UK offshore wind auctions

Vestas said the final investment decision will depend on securing sufficient UK-based orders through the AR7 and AR8 auctions.

Subject to the timing of those results and the planning process, the facility could start production by 2029/2030. Plans also include identifying opportunities to co-locate sub-suppliers producing other major turbine components.

“The UK government has made a big statement with AR7, showcasing how wind energy creates a positive impact on energy security, sustainability, and affordability for end consumers. We welcome the UK and Scottish governments’ dedication to fostering a competitive offshore wind market and look forward to working together to progress our co-investment plans”, said Henrik Andersen, CEO Vestas.

“Establishing a nacelle and hub assembly factory in Scotland would create hundreds of local jobs and support further jobs across the wider supply chain, delivering long-lasting economic benefits to the region.”

Government support for clean energy investment

The proposed facility is intended to support the UK’s clean power ambitions and energy security, with government leaders highlighting the role of offshore wind in driving investment and employment.

“The Government’s clean energy mission is delivering good industrial jobs for Scottish workers-boosting growth as part of our drive to give the UK energy security,” said UK Energy Secretary Ed Miliband.

“This is happening because of the Government’s record-breaking offshore wind auction and the confidence our mission has given industry to invest in Scotland. We will not stop in driving to create many more jobs like these for Scotland and the UK.”

Strengthening Scotland’s offshore wind supply chain

 “Vestas’s proposal to develop a hub and nacelle factory in Scotland, with the potential to support hundreds of jobs, speaks to the huge potential of the Scottish offshore wind sector and our attractiveness as an investment destination,” said Kate Forbes, Deputy First Minister and Economy Secretary.

“Scottish Ministers have engaged closely with Vestas since 2021, and we look forward to continuing to work with the company and delivery partners to develop our offshore wind supply chain and deliver long-term economic benefits for our communities.”

Vestas said the potential factory would become its fifth factory in Europe dedicated solely to the manufacturing of offshore wind turbine nacelles and blades, reflecting its approach of investing where a strong and visible pipeline can support a competitive and sustainable business case.

200 GW milestone reached

​In mid-December 2025, Vestas reached 200 GW of installed wind turbines globally with the installation of a V172-7.2 MW turbine at German energy investor and developer ENOVAs 65 MW Meppen repowering project in Germany.  

Achieving 200 GW of installed wind turbines is both a testament to Vestas’ position within wind energy solutions and the scale at which renewables is growing in the global energy system.

Vestas was also the first to reach 100 GW of installed wind turbines in 2018. A milestone that was four decades in the making, and in contrast the subsequent 100 GW have been installed in less than seven years, underlining wind energy competitiveness, scale and fast deployment.  

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When players take to the pitch at the 2026 FIFA World Cup, the Nike produced jerseys will showcase more than national pride. They will also represent a significant step toward circular fashion: elite performance kits made from recycled textile waste.

How Nike turns textile waste into performance fabric

Nike has unveiled its new federation football kits featuring Aero-FIT, a performance cooling technology that also marks the company’s first elite apparel made from 100% textile waste through textile-to-textile recycling.

The innovation is designed to help athletes cope with hotter playing conditions while reducing the environmental footprint of performance apparel.

Traditionally, recycled sportswear polyester has been made largely from plastic bottles. Nike’s new process instead uses advanced chemical recycling to transform discarded textiles into high-performance recycled polyester yarn comparable to virgin material.

This shift moves the industry closer to a circular textile system—where old garments become raw material for new ones—rather than relying on fossil-fuel-derived plastics.

The material will debut globally in national team kits worn by Nike-sponsored federations during the tournament.

The move could help demonstrate the viability of circular textiles in high-performance apparel, a sector where durability, breathability and moisture management have historically limited the use of recycled materials.

Designed for a hotter game

The sustainability milestone is paired with a performance innovation. Aero-FIT fabrics are engineered to move air between the skin and garment, helping athletes regulate body temperature in increasingly hot and humid conditions.

The knit fabric combines open and closed mesh zones that channel airflow across the body and slightly lift the fabric away from the skin. According to Nike, the material allows more than twice the airflow of previous fabrics, helping sweat evaporate more efficiently during play.

“Nike exists to make athletes better, and our breakthrough Aero-FIT technology delivers the future of our industry-defining apparel innovation in both elite performance and sustainability at scale,” said Janett Nichol, Vice President of Apparel and Advanced Digital Creation Studio Innovation at Nike.

Designers used heat mapping and motion data to determine where ventilation zones should be placed across the jersey, ensuring cooling benefits without compromising mobility or durability.

Climate adaptation meets circular design

The technology reflects the dual pressures facing sportswear brands: climate change and textile waste. Rising temperatures and humidity are increasingly affecting athletic performance, while the fashion industry remains one of the world’s most resource-intensive sectors.

“Our national team kits start with the athletes who wear them and the fans who stand behind them,” said Amy Montagne, President of Nike. “These kits bring the best of Nike together with an apparel innovation designed to remove climate as a variable for athletes.”

By combining circular materials with climate-adaptive design, Nike is attempting to address both challenges simultaneously.

A proving ground for circular sportswear

The 2026 tournament provides a powerful testing ground. Elite athletes will wear the kits under intense conditions, offering a real-world demonstration of whether textile-to-textile recycling can match the performance of traditional fabrics.

If successful, the approach could influence broader adoption of circular materials across the sportswear industry. High-profile sporting events often accelerate innovation cycles, turning niche technologies into mainstream standards.

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Orbbec and Basler AG recently launched a strategic technology collaboration at LogiMAT 2026, marking a new era in integrated and scalable 3D vision solutions for industrial automation, robotics, and logistics applications.

STRENGTHENING INDUSTRIAL VISION  

At LogiMAT 2026, the international trade show for intralogistics solutions and process management, Orbbec announced a technology collaboration with Basler AG, an international manufacturer of world-class industrial cameras and a long-standing reference in machine vision. 

The partnership will provide customers worldwide with integrated and scalable industrial 3D vision solutions for demanding automation tasks across robotics and logistics.  

The collaboration moves beyond a traditional distribution model, combining Orbbec’s proprietary chip-level depth sensing technology and in-house manufacturing capabilities with Basler AG’s expertise in industrial vision, system integration, and global go-to-market strategy. 

Through the partnership, customers will benefit from clearly defined, tested, and long-term available solutions within an established industrial ecosystem. 

THE LAUNCH OF STEREO MINI  

The first outcome of the collaboration is the introduction of Basler AG’s Stereo mini product line, launched at LogiMAT 2026.  

Stereo mini delivers a stereo-based 3D vision system from a single source, including camera hardware, tested configurations and accessories, documentation, and integration into the Basler AG pylon software development kit (SDK). 

The system is designed for perception tasks in logistics and automation, including navigation, obstacle detection, and general robotics applications. 

“Basler AG’s industrial expertise and global presence make them the right partner for scaling 3D vision in demanding automation markets,” said Mike McSweeney, Vice President of Sales at Orbbec.  

“By combining Orbbec’s depth sensing technology with Basler AG’s industrial software platform and integration capabilities, this partnership enables stereo-based 3D vision solutions with reduced integration effort and long-term security.” 

René von Fintel, Executive Director of Business Management at Basler AG commented: “With Orbbec as our technology partner, we are specifically strengthening our 3D portfolio.  

“With the Basler AG Stereo mini camera, we are expanding our range of solutions in the field of navigation, obstacle detection, and environment mapping for autonomous mobile robots. The Basler Stereo Mini is also well suited for general 3D applications where price-performance and small size are important factors.”   

Visitors to LogiMAT 2026 were able to experience the Stereo mini product line at the Basler AG booth, with further joint developments planned as the collaboration continues to evolve. 

The post Orbbec and Basler AG Announce 3D Vision Partnership appeared first on Manufacturing Outlook.

Arm unveils next-generation CPU architecture, enabling scalable AI performance across the global manufacturing sector and reinforcing its collaboration with major technology partners. More than 50 leading companies are supporting the expansion of the Arm compute platform into silicon, including NVIDIA, Google, and AWS.

NEXT GENERATION TECHNOLOGY

Leading British semiconductor and software design company, Arm Holdings plc (Arm), has unveiled its latest artificial general intelligence (AGI)-focused central processing unit (CPU), signalling a major step forward in enabling advanced artificial intelligence (AI) capabilities across manufacturing and industrial environments.

As manufacturers continue to accelerate digital transformation, the need for high-performance, energy-efficient compute solutions is becoming increasingly critical.

Arm’s new CPU architecture is designed to meet these demands, supporting the deployment of sophisticated AI models across both edge and cloud-based systems.

AI has fundamentally redefined how computing is built and deployed. Agentic computing is accelerating that change. Today marks the next phase of the Arm compute platform and a defining moment for our company. With the expansion into delivering production silicon with our Arm AGI CPU, we are giving partners more choices all built on Arm’s foundation of high-performance, power-efficient computing, to support agentic AI infrastructure at global scale” – Rene Haas, CEO, Arm

ACCELERATING AI ADOPTION ON THE FACTORY FLOOR

The introduction of Arm’s AGI CPU comes at a pivotal moment for the manufacturing sector, where AI is rapidly transitioning from experimental to operational.

From predictive maintenance and automated quality inspection to real-time production optimisation, manufacturers are leveraging AI to enhance efficiency, reduce downtime, and improve quality.

Arm’s latest processor is engineered to handle complex workloads, enabling faster data processing and improved responsiveness in time-sensitive industrial applications.

By supporting scalable AI performance, the new CPU allows manufacturers to embed intelligence directly into machinery and production lines, helping to drive the evolution of fully connected, smart factory environments.

ECOSYSTEM COLLABORATION DRIVING INNOVATION

Arm’s announcement also underscores the importance of collaboration across the global technology ecosystem in advancing AI capabilities.

Major industry players, including NVIDIA, Google, and AWS are highlighted as key contributors to the broader AI landscape.

Their continued investment in AI infrastructure, software frameworks, and cloud platforms are helping to create a cohesive environment in which Arm’s CPU technology can be effectively deployed.

For manufacturers, this level of interoperability is essential. Seamless integration between hardware and software platforms ensures AI solutions can be implemented efficiently, reducing complexity and accelerating time to value across industrial operations.

As a designer of processor architectures, Arm continues to rely on this partner ecosystem to bring its technologies to life at scale.

IMPLICATIONS FOR SEMICONDUCTOR MANUFACTURING

Beyond its applications on the factory floor, the launch of Arm’s AGI CPU also carries significant implications for semiconductor manufacturing.

As demand for AI-optimised processors continues to grow, chip manufacturers face increasing pressure to deliver more advanced designs while maintaining cost efficiency and sustainability.

This includes adopting cutting-edge fabrication techniques and optimising production processes to support higher performance and lower power consumption.

The evolution of CPU architectures such as Arm’s highlights the need for continuous innovation within semiconductor manufacturing, reinforcing its role as a foundational pillar of the wider industrial ecosystem.

ENABLING SCALABLE, FUTURE-READY MANUFACTURING

A key feature of Arm’s new CPU is its scalability, enabling support for a wide range of AI-driven use cases across manufacturing environments.

From embedded systems within individual machines to large-scale analytics platforms operating in the cloud, the architecture is designed to deliver consistent performance across diverse deployment scenarios.

This flexibility is particularly valuable for manufacturers operating across multiple sites, enabling more standardised AI implementation at a global level.

As industrial organisations look to future-proof their operations, scalable compute solutions will be essential in supporting ongoing innovation and growth.

A STEP TOWARDS AI-CENTRIC INDUSTRY

Ultimately, the launch of Arm’s AGI CPU reflects a broader shift towards AI-centric manufacturing, where advanced computing capabilities underpin every stage of production and supply chain management.

By strengthening the hardware foundation required for next-generation AI applications, Arm is helping to accelerate the transition towards smarter, more efficient, and more connected manufacturing systems.

As the sector continues to evolve, developments such as this will play a crucial role in shaping the future of industry – where intelligence, automation, and performance converge to redefine what manufacturing can achieve.

The post Arm Launches Next-Generation AGI CPU, Supported by NVIDIA, Google, and AWS appeared first on Manufacturing Outlook.

A £2m grant from the South Yorkshire Mayoral Combined Authority has helped unlock a £19.3m investment by Rolls‑Royce to expand advanced manufacturing capability at its turbine blade facility in Rotherham UK.

Investment to transform manufacturing productivity

The combined £21.3m investment will increase capability and productivity at the company’s Advanced Blade Casting Facility (ABCF), which produces turbine blades for jet engines used in long-haul aircraft.

The investment will fund additional specialist equipment, enabling the site to double output by 2030.

Expanding turbine blade manufacturing capability

The Rotherham facility casts, machines and inspects intermediate and high-pressure turbine blades used in two of Rolls-Royce’s key civil aerospace engines: the Trent XWB‑84, which powers the Airbus A350‑900, and the Trent 1000 XE, which powers the Boeing 787.

Each high-pressure turbine blade generates the power of a Formula 1 car, with between 60 and 90 blades used inside each engine to generate the thrust required for large long-haul aircraft.

The ABCF employs more than 300 people, largely from the local area, and forms part of Rolls-Royce’s global network of advanced manufacturing sites. Opened in 2015, the facility supports the company’s wider UK manufacturing capability and relies on a complex international supply chain.

Regional support unlocking private investment

Nigel Bird, Executive Vice President, Turbine Systems at Rolls‑Royce, said the grant played an important role in supporting the investment.

“We’re grateful to South Yorkshire’s Mayor for his support. It’s a clear example of how regional government can generate confidence for private sector investment, helping to retain and expand this type of unique UK capability, and supporting UK exports.”

Bird added that the investment reflects confidence in both the workforce and the region’s advanced manufacturing expertise.

“Thanks to Rolls-Royce’s ongoing transformation we’re able to make this investment, which will bring benefits to the region and our customers. Our incredible team in Rotherham are making components every day that are pushing the boundaries of science. This investment is a vote of confidence in them and in the capability of the wider region to stay at the forefront of advanced manufacturing. We look forward to future collaboration that will help keep these valuable skills in the community.”

Strengthening the UK’s advanced manufacturing cluster

South Yorkshire Mayor Oliver Coppard said the investment highlights the region’s position as a major hub for advanced engineering.

“South Yorkshire is home to world-class engineering, world-class innovation and world-class talent.”

“I’m proud that our support will help to unlock growth, keep cutting-edge manufacturing here in South Yorkshire and further strengthen our role at the heart of the UK’s advanced manufacturing industry.”

The post Rolls-Royce to Invest £19.3m in Rotherham UK Advanced Manufacturing Facility to Boost Turbine Blade Production appeared first on Manufacturing Outlook.

From its beginnings as a Hungarian manufacturer to becoming a globally recognised supplier of trailer components, Autoflex-Knott has built its success through engineering expertise, strategic partnerships, and a long-term vision for growth. By expanding beyond Europe and establishing two companies in the US, the company has strengthened its international presence and positioned itself as a key player in the global trailer technology industry, as we find out from the leadership team.

FROM HUNGARIAN ROOTS TO GLOBAL ROADS

Specialising in the development and production of trailer components and towing systems, Hungarian manufacturer Autoflex-Knott operates as part of the international Knott Group – a well-known, German family-owned business. 

Headquartered in Kecskemét, Hungary, Autoflex-Knott supplies braking systems and trailer technologies worldwide from large production plants equipped with modern machining, assembly, and testing capabilities.  

By expanding its infrastructure to include multiple production halls, engineering and development units, logistics centres, and quality-control laboratories, the company has enabled a comprehensive production process, from design and prototyping to serial manufacturing and global distribution.  

Serving trailer manufacturers and distributors across Europe and internationally, Autoflex-Knott supports industries like transportation, agriculture, construction, and recreational vehicles (RV).  

Originally manufacturing complete trailers and tow bars, the company has shifted its focus to components and systems, including axles, brakes, couplings, and suspension parts, primarily for light- and medium-duty trailers. 

A significant turning point in its journey was the strategic partnership and later integration with Knott Group, which strengthened the company’s technological capabilities and international reach, combining local manufacturing expertise with advanced German engineering.  

Autoflex-Knott subsequently diversified into the US market, where it designs products for trailers with capacities of up to 10,000 pounds (lbs), compared to 7,000 lbs in Europe. 

Since 2007, President, Anita Monti, has been instrumental in US market research and navigating the various regulatory standards for trailer components. 

“Our journey in the country began in 2006 when one of our major European trailer manufacturers expanded operations in the Chicago area,” opens Anita reflectively.  

“We were asked to support our client’s US operations as they lacked familiarity with local axle and trailer suppliers, which created our opportunity to enter the US market.” 

Today, Autoflex-Knott is a recognised international supplier in the trailer industry, known for its investments in automation, product development, and quality management that ensure reliability and safety.  

FORGING STRONG TIES 

The US division of the company, led by Owner and Executive Director, Sándor H. Szabó, expanded its customer base six months after starting operations.  

“In 2008, we relocated to Wisconsin to partner with a major boat trailer manufacturer, helping them expand into Europe,” Anita reveals.   

From there, Autoflex-Knott soon developed products for the US market, such as axle systems, jacks, winches, and rollers, which attracted more trailer manufacturers and led to significant growth, including the purchase of a warehouse in Wisconsin that later tripled in size. 

“With rapid growth in Florida, we recognised the need for an additional Southeast warehouse to reduce shipping costs, and developed our own fleet of trucks for faster, reliable delivery,” she adds.  

The two US locations now collaborate on sales and manufacturing to support global operations, and what began as a one-person operation has since grown into a team of over 15 employees.  

When Autoflex joined forces with Knott Group in 1994, it had already built a solid reputation in Hungary and Russia. However, the company sought acceptance in Western markets; therefore, it needed a strong, respected partner.  

“A genuine friendship with Valentin Knott was formed, which, along with mutual respect, has accompanied us throughout our careers, and we remain trusted partners and confidants,” Sándor smiles.  

“Every Sunday we share a traditional Hungarian chicken soup, virtually, of course, speaking on the phone, discussing the week’s news, and exchanging our thoughts about business and the world.”  

This personal trust and the independence maintained within the partnership have played an important role in supporting global growth.  

Knott Group, with over 80 years of experience, is renowned for manufacturing high-quality braking systems.  

“By integrating these brakes into our axles, we can guarantee reliable, proven quality that has facilitated access to Western markets,” he states.  

The collaboration has also improved Knott Group’s entry into Eastern European markets by leveraging its established presence through Autoflex-Knott. 

“The Autoflex-Knott partnership has truly been mutually beneficial, built on trust, quality, and a shared long-term vision,” enthuses Sándor.

BUILDING A GLOBAL IDENTITY 

Autoflex-Knott’s identity in the US market is built on reliability, engineering quality, and long-term partnerships.  

“As part of Knott Group, we bring European engineering and manufacturing expertise to the market, whilst adapting our solutions to the specific requirements of the North American trailer industry.  

“Our growth has been driven by close cooperation with trailer manufacturers, continuous product development, and the ability to respond quickly to customer needs,” Anita emphasises. 

A global presence, combined with a strong European supplier base, gives Autoflex-Knott important advantages in coordinating its supply chain and staying competitive in the market.  

“Being present in different regions allows us to select the best strengths from each location and integrate them into our operations,” insights Zita H. Szabó, CEO. 

“For example, in Asia, we benefit from cost-effective raw materials, which is why we source many castings and metal components there. In Europe, however, we can ensure the high technical standards and strict quality requirements that are essential for our products.”

Most of Autoflex-Knott’s key manufacturing processes and final assembly take place in Europe, allowing it to maintain control over engineering quality and production standards.  

“Working with reliable European suppliers maintains a high level of quality and stability in our supply chain through long-standing partnerships that encourage trust and efficient communication,” Zita outlines.  

“A vertically integrated structure with multiple manufacturing subsidiaries improves production coordination, minimises reliance on external sources, and enhances lead times and cost efficiency. This well-coordinated approach boosts our flexibility and long-term competitiveness.”  

In the US, meanwhile, the company strategically positions its logistics and distribution points close to its customers, enabling faster delivery, better service, and support for its partners.  

INNOVATIONS FOR LONG-TERM SUCCESS 

Sándor strongly believes the best strategies for a company’s long-term success not only include horizontal growth, such as establishing sales offices, but also vertical integration.  

“Autoflex-Knott has 14 subsidiaries, nine of which are manufacturing companies. Our headquarters purchases around 80 percent of raw materials and components from within the group.  

“This structure enhances our control over quality, lead times, and flexibility, benefiting both original equipment manufacturers (OEMs) partners and aftermarket customers who expect quick responses and consistent performance.” 

The majority of production takes place in Autoflex-Knott’s facilities, where automation plays a key strategic role.  

“We continuously upgrade and modernise machinery to ensure that our manufacturing processes remain fast, efficient, and competitive,” Sándor assures.  

“Labour shortages are a major challenge, prompting us to focus on automation and robotics for our high-volume product lines. These advancements help maintain efficiency and the high quality our partners expect.”  

Focusing on lightweight and durability improvements in its products, innovation is one of Autoflex-Knott’s core principles.  

“We have an exceptional engineering team that is constantly working on developing new products and bettering our existing solutions to meet the evolving needs of customers.  

“Our hydraulic actuator, developed without compromises, significantly enhances braking performance when paired with our disc brake system, surpassing many competing products,” Sándor explains. 

This strong performance has helped the company become a leading supplier in the US marine trailer industry.  

“Our innovation does not stop at axles and overrun braking systems. We are also developing and refining other key trailer components, including winches, jockey wheels, and fenders.  

“The goal is to provide complete, reliable solutions that set us apart in the market through quality, durability, and performance,” states Sándor.  

STRATEGIC GROWTH VENTURES 

Whilst many projects are underway across Autoflex-Knott, one major completed work is the opening of the Florida facility in the US.  

“For several years, we had been considering establishing a presence in Florida, as many of our customers are in that region. Logistics costs within the US can be quite high, so having a location there allows us to optimise our distribution,” Sándor observes. 

Logistics primarily drove the decision to open the facility. By bringing containers directly to Florida and distributing from there to smaller customers, the company can significantly reduce transportation costs and improve delivery efficiency.  

“The project required extensive planning and preparation – we designed the facility with the future in mind. Beyond logistics, we prepared the site to accommodate assembly operations and smaller-scale manufacturing if needed. 

“This gives us flexibility and brings us even closer to our customers, which is a key part of our long-term strategy in the US market,” Sándor divulges. 

The market is becoming increasingly open to trailers, particularly in the RV segment, which has been growing steadily in recent years.

By combining production capabilities with a stronger market presence, Autoflex-Knott believes it can respond more effectively to local demand and support the continued growth of the trailer and RV industries in the region.

“For us, this would represent another important step in strengthening our global network whilst adapting our operations to the specific needs and opportunities of each market,” informs Zita.  

MARKET EXPANSION PLANS  

Autoflex-Knott’s key priority for the year ahead is to continue strengthening its global presence whilst maintaining a high level of quality and reliability.  

The US market is highly dynamic, requiring constant innovation and fast response times, and one of the company’s main goals is to serve its customers faster and more flexibly.  

“Since container shipments from Europe typically take four to five weeks to arrive in the US, it is important for us to respond quickly to local demand,” notes Anita. 

“As a result, we developed a new bolt-on axle system specifically for the nation’s market. This solution allows us to supply smaller customers and special orders within one or two days.”  

Additionally, Autoflex-Knott is introducing several new products in the US. Amongst them is a new universal fender, designed for easy installation, high durability, and integrated safety features.  

The company has also expanded its winch product line, which now ranges from 900 lbs to 2,500 lbs in capacity.  

“We’ve introduced a versatile axle with an adjustable drop-arm design, allowing for individual arm replacement and a reduction in maintenance costs. We’ve also developed a new actuator to enhance our trailer product offerings.  

“Currently, 90 percent of our US business is in the boat trailer industry, but we plan to expand into additional segments, including utility trailers, the RV market, and horse trailer applications,” details Anita. 

Furthermore, Autoflex-Knott is constantly evaluating opportunities to move closer to its customers and support regional growth.  

“We are focusing on improving operational efficiency across our facilities, further developing our product portfolio, and expanding our presence in strategic markets,” Zita sets out. 

“One of our main goals is to optimise our global supply chain and manufacturing capability to stay competitive and respond quickly to market demand.  

“Innovation and product development will also remain central, particularly in areas where we can improve performance, durability, and efficiency.”  

Following the successful opening of its Florida, Autoflex-Knott will continue to seek strategic locations to strengthen logistics and service capabilities and expand its long-term market presence.

“Overall, our objective is steady and sustainable growth – building on the strong foundation we have developed over the past decades whilst continuing to adapt to the changing needs of the global trailer industry,” Zita passionately concludes.

The post Autoflex-Knott : From Hungarian Roots to Global Roads: The Autoflex-Knott Expansion Story appeared first on Manufacturing Outlook.

NVIDIA partners with global industrial software titans, driving the design, engineering, and manufacturing sectors into an era defined by the rise of artificial intelligence.

LEVERAGING THE MANUFACTURING ADVANTAGES OF AI 

NVIDIA has announced collaborations with a wide range of global industrial software leaders including Cadence Design Systems (Cadence), Dassault Systèmes, PTC, Siemens, and Synopsys to bring NVIDIA CUDA-X™, NVIDIA Omniverse™, and GPU-accelerated industrial software to FANUC, HD Hyundai, Honda, Jaguar Land Rover (JLR), KION Group, Mercedes-Benz, MediaTek, PepsiCo, Samsung, SK hynix, and more.  

In order to accelerate design, engineering, and manufacturing, each organization is also introducing NVIDIA-powered agentic solutions in preparation for the next phases of industrial artificial intelligence (AI).  

Operated via NVIDIA’s leading infrastructure software, these solutions will be accessible across leading cloud service providers, including Amazon Web Services (AWS), Google Cloud, Microsoft Azure, and Oracle Cloud Infrastructure (OCI). Original equipment manufacturers (OEMs) such as Dell, Hewlett Packard Enterprise (HPE), and Supermicro will also be used for accelerated design and simulation. 

For NVIDIA, these partnerships represent a new era of industrial software.  

“The dawn of a new industrial revolution has arrived, where physical AI and autonomous AI agents are fundamentally reinventing how the world designs, engineers, and manufactures,” comments Jensen Huang, Founder and CEO of NVIDIA.  

“Uniting our global ecosystem of software giants, cloud providers, and OEMs, NVIDIA is delivering a full-stack accelerated computing platform that empowers every industry to turn this vision into reality at a scale and speed never before possible.” 

PLAN, OPTIMIZE, AND VERIFY  

The industrial engineering landscape has reached a crucial stage in the evolution of agentic AI, driven by long-term solutions that can now streamline and orchestrate complex industrial design, engineering, and manufacturing workflows.  

Cadence, Dassault Systèmes, Siemens, and Synopsys are at the forefront of this workflow acceleration, implementing agentic AI into their platforms using the NVIDIA NeMo™ platform, NVIDIA Nemotron™ open models, and NVIDIA CUDA‑X libraries. 

These solutions accelerate organizational computing capabilities to power autonomous design agents for complex chip and system workflows.  

GPU-POWERED SIMULATION 

Siemens and Synopsys have additionally partnered with NVIDIA to boost next-generation vehicle design, delivering GPU-accelerated tools for computational fluid dynamics and electromagnetics.  

These tools will replace lengthy CPU simulations with high-fidelity vertical testing, paving the way for faster iteration and reduced time to market.  

The solutions are being utilized by major market players.  

For instance, JLR and Mercedes-Benz are leveraging Siemens’ Simcenter STAR-CCM+ software on NVIDIA-accelerated infrastructure to significantly improve engineering workflows. JLR is running the platform on AWS to enhance its vehicle dynamics.  

Elsewhere, Dassault Systèmes SIMULIA Abaqus and PowerFlow are used to support Rivian’s vehicle simulation testing, accelerated by NVIDIA’s AI infrastructure.  

SEMICONDUCTOR AND INDUSTRIAL TWIN INNOVATION  

Samsung and SK hynix are likewise using Synopsys PrimeSim and Siemens Calibre software on NVIDIA-accelerated Dell PowerEdge servers and HPE systems to streamline high-volume computational lithography and physical verification, boosting dynamic random-access memory (DRAM) and flash memory production. 

Additionally, Siemens’ latest Digital Twin Composer utilizes NVIDIA Omniverse™ libraries to build large-scale, industry-ready metaverse environments for a range of organizations including Foxconn, HD Hyundai, PepsiCo, and KION Group.  

The infrastructure empowers companies to apply industrial AI, simulation, and real-time physical data to virtual decision-making at speed and scale.

The post NVIDIA Partnerships Elevate Design, Engineering, and Manufacturing appeared first on Manufacturing Outlook.

Equipped with a thorough localization strategy that is key to minimizing water loss across the North and South America regions, Kamstrup continues to increase its scale and reach. We catch up with Bruce Bharat, Regional President – Americas.

FROM GLOBAL EXPERTISE TO LOCAL IMPACT

In the past year, global trade conditions and supply chain pressures have pushed many industries worldwide to rethink how and where products are made.  

In the smart water metering sector in particular, these same forces have increased the urgency around localization and resilience, areas in which Kamstrup continues to excel.  

“Localization has always been the direction we wanted to go, but recent trade dynamics accelerated that journey,” opens Bruce Bharat, Regional President – Americas.  

“We’ve used the moment as an opportunity to move faster, strengthen our regional supply chain, and improve responsiveness for utilities and channel partners across North America.”  

Indeed, the company is proud to be part of a sector that is solving urgent, real-world challenges every day, including aging infrastructure, water loss, resource and capital constraints, and increasing expectations from customers.  

“Our mission is simple and worthy – to reduce and ultimately eliminate water loss – and that makes this work meaningful, even as the market becomes more competitive and turbulent,” he adds.  

This goal is partly achieved by the fact that Kamstrup recently improved the starting flow on its residential flowIQ 2200® water meters from 0.01 to 0.008 – a 20 percent improvement on what was already industry-leading low-flow performance.   

“We already had the best low-flow capabilities in the market, and we made it even better because we care deeply about measurement integrity and capturing every possible drop.” 

ELEVATING SCALE AND REACH   

Celebrating its 80th anniversary this year, Kamstrup’s founding vision remains steadfast – to deliver reliable metering that supports smarter water management and helps utilities reduce water loss. What has evolved, however, is the company’s scale and reach.   

“We’ve had a strong year in terms of growth – new customers, expanded deployments, and deeper adoption across multiple market segments.  

“We’re also continuing to strengthen our supply chain and manufacturing capabilities in North America so that we can serve the market with greater speed, stability, and quality,” Bharat adds.   

This year, the company is also proud to celebrate 35 years of ultrasonic metering.  

“We made a bold decision long before ultrasonic metering became a growing trend in the US market to commit to static, or solid-state measurement technology, because it offers the most accurate and stable way to measure water over the full life of a meter.” 

In the early 1990s, ultrasonic, or ‘static metering’ wasn’t commonplace in the industry. However, Kamstrup made the strategic choice to move away from mechanical technology and invest in change before the market demanded it – a major reason for the company celebrating such success today.  

Kamstrup is further distinguished by its consistent focus on the production of high-quality products.  

“We don’t treat manufacturing as an afterthought. Some companies design products and then try to figure out how to build them. At Kamstrup, manufacturing is integral to product design,” he urges.  

Indeed, the company’s scalability, quality, and innovation doesn’t happen in a vacuum; they stem from intentional design, advanced automation, quality controls and robotics, and the discipline to build products the right way, every time.   

PRIORITIZING LOCALIZATION 

Since last speaking to Kamstrup, its Georgia facility has continued to mature, becoming a major anchor point for the company’s North American growth strategy.  

With this new facility comes the ongoing expansion of Kamstrup’s localized supply chain, which has facilitated its production capabilities to support local configuration and the assembly of larger commercial and industrial meter lines which, in turn, help shorten lead times and strengthen overall reliability and responsiveness.   

“Over the past year, we’ve expanded both the scope and maturity of what we do locally, improving our ability to serve utilities and channel partners with speed, stability, and consistent quality,” Bharat affirms.  

This also grants the company tighter quality control, significantly faster response times to demand shifts, and a more resilient manufacturing model for the US market.  

One of Kamstrup’s most meaningful developments has been the evolution of a localized supply chain ecosystem – including in-house production of printed circuit boards, Atlanta-based manufacturing of meter housings, and regional sourcing of critical components used in the final assembly of US-made water meters.   

Indeed, as its North American circuit board volumes have increased, the company has witnessed key Danish suppliers establish US manufacturing footprints to support this growth, therefore bringing the same competencies, tooling, and production standards closer to the facility in Georgia.  

The facility and its growing network equally have a major impact on the local community.  

“It’s not only the jobs Kamstrup creates directly – it’s also the jobs and opportunities created by the suppliers investing alongside us. These partnerships strengthen quality control, reduce lead times, and make our entire production model more responsive to changes in customer demand.”

MEASURING UP  

Kamstrup’s most recent projects serve to differentiate the company as they represent its advanced scale and strategic expansion.  

This is most pointedly demonstrated by Kamstrup’s collaboration with El Paso Water, which has reached the halfway mark in its roll-out, with more than 100,000 meters integrated into its network.  

“What makes the El Paso Water project even more significant is that it is using Kamstrup’s embedded acoustic leak detection, proving that this technology is scalable and valuable at full deployment levels.  

“This matters because leak detection at scale is where many utilities want to go, and El Paso Water will prove that it can be done,” Bharat explains.   

Elsewhere, Kamstrup has recently partnered with the Las Vegas Valley Water District (LVVWD), who – in a region where water scarcity is a defining reality – has built an operating model that invests heavily in conservation and demand reduction. 

Kamstrup was chosen by LVVWD for its ability to measure at exceptionally low flow levels.  

“LVVWD has highlighted the value of being able to measure extremely small usage – even down to drops of water – and how this changes the effectiveness of customer service, conservation, and leak response. 

“That kind of measurement sensitivity is extremely valuable in a conservation-driven market.” 

Kamstrup is equally proud of its deployments in León and Ciudad Juárez, Mexico, where the company supports major advanced metering infrastructure (AMI) water networks, including the largest and second-largest deployments for water AMI in the region.  

“These projects demonstrate the value utilities can unlock through accurate billing and active water loss reduction at scale.” 

Kamstrup’s focus for the coming year primarily centres around growth – in customers, deployments, team capability, and localized manufacturing.  

Indeed, the company is continuing to build on its reputation for quality in the marketplace, while also investing in the people and infrastructure needed to support expanding deployments.  

“We’ll also continue our localization journey – not only because of supply chain dynamics, but because we believe in actively participating in the markets we serve, supporting regional partnerships, and building long-term resilience in how we manufacture and deliver our solutions,” Bharat concludes.

KAMSTRUP PARTNER

The post Kamstrup : From Global Expertise to Local Impact appeared first on Manufacturing Outlook.

Tara Buchler, Principal, Strategy at JBF Consulting, discusses why strategy – not software – determines whether supply chain technology investments actually deliver value.

Technology buying failures in supply chain operations rarely occur because a team selects the wrong software. They happen much earlier – when organizations enter the request for proposal (RFP) process without the strategic clarity, operational alignment, or long-term vision required to make effective technology decisions.

Today’s supply chains are more complex and interconnected than ever before. Global sourcing networks, volatile demand patterns, shifting transportation capacity, and rising customer expectations all require organizations to operate with greater agility and resilience. Technology platforms promise improved visibility, predictive insights, and automated decision-making – but those benefits only materialize when investments are guided by a clear strategy.

Most supply chain technology buyers only see a limited number of operating models over the course of their careers, often within a single company or industry. As a result, they may understand their own supply chain deeply but have limited exposure to alternative approaches or best practices across the broader logistics ecosystem.

Meanwhile, the technology landscape continues to expand rapidly. Transportation management systems, warehouse management platforms, planning solutions, and end-to-end visibility tools are evolving quickly, often accompanied by bold claims about artificial intelligence (AI), automation, and integrated planning capabilities.

Against this backdrop, many organizations treat the RFP as the starting point rather than the culmination of strategic planning. They focus heavily on documenting current processes and solving immediate operational pain points, which can lead to predictable and costly mistakes.

Below are ten common ways supply chain technology buyers get it wrong before the RFP even begins – and how a strategy-first approach produces stronger outcomes.

STARTING WITH A SYSTEM INSTEAD OF A BUSINESS OUTCOME

Many initiatives begin with a predetermined conclusion: “We need a new transportation management system (TMS),” “We need a visibility platform,” or “We need a planning system.”

When technology is treated as the objective, requirements focus on system capabilities rather than operational outcomes. Organizations spend time defining features instead of clarifying what they truly need to achieve – greater resilience, faster response to disruptions, lower cost-to-serve, or improved customer service.

A strategy-first approach begins with business goals and works backwards to determine the appropriate role of technology.

TREATING TODAY’S PAIN AS THE REAL PROBLEM

Operational frustrations such as manual workarounds, delayed shipments, spreadsheet-based planning, and poor reporting often dominate early conversations.

However, these challenges frequently reflect deeper structural issues such as fragmented processes, unclear decision ownership, or outdated operating models.

Selecting technology to address symptoms rather than root causes often embeds inefficiencies into new systems.

ASSUMING TECHNOLOGY WILL FIX BROKEN PROCESSES

Technology does not fix flawed supply chain processes – it accelerates them.

Automating inefficient workflows increases the speed at which those inefficiencies occur. Organizations may gain enhanced visibility but remain locked into ineffective operating practices.

Redesigning processes before implementing technology ensures systems support optimal performance.

SKIPPING THE TARGET OPERATING MODEL

Many organizations struggle to clearly define how they want their supply chains to operate in the future.

Without a defined target operating model, technology requirements often combine legacy behaviors with aspirational goals. Vendors are asked to reconcile conflicting expectations, such as centralized versus decentralized planning or automation versus human oversight.

Clarifying roles, decision rights, and performance expectations provides critical direction for technology investments.

LETTING ONE FUNCTION DRIVE THE RFP

Technology buying is often led by a single function – transportation, warehousing, procurement, or IT.

Optimizing from one perspective frequently creates unintended consequences elsewhere, undermining end-to-end supply chain performance.

Cross-functional collaboration ensures technology supports the entire supply chain ecosystem.

OVERLOADING FEATURE LISTS INSTEAD OF DECISION SUPPORT

Extensive feature checklists rarely improve decision quality.

Organizations may select systems capable of numerous functions but unable to materially improve planning accuracy, responsiveness to disruptions, or operational coordination.

Technology should be evaluated based on its ability to support better decision-making.

IGNORING CHANGE MANAGEMENT UNTIL AFTER SELECTION

Change management is often treated as an implementation detail rather than a strategic consideration.

New supply chain systems frequently require adjustments to workflows, planning behaviors, and organizational culture. Without adequate preparation, adoption can stall.

Aligning technology ambition with organizational readiness improves long-term success.

ASSUMING DATA IS “GOOD ENOUGH”

Supply chain systems rely heavily on accurate master data, consistent processes, and strong governance.

When data quality is poor, even advanced platforms struggle to deliver reliable insights or performance improvements.

Assessing data maturity early enables organizations to address gaps proactively.

TREATING THE RFP AS A DOCUMENTATION EXERCISE

RFPs often become static documentation exercises rather than strategic decision tools.

When organizations focus on gathering information instead of testing assumptions and clarifying priorities, they miss opportunities to strengthen their technology strategy.

Using the RFP process to challenge thinking leads to stronger decisions.

RUSHING TO “SHOW PROGRESS”

Pressure to demonstrate progress often leads organizations to issue RFPs before strategic alignment exists.

While this may create short-term momentum, shortcuts taken early frequently result in delays, rework, and missed performance expectations later.

Strategic alignment ultimately accelerates implementation success.

THE BOTTOM LINE

Most supply chain technology failures are not the result of poor vendor selection. They stem from organizations being unprepared to make strategic decisions in increasingly complex and rapidly evolving logistics environments.

A strategy-first approach ensures technology investments support long-term operational goals, strengthen supply chain resilience, and deliver sustainable value.

The post 10 Ways Supply Chain Technology Buyers Get It Wrong (Before They Ever Issue the RFP) appeared first on Manufacturing Outlook.

Companies that embrace these technologies are building more efficient, resilient, and sustainable operations. As AI continues to evolve, its capacity to innovate and optimise will further solidify its role as a cornerstone of modern manufacturing.

Artificial intelligence (AI) is fundamentally reshaping the manufacturing sector. By integrating intelligent systems into production lines and supply chains, companies are unlocking unprecedented levels of efficiency, precision, and innovation.  

This evolution goes beyond simple automation, introducing systems that learn, adapt, and predict outcomes. The result is a smarter, more resilient, and sustainable manufacturing landscape. 

Mike Bradford, Director of Strategic Business Development at DELMIA, identifies five key areas where AI is making a significant impact, examining how these technologies drive cost savings, improve product quality, and create more efficient manufacturing operations.  

From predicting equipment failure to optimising energy consumption, AI is a powerful force for industrial transformation. 

PREDICTIVE MAINTENANCE: PREVENTING FAILURES BEFORE THEY HAPPEN  

Unexpected equipment failure is a primary cause of costly downtime in manufacturing. Traditional maintenance schedules, based on fixed intervals, often result in servicing equipment too early or too late.  

Predictive maintenance, powered by AI, offers a more intelligent solution. It uses machine learning (ML) algorithms to analyse data from equipment sensors, identifying subtle patterns that signal an impending failure. 

By monitoring variables like temperature, vibration, and performance metrics, AI can predict when a component is likely to fail. This allows maintenance teams to intervene proactively, scheduling repairs during planned downtime and avoiding catastrophic failures.  

This data-driven approach significantly reduces unplanned operational stoppages, extends the lifespan of expensive equipment, and lowers overall maintenance costs. The shift is from a preventive ‘maintain it on a fixed schedule’ and reactive ‘fix it when it breaks’ model to a predictive, strategic one that optimises maintenance time and effort and minimises equipment failures. 

PROCESS OPTIMISATION: ENHANCING QUALITY AND THROUGHPUT 

Achieving peak efficiency on the production line requires constant monitoring and adjustment. AI excels at this complex task by analysing vast datasets from the manufacturing process in real time.  

ML models can identify bottlenecks, inefficiencies, and deviations from optimal parameters that might be invisible to human operators. 

For instance, in precision manufacturing, AI can analyse images captured by cameras on the production line to detect microscopic defects in products, thereby ensuring higher quality control standards.  

In chemical production, algorithms can adjust ingredient mixtures or temperature settings to maximise yield and minimise waste. By continually learning from production data, AI systems refine processes to achieve greater speed, consistency, and quality, leading to higher throughput and reduced operational expenses.  

Another example is generative AI in machining, where AI can ‘learn’ from machining history and automatically generate numerical control (NC) machining programmes based on the starting dimensions of the raw material and the 3D model of the part to be machined, helping to address the increasing critical shortage of skilled workers in manufacturing. Similar AI capabilities can be applied in additive manufacturing. 

INTELLIGENT AUTOMATION AND ROBOTICS  

Automation in manufacturing is not new, but AI is making it smarter and more flexible. Traditional industrial robots are programmed to perform a single, repetitive task with high precision.  

AI-powered robots, or “cobots” (collaborative robots), are different. They can perceive their environment, make decisions, and work safely alongside human employees. 

Equipped with advanced sensors and machine vision, these robots can handle more complex and varied tasks, such as assembling intricate products or sorting mixed items. They learn from experience, improving their performance over time.  

This new generation of automation enables manufacturers to adapt quickly to changes in product design or demand, resulting in more agile production lines. It also frees human workers from dangerous or monotonous tasks, allowing them to focus on more creative and strategic responsibilities.  

This capability can be extended into the virtual world using generative AI. For manufacturers that need to relocate a production line, add a new line, or even build a new plant, a virtual model can be created based on a point cloud generated by scanning the existing facility.  

AI can then be used to identify specific robots in the point cloud and replace them with 100 percent accurate 3D models of these robots. The robots can then be moved, reprogrammed, and tested virtually to ensure optimum performance before the physical line or plant is set up, saving significant time and cost. 

AI-DRIVEN INVENTORY MANAGEMENT  

Effective inventory management is a delicate balance. Too much stock ties up capital and increases storage costs, whilst too little risks production delays and lost sales.  

AI is revolutionising this area by providing highly accurate demand forecasting. ML algorithms analyse historical sales data, market trends, supply chain disruptions, and even weather patterns to predict future demand with remarkable precision. This allows companies to optimise their stock levels and supply plans, ensuring they have the right parts and products at the right time.  

AI-powered systems also automate the reordering process, triggering purchase orders based on a combination of stock levels, production activity, and demand plans. The result is a leaner, more responsive supply chain that minimises waste, reduces carrying costs, and improves cash flow. 

ENERGY CONSUMPTION OPTIMISATION  

Energy is one of the largest operational costs for many manufacturers. AI offers a powerful tool for reducing this expense and improving sustainability.  

By analysing data from plant-wide sensors, AI systems can build a comprehensive model of a facility’s energy usage. This model can identify equipment, processes. and times of day that consume the most power. 

With this insight, ML algorithms can recommend or even automate adjustments to optimise energy consumption. This could involve shutting down non-essential machinery during periods of low production, adjusting heating, ventilation, and air conditioning (HVAC) systems based on real-time occupancy and weather conditions, or optimising machine settings to run at their most energy-efficient levels.  

These incremental improvements can lead to substantial cost savings and a significant reduction in a company’s carbon footprint. 

THE FUTURE OF MANUFACTURING IS INTELLIGENT 

The integration of AI is not a distant concept; it is a present-day reality that is delivering tangible benefits. From predictive maintenance that eliminates downtime to intelligent robotics that enhance human capabilities, AI is fostering a new era of industrial productivity. 

Companies that embrace these technologies are building more efficient, resilient, and sustainable operations. As AI continues to evolve, its capacity to innovate and optimise will further solidify its role as a cornerstone of modern manufacturing.

The post Five Ways Artificial Intelligence Can Revolutionise Manufacturing appeared first on Manufacturing Outlook.

We sit down with Simon Ford, Founder and CEO of Blecon, who outlines why infrastructure-heavy Industry 4.0 models are reaching their limits, and how a new workforce-powered approach is defining the practical evolution of Industry 5.0.

UNLOCKING AUTONOMOUS VISIBILITY

As manufacturers push for greater resilience and efficiency, traditional fixed-infrastructure models are being re-evaluated.  

Built around installed readers, gateways, and capital-intensive deployments, early Industry 4.0 strategies delivered process digitisation – but they also introduced cost, scale, and flexibility constraints that have become increasingly difficult to justify. 

Blecon is championing a different approach with the launch of its new Blecon Agent software, which leverages frontline mobile devices already embedded across factories, warehouses, and logistics networks to create distributed Bluetooth tracking networks without additional hardware. 

Simon Ford, Blecon’s Founder and CEO, explains why the future belongs to manufacturers who reduce friction, activate existing infrastructure, and treat visibility as a software deployment rather than a facilities project – unlocking continuous, cost-effective asset intelligence whilst keeping workflows uninterrupted. 

Q&A WITH SIMON FORD, FOUNDER AND CEO, BLECON

Firstly, why do you think infrastructure-heavy Industry 4.0 approaches are becoming a thing of the past as they begin reach their economic and operational limits? What has encouraged this shift? 

Simon Ford, Founder and CEO (SF): Industry 4.0 was built on the idea of installing technology around people, including fixed readers, gateways, and capital-intensive infrastructure deployed at defined points in an operation.  

That model worked well for digitising specific processes, but it comes with structural limitations that are becoming harder to ignore. 

Fixed infrastructure is expensive to install, difficult to scale across distributed supply chains, and slow to adapt when workflows change.  

If you want visibility in a new area, partner site, or third-party facility, you often have to repeat that infrastructure investment. The economics become challenging, especially when tracking high-volume or lower-value assets. 

Today, operating environments look different. Frontline mobile computing is now ubiquitous as devices are already in workers’ hands across warehouses, factories, retail environments, and logistics networks.  

Instead of adding more hardware to the environment, companies can leverage the infrastructure they already own. 

The shift is from building networks site by site to lighting up the workforce as a distributed sensing layer that reduces capital spend, accelerates deployment, and lowers risk from day one. 

As technology begins to adapt to people and becomes more human-centric, how do you see Industry 5.0 evolving in 2026? What does this evolution signal about the practical direction of Industry 5.0 on factory floors? 

SF: Industry 5.0 is often described as a human-centric evolution of Industry 4.0, but in real-world manufacturing environments, that means frictionless automation – not fewer machines. 

In 2026, the shift is practical. Systems are designed to operate autonomously on the devices workers already use, rather than requiring more scanning, inputs, or additional hardware.  

Technology is adapting to existing workflows instead of forcing workflows to adapt to technology.  

This signals a clear direction, with Industry 5.0 centred on workforce augmentation. The goal is to capture data automatically as work naturally happens, amplifying the value of the people already on the floor without interrupting workflows.  

In practice, that means reducing reliance on manual scan compliance for every movement event and instead capturing more signals autonomously, so teams can focus on production, quality, and exception handling rather than data entry. 

As pallets move, materials transfer, and assets change hands, visibility follows the workforce rather than being anchored to fixed locations.  

Rather than installing more technology, the real evolution is unlocking the intelligence already embedded in everyday operations. 

How is Blecon is enabling asset visibility across factory floors through its new generation of manufacturing IoT systems? How does your approach enable continuous visibility without added friction or capital expansion? 

SF: Blecon enables continuous asset visibility by transforming the frontline devices manufacturers already use into autonomous Bluetooth tracking networks. 

This is particularly valuable on factory floors where manufacturers require visibility for work-in-progress, returnable containers, tools, mobile equipment, and materials moving between production, staging, and packaging.  

Because Blecon Agent can be deployed across existing device fleets as a software roll-out, organisations can treat visibility activation as an IT deployment rather than a facilities infrastructure project. 

Instead of installing fixed readers and new infrastructure, Blecon Agent activates the built-in Bluetooth radios inside existing Zebra handhelds and mobile computers.  

These devices automatically detect nearby Bluetooth Smart Labels and securely transmit location data to the cloud without manual scanning or workflow changes. 

In this model, visibility follows the workforce. As materials move and workers carry out their day-to-day tasks, asset data is captured autonomously in the background. 

Because the readers are already deployed and the labels are consumable, organisations can launch pilots in days rather than months.  

The result is continuous, cost-effective visibility without added friction or capital expansion. 

Can you talk about how this relates to the launch of Blecon Agent software – developed with Zebra Technologies – that turns existing Zebra frontline devices into an autonomous Bluetooth tracking network? 

SF: The launch of Blecon Agent with Zebra Technologies is a concrete example of this shift in action. 

Zebra devices are already deployed at scale across logistics, warehousing, and manufacturing environments worldwide.  

By deploying Blecon Agent on these devices, organisations can immediately activate their built-in Bluetooth radios to detect and track nearby assets, turning hardware already in the hands of frontline workers into a continuous, autonomous visibility network without the need for new gateways, additional infrastructure, or disruption to existing workflows.  

This matters operationally because Zebra devices are already embedded in frontline workflows across receiving, production support, warehousing, packaging, and shipping.  

Thanks to Blecon Agent, the same device can contribute to continuous asset detection across these zones, helping to close visibility gaps between process steps without introducing a parallel scanning workflow. 

The software runs quietly in the background, capturing location and sensor data automatically whilst workers continue their jobs as normal. 

From a commercial standpoint, this changes the risk calculus of adopting asset tracking.  

Rather than committing capital expenditure to new infrastructure before seeing any return, companies can start a proof of value using devices they already own.  

This lowers both financial and operational barriers and compresses time-to-value from months to days.  

It also changes who can own deployment internally. Instead of requiring a large facilities-led infrastructure rollout, fleet and IT teams can pilot and scale through software deployment across managed Zebra devices, making rollout faster and easier to govern. 

More broadly, it demonstrates a different way to think about scale. Instead of expanding physical infrastructure, organisations can unlock networks already deployed across frontline devices.  

In this way, every worker becomes part of a distributed Bluetooth network, expanding visibility as work happens. 

Looking ahead, what does the future hold for Blecon? How do you see Industry 5.0 continuing to take shape in the year ahead? 

SF: Tracking is only the beginning. The next evolution is moving from the simple question of “Where is my asset?” towards a richer model of visibility, where the differentiator is no longer tracking but execution.  

Sensing data will be used to prevent the small percentage of failures that create outsized cost and disruption.  

In areas like cold chain, where conditions are product-specific, and breakdowns happen at operational edges, product-level sensing and flexible, infrastructure-light deployment are becoming essential. 

At the same time, economics remain central. Not every asset can justify expensive hardware or capital-heavy rollouts, and solutions must scale beyond pilots in environments defined by exceptions, contractors, and changing routes. 

Taken together, these trends point to where Industry 5.0 is headed. It is not about replacing people; it is about augmenting them with autonomous, infrastructure-light sensing that fits into existing workflows.  

Frontline devices become part of a distributed data layer. Labels and beacons become data carriers, and cloud-based coordination turns episodic scans into continuous visibility. 

In manufacturing, this will increasingly connect asset visibility to execution systems and frontline decision-making.  

The value is not just knowing an item was seen but understanding whether materials arrived in the right condition – whether tools and returnable transport items (RTIs) are where they need to be and whether delays are likely before they impact throughput or service levels. 

For Blecon, the future is about deepening that model. Tracking remains the entry point, but the trajectory is towards richer sensing, better context, and tighter integration with automation and decision systems.  

As costs continue to fall and form factors evolve – including more disposable and flexible labels – the barrier to high-volume, product-level visibility will continue to shrink.

The post Blecon : Unlocking Autonomous Visibility appeared first on Manufacturing Outlook.

From factories to distribution centers, robots are beginning to move from repeating instructions to deciding what to do next – and that shift is where the real return on investment for executives will come into focus over the next few years. 

FROM COBOTS TO DECIDING ROBOTS 

For the past decade, collaborative robots have been framed as efficient, tireless helpers that execute tightly scripted, repetitive tasks while humans retain all meaningful decision rights.  

They weld along preset seams, move pallets on fixed routes, and stop whenever a sensor detects something unexpected.  

That model delivered efficiency, but it also hard-coded a ceiling in terms of what automation could achieve, because every exception still escalated back to a human. 

Agentic artificial intelligence (AI) begins to erode that ceiling by giving robots bounded autonomy over their own micro decisions.  

Instead of asking, ‘What did the programmer specify?’, these systems can ask, ‘Given what I see, what should happen next?’ and then act without pausing the line to wait for a supervisor.  

The result is not science fiction and general intelligence, but a pragmatic step change –robots that own an entire loop of work, not just one motion within it. 

HOW ROBOTS LEARN FROM HUMANS AND MANUALS 

Two advances make this shift possible: learning from video and language. On the video side, robots can now be trained by watching highly skilled operators perform tasks, using vision models to map human motions, tools, and outcomes into machine-understandable patterns.  

The robot is not simply replaying a recorded trajectory; it is learning how specific visual and physical conditions correlate with the right next action. 

On the language side, Large Language Models (LLMs) and Vision Language Models (VLMs) ingest the same instruction manuals and work procedures that technicians use, turning dense documentation into operational ‘playbooks.’  

Instead of a human reading a 200-page welding or casting manual and then translating it into parameters for a robot, the AI layer can consume that manual directly and infer rules such as acceptable tolerances, defect taxonomies, and escalation paths.  

When you combine those capabilities, you get robots that are grounded both in how humans actually work and in how the process is supposed to work on paper. 

THE AUTONOMOUS INSPECTION LOOP 

The first place this new autonomy is showing up at scale is when it comes to inspection.  

Inspection is data-rich, safety-critical, and historically under-automated, making it a perfect beachhead for agentic behavior. In complex welding, casting, and forging, for example, robots can now: 

• Capture high-resolution visual and depth data across joints, surfaces, and internal geometries. 

• Classify defects – porosity, cracks, undercut, misalignment, inclusions – against standards encoded from manuals and previous human judgments. 

• Decide whether a given nonconformance is acceptable, reworkable, or scrap, without asking a human to review every frame. 

Crucially, today’s systems can go one step further – they can close the loop by autonomously generating and inserting task orders into repair queues.  

If a weld on an aircraft frame falls outside tolerance bands, the robot doesn’t just flag a red light – it logs the defect type, location, severity, and recommended remedy, then creates a digital work order for the appropriate technician or downstream robot cell.  

That turns inspection from a passive gate into an active orchestrator of rework, shortening cycle times and making quality data immediately actionable. 

For manufacturers and logistics operators, this loop translates into measurable outcomes: higher first-time yield, lower rework labor, better traceability, and more stable schedules, because fewer surprises surface late in the process.  

The executive lens should be less ‘How many robots do we have?’ and more ‘How many closed loops have we handed over to autonomous systems?’ 

WHAT AI STILL CAN’T DO, AND WHY HUMANS STAY IN THE LOOP 

Even as inspection becomes increasingly autonomous, robots are not yet ready to own the most complex process decisions.  

In high complexity welding, human experts still synthesize subtle cues – a faint change in arc sound, a slight discoloration, the feel of heat through gloves – to decide in real time how to adjust technique, consumables, and temperature.  

These judgments draw on years of tacit knowledge that has never been fully documented, let alone labeled at scale for training. 

Current systems also struggle with genuinely novel scenarios, such as one-off repairs on unique assets, improvisational fixturing, or interpreting incomplete or inconsistent documentation.  

When operators rapidly adapt to a slightly warped casting or a nonstandard joint configuration, they are blending formal rules with intuition about risk, cost, and downstream impact that today’s models only approximate. 

As a result, the near-term equilibrium is clear – robots will increasingly decide within well-bounded domains, while humans continue to define the boundaries, handle edge cases, and refine the playbooks. 

Executives should resist both extremes – the hype that robots will imminently replace skilled trades, and the skepticism that ‘they’ll never do what our people do.’  

The more realistic path is a progressive handoff – inspection autonomy first, followed by autonomy in standardized rework procedures, and only later in complex, craft-intensive operations as more multimodal data is captured from expert human performance. 

HOW LEADERS CAN CAPTURE THE ROI OF ‘THINKING’ ROBOTS 

To capitalize on agentic robots, leaders should recast this shift as an information and decision rights transformation, not a hardware refresh. Three priorities stand out: 

1. Build a robust digital backbone – Agentic systems depend on consistent access to 3D models, historical quality data, manuals, and work instructions; fragmentary or siloed data will become the biggest brake on autonomy, not sensor performance. 

2. Treat expert knowledge as a strategic asset – Systematically capture expert welders’ and inspectors’ decisions in video and data form so that future models have rich ground truth for learning, rather than relying solely on documentation that lags practice. 

3. Redesign roles and key performance indicators (KPIs) – As robots own more closed loops, human work shifts toward oversight, exception handling, and continuous improvement; metrics should recognize reduced deviations, faster recovery, and quality stability, not just throughput. 

A simple thought experiment for a plant leader illustrates the opportunity – imagine any repetitive, judgment-light activity where your best people say, ‘I know the answer the second I see it.’

Those are prime candidates for agentic inspection and triage. Start there, prove that a robot can own the entire loop from observation to action, and then expand outward into more demanding tasks as the technology and your data maturity evolve. 

Executives who move early will not just own more robots; they will own more of the decision fabric of their operations.  

In an era where resilience, quality, and speed are strategic differentiators, shifting decisions from ‘repeat what you were told’ to ‘decide what must happen next’ may be the most consequential automation upgrade of the next decade. 

The post From Cobots to Decision Makers – How Agentic AI Is Rewiring Industrial Robotics appeared first on Manufacturing Outlook.