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

Enterprise-wide MES integration remains a key challenge

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

MES adoption outpaces enterprise deployment

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

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

Integration remains the biggest priority

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

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

AI ambitions depend on better data

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

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

Cybersecurity influences MES investment

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

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

Customer expands MES deployment

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

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

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

Focus shifts from adoption to scale

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

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

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

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

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

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

Report methodology

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

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

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

SETTING THE STANDARD IN COOLING SOLUTIONS

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

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

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

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

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

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

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

CHARTING A PATH TO GROWTH  

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

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

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

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

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

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

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

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

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

REVOLUTIONIZING INDUSTRIES  

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

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

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

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

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

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

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

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

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

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

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

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

NEXUS OF CLEAN™ 

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

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

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

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

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

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

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

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

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

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

LEVERAGING EXPERTISE FOR A SUSTAINABLE FUTURE 

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

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

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

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

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

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

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

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

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

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

A SHORR THING

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

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

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

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

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

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

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

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

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

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

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

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

SUSTAINABLE MINDSET

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

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

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

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

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

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

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

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

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

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

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

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

SOLUTIONS-DRIVEN

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

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

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

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

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

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

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

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

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

EMPLOYEE-OWNED

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

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

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

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

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

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

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

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

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

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

SCALING FOR THE FUTURE

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

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

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

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

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

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

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

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

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

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

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

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

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

Manufacturing expansion

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

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

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

Advanced manufacturing investment

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

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

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

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

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

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

Semiconductor supply chain

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

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

Industry and government support

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

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

AI-driven manufacturing demand

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

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

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

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

Supply chain pressures remain elevated

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

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

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

Procurement teams increase buffer inventories

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

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

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

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

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

Regional supply chain trends

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

Purchasing activity remains resilient

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

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

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

Inventory strategies and material shortages

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

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

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

Transportation and labour conditions

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

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

What is the GEP Global Supply Chain Volatility Index

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

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

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

NEXT GENERATION OF MANUFACTURING TALENT

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

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

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

BUILDING ON TEXAS’ MANUFACTURING STRENGTHS  

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

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

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

A WIDER WORKFORCE STRATEGY  

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

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

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

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

THE FOUNDATION OF MODERN MANUFACTURING

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

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

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

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

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

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

PRECISION AT SCALE

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

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

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

Warren Stamping, meanwhile, provides a different competitive advantage.

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

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

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

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

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

QUALITY BUILT INTO EVERY STAGE

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

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

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

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

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

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

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

SUPPORTING LONG-TERM GROWTH

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

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

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

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

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

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

UK Manufacturing Investment

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

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

Manufacturing Capacity Expansion Underway

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

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

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

Unlocking Additional Production Capability

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

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

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

Investing in Manufacturing Skills

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

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

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

Supporting Long-Term Manufacturing Programmes

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

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

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

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

Strengthening Manufacturing Capability

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

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

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

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

The post Rolls-Royce Begins Major UK Manufacturing Expansion to Support UK and Australia Defence Projects appeared first on Manufacturing Outlook.

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

Investment in Advanced Manufacturing and Distribution

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

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

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

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

Technology and Production Capacity

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

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

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

Executive Commentary on U.S. Manufacturing Strategy

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

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

Economic Impact and Regional Expansion

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

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

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

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

Long-Term Vision Care Presence in Florida

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

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

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

The post Johnson & Johnson to Invest More Than USD$1 Billion in U.S. Vision Manufacturing Expansion in Jacksonville, Florida appeared first on Manufacturing Outlook.

Capgemini is working with Bentley Motors to advance the luxury automotive brand’s digital transformation, using data and artificial intelligence to support delivery of its Beyond100+ strategic vision.

Who is Capgemini?

Capgemini is an artificial intelligence (AI)-powered global business and technology transformation partner, delivering tangible business value.

Their diverse group of 420,000 team members in more than 50 countries deliver end-to-end services and solutions, with deep industry expertise and a strong partner ecosystem, leveraging capabilities across strategy, technology, design, engineering, and business operations.

Capgemini imagines the future of organisations and makes it real with AI, technology, and people.

The group reported 2025 global revenues of USD$22.5 billion.

Bringing an Innovative Future to Bentley Motors

As the digital transformation lead at Bentley Motors (Bentley), Capgemini will provide digital infrastructure and systems integration required to drive intelligent manufacturing systems.

It will integrate back-office processes within Bentley’s Dream Factory in Crewe, UK, which is an evolving hub for hyper-personalised, digital, and sustainable luxury car production.

Capgemini is putting a strong focus on Bentley’s core AI and data capabilities. Enabling clearer data ownership and accountability, reducing complexity, accelerating decision-making, and driving improved efficiency across the business.

These changes will help Bentley stay agile in a rapidly changing market, unlock continuous improvements in user experience and operational value, and support employees as they adopt new digital tools, processes, and ways of working.

Capgemini’s Innovative Plan

Capgemini plans to provide the operational backbone and digital intelligence required to shape Bentley’s next era.

One way they will achieve this is via customer and commercial insights. This will enable Bentley to refine sales, marketing, and campaign activity through improved analytics and AI.

Second, through modern IT service operations. Going beyond traditional break-fix models to deliver reliable, efficient, and user-centric services that improve the overall employee experience.

Third, data foundations and digital footprints are key components, as delivering data intelligence and architecture requires faster decision-making and next-generation products.

Finally, cost optimisation and continuous improvement support long-term transformation from manufacturing systems modernisation to enterprise-wide digital optimisation.

Why Bentley Motors?

“Bentley Motors represents the pinnacle of British quality and manufacturing prowess”, said Rob Pears, UK Head of Manufacturing, Automotive, and Life Sciences at Capgemini.

“The brand’s legacy and ambitious vision offer exciting opportunities to drive innovation through data and AI, enabled by Capgemini’s deep expertise in integrating and modernising complex enterprise and manufacturing systems at scale.”

Axel Dewitz, Member of the Board of Finance and IT at Bentley Motors, believes this collaboration marks an important step in Bentley’s digital journey, providing a strategic relationship that will support both companies’ longer-term visions.

“The integration is progressing smoothly and we’re looking to the future with a shared commitment to quality and agility.”

The post “The pinnacle of British quality and manufacturing” : Bentley Motors Announces Collaboration with Capgemini appeared first on Manufacturing Outlook.

Supporting the global build-out of AI infrastructure, Applied Materials, Inc. has announced its expanded USD$500 million Tampines Campus in Singapore to further strengthen the company’s global footprint.

INNOVATIVE MANUFACTURING OPERATIONS

Applied Materials, Inc. (Applied Materials) – a leader in materials engineering solutions for the semiconductor industry – is expanding its manufacturing and R&D operations at its Tampines Campus in Singapore.

This campus will more than double the company’s advanced cleanroom capacity within the country and ultimately strengthen Applied Materials’ global manufacturing footprint, which spans locations in the US, Europe, Taiwan, and other regions. Specifically, the Tampines Campus’ priority is to serve chipmakers that are expanding production to meet the increasing demand for artificial intelligence (AI).

“AI is transforming every industry, creating unprecedented demand for advanced semiconductors. Our expanded manufacturing operations in Singapore strengthen Applied Materials’ ability to deliver semiconductor manufacturing equipment that chipmakers need to bring next-generation chips to market faster,” notes Gary Dickerson, President and CEO of Applied Materials.

Through this expansion, the company is able to take a major step forward in its Singapore 2030 plan, which comprises strengthening global manufacturing and R&D capabilities, broadening technology ecosystem partnerships, and promoting local workforce development, such as adding approximately 1,000 new local jobs.

“Singapore has been a strategic hub of Applied Materials’ global operations for 35 years, and our expansion here is a testament to the world-class semiconductor ecosystem, infrastructure, and talent this country has built. Our new AI-enabled automation-ready facility represents the next era of advanced manufacturing optimised for speed, precision, and quality,” explains KC Ong, Group Vice President of Worldwide Manufacturing at Applied Materials.

EXPANDING GLOBAL R&D

By deploying autonomous mobile robots, autonomous assembly and testing systems, and AI-assisted quality inspection, the Tampines Campus is setting a benchmark for sustainable, intelligent semiconductor equipment production.

“Applied Materials’ use of advanced automation and AI technologies in the new facility will accelerate product development and push the envelope of advanced manufacturing capabilities in Singapore. We welcome this expansion that will strengthen our vibrant semiconductor ecosystem, creating quality jobs and opportunities for Singaporeans,” says Png Cheong Boon, Chairman of Singapore’s Economic Development Board.

The campus has been designed to adhere to the Building and Construction Authority (BCA) Green Mark Platinum Certification, which is the highest tier of Singapore’s green building rating system. This is in addition to the campus’s other features, including an on-site solar panel system, LED lighting, low-carbon concrete construction, a closed-loop water reclamation system for zero water waste, and a smart building management system to monitor in real-time energy and water consumption.

In order to expand its global R&D and manufacturing footprint, Applied Materials has worked over the past few years to nearly double its global manufacturing capacity. The company has also invested over USD$400 million in its US equipment manufacturing infrastructure over the course of the past five years, with its new USD$5 billion EPEC Center in Silicon Valley representing the largest-ever US investment in advanced semiconductor equipment R&D.

Ultimately, Applied Materials’ new state-of-the-art Tampines Campus is designed to drive resilience and scalability, setting a landmark precedent for sustainable, intelligent semiconductor equipment production.

The post Applied Materials Inc. Expands Its Singapore Manufacturing and R&D Operations appeared first on Manufacturing Outlook.

Owen Power, CEO of Greenvolt Next UK and Ireland, discusses how the right energy choices can give a competitive advantage in a volatile market.

Q&A WITH OWEN POWER, CEO, GREENVOLT NEXT UK AND IRELAND

Firstly, what do you hear from manufacturing customers – has this level of volatility become the new normal?

Owen Power, CEO (OP): Absolutely – manufacturers and industrial customers increasingly see energy market volatility as a recurring reality with real impacts on their business. That is driving a clear shift in mindset and is one of the main reasons we’re seeing growing demand for on-site generation and other distributed energy solutions.

Sustainability remains an important part of the conversation, but the focus has shifted. Companies are looking at how they can reduce energy costs whilst gaining greater control and predictability over them, and that’s exactly why we’re seeing such strong momentum behind these solutions.

Why should manufacturers treat energy as a strategic business issue?

OP: Energy directly affects business competitiveness. It influences production costs, profit margins, investment decisions, and long-term planning.

Manufacturers have always managed raw materials and supply chains strategically, and energy should be managed in exactly the same way.

What are the risks of staying exposed to energy price swings?

OP: Uncertainty is certainly one of the biggest risks. When businesses cannot predict a significant share of their energy costs, planning becomes more difficult and capital allocation decisions become more challenging.

But price volatility is only part of the equation. The bigger issue is exposure to the market, including security and resilience of supply. That’s why more businesses are investing in on-site solutions, not only to reduce energy costs, but also to increase their energy independence and reduce their reliance on the market and the grid.

How can on-site energy generation give businesses more control?

OP: On-site generation allows businesses to start producing part of the energy they consume, right where they need it. That immediately reduces energy costs and exposure to the market. In today’s environment, where uncertainty has become part of doing business, that is a significant advantage.

It also makes better use of existing assets. A roof that was simply covering a factory can now generate clean electricity every day. It’s about creating more value from the same asset – economic, environmental, and business value.

When all of this can also be achieved without upfront investment through a power purchase agreement (PPA), it’s clear why demand for these solutions continues to grow, both in the UK and across many other markets.

How quickly is on-site energy technology for manufacturers developing?

OP: Technology has matured to the point where it’s no longer the main challenge. Solar, battery storage, and energy management systems, amongst others, are already proven, highly reliable, and more cost-effective than ever, with increasingly attractive payback periods.

Today, the focus is on integration and how businesses can bring these technologies together to maximise value and achieve the best economic outcome for their operations.

How much of a site’s energy demand can solar realistically cover?

OP: It depends on the business. Every site has different energy needs, operating hours, and available space, so there isn’t a single percentage that applies to everyone. We have customers where solar covers around 25 percent of their electricity demand, and when battery storage is added, that share can increase even further.

The important point is that solar doesn’t have to meet 100 percent of demand to create significant value. Even supplying part of a site’s electricity needs can significantly reduce energy costs, improve predictability, and strengthen competitiveness.

What benefits does battery storage add to on-site generation?

OP: Battery storage allows businesses to get even more value from the energy they generate. Instead of using it only when it’s produced, they can store the energy and use it when it creates the most value, for example during periods of higher demand or when electricity prices are higher.

That increases self-consumption, further reduces reliance on the grid, and improves the overall value of the on-site energy system.

The role of battery storage will naturally depend on each business’ consumption profile. For some manufacturers, such as those operating 24/7 or with higher demand during peak periods, the benefits can be even greater.

Why is now a good time to invest in on-site energy solutions?

OP: I think the conditions have never been stronger. Businesses are looking for greater control over their energy costs, whilst the technology is mature, reliable, and more cost-effective than ever. At the same time, financing models such as PPAs have made these solutions accessible without requiring upfront investment.

The combination of economics, technology, and timing makes the business case stronger than ever. In many cases, the only thing left is the decision to move forwards. The energy crises of recent years have undoubtedly accelerated that shift in mindset, and businesses increasingly recognise that waiting rarely reduces uncertainty.

From our perspective, the fundamentals remain very strong, making this an excellent time to invest in on-site energy solutions.

How do PPAs make these projects more accessible?

OP: PPAs remove one of the biggest barriers to adoption: upfront investment. Businesses don’t need to invest their own capital to benefit from on-site generation. Instead, they purchase the electricity produced at an agreed long-term price, giving them immediate savings and greater cost predictability.

It’s a model that works well for both sides. Customers gain access to renewable energy with no upfront investment, whilst we develop, finance, operate, and maintain the system throughout the lifetime of the agreement, typically between five and 20 years.

That said, every business is different. Some customers prefer to own the asset from day one through an energy performance contracting (EPC) model, and that’s equally part of our offering. The important thing is having the flexibility to deliver the solution that best fits each customer’s strategy and investment priorities.

Finally, can fixed-price energy help manufacturers gain a significant competitive advantage?

OP: Absolutely. Lower energy costs and greater cost predictability are both powerful competitive advantages. Together, they allow businesses to plan with greater confidence, protect margins, and make better long-term investment decisions.

That’s why energy is no longer simply an operating cost. Managed strategically, it becomes a source of long-term competitive advantage.

The post An Interview with Owen Power, CEO of Greenvolt Next UK and Ireland : The 1-2-1 appeared first on Manufacturing Outlook.

Issue 12

Manufacturing Insights

DELMIA : Bridging the Real and Virtual Worlds

As a subsidiary of Dassault Systèmes, DELMIA is on track to shape the manufacturing industry of the future. We speak to Guillaume Vendroux, CEO, about the cutting-edge 3DEXPERIENCE platform and the significance of its partnership with NVIDIA.

By

Lucy Pilgrim

Jun 30, 2026

Read More

Metal & Machinery Manufacturing

SIP Strojna Industrija : Robustness in the DNA

SIP Strojna Industrija is the biggest producer of agricultural machinery in Slovenia. We speak to Andrei Cosovici, Management Board Member, and learn how the company draws on its experience and long tradition to produce robust and quality machines.

By

Cameron Lawrence

Ed Budds

Jun 30, 2026

Read More

Construction & Building Materials

Kingspan Nordics : Better Buildings for a Better World

Creating sustainable building envelopes that redefine energy efficiency, safety, and design, Kingspan Group is proud to be shaping a safer, better, and more sustainable industry. We speak to the company’s team to glean more about its recent successes and future plans.

By

Cameron Lawrence

Lauren Kania

Jun 30, 2026

Read More

Construction & Building Materials

Kolektor Construction : Melding Credibility, Trust, and Quality

The numbers from the last decade speak for themselves – Kolektor Construction has grown roughly three times faster than the construction sector average. Andraž Mezgec, Director of Operations, tells us how.

By

Rob Payne

Ed Budds

Jun 30, 2026

Read More

Aerospace & Defence Manufacturing

Forterra : Fortifying the Future Frontiers of Defense

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

By

Tyler Sheppard

Rachel Carr

Jun 30, 2026

Read More

Transport Manufacturing

Lippert : Built for the Journey Ahead

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

By

Michael Sommerfield

Lauren Kania

Jun 30, 2026

Read More

Metal & Machinery Manufacturing

TURBOCAM : A Strategic Shift from Wheels to Wings

For TURBOCAM, shifting focus from the automotive to the aerospace industry is opening the door to innovative possibilities, propelling the company towards a future where groundbreaking technology takes flight. Michael Noronha, President, tells us more.

By

Poppi Burke

Rachel Carr

Jun 30, 2026

Read More

Transport Manufacturing

Marcopolo S.A. : A Sustainable Protagonist in Mobility Solutions

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

By

Andrew Marjoram

Lauren Kania

Jun 30, 2026

Read More

Transport Manufacturing

Autoflex-Knott : From Hungarian Roots to Global Roads: The Autoflex-Knott Expansion Story

By expanding beyond Europe and establishing two companies in the US, Autoflex-Knott 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.

By

Poppi Burke

Lucy Pilgrim

Jun 30, 2026

Read More

Manufacturing Insights

Transforming the Factory Floor with Private 5G : Thought Leader

Jan Diekmann, Head of Business Development and Manufacturing at Ericsson Enterprise Wireless Solutions, explores how private 5G is transforming the factory floor by empowering workers with real-time connectivity, intelligent technologies, and collaborative digital tools.

By

Lily Sawyer

Jun 30, 2026

Read More

Manufacturing Insights

An Interview with Owen Power, CEO of Greenvolt Next UK and Ireland : The 1-2-1

Owen Power, CEO of Greenvolt Next UK and Ireland, discusses how the right energy choices can give a competitive advantage in a volatile market.

By

Neil Perry

Jun 30, 2026

Read More

Aerospace & Defence Manufacturing

Lockheed Martin : Greater Readiness

Lockheed Martin Aeronautics delivers innovative solutions to support ever-evolving mission needs. We speak to Vice President of International Business Development, Stephen Sheehy, about an exciting wave of next-generation innovation.

By

Ed Budds

Jul 3, 2026

Read More

The Question

Melton Chang

Executive Vice President, Power Systems Division, Schneider Electric

Read More

Jo Gibert

Technology Director, Manufacturing and Industrial lead, GSMA

Oriana Raabe

Vice President of Sustainability and Corporate Innovation, Pentair

Saskia van Gendt

Chief Sustainability Officer, Blue Yonder

Andrew Hammond

Product Marketing Manager, Renewable Energy, Panduit

Dr. Dale Nesbitt

CEO, ArrowHead Economics

Emily Prior

Chief Growth Officer, Secaro

Evan Ling

Managing Director, AArete

Jack Smith

Founder and Managing Director, JSJ UK

Jeff Irvine

Vice President, Sustainability, Energy and Climate Change, WSP

Jo Hannaford

Product Director, POWWR

Joe Garteski

Director of Manufacturing, Fastenal

Judy te Breuil

Head of Business Development, Wewise

Lachlan Buirds

CEO, Edale

The post Manufacturing Outlook Issue 12 appeared first on Manufacturing Outlook.

Jan Diekmann, Head of Business Development and Manufacturing at Ericsson Enterprise Wireless Solutions, explores how private 5G is transforming the factory floor by empowering workers with real-time connectivity, intelligent technologies, and collaborative digital tools that are redefining the future of manufacturing.

Modern manufacturing has evolved into one of the most technologically advanced and human-centric industries to build a career in. 

Today’s leading factories are increasingly defined by intelligent automation, real-time data, immersive technologies, and digitally connected operations that are transforming how people work. 

But a critical talent shortage in the industry is already impacting productivity, innovation, and the long-term competitiveness of its businesses.  

In the UK, 42 percent of the country’s 49,000 manufacturing vacancies are classified as skill-shortage roles.  

Yet the challenge facing manufacturers is not simply attracting more workers. It is demonstrating that, despite the factory floor being associated with manual processes, the reality is far from outdated. 

Rather than replacing workers, digital technologies are enabling employees to make faster decisions and collaborate more effectively, allowing them to take greater control over increasingly complex environments. 

Private 5G is integral to this transformation. Its superior connectivity supports workers, machines, and applications more reliably across the production environment, even in challenging radio conditions. 

Seamless mobility ensures workers’ devices remain stable and connected as they move around sites, whilst delivering the appropriate quality of service for different applications on a single network. This allows everything from critical industrial systems to workforce communications to be supported. 

As such, the enablement of Industry 4.0 matters because the future competitiveness of manufacturing depends not only on improving operational efficiencies, but on creating workplaces that appeal to a new generation of digitally skilled talent. 

Manufacturers should demonstrate that industrial careers offer the same opportunities for innovation, creativity, and skill development as other technology-driven sectors. 

RESHAPING THE WORK EXPERIENCE 

Digital transformation is changing the face of manufacturing. Connected technologies are reducing operational friction, improving access to expertise, and enabling employees at every experience level to contribute more confidently and effectively. 

At Ericsson’s smart manufacturing facility in Estonia, for example, augmented reality (AR)-guided workflows are used to overlay step-by-step visual instructions directly onto physical equipment.  

This approach reduces time spent navigating manuals and can cut troubleshooting time by up to 50 percent, allowing employees to perform complex tasks with greater accuracy and confidence. 

There’s also greater demand for making informed operational decisions in real time to improve productivity, but also give people greater ownership over outcomes.  

Connected sensors and digital dashboards provide workers that immediate visibility into production performance, so they can see how their actions influence quality, efficiency, and machine health, helping to create more engaging and collaborative working environments. 

Safety measures are also being improved. Connected systems can monitor environmental conditions such as air quality, temperature, and noise levels, whilst wearable devices track worker well-being and ergonomic risk.  

These insights enable proactive interventions that reduce the likelihood of injury whilst supporting safer collaboration between humans and machines.  

For example, Audi has tested robotic systems that can automatically halt when a worker enters a designated zone.  

Together, these capabilities fundamentally reshape the worker experience, enabling employees to focus on higher-value tasks, and develop new skills within a safer, more responsive environment. 

UNLEASHING SMART MANUFACTURING 

As factory floors become more digitally advanced, workers are empowered by staying connected to information, expertise, and operational systems. 

Traditional wired infrastructure and fragmented wireless networks have limitations that disrupt workflows and slow decision-making.  

Private 5G is changing this dynamic by creating highly reliable and secure connectivity across complex industrial environments. For workers, this means being able to move seamlessly and maintain uninterrupted access to the tools and insights needed to make informed decisions in real time.  

These technologies don’t remove humans from manufacturing environments but place them more firmly in control. 

By removing connectivity barriers, manufacturers can create more flexible, collaborative workplaces where employees are empowered to respond and solve problems faster and work more safely alongside advanced automated systems.

EQUIPPING THE WORKFORCE FOR THE FUTURE 

As Industry 4.0 accelerates, the role of workers will increasingly shift from operating isolated systems to supervising intelligent, highly connected environments. 

In next-generation factories, industrial artificial intelligence (AI), together with large language models or small language models, will directly provide guidance and advice to workers. 

Workers will be empowered to make faster strategic decisions, adapt processes dynamically, and collaborate across locations using live operational data and immersive digital tools.  

However, these systems are only as good as the data that feeds it. The information from internet of things (IoT) devices, machines, and workers themselves needs to be easily shared and processed by reliable connectivity infrastructure.  

Training and skills development are also evolving rapidly and positively shifting how manufacturing careers are perceived.  

Virtual reality simulations already allow workers to practise complex procedures in controlled environments, accelerating learning whilst reducing future risk. 

At the same time, high-resolution video and AR tools enable on-site teams to collaborate with remote specialists in real time, ensuring expertise can be accessed whenever and wherever it is needed. 

BUILDING THE FOUNDATIONS OF SMART FACTORIES 

Private 5G represents far more than keeping machinery and devices connected. It is redefining the relationship between people and technology across the manufacturing sector. 

As workers tap into real-time insights, collaborate more seamlessly and safely, and adapt their ways of working, private 5G creates environments where human expertise is amplified by intelligent technologies rather than replaced by them.  

As modernisation efforts continue, investment in advanced connectivity will allow manufacturers not only to improve productivity and resilience, but to attract and retain the next generation of industrial talent.  

Transforming the manufacturing talent equation comes down to redefining the industrial work experience with more empowerment, reliable connectivity, and digital collaboration.

The post Transforming the Factory Floor with Private 5G : Thought Leader appeared first on Manufacturing Outlook.

As a subsidiary of Dassault Systèmes, DELMIA is on track to shape the manufacturing industry of the future. We speak to Guillaume Vendroux, CEO, about the cutting-edge 3DEXPERIENCE platform and the significance of its partnership with NVIDIA.

BRIDGING THE REAL AND VIRTUAL WORLDS

Multinational corporation Dassault Systèmes (Dassault) has become a titan of the software landscape.  

Established in 2000, DELMIA is Dassault’s comprehensive digital manufacturing and supply chain brand for its global operations.  

“DELMIA’s applications empower manufacturing, supply chain, and service organisations to plan, manage, optimise, and execute how they run their end-to-end value networks on Dassault’s 3DEXPERIENCE platform,” introduces Guillaume Vendroux, CEO of DELMIA.  

Indeed, the company connects operations in both the real and virtual worlds, helping businesses to evaluate and make better decisions that improve agility, cost, margins, service, and sustainability.  

Since launching the brand over 25 years ago, Dassault has developed and expanded DELMIA from a pure focus on digital manufacturing to a full global operations portfolio.  

“DELMIA offers tailored solutions for diverse sectors, from discrete manufacturing to process manufacturing and the supporting supply chains. We help customers across a wide range of industrial sectors such as life sciences, metals, high tech, aerospace, industrial equipment, and transportation and mobility,” he surmises.     

UNIFIED ENVIRONMENT 

3DEXPERIENCE is Dassault’s business and innovation platform that creates a unified environment, connecting people, data, and processes across organisations’ ecosystems, including the entire manufacturing lifecycle.  

The platform powers DELMIA’s applications, enabling the company to deliver operations-focused solutions that drive efficiency, agility, and innovation. 

Its core manufacturing capabilities include a single version of the operational truth.  

“By centralising all data, 3DEXPERIENCE eliminates silos between engineering, manufacturing, and supply chain teams, ensuring everyone works from the same accurate, up-to-date information,” Vendroux details.  

The platform also creates a state-of-the-art virtual twin experience, whereby manufacturers can model, simulate, and optimise processes in a virtual environment before execution.  

This uses highly accurate virtual models of products and production lines to maximise operational efficiency when executing the project in the real world.  

3DEXPERIENCE additionally grants users with greater control and visibility. DELMIA’s specialised applications are presented as ‘roles’, providing users with tailored apps for their needs and delivering an impactful user experience and collaborative decision support within their operations, factories, and supply chains.

EXPANDING CAPABILITIES  

Significantly, DELMIA extends Dassault’s capabilities beyond design and engineering into production and logistics. 

Case in point, the company bridges the real and virtual worlds through applications like DELMIA Augmented Experience, which brings digital data to operators on the shop floor via augmented reality (AR) to enhance assembly and maintenance processes.  

Elsewhere, the company provides world-class operations management services, shifting Dassault’s expertise into manufacturing execution systems (MES) and manufacturing operations management (MOM).  

“This enables control of global production sites and synchronises operations across production, quality, warehousing, and maintenance,” highlights Vendroux.  

From a supply chain perspective, DELMIA’s specialist apps facilitate artificial intelligence (AI)-driven planning capabilities to solve complex supply chain and workforce challenges by combining optimisation, ‘what if’ scenario planning, and a real-time understanding of activities for optimal results. 

BREAKTHROUGH INDUSTRIAL AI ARCHITECTURE   

Earlier this year, Dassault partnered with NVIDIA, integrating the latter’s Omniverse physical AI libraries into DELMIA virtual twins – establishing breakthrough industrial AI architecture.  

“NVIDIA contributes physical AI and accelerated computing, enabling the simulation of robotics-grade physics and perception at scale. DELMIA delivers a semantically rich virtual twin of production systems, connecting design intent to real-world execution,” Vendroux outlines.  

The company’s partnership with NVIDIA is building an industrial AI platform comprising three pillars: a new architecture with AI for scale, science-validated industry world models, and an agentic platform grounded in science and industry. 

“We are supporting our customers with mission-critical reliability and scalability, scientific accuracy, traceability, and regulatory compliance. This includes constructing the foundation for agile, software-defined production,” he adds.  

This combination empowers manufacturers to design, simulate, and operate complex systems with unprecedented confidence and precision.  

By testing autonomous behaviour in realistic virtual conditions, companies can prove changes virtually before implementing them, minimising commissioning surprises, optimising material flow, and validating how production should respond to change.  

“The result is the emergence of software-defined production systems where human-led decisions are supported by AI that tests and validates options in the virtual twin. This creates a feedback loop where the virtual world validates better outcomes for the real world, driving faster adaptation with reduced risk and rework,” continues Vendroux.

THE FUTURE OF MISSION-CRITICAL AI 

The partnership between Dassault and NVIDIA aims to revolutionise mission-critical AI and drive long-term value creation across manufacturing and logistics by establishing a robust industrial AI foundation.   

The collaboration addresses the limitations of traditional production systems, which struggle with rigidity and real-world variability.  

It introduces agile, software-defined production powered by virtual twin technology and physical AI to foster a new era of autonomous systems.  

The impact of this partnership extends beyond operational efficiency. By minimising physical prototyping and optimising resource use, the collaboration supports sustainability goals, reducing waste and energy consumption.  

“It also lowers the barriers to innovation, allowing manufacturers to experiment with new layouts, workflows, and automation strategies in a risk-free virtual environment. This agility ensures adaptability to market demands and positions manufacturers to remain competitive,” Vendroux notes.   

Ultimately, the Dassault-NVIDIA collaboration is about building the factories of the future – autonomous, efficient, and sustainable – whilst setting a new standard for mission-critical AI in manufacturing and beyond.  

The partnership is poised to revolutionise modern manufacturing over the next five years by enabling agile, software-defined production systems through a robust industrial AI foundation.  

Dassault and NVIDIA will shape the future by accelerating adaption and scaling, enabling autonomous production, driving sustainability, fostering innovation, and establishing a new industrial AI standard.  

“In summary, this partnership will enable manufacturers to build autonomous, efficient, and sustainable factories, transforming the industry and setting a new standard for modern manufacturing,” Vendroux concludes.

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