Henkel Adhesive Technologies has modernised its Packaging Competence Centre in Düsseldorf, Germany, to meet the evolving demands of the packaging industry, serving as a central industrial hub that drives hands-on collaboration.

TURNING IDEAS INTO INDUSTRIAL REALITY  

Henkel Adhesive Technologies (Henkel) has unveiled its modernised Packaging Competence Centre in Düsseldorf, Germany, created to support customers in developing and scaling next-generation packaging solutions. 

The investment comes as the packaging industry responds to tightening sustainability regulations, increasing demand for circular packaging, and growing digitalisation across manufacturing operations. 

Designed as a collaborative innovation hub, the upgraded facility enables customers and partners to test, refine, and scale adhesive and coating technologies under realistic production conditions. 

“The choice of adhesive or coating made today are defining the packages that will reach the shelves tomorrow,” says Dirk Martin, Head of Henkel Packaging Adhesives and Coatings in Europe.  

ADVANCING INDUSTRY COLLABORATION  

The modernisation follows Henkel’s strategic partnership with Nordmeccanica, announced in May 2025, focused on driving innovation and sustainability within the flexible packaging sector. 

New equipment installed at the site includes Nordmeccanica’s Super Combi 5000 and Super Simplex SL e800 machines, supporting standard lamination and coating processes widely used throughout the industry. The facility also features five flexible application trolleys with gearless flexo coating technology, alongside enhanced digital systems for process monitoring and data collection. 

Henkel states the upgraded centre reflects the latest industrial standards whilst allowing customers to validate solutions before introducing them at industrial scale. 

“A strategic partnership only creates value when it delivers results in practice,” says Nordmeccanica Vice President Vincenzo Cerciello.  

SUPPORTING THE SUSTAINABLE TRANSITION  

According to Henkel, the facility has been designed to support the industry’s transition towards recyclable packaging solutions and reduced use of chemicals of concern. 

“The site is built for where the industry is heading: recyclable solutions and fewer chemicals of concern,” says Kai Ethner, Director of Application Engineering for Henkel Packaging Adhesives and Coatings in Europe.  

“For example, coatings are essential to this transition, enabling the functional mono-material packaging designs the market increasingly demands. With a particular focus on gravure and flexographic coating applications for plastic and paper substrates, we are helping our customers test faster, scale sooner, and bring recyclable solutions to market with greater impact. Henkel is covering its complete product portfolio ranging from solvent-free, water-based, solvent-based, as well as coatings solutions.” 

Alongside developments in flexible packaging, Henkel has also expanded its testing capabilities for pressure-sensitive adhesive applications. For example, the updated laboratory area now includes modern coating systems together with UV activation and measurement technologies to support the specialty tapes and labels market. 

END-TO-END SUPPORT 

The Packaging Competence Centre also connects directly with the neighbouring Inspiration Centre Düsseldorf, enabling customers to access support across the entire product lifecycle, from chemistry development and application testing through to recyclability testing and training programmes. 

Henkel additionally offers customer support initiatives including the Converter’s Academy and PSA Academy to help businesses strengthen understanding of application technologies and accelerate implementation into production environments. 

“Achieving our number one target, true sustainability in packaging, demands strong collaboration across the value chain,” says Ethner.  

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Adrian Wood, Director of Strategic Business Development at DELMIA, gives his insight into why manufacturers need to move beyond ageing IT and spreadsheet-driven planning and adopt model-based governance built on a unified data transformation.  

Replacing legacy systems  

How often have you had that sinking feeling when seeing a late engineering change order? Do you relive the stress of the cascading events? Someone updates a spreadsheet schedule, someone else updates a Manufacturing Bill of Materials (MBOM) extract, a supplier works off an old revision, and the shop floor discovers a feasibility issue during ramp-up. 

Spreadsheets and legacy systems aren’t inherently “bad tools”; they were just not designed to support the complexity and speed of today’s manufacturing environments. These tools might be able to scale information within their own scope but can’t provide the digital thread that orchestrates information across silos and reveals the true impacts of changes. 

The overall business impact of inaction includes slower time-to-market, lower productivity, and higher costs related to quality and scrap. This, of course, also means there is a significant opportunity and ROI to transformation! 

What does transformation look like? 

Don’t think about transformation as just new software; it’s really a shift to a process of model-based governance that uses a unified data foundation and empowers the workforce to make better decisions and drive innovation at greater scale. 

Today, your teams are probably spending significant amounts of effort translating and reconciling: engineering hands-off documents, manufacturing rebuild definitions, planning re-enter constraints. In the transformed world, the enterprise works from a shared, living definition, so change becomes faster, safer, and repeatable. 

Here are some of the key elements to consider when thinking about the best practices of transformation: 

• A Unified Data Foundation – Transformation accelerates when teams start to use (and trust) a single source of truth. Therefore, a common data model is key to connecting critical information across product definition, process plans, resources, and constraints. This allows seamless versioning, traceability, and the knowledge that the “current state” is always known. 

• Orchestration Between Silos – Eliminating “translation loss” between engineering and manufacturing is the biggest “leap” in the transformation. Being able to rapidly see the impact of changes eliminates the need for costly, real-world corrections (seeing the impact on lines, tooling, suppliers, work instructions, etc.). Note that this link is bi-directional, so that governance works whether it starts upstream or downstream. 

• Virtual Twin Simulation – Feasibility needs to be proven before you commit to execution. This can only be efficiently accomplished in the virtual model of the production systems. Virtual twin technology leverages the unified data model and permits the governance for teams to experiment and visually analyse impacts and innovation in a scientific and collaborative environment. 

• AI-Assisted Decision Support – Developing “optimal” plans requires humans to let the algorithms do the heavy lifting. The complexity of manufacturing operations leads to an almost infinite array of possibilities based upon real-world constraints and changes to demand and supply. Artificial intelligence has become adept at consuming vast amounts of real-time (and historic) data to help guide planners to make better decisions that are feasible and trusted. 

Although there are more aspects to a complete transformation, high-tech manufacturers are leveraging these foundational elements to move away from manual methods and disconnected tools. Being able to align around trusted data, simulate, and make optimised decisions allows them to consistently respond faster and with less risk. 

What are the results? 

Leaders care about impacting the core elements of their products and business: speed, cost, quality, service, and risk. There are many daily inefficiencies that are the root causes of poor business performance, but digital transformation can address all of these with significant results. Below is an analysis of existing challenges and their results once the transformations have taken place.  

• ECO meetings debating whose file is correct: instant impact analysis of the virtual twin 

• Ramp issues discovered in pilot builds: feasibility proven as part of design and engineering 

• Schedulers chasing parts in spreadsheets: constraint-aware schedules with what-if scenarios 

• Training via tribal knowledge: visual, validated work instructions (and ergonomic checks) 

• Quality investigations via email threads: traceability to exact revision, lot, and operation 

There are, certainly, many more examples of root-cause challenges, but the broad scope of virtual twins allows companies to model and simulate almost any part of the process needed, and the scientific accuracy is able to capture any level of detail. 

How to get started 

A good place to start is usually where the biggest challenge or impact occurs, although it is feasible to run smaller pilots (especially if the company is new to transformation, AI technology, or perhaps has a “shaky” data foundation).  

Regardless, choosing a single value stream is appropriate; that could be NPI ramp, ECO responses, quality escapes, etc. This ensures that there will be defined goals and stakeholders to drive the process. 

Next, companies should focus on building the core backbone of the model (including data) to define the product, processes, resources, and constraints. Developing this virtual twin is key because making confident and trusted decisions relies upon a solid foundation. 

After these steps, companies can start to define and experiment with the connection points and governance between engineering and manufacturing. This stage provides the first steps into the “playground” that will become the centre of the transformation, allowing stakeholders to not only align on common models and decisions, but also experiment with new ideas and opportunities for innovation. 

Finally, as each decision is made, the virtual twin can validate and record the outcomes and provide a closed loop from execution back to engineering that drives continuous improvements. 

What is the value? 

Of course, it depends upon the problem that you’re solving, but the important takeaway is that the transformation of day-to-day operations does impact all of the critical business goals that leaders will be expecting. 

• Faster ramp/fewer late changes 

• Lower scrap/rework and fewer quality escapes 

• Better schedule adherence and service levels 

• Lower inventory buffers and less obsolescence 

• Higher engineering productivity and repeatability across sites 

It’s important not to forget the value of the human element of transformation. There are many warnings that digital transformation and AI will reduce and eliminate the manufacturing workforce, but they are not completely justified.  

Firstly, most manufacturers are still struggling with gaps in workers and skills, so some of the transformation will help to fill the empty space, but existing workers will also benefit from becoming far more productive and consistent. 

For further evidence, Panasonic Connect is an example of a company that has undergone digital transformation to great effect. Originally facing problems of static spreadsheets, a lack of real-time collaboration, and the challenge of the “data drift” between engineering and the shop floor, Panasonic Connect looked to DELMIA solutions for help. 

DELMIA allowed Panasonic Connect to move away from analogue and fragmented data to a unified platform. By digitising its expertise and connecting to a “Single Source of Truth,” Panasonic Connect was able to visualise the entire factory in real-time. This transformation allowed them to track progress accurately and synchronise global operations; a direct result of replacing “Ageing IT” with the 3DEXPERIENCE platform. 

DELMIA centralised and managed the unorganised data and analogue info, and because of that, was able to track in real-time the overall factory line operations of Panasonic Connect. 

Spreadsheets and ageing IT really can’t keep up with high-tech manufacturing complexity. This means changes propagate slowly, issues surface late, and teams waste time reconciling data instead of improving performance. 

About the author  

Adrian Wood is the Strategic Business Development at DELMIA. He has spent over 20 years in customer-facing positions ranging from sales and marketing to fulfilment and account management.  

Wood’s career focus has been on problem-solving and development within emerging and rapid growth segments to enable customer success across a wide range of industries, from tech to retail and logistics across multiple disciplines such as supply chain, manufacturing, simulation, and analytics. 

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Rockwell Automation has released findings from its 11th annual State of Smart Manufacturing Report, revealing significant outcomes about the importance of digital transformation in the global manufacturing landscape. 

DIGITAL ADOPTION MOVES BEYOND THE PILOT PHASE  

A new global study from Rockwell Automation has found that digital transformation is now viewed as a business necessity by manufacturers worldwide, with 90 percent saying it is essential to remain competitive.  

The findings come from the company’s 11th annual State of Smart Manufacturing Report, which surveyed more than 1,500 manufacturers across 17 countries. The report highlights a significant shift in the sector, with organizations focusing less on whether to adopt digital technologies and more on how to scale them effectively and generate measurable value.  

According to the study, manufacturers are increasingly moving beyond small-scale pilot projects and embedding smart manufacturing technologies into day-to-day operations. Nearly six in 10 respondents said they are actively using smart manufacturing technologies operationally, while only 18 percent remain in pilot mode.  

The report also found that around one-third of operating budgets continue to be allocated to industrial technology initiatives, signaling sustained long-term investment in digital transformation strategies. 

AI AND CONNECTED OPERATIONS DRIVE INVESTMENT  

The research points to growing adoption of artificial intelligence (AI) and connected technologies across manufacturing operations. Manufacturers are increasingly investing in tools that support resilience, productivity, and data-driven decision-making.  

“Across the industry, manufacturers are facing more complexity and pressure than at any point in the last decade,” says Blake Moret, Chairman and CEO.  

“What stands out in this year’s research is not just the challenges, but how leaders are responding – by making digital transformation a core operating priority. The organizations that are seeing results are those that connect technology, people, and processes to turn insight into better decisions, stronger performance, and greater resilience.”  

The study identified AI augmentation as a growing trend within manufacturing operations, with businesses increasingly integrating AI-enabled systems into production environments and operational workflows.  

At the same time, manufacturers continue to face challenges related to cybersecurity, operational complexity, and making effective use of the large volumes of industrial data being collected. 

FOCUS SHIFTS TO MEASURABLE OUTCOMES  

The 2026 report suggests the manufacturing sector has reached a turning point in its digital maturity, with companies increasingly prioritizing execution and measurable returns on investment over experimentation.  

The research draws on more than a decade of global manufacturing data and examines how organizations are strengthening operational resilience, improving adaptability, and transforming workforce capabilities through digital technologies.  

Industries represented in the survey include food and beverage, automotive, semiconductor, consumer packaged goods, energy, and life sciences, with participating companies ranging from organizations generating USD$100 million in revenue through to businesses exceeding $30 billion. 

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BCG report finds AI-enabled factory transformation could deliver productivity gains of up to 60% while reshaping global production strategies

Rewriting the Rules of Global Manufacturing

Artificial intelligence, automation and digital manufacturing systems are rapidly changing the economics of industrial production, according to a new report from Boston Consulting Group and the BCG Institute. The findings suggest manufacturers that modernize production facilities with factory of the future technologies could unlock productivity gains of up to 60% and strengthen competitiveness even in traditionally high-cost regions.

The report, How the Factory of the Future Is Reshaping the Economics of Manufacturing, combines a global survey of 1,000 manufacturers with proprietary quantitative analysis examining how AI-enabled production systems are transforming manufacturing operations at scale.

Factory Transformation Becomes a Competitive Imperative

The report argues that competitiveness in manufacturing is no longer determined primarily by labor cost differences or offshoring strategies. Instead, performance increasingly depends on how effectively manufacturers redesign and deploy advanced production setups.

According to the report, upgrading facilities with factory of the future capabilities can now outperform offshoring strategies, even when lower-cost countries also adopt advanced manufacturing technologies.

Without these upgrades, roughly $1.03 trillion of manufacturing value is at risk of relocation out of Western Europe, while another $440 billion is at risk in the United States.

“Manufacturers are entering a new era where competitiveness is no longer defined by static cost comparisons, but by how effectively they can redesign production setups end to end,” said Daniel Kuepper, BCG managing director and senior partner, fellow at the BCG Institute, and coauthor of the report. “The factory of the future is fundamentally changing how companies create value and how they think about where to produce.”

AI and Automation Drive End-to-End Production Gains

The report highlights how AI-powered production environments are being redesigned holistically to improve multiple operational metrics simultaneously, including energy consumption, material efficiency, throughput and yield.

As manufacturers contend with geopolitical uncertainty and increasing supply chain volatility, advanced manufacturing technologies are also becoming central to regionalization and resilience strategies.

The report notes that production footprint decisions are increasingly shaped by a facility’s ability to deploy highly productive factory of the future technologies rather than solely by labor arbitrage or logistics economics.

This shift is particularly important for manufacturers seeking to produce closer to end markets while maintaining competitiveness.

Manufacturing Benefits Vary by Sector and Geography

BCG’s analysis found that the benefits of factory of the future adoption differ significantly depending on sector characteristics and regional cost structures.

Higher-cost manufacturing regions stand to gain more from automation of labour-intensive processes, energy optimization and improved production efficiency, helping narrow competitiveness gaps with lower-cost markets.

Sectors with higher logistics costs, including food and beverage manufacturing, may see additional advantages from producing closer to customers.

The report also identifies workforce capabilities and digital infrastructure as critical enablers of advanced manufacturing adoption. In the BCG Institute survey, 87% of respondents said access to talent and skills had become more important for sustaining factory of the future deployment, while 69% identified digital infrastructure as increasingly critical.

Advanced Manufacturing Reshapes Global Production Strategy

The report concludes that manufacturers must increasingly align technology deployment with broader production footprint strategies as the global manufacturing landscape becomes more dynamic.

Rather than relying on traditional cost comparisons, companies are being pushed to evaluate how advanced production technologies can redesign operations and unlock new value across manufacturing networks.

“Companies that integrate footprint strategy with advanced manufacturing capabilities will be best positioned to compete in the decade ahead,” Kuepper said.

The full report, How the Factory of the Future Is Reshaping the Economics of Manufacturing, is available from Boston Consulting Group.

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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.

ROBUSTNESS IN THE DNA

The beginnings of SIP Strojna Industrija (SIP) date back to 1954, when ‘Agroservis’ was established in Šempeter, Slovenia, as a cooperative craft plant for the maintenance and repair of agricultural machinery.

Six years later, production of agricultural machinery began, and in 1967 Agroservis was renamed to SIP – an acronym for ‘Strojno Industrijsko Podjetje’.

In the second half of the 1960s, following cooperation with international partners such as Pöttinger (Austria) and PZ Zweegers (Netherlands), SIP introduced its first line of grassland harvesting equipment.

Today, its headquarters, as well as its only R&D and production site, are located in Šempeter, within Savinja Valley.

“Over the years, we’ve experienced both ups and downs, but the vision of our owners and the hard work of our team have brought us to our current position in the industry,” introduces Management Board Member, Andrei Cosovici.

“We operate in a highly competitive environment – smaller players have practically disappeared, whilst large companies are 10, 20, or even more times bigger than us,” he describes.

Whilst these larger brands offer comprehensive digital ecosystems and extensive support services alongside their products, SIP has invested significant effort in strengthening customer support, having made substantial progress in this area as it forges a strong and reliable reputation within the industry.

However, new challenges are already emerging – on one hand, SIP is facing increasing competition from low-cost machinery, particularly from Turkey, India, and China, which is targeting smaller farms.

“On the other hand, large professional farmers and contractors are increasingly adopting precision farming tools and tracking systems, whilst electrification, autonomy, and other technological trends seen across countless industries are also making their way into our sector,” Cosovici explains.

A JOURNEY THROUGH THE INDUSTRY

Cosovici’s experience in the manufacturing industry began when he was young. His grandfather was a blacksmith, allowing him to spend much of his childhood in and around the workshop, whilst his uncle was an engineer, and his mother worked in agricultural machinery development.

“Because of my early exposure to the industry, it felt like a natural path for me to pursue a technical education and study mechanical engineering.

I first walked through SIP’s doors in 1998, when I was managing cooperation between SIP and Moldagrotehnica, a business from my hometown of Balti in Moldova, where I had been working briefly as a design engineer,” he recalls fondly.

In 2003, SIP underwent a process of ownership restructuring, and the majority shareholders invited Cosovici to join the team responsible for rebuilding the company.

“I started at a time when the company lacked its own production capacities and relied heavily on imported welded assemblies, laser-cut sheet metal, and turned parts. Through intensive modernisation over the past two decades, we have brought key parts of this former outsourced production back in-house.”

Alongside managing cooperation, he began opening new markets in Eastern Europe, quickly becoming a permanent member of the sales team. After eight years of gaining valuable experience, he took on the role of Head of Sales, followed by Sales and Marketing Director – a position he held for 11 years.

“In 2022, I was appointed to the Management Board, gradually transitioning from an operational sales role to a strategic one. Today, I coordinate the company’s strategy and business development,” Cosovici informs.

RESPONSIVE BUSINESS PARTNER

The overarching vision for SIP is to produce robust, reliable machines for mowing and grassland harvesting, as well as deliver responsive service support, meeting the demands of its myriad end users.

“Our state-of-the-art machinery stands out because of its simplicity of use and unique robust construction, which offers excellent durability,” acclaims Cosovici.

“Robustness is in SIP’s DNA – beyond durable construction, we place strong emphasis on quality, and our fully integrated material flow allows us to control all production processes.”

Recently, the company has directed its focus on investing heavily in automation, robotics, and in-house production of critical components, enabling less dependence on external suppliers – a crucial advantage in today’s volatile global supply environment.

In an evolving and increasingly constrained labour market, it is also essential to transfer repetitive operations to machines. 

“Today, over 70 percent of our welding is performed robotically – SIP supports planning and traceability across production, procurement, and logistics, and all this strengthens our reliability as a partner,” he passions.

WELCOMING NEWCOMERS

SIP continuously monitors various risks – across business, market, political, and global—and adapts both strategically and tactically to overcome adversity.

“We limit original equipment manufacturer (OEM) partnerships to one-third of our business to maintain flexibility and diversify risk. This allows us to adjust our business model and offset fluctuations by collaborating with partners from other industries when needed,” Cosovici reveals.

While SIP acknowledges it cannot influence global events such as wars, it can, however, adapt its operations to minimise their impact.

Meanwhile, aside from the agricultural industry, SIP has expanded production facilities to become a sustainable, agile, close, and reliable business-to-business (B2B) partner for other industries that could manufacture machines with the company.

Furthermore, SIP is a reliable partner for newcomers out of its current industry – for other manufacturers.

“Another crucial milestone has been the establishment of subsidiaries in strategic markets, enabling closer customer interaction and stronger dealer networks. This has proven to be a sound strategic decision,” he adds.

GLOBAL EXPANSION

Today, SIP’s portfolio consists of more than 140 products across three main segments – agile machinery for small alpine farms, robust equipment for medium-sized livestock farms, and a heavy-duty range designed for the most demanding users.

“Right now, we employ around 250 people and collaborate with approximately 50 external partners to maintain flexibility and specialised expertise,” Cosovici expands.

“To stay optimally positioned within key markets, we have established subsidiaries in France, Germany, and Poland, whilst in other markets we operate through distribution agreements,” he tells us.

Meanwhile, in addition to its domestic market, where SIP holds a 50 percent market share, the company has worked hard to become well established in Austria, Switzerland, Italy, the Netherlands, Ireland, the Czech Republic, Australia, and New Zealand.

Promising opportunities are also emerging in Argentina, and regarding its entry into the US and Canada, the company has formed a strategic partnership with a local manufacturer, whereby its products will be marketed under a domestically recognised US brand.

“As a relatively small company, we stand out through our agility and flexibility in developing new solutions and machines. Around 10 percent of our total portfolio is currently in development, reflecting our ambition to become a leading specialist in grassland harvesting equipment.”

SIP’s success is not the result of a single factor – it is a combination of a renewed product portfolio, expansion into new markets, and, importantly, the strengthening of its dealer network with higher-quality partners.

CENTRE OF EXCELLENCE

As a key passion point for the company, SIP’s approach to corporate social responsibility (CSR) is practical and strongly locally focused.

“We are deeply embedded in our environment and our new SIP Centre, built two years ago, also serves as a venue for social events,” details Cosovici.

“At present, we collaborate with local primary and secondary schools as well as universities, giving insight into mechanical engineering in practice.”

The SIP Centre, whilst embodying the SIP brand, does not infringe crudely on the environment, but rather enriches it with a large, green square surrounded by trees instead of a fence.

Not only a showground for the company’s new machinery, this game-changing hub also acts as a learning centre for both customers and users, and a conference hall that can host up to 200 people. In addition to these spaces for the general public, there are also offices and meeting rooms designed for SIP teams.

Beyond this, SIP supports numerous associations and has sponsored a local first-division volleyball club for over 30 years.

“Our events are thoughtfully designed to benefit employees, the local community, and other stakeholders, often including our customers and their products. We also maintain an internal charity-based initiative where employees can engage in various CSR work,” he prides.

“We believe long-term success is closely linked to the development of the community in which we live and work,” Cosovici divulges.

70 YEARS OF SUCCESS

Over the last seven decades, SIP has expertly navigated numerous technological and market shifts, continuously adapting – from licensed production in the 1960s to today’s in-house development and manufacturing excellence.

“We aim to build on our legacy by staying true to our key characteristics of robustness, practical solutions, and close ties to agriculture, whilst further enhancing our expertise through innovation, digitalisation, and people development – ensuring our success in the decades to come,” Cosovici assesses.

After two difficult years in 2023 and 2024, SIP was among the few companies in the agricultural machinery sector to reverse the trend in 2025, achieving an impressive 10 percent revenue growth.

Forecasts for the current season are promising, with the company’s order book doubling already compared to last year.

“Moving forward, we remain cautiously optimistic. As a specialist in a niche segment, we do not aim to diversify our core product portfolio produced in Slovenia, but we are focused on expanding into new markets and actively managing market-related risks,” he concludes firmly.

The post SIP Strojna Industrija : Robustness in the DNA appeared first on Manufacturing Outlook.

Creating building envelopes that redefine energy efficiency, safety, and design, Kingspan 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.

BETTER BUILDINGS FOR A BETTER WORLD

“This is a very exciting time to be in our industry. Construction is changing fast, and manufacturers have a real responsibility to support that change.

“It’s no longer only about supplying a product at the right price. Customers need solutions that deal with fire safety, energy performance, sustainability, regulations, speed of build, and long-term reliability. The role of a company like ours is becoming more about partnership, technical confidence, and reducing risk for the customer.”

This insight from Jan Ryšavý, Managing Director BU Nordics and BU RoW at Kingspan Insulated Panels (KIP), directly addresses the crucial role that those in the manufacturing industry are playing in the global economy.

Ryšavý’s experience in the sector places him at the forefront of this transformation.

With a career that has logically and fluently developed across international business, finance-led commercial management, construction products, and manufacturing, he has observed how, although individual sectors have changed, the common hurdles remain the same. Working with products where quality, technical performance, customer trust, and long-term value are essential.

“I was attracted to manufacturing because it brings together strategy and reality. You can develop a commercial plan, invest in capacity, improve processes, innovate products – and then see the outcome physically installed in buildings. The direct link between business decisions and real-world impact is motivating,” he insights.

Working in insulated panels and building envelope solutions, Ryšavý views the modern industry as one of the key drivers of change in construction.

With the sector needing solutions that support energy efficiency, safety, speed, architectural quality, and sustainability, manufacturing is where many of those ambitions become practical and scalable.

“That’s why I find the sector so exciting; it allows us to combine commercial leadership, technical innovation, and a meaningful contribution to the future of the built environment,” Ryšavý enthuses.

Leading the industry in this evolution is Kingspan – a global provider of energy-efficient insulation and building envelope solutions. Developing high-performance systems for projects around the world, the company serves industrial and commercial applications as well as residential, office, and administrative buildings.

Its core portfolio includes insulated roof and wall systems, architectural façade solutions, daylighting systems, and a wide range of system accessories.

“Kingspan is internationally recognised for its advanced insulation technologies and complete system solutions designed to enable lower-carbon, high-efficiency buildings,” explains Katja Gessner, Marketing Manager.

“In Kingspan Nordics, we carry two brands of sandwich panels. Together with the Kingspan brand, we produce and distribute Paroc Panel System – one of the leading manufacturers of high-quality insulated panel systems with a stone wool core. In 2026, the brand marked 40 years of innovation built around the core values of protection, durability, strength, and sustainability.”

BALANCING SUSTAINABILITY AND INNOVATION

Kingspan Nordics – a growing subsidiary of Kingspan – is on a mission to create sustainable building envelopes that redefine energy efficiency, safety, and design.

With a physical presence in Finland, Sweden, Norway, and Denmark, Kingspan Nordics’ focus is on being a system provider, supporting investors, architects, building designers, fire consultants, authorities, main and subcontractors, and installers, rather than material suppliers.

“Having aesthetically appealing, optimised products in the right place, at the right time, is our main agenda,” highlights Martin Holmberg, Commercial Sales Lead.

“We have a broad portfolio of insulated panels with QuadCore, Interpenetrating Polymer Network (IPN), or mineral wool (MIWO) cores, combined with all necessary accessories to create façades where only imagination sets the limit. Through technical expertise, verified performance, and responsible manufacturing, we help our customers meet today’s regulations and tomorrow’s sustainability goals.”

Specifically, within the company’s KIP CEME division, two of its strategic business units (BUs) – BU Nordics and BU Rest of the World (RoW) – are structured to address the organisation’s geographic diversity whilst maintaining strategic alignment.

BU Nordics is primarily focused on managing and expanding operations within the region across commercial, industrial, data centre, sport, leisure, and infrastructure sectors. Its role involves deepening market penetration, maintaining strong relationships with key stakeholders, and ensuring products and services are tailored to local regulatory requirements and customer preferences.

“Given the maturity and strategic importance of these markets, the unit often emphasises operational excellence, brand positioning, and sustainable growth,” details Mariah Naeem, Business Development and Specification Manager.

Meanwhile, BU RoW succeeds by driving expansion and capturing growth opportunities across a diverse set of international markets. This unit requires greater flexibility and a more dynamic approach, balancing market entry strategies with the scaling of existing operations.

Investing in R&D, forming partnerships, and adapting to market trends have been the focal points for the company’s long-term success.

“Together, these units create a balance between stability and innovation. One consolidates and strengthens the organisation’s position in its core markets, whilst the other broadens its global footprint and drives growth across new and developing markets. Success is demonstrated not only in their individual performance but also in how the teams complement each other,” Naeem explains.

DELIVERING EXCELLENCE IN COMPLEX ENVIRONMENTS

Pivotal to Kingspan Nordics’ success is upper management’s work to nurture sharp, high-performing teams whilst driving excellence in complex and premium project environments.

“These teams are built through clarity, trust, and shared purpose. In complex and premium project environments, success does not come from one individual function working well in isolation. It comes from commercial, technical, customer service, project engineering, manufacturing, and supply chain teams working together with a common understanding of the customer need and project outcome,” expands Ryšavý.

With customers expecting certainty around fire resilience, thermal performance, sustainability, lead times, and reliability, Ryšavý and his team focus on being not only commercially strong but also technically confident.

The company also ensures delivery excellence through structured reporting, clear priorities, and regular follow-ups, enabling teams to react quickly, communicate simply, and solve problems as knowledge leaders, not just product suppliers.

“My role as a leader is to set direction, create accountability, empower key people, and remove obstacles. Premium projects require resilience and a solution-oriented mindset. When a team has technical knowledge, ownership, and disciplined execution, it can deliver real value for customers,” Ryšavý asserts.

The continuous success of Kingspan Nordics’ teams can be directly observed through the company’s recent projects.

These include the Ahlsell Logistics Centre, Hallsberg, SNØ, Norway, Kokkola Sports Park, MUNCH Museum, Fujirebio Diagnostics’ GoCo Health Innovation City, Lumijälki 2, and S-Market Suutarila.

Specifically, the Ahlsell Logistics Centre, Hallsberg is a formidable project as Norway’s largest distribution centre. Located in the city of Eidsvoll and completed in 2025, the facility features an extensive solar cell system on the roof that produces more electricity than the building consumes in a year, leading to its ‘Very Good’ certification from the Building Research Establishment Environmental Assessment Methodology – Norway (BREEAM-NOR).

Additionally, the iconic MUNCH Museum, one of Norway’s most recognisable contemporary cultural buildings, was designed as a landmark waterfront project. It required façade and wall solutions combining architectural freedom, durability, and high-performance building standards.

Paroc Panel System supplied approximately 8,000 square metres (sqm) of insulated wall panels for the project, supporting the realisation of the museum’s distinctive modern appearance whilst meeting strict technical, fire resilience, and sustainability requirements. A key aspect of the project was the ability to merge architectural design freedom with long-term façade durability in a demanding marine environment.

Equally, Paroc Panel System supplied both external and internal insulated panels for several hyperscale data centre developments, primarily in the Helsinki metropolitan area, with total deliveries exceeding 150,000 sqm of panels. The projects form part of the ongoing expansion of digital infrastructure and cloud capacity across the Nordic region.

The projects include large-scale multi-building campus environments, some of which are currently under construction and planned for further expansion in the coming years. These developments highlight Paroc Panel System’s strong position in delivering high-performance building envelope solutions for critical infrastructure and technically demanding data centre facilities, where energy efficiency, durability, fire resilience, and fast installation are essential.

Finally, Fujirebio Diagnostics’ GoCo Health Innovation City project represents a unique combination of Scandinavian and Japanese architectural influences within a modern life science and laboratory environment.

The project features approximately 2,500 sqm of façade surface utilising Dri-Design aluminium cassettes integrated with Paroc Panel System insulated panels. The façade concept enabled both aesthetic flexibility and efficient installation whilst meeting the technical standards required for laboratory facilities.

GROWING IN THE RIGHT WAY

Crucial to Kingspan Nordics’ continued success are its partner and supplier relationships.

“Supply chain operations in our business are complex and tightly interlinked, requiring precise coordination across sourcing, manufacturing, logistics, and customer delivery,” insights Diana Patroiu, Divisional Procurement Director – KIP CEME.

At its core sits the procurement of critical materials, of which ensuring a stable supply, consistent quality, and price visibility is essential. On the operations side, production planning must be closely synchronised with incoming materials flows to avoid potential disruptions in raw materials, which can impact output efficiency and delivery commitment.

“Together with our suppliers, we are operating as partners rather than transactional counterparts, creating a more resilient value chain, reducing risk, and supporting competitiveness for all stakeholders involved,” states Patroiu.

As Kingspan Nordics looks ahead, the company’s main priority is to keep improving delivery for customers, especially in the more demanding and premium parts of the market.

The company has strong opportunities on the horizon, but the key to managing them properly is through the right capacity, service level, and technical support. Specifically, capacity optimisation is crucial for the company. It’s not only about producing more; it’s about using resources smarter, improving planning, simplifying processes where possible, and making customers feel confident in its services.

“The goal for the coming year is to grow in the right way: focus on the right sectors, improve service, support customers earlier, and make sure our teams have the tools and knowledge to deliver premium solutions with confidence,” concludes Ryšavý.

“Ultimately, we are proud to be part of an industry that is helping shape safer, better, and more sustainable buildings for the future.”

KINGSPAN NORDICS PARTNER

The post Kingspan Nordics : Better Buildings for a Better World appeared first on Manufacturing Outlook.

The Bosch / Mercedez-Benz Partnership

Bosch has won a major order from Mercedes-Benz to supply electric motors for the premium automaker’s next generation of electric powertrains.

The agreement covers large-volume supply into the 2030s and supports multiple vehicle performance classes as demand for electric mobility continues to expand globally.

The deal reinforces its long-standing partnership with Mercedes-Benz and highlights Bosch’s growing role in large-scale electric drivetrain manufacturing.

Electric Motor Manufacturing Scales With EV Demand

Bosch said it currently supplies more than 50 automakers worldwide with electromobility technologies and solutions.

The company added that it secured more than 70 customer projects globally during 2025, despite ongoing pricing pressure and uneven regional EV market development.

Bosch plans to manufacture more than seven million components for electric driving systems in 2026. The company stated that approximately seven electric motors are currently produced every minute across its global manufacturing network.

Markus Heyn, Member of the Bosch Board of Management and Chairman of Bosch Mobility, said: “The new order reaffirms our long-standing partnership with Mercedes-Benz and shows that we can successfully contribute our expertise to technologically demanding projects as well.”

He added: “We win over customers with our core competence of being able to develop and manufacture complex technology in large quantities with significant economies of scale worldwide. We deliver electric-driving solutions to all markets around the world.”

Advanced Electric Motor Technology for Multiple Vehicle Platforms

According to Bosch, the electric motors supplied under the Mercedes-Benz agreement will feature up to 98% efficiency and increased power density.

The company said the motors incorporate new winding technology and innovative rotor oil cooling systems designed to improve heat dissipation and operational performance.

Bosch also added the scalability of its platform architecture, allowing electric motor length to vary depending on required power output and enabling integration across different axle variants and vehicle models.

The combination of high efficiency, optimized winding technology, advanced cooling and scalable architecture supports more compact drivetrain designs that reduce weight, installation space and overall system costs.

Global EV Supply Chain and Production Expansion

Bosch said it continues to expand its global electromobility manufacturing footprint across major automotive markets.

In India, the company has formed a joint venture with TataAutocomp Systems to develop, commercialize and manufacture e-axles for the domestic market.

Bosch also highlighted its position in China, where it works with almost all Chinese car manufacturers as well as international automakers operating in the country and supplies more than 30 customers in China with electric driving solutions and has manufactured products for automakers there for more than a decade.

The post Bosch Secures Long-Term Mercedes-Benz Electric Motor Manufacturing Contract appeared first on Manufacturing Outlook.

Mars, Incorporated is investing £190 million into its historic Slough facility in the UK, facilitating advanced manufacturing, next-generation digital capabilities, sustainability initiatives, and workforce upskilling.

SETTING A NEW BAR IN MANUFACTURING  

Mars, Incorporated has announced a £190 million investment programme aimed at transforming its long-standing Slough manufacturing site into a next-generation chocolate production hub.  

The initiative, which began in 2023 and is set to continue through to 2028, will focus on advanced manufacturing technologies, sustainability upgrades, and workforce development.  

The Berkshire facility, originally established in 1932 by Forrest Mars, remains one of the company’s most significant production sites and is recognised as the birthplace of the Mars Bar.  

Today, it manufactures several flagship confectionery products, including Galaxy®, Maltesers®, and Snickers®, supplying both the UK market and export destinations such as Ireland and the Netherlands.  

AN INVESTMENT IN THE FUTURE 

Mars’ investment will see the introduction of robotics, artificial intelligence (AI), and digital twin technology to optimise manufacturing processes and improve operational efficiency.  

Mars also plans to upgrade cooling infrastructure and energy-efficient utilities as part of broader sustainability ambitions across the site.  

Alongside technological improvements, the programme includes a significant focus on workforce upskilling, supporting employees with training in automation, advanced engineering, data analysis, and AI-enabled manufacturing systems.  

The Slough facility currently employs more than 1,850 people and continues to play a major role within the local economy and community.  

“This investment reflects our confidence in the UK as a hub to manufacture and innovate. In taking a long-term view, we are ensuring our operations remain world-class, competitive and fit for the future. 

“Our Slough factory is deeply rooted in our heritage, and as a proud family-owned business, we are committed to investing in a future that creates lasting, positive impact for the communities in which we operate,” says Adam Grant, General Manager, Mars Snacking UKI.  

BACKING BRITISH INDUSTRY  

The announcement builds on wider UK investment activity by Mars, which has committed more than £118 million across its snacking, food, and petcare divisions during 2024 and 2025.  

The company stated that the latest investment underlines the strategic importance of the UK within its wider manufacturing network.  

Commenting on the announcement, Peter Kyle, UK Secretary of State for Business and Trade said, “This £190 million investment by Mars is a strong vote of confidence in the UK as a place to manufacture and innovate. For nearly a century, the Slough factory has produced some of the world’s best-loved brands, and this investment shows global businesses continuing to back British skills, workers and industry.” 

SUPPORTING THE LOCAL COMMUNITY  

The investment builds upon Mars established role in the local community, characterised by volunteering programmes including litter clean-ups, supporting food banks, and the Britwell Youth & Community Project.  

The company and its associates have also worked closely with schools across Slough, promoting apprenticeships and offering insightful mentoring and guidance.  

“Mars has been part of our community in Slough for almost a century and remains one of our major local employers. It also plays an important role beyond the factory gates – supporting community organisations, volunteering, and helping young people into apprenticeships, comments Tan Dhesi, MP for Slough.  

“This £195 million investment is a clear vote of confidence in our local economy and workforce. I welcome the long-term commitment Mars continues to show to our community.”

The post Mars Transforms its Founding Facility appeared first on Manufacturing Outlook.

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

INVESTING IN ADVANCED MANUFACTURING

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

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

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

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

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

EXPANDING CAPACITY IN WODONGA

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

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

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

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

A 110-YEAR AUSTRALIAN LEGACY

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

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

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

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

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

DELIVERING LONG-TERM VALUE

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

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

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

Essity boosts recycled fibre processing at flagship UK manufacturing site

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

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

New facility designed to improve manufacturing efficiency and circularity

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

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

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

Essity positions Prudhoe at forefront of sustainable tissue manufacturing

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

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

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

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

Investment supports long-term sustainable manufacturing strategy

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

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

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

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

GEP Index Signals Renewed Supply Chain Strain Across Global Manufacturing Networks

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

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

April 2026 Regional Key Findings

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

April 2026 Key Findings

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

Manufacturers Increase Inventory Buffers as Shortages Intensify

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

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

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

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

Transportation Costs Reach Record High

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

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

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

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

GEP Warns Supply Chain Normalisation Could Take Up to 12 Months

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

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

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

What is the GEP Global Supply Chain Volatility Index?

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

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

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

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

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

AI-Powered Scope 3 Management Targets Manufacturing Supply Chains

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

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

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

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

Partnership Combines Carbon Intelligence with Supply Chain Transformation

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

These programmes include:

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

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

Manufacturers Face Growing Pressure to Decarbonise Scope 3 Emissions

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

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

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

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

AI and Sustainability Platforms Gain Momentum Across Industrial Sectors

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

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

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

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

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

FORTIFYING THE FUTURE FRONTIERS OF DEFENSE

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

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

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

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

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

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

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

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

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

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

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

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

INNOVATING AT AN INTERSECTION

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

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

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

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

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

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

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

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

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

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

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

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

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

COLLABORATIVE STRATEGIES

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

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

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

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

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

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

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

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

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

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

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

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

SETTING STANDARDS AND NAVIGATING FRONTIERS

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

SMART PACKAGING FOR A HEALTHY PLANET

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

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

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

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

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

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

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

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

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

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

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

THE PERFECT FIT

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

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

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

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

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

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

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

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

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

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

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

PACKAGING AS A SYSTEM

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

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

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

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

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

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

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

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

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

RIGHT-SIZED APPROACH

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

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

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

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

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

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

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

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

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

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

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

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

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

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

SPARCK ACQUISITION

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

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

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

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

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

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

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

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

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

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

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

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

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

THREE FOCUS AREAS

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

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

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

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

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

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

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

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

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

BUILT FOR THE JOURNEY AHEAD

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

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

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

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

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

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

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

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

WHERE TRADITION MEETS TRANSFORMATION

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

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

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

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

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

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

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

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

CRAFTING A RESILIENT FUTURE

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

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

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

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

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

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

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

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

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

REPUTATION FOR SUCCESS

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

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

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

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

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

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

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

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

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

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

A TRUE RESURGENCE OF US MANUFACTURING

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

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

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

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

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

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

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

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

COMMITMENT TO DURABILITY

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

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

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

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

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

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

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

WHERE INNOVATION AND QUALITY INTERTWINE

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

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

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

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

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

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

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

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

COMMITTED TO CARING

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

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

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

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

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

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

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

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

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

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

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

CULTURAL JOURNEY

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

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

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

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

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

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

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

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

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

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

MOVING WITH CLARITY AND CONFIDENCE

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

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

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

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

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

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

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

DRIVING MEANINGFUL CHANGE

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

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

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

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

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

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

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

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

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

EMPOWERING ADVENTURE

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

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

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

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

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

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

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

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

STEWARDSHIP FOR THE NEXT GENERATION

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

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

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

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

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

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

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

THE BACKBONE OF AMERICAN MANUFACTURING

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

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

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

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

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

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

A LEGACY BEYOND PRODUCTS

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

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

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

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

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

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

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

LIPPERT PARTNER

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