Manufacturing Outlook - Issue 12

THE 1-2-1 • THE QUESTION • TURBOCAM

www.mfg-outlook.com

Issue 12

LOCKHEED MARTIN

Locked and loaded

Bridging the Real and Virtual Worlds

LIPPERT

Enhancing all outdoor recreation adventures

As a subsidiary of Dassault Systèmes, DELMIA is on track to shape the manufacturing industry of the future.

We speak to Guillaume Vendroux, CEO Jan Diekmann, Head of Business Development and Manufacturing at Ericsson Enterprise Wireless Solutions, explores how private 5G is transforming the factory floor

N Er iW s Se e

The Supply Chain Outlook

PODCAST

THE OUTLOOK BEHIND THE INSIGHT Céline Vuillequez – Vice President of Amazon Business Europe, talks procurement, resilience, sustainability, visibility, and true customer obsession.

Recorded live from the Amazon Business Exchange at London’s QEII Centre, Neil Perry sits down with Céline Vuillequez, Vice President of Amazon Business Europe, to explore the trends redefining procurement and supply chain strategy.

supplychain-outlook.com SUBSCRIBE NOW

WELCOME FROM THE EDITOR

MAKE IT HAPPEN

EDITORIAL Head of Editorial: Jack Salter jack.salter@outpb.com Deputy Head of Editorial: Lucy Pilgrim lucy.pilgrim@outpb.com

Welcome to our 12th edition of Manufacturing Outlook magazine.

Senior Editor: Lily Sawyer lily.sawyer@outpb.com

DELMIA, a Dassault Systèmes (Dassault) brand and this

Editor: Ed Budds ed.budds@outpb.com

issue’s cover star, connects the virtual and real worlds.

Editor: Rachel Carr rachel.carr@outpb.com Copy Editor: Lauren Kania lauren.kania@outpb.com PRODUCTION Art Director: Stephen Giles steve.giles@outpb.com Senior Designer: Devon Collins devon.collins@outpb.com Designer: Louisa Martin louisa.martin@outpb.com Production Manager: Alex James alex.james@outpb.com Digital Marketing Director: Fox Tucker fox.tucker@outpb.com Senior Website Content Manager: Oliver Shrouder oliver.shrouder@outpb.com Social Media Executive: Jake Crickmore jake.crickmore@outpb.com BUSINESS CEO: Ben Weaver ben.weaver@outpb.com Managing Director: James Mitchell james.mitchell@outpb.com Chief Technology Officer: Nick Norris nick.norris@outpb.com Content Director: Neil Perry neil.perry@outpb.com Global Head of Media: Lewis Hammond lewis.hammond@outpb.com Global Media Executive: Kai Boyle-Vennard kai@outpb.com A D M I N I S T R AT I O N Finance Director: Suzanne Welsh suzanne.welsh@outpb.com Finance Manager: Victoria McAllister victoria.mcallister@outpb.com C O N TA C T Manufacturing Outlook Norvic House, 29-33 Chapelfield Road Norwich, NR2 1RP, United Kingdom Sales: +44 (0) 1603 804 445 Editorial: +44 (0) 1603 804 431 SUBSCRIPTIONS Tel: +44 (0) 1603 804 431 jack.salter@outpb.com www.mfg-outlook.com Follow us on Linkedin: @manufacturingoutlook

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

Its applications empower manufacturing, supply chain, and service organisations to plan, manage, optimise, and execute how they run their end-to-end value networks on 3DEXPERIENCE – Dassault’s business and innovation platform.

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

We also experience the great outdoors with Lippert, a leading manufacturer and supplier of premium recreational vehicle (RV), automotive, and marine products.

As the US approaches its 250th year of independence this week, Lippert is celebrating the spirit of freedom in two powerful ways – by empowering adventure and honouring 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,” prides Ryan Smith, Group President, who we last spoke to in November 2024.

For Kolektor Construction, meanwhile, the ability to execute consistently on large-scale and strategically important projects has become one of the company’s defining strengths.

Part of one of Slovenia’s most established and respected industrial groups, the focus is now on optimisation – improving productivity, increasing process efficiency, and strengthening project risk management.

“At the same time, we see opportunities in segments such as prefabrication and energy projects, where we can build further on our references,” outlines Director of Operations, Andraž Mezgec.

This is also our first opportunity to bring you three brand-new regulars – The Thought Leader, The 1-2-1, and The Question – offering manufacturing insights from some of the industry’s most influential voices.

We hope that you enjoy your read.

Jack Salter Head of Editorial, Outlook Publishing Manufacturing Outlook Issue 12 | 3

10 Lockheed Martin

TH E 1 - 2 -1

Greater Readiness

19 Owen Power

Locked and loaded

T HE T HOU G HT L E A D E R

1 2 C O N T E N T S 15 Jan Diekmann REGULARS MANU FACTURIN G INS IGHTS

CEO, Greenvolt Next UK and Ireland

The Energy Advantage How the right energy choices can give a competitive edge

Head of Business Development and Manufacturing, Ericsson Enterprise Wireless Solutions

Transforming the Factory Floor with Private 5G Real-time connectivity, intelligent technologies, and collaborative digital tools

6 DELMIA Bridging the Real and Virtual Worlds A comprehensive digital manufacturing and supply chain brand

4 | Manufacturing Outlook Issue 12

24 THE QUESTION Sustainability vs Energy Costs: How can manufacturers balance sustainability goals with rising energy costs?

MANUFACTURING OUTLOOK CONTENTS

F E AT U R E S NO RT H AMERICA

38 Lippert Built for the Journey Ahead Enhancing all outdoor recreation adventures

AFRICA

76 Marcopolo S.A. A Sustainable Protagonist in Mobility Solutions Bringing together human values, passion, and product excellence

EU R OP E & M I D D L E E AST

84 Kolektor Construction Melding Credibility, Trust, and Quality Delivering under pressure year after year

98

98 Kingspan Nordics Better Buildings for a Better World Meeting today’s regulations and tomorrow’s sustainability goals

38

108 Autoflex-Knott

60 TURBOCAM

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

A Strategic Shift from Wheels to Wings

Advanced towing operations and global growth

Propelling innovative possibilities

68 Forterra Fortifying the Future Frontiers of Defense Where technology meets tenacity

116 SIP Strojna Industrija 84

Robustness in the DNA Slovenian specialists in grassland harvesting

116

68

108

Manufacturing Outlook Issue 12 | 5

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

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

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

Guillaume Vendroux, CEO

6 | Manufacturing Outlook Issue 12

“DELMIA’s applications empower manufacturing, supply chain, and service organisations to plan, manage, optimise, and execute how they run their end-to-end value networks on Dassault’s 3DEXPERIENCE platform,” introduces Guillaume Vendroux, CEO of DELMIA. Indeed, the company connects operations in both the real and virtual worlds, helping businesses to evaluate and make better decisions that improve agility, cost, margins, service, and sustainability.

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

“DELMIA offers tailored solutions for diverse sectors, from discrete manufacturing to process manufacturing and the supporting supply chains. We help customers across a wide range of industrial

sectors such as life sciences, metals, high tech, aerospace, industrial equipment, and transportation and mobility,” he surmises.

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

The platform powers DELMIA’s applications, enabling the company to deliver operations-focused solutions

DELMIA MANUFACTURING INSIGHTS

that drive efficiency, agility, and innovation.

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

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

The platform also creates a stateof-the-art virtual twin experience, whereby manufacturers can model,

“By centralising all data, 3DEXPERIENCE eliminates silos between engineering, manufacturing, and supply chain teams, ensuring everyone works from the same accurate, up-to-date information” – G U I L L A U M E V E N D RO U X , C E O, D E L M I A

simulate, and optimise processes in a virtual environment before execution.

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

3DEXPERIENCE additionally grants

users with greater control and visibility.

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

Manufacturing Outlook Issue 12 | 7

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

DELMIA’S OPERATIONAL PORTFOLIO - Manufacturing - Digital manufacturing and virtual twins - MES - MOM - Maintenance and supply chain - Transportation - Workforce planning and optimisation

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

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

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

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

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

“NVIDIA contributes physical AI and accelerated computing, enabling 8 | Manufacturing Outlook Issue 12

the simulation of robotics-grade physics and perception at scale.

DELMIA delivers a semantically rich virtual twin of production systems, connecting design intent to realworld execution,” Vendroux outlines.

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

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

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

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

“The result is the emergence of software-defined production systems where human-led decisions are supported by AI that tests and validates options in the virtual twin.

This creates a feedback loop where the virtual world validates better outcomes for the real world, driving faster adaptation with reduced risk and rework,” continues Vendroux.

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

DELMIA MANUFACTURING INSIGHTS

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

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

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

“It also lowers the barriers to innovation, allowing manufacturers to experiment with new layouts,

“We are supporting our customers with missioncritical reliability and scalability, scientific accuracy, traceability, and regulatory compliance. This includes constructing the foundation for agile, softwaredefined production” – G U I L L A U M E V E N D RO U X , C E O, D E L M I A

workflows, and automation strategies in a risk-free virtual environment. This agility ensures adaptability to market demands and positions manufacturers to remain competitive,” Vendroux notes.

DASSAULT AND NVIDIA The one-of-a-kind partnership between two industry titans will shape the future of modern manufacturing by: • Accelerating adaptation and scaling – By leveraging virtual twins, manufacturers can simulate and validate production processes, optimise workflows, and test changes in a risk-free virtual environment. This reduces commissioning surprises, minimises rework, and enables faster adaptation to new product variants or operational changes.

• Enabling autonomous production – Manufacturers can test autonomous behaviours under realistic conditions. This shift from mirroring reality to proving change ensures AI-driven recommendations are validated virtually before realworld deployment, fostering confidence and precision.

• Driving sustainability – Virtual simulations reduce the need for physical prototyping, minimising waste and energy consumption. AI-driven optimisations further help manufacturers achieve sustainability goals by fine-tuning operations to use fewer resources.

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

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

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

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

• Fostering innovation – Lowering the cost and risk of experimentation encourages manufacturers to explore new factory layouts, automation strategies, and workflows. This agility supports continuous innovation and helps companies stay competitive in a rapidly evolving market.

• Establishing a new industrial AI standard – The partnership creates a missioncritical record system for industrial AI, grounded in physics and validated scientific knowledge. This foundation empowers manufacturers to design, simulate, and operate complex systems with unprecedented confidence and efficiency.

Tel: +33 (0) 1 6162 6162 www.3ds.com/about/company/contact-information

www.3ds.com Manufacturing Outlook Issue 12 | 9

GREATER READINESS Lockheed Martin Aeronautics delivers innovative solutions to support ever-evolving mission needs.

We speak to Vice President of International Business Development, Stephen Sheehy, about an exciting wave of next-generation innovation Writer: Ed Budds

10 | Manufacturing Outlook Issue 12

LOCKHEED MARTIN NORTH AMERICA

L

ockheed Martin is a US defense and aerospace manufacturer headquartered in North Bethesda, Maryland.

Its largest operating unit, generating over $30 billion in annual sales, is Lockheed Martin Aeronautics, which specializes in the research, design, development, and manufacture of advanced military aircraft, uncrewed systems, and related sustainment technologies.

The storied career of Vice President of International Business Development, Stephen Sheehy, can be broken into two distinct portions – 25-and-a-half years in the US Air Force (USAF) and 16 years with Lockheed Martin.

“I was hired as part of the F-35 Sustainment Program team, where I focused on the F-35 international partners – Australia, Canada, Denmark, Italy, the Netherlands, Norway, and the UK. “In several F-35 sustainment positions, I interacted directly with our customers and developed the F-35 Integrated Sustainment Plan for each user. These nationally focused plans linked national sovereign requirements and ambitions with the common sustainment system,” he introduces.

Following that, Sheehy started his career in business development as Director for F-35 Sustainment.

In this role, he was responsible for developing and winning sustainment

solutions for F-35 captures such as Belgium, Poland, Finland, and Switzerland.

“When Lockheed Martin made a large pivot to make sustainment a strategic pillar of the company, I was selected to stand up the first-ever business development team focused on generating sustainment business,” Sheehy recalls.

Here, he built a global team from scratch for the development of integrated sustainment solutions for both US and international customers, ensuring these solutions met national requirements at an affordable cost.

Then, in January of 2025, Sheehy became the lead of Lockheed Martin Aeronautics’ Global Pursuit team.

Manufacturing Outlook Issue 12 | 11

LOCKHEED MARTIN NORTH AMERICA

“In this role, I oversee all international new business initiatives within Aeronautics and act as the main point of contact and senior advisor for crucial customer relationships.

“One of the primary objectives of my position is to cultivate and sustain long-term relationships with key decision-makers, potential business partners and, most importantly, the end-users of our company’s products,” he outlines.

INTERNATIONAL DEVELOPMENT As the lead for Lockheed Martin’s international business development team, Sheehy’s role starts with understanding the customer.

“First, I need to understand what our customers need for their nation to obtain their goals, what they’re flying today, what their fleet readiness is, how long they’ve been flying these aircraft, and what kind of missions they fly,” he explains.

“Second, I want to understand their defense force vision for the future – where do they want to be in five, 10, or 15 years? In that vision, what are their priorities? Is a fighter force more or less important than an airlifter, or is modifying an aircraft more important to them than recapitalising their current fleet?”

“One of the primary objectives of my position is to cultivate and sustain long-term relationships with key decision-makers, potential business partners and, most importantly, the endusers of our company’s products” – S T E P H E N S H E E H Y, V I C E P R E S I D E N T O F I N T E R N AT I O N A L B U S I N E S S D E V E L O P M E N T, LOCKHEED MARTIN AERONAUTICS

12 | Manufacturing Outlook Issue 12

LOCKHEED MARTIN NORTH AMERICA

The third pillar in understanding the customer is to determine what they value, which drives Sheehy to understand them culturally.

Then, the final part of his job is knowing the difference between a good and bad business deal, from both a customer and Lockheed Martin point of view.

“My team must have solid business acumen – this starts with working with the customer. We need to understand the budgetary cycle or how they obtain money for acquisitions.

“Along with the business acumen, I need to understand the customers’ acquisition or procurement methods; how do they buy military assets and what is their budget?” Sheehy sets out.

SUSTAINING PLATFORMS In the vast and multifaceted aircraft business, there is a lifecycle that Sheehy knows he must be aware of.

“The general lifecycle for a platform is divided this way – 30 percent of the cost of an aircraft is buying the platform, while 70 percent of the cost is in sustaining it. To help your customer in both a financial and readiness way, you need to focus on helping them to sustain their platforms,” he expands.

“It is vital to start focusing on the aircraft sustainment portion when you begin a sale of the aircraft. It is always cheaper to design in sustainment early in a program than add it in later.”

As the F-35 competes around the globe, each nation has determined the aircraft has the lowest lifecycle cost because of its cost-efficient sustainment system that is built in from the beginning.

“The bottom line is, the best way to sell more aircraft is to help our customers keep their current aircraft flying,” acknowledges Sheehy.

CAN YOU TELL US ABOUT YOUR YEARS IN THE USAF AND WHY AIRCRAFT ENGINEERING IS IN YOUR BLOOD? Stephen Sheehy, Vice President of International Business Development: “In May 1984, I graduated from the USAF Academy with a Bachelor of Science in Engineering. I then served more than 25 years in the USAF as an Aircraft Maintenance Officer.

“My career took me around the globe across a plethora of varying roles, with operational assignments and deployments in the US, Germany, Italy, UK, Turkey, Saudi Arabia, and South Korea.

“I retired from the USAF in 2009 as a Colonel and the 9th Maintenance Group Commander at the Beale Air Force Base in California.

“What I learned in the USAF has truly made me the leader I am today. It taught me at a young age that any person can have a great idea, and you should listen to everyone regardless of their rank or position.

“I also learned that people excel when they are given a task and held responsible for that task. One of my leadership guideposts comes from General George S. Patton – “Never tell people how to do things. Tell them what to do and they will surprise you with their ingenuity.”

“People are the difference between success and failure. As a leader, in the USAF or at Lockheed Martin, success is based on how you treat and inspire people.”

HERCULEAN EFFORT Continuous improvement is a core factor of Lockheed Martin’s operational culture.

Manufacturing Outlook Issue 12 | 13

LOCKHEED MARTIN NORTH AMERICA

“Ensuring I fully meet every customer requirement and honor all our commitments is my unequivocal priority” – S T E P H E N S H E E H Y, V I C E P R E S I D E N T O F I N T E R N AT I O N A L B U S I N E S S D E V E L O P M E N T, L O C K H E E D M A R T I N A E R O N A U T I C S

The C-130 Hercules is a four-engine turboprop military transport aircraft, renowned globally as the ultimate tactical airlifter – living proof that continuous improvement works.

“The C-130 production line is the longest operating military production line in the world – it has been producing aircraft for more than 75 years. In that time, the outer mold line or shape of the aircraft hasn’t really changed as its design is optimal for a tactical airlifter,” Sheehy tells us.

It can land on short runways in the high altitudes of mountain towns or fly transoceanic cargo runs with low fuel usage.

Then, the aircraft can land on a desert dirt strip to insert Special Ops troops in the middle of the night.

“Over the years, we have upgraded the engines and props for more speed while burning less fuel, upgraded the cargo loading system to reduce transition time between missions, and updated the cockpit, which reduces the number of crew members needed to only two,” he states.

All this is the perfect example of continuous improvement with proven historical success.

GREATER READINESS For Lockheed Martin, greater 14 | Manufacturing Outlook Issue 12

readiness is rooted in continuous improvement.

“We must continually analyse the next threat and update our platforms to outpace that threat. At the same time, we need to engage our customers and see how they’re using our platforms,” Sheehy muses.

Lockheed Martin really learns what its platforms can do once operators get their hands on them.

Both pilots and maintainers are using these platforms in ways the company has never thought of before, meaning Lockheed Martin learns from what they are doing and improves on those capability multipliers.

“We also need continuous improvement solutions that can reduce manpower, decrease time to repair, or increase part reliability. Each of those items increases readiness but also reduces the lifecycle cost,” explains Sheehy.

Meanwhile, Lockheed Martin is also looking at what it can do at the point of impact. This means developing systems using augmented reality, artificial intelligence (AI), optimized supply chain software, and advanced computing to multiply the ability of a single maintainer.

“We have systems that allow the maintainer to see through the skin of

the aircraft or allow AI to predict when a part is going to fail and get it to the maintainer before they know they need it,” he continues.

Harnessing this type of technology on the flightline improves greater readiness in brand-new ways.

A LOYAL NEW WINGMAN One of the latest ongoing projects for Lockheed Martin is its Lockheed Martin Vectis™ combat collaborative aircraft, a platform designed to be autonomous and a loyal wingman to the F-35.

“Vectis™ is designed to have multirole capability with common outer mold line and modular payload bays so a single platform can conduct airto-air, air-to-ground, and intelligence, surveillance, and reconnaissance (ISR) missions,” Sheehy acclaims.

Operating in a multi-domain connectivity, Vectis™ will enhance situational awareness and act as a force multiplier for air, land, and sea forces.

“We will be able to rapidly upgrade Vectis™ through open architecture and staying connected to the US government reference architecture. It will be survivable and lethal because of its low observable or stealth design,” he finishes proudly.

By using advanced design and manufacturing techniques, Lockheed Martin will ensure Vectis™ remains affordable.

THE

THOUGHT LEADER Transforming the Factory Floor with Private 5G Jan Diekmann, Head of Business Development and Manufacturing at Ericsson Enterprise Wireless Solutions

Empowering workers with real-time connectivity, intelligent technologies, and collaborative digital tools

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

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

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

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

16 | Manufacturing Outlook Issue 12

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

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

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

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

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

THE THOUGHT LEADER JAN DIEKMANN

communications to be supported.

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

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

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

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

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

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

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

Safety measures are also being improved. Connected systems can monitor environmental conditions such as

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

air quality, temperature, and noise levels, whilst wearable devices track worker well-being and ergonomic risk.

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

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

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

UNLEASHING SMART MANUFACTURING

Man working in industry wearing Hololens

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

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

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

Manufacturing Outlook Issue 12 | 17

THE THOUGHT LEADER JAN DIEKMANN

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

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

Colleagues working with hologram planning

BUILDING THE FOUNDATIONS OF SMART FACTORIES

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

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

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

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

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

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

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

18 | Manufacturing Outlook Issue 12

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

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

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

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

Author bio Jan Diekmann is Head of Business Development and Manufacturing at Ericsson Enterprise Wireless Solutions, focused on next-generation industrial technology and 5G-enabled smart manufacturing.

With more than 25 years at Ericsson across business development, innovation, digitalisation, and portfolio management, Diekmann brings extensive expertise in Industry 4.0 and smart factory transformation.

THE

1-2-1 AN IN-DEP TH INTERVIEW WITH OWEN POWER, CEO OF GREENVOLT NEXT UK AND IRELAND

THE ENERGY ADVANTAGE How the right energy choices can give a competitive edge

THE 1-2-1 OWEN POWER

The Energy Advantage Owen Power, CEO of Greenvolt Next UK and Ireland, discusses how the right energy choices can give a competitive advantage in a volatile market Manufacturing Outlook (MO): Firstly, what do you hear from manufacturing customers – has this level of volatility become the new normal?

Owen Power, CEO (OP): Absolutely – manufacturers and industrial customers increasingly see energy market volatility as a recurring reality with real impacts on their business. That is driving a clear shift in mindset and is

20 | Manufacturing Outlook Issue 12

one of the main reasons we’re seeing growing demand for on-site generation and other distributed energy solutions.

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

THE 1-2-1 OWEN POWER

MO: Why should manufacturers treat energy as a strategic business issue?

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

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

Technology has matured to the point where it’s no longer the main challenge”

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

OP: Uncertainty is certainly one of the biggest risks.

When businesses cannot predict a significant share of their energy costs, planning becomes more difficult and capital allocation decisions become more challenging.

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

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

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

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

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

Manufacturing Outlook Issue 12 | 21

THE 1-2-1 OWEN POWER

The important thing is having the flexibility to deliver the solution that best fits each customer’s strategy and investment priorities” MO: How quickly is on-site energy technology for manufacturers developing?

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

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

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

OP: It depends on the business. Every site has different energy needs, operating hours, and available space, so there isn’t a single percentage that applies to everyone.

We have customers where solar covers around 25 percent of their electricity demand, and when battery storage is added, that share can increase even further.

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The important point is that solar doesn’t have to meet 100 percent of demand to create significant value.

Even supplying part of a site’s electricity needs can significantly reduce energy costs, improve predictability, and strengthen competitiveness.

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

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

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

THE 1-2-1 OWEN POWER

MO: How do PPAs make these projects more accessible?

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

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

OP: I think the conditions have never been stronger.

Businesses are looking for greater control over their energy costs, whilst the technology is mature, reliable, and more cost-effective than ever. At the same time, financing models such as PPAs have made these solutions accessible without requiring upfront investment.

The combination of economics, technology, and timing makes the business case stronger than ever.

In many cases, the only thing left is the decision to move forwards. The energy crises of recent years have undoubtedly accelerated that shift in mindset, and businesses increasingly recognise that waiting rarely reduces uncertainty.

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

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

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

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

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

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

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

next.greenvolt.com/uk

Manufacturing Outlook Issue 12 | 23

TH E Q U E STION

Sustainability vs Energy Costs: How can manufacturers balance sustainability goals with rising energy costs?

In each edition, we invite business leaders from across the manufacturing sector to give their views on the same question

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THE QUESTION SUSTAINABILITY VS ENERGY COSTS

MELTON CHANG Executive Vice President, Power Systems Division, Schneider Electric For manufacturers, energy volatility is no longer simply a risk to manage – it represents a strategic lever to build competitive advantage. Sustainability and energy affordability should be viewed as complementary priorities rather than trade-offs.

Electrification is central to this shift, fundamentally reshaping how energy is sourced, consumed, and optimised. By transitioning from fossil-based systems to electricity, manufacturers can enhance efficiency, integrate lower-cost clean energy, reduce exposure to price volatility, and decarbonise their operations.

However, too often, electrification is evaluated in isolation rather than as a strategic lever aligned to core business objectives, operational performance, and financial outcomes.

When combined with digital energy management and operational excellence, electrification enables organisations to strengthen resilience whilst maintaining control over long-term energy costs.

This transformation extends across core operations through the electrification of industrial heat and motion, improved demand flexibility, and integration of clean energy sources.

Energy therefore becomes a controllable, strategic asset, enabling manufacturers to build more efficient, resilient, and competitive operations, and positioning it as a driver of long-term value creation. www.se.com

JO GILBERT Technology Director, GSMA Jo Gilbert is a Technical Director at the GSMA, leading Connected Manufacturing that brings together operators, enterprises, and the ecosystem. With over 20 years in telecommunications (telecoms), she supports organisations in applying technologies like 5G, IoT, AI and non-public networks to drive industrial innovation and resilience.

Balancing sustainability with rising energy costs isn’t a trade-off, but a discipline. Energy is a major operational cost for manufacturers, so using it more efficiently is one of the most practical ways to support sustainability and competitiveness.

The starting point is reducing the energy required per unit of output through smarter processes, modern infrastructure, and better visibility across operations. But efficiency alone isn’t enough without data. Organisations need consistent, comparable information on energy use to identify waste, spot inefficiencies, and track progress over time. Technologies such as IoT sensors can provide the real-time visibility needed to turn energy consumption into actionable insights. Without measurement, cost control and sustainability strategies fall short.

Longer term, increasing the use of renewable energy will be key to cutting emissions and reducing exposure to volatile energy prices. However, the right approach will depend on site conditions, grid access, and local energy availability. That means the solution will look different across facilities and markets, but the principle remains the same: measure accurately, improve efficiency first, and then integrate cleaner energy where it makes commercial sense.

Manufacturers should treat energy performance as a core operational priority, using it to strengthen resilience, control costs, and support long-term competitiveness. www.gsma.com

Manufacturing Outlook Issue 12 | 25

THE QUESTION SUSTAINABILITY VS ENERGY COSTS

ORIANA RAABE

Oriana Raabe is Vice President of Sustainability and Corporate Innovation at Pentair, where she leads sustainable manufacturing practices, energy and materials-efficient innovation, and the advancement of technology‑driven water solutions. Raabe’s work focuses on building sustainable, energy‑efficient foundations that improve performance.

principle that can be used to not only reduce energy costs and greenhouse gas emissions but also create customer value when incorporated into products.

Manufacturers do not have to view sustainability and rising energy costs as competing priorities; the two are increasingly interconnected and can be addressed in tandem. Ultimately, improvements in energy efficiency not only benefit the planet, but also a company’s bottom line through reduced costs and by adding value to products.

Taking a proactive approach by embedding sustainability into product design and manufacturing processes from the beginning helps organisations mitigate volatility in energy markets and build long-term resilience.

Rising energy costs are a huge concern for both companies and consumers. Energy efficiency is a core sustainability

www.pentair.com

Vice President of Sustainability and Corporate Innovation, Pentair

SASKIA VAN GENDT Chief Sustainability Officer, Blue Yonder Saskia van Gendt serves as Chief Sustainability Officer at Blue Yonder. In this role, van Gendt is responsible for developing and executing Blue Yonder’s sustainability strategy and driving sustainability initiatives in product roadmaps and across the company.

In the food and beverage industry, volatility is amplified by energy price fluctuations, climate impacts on agriculture, and supply chain disruption. This makes supplier relationships critical, as a significant share of the sector’s environmental footprint sits in Scope 3, spanning farming practices, packaging, logistics, and waste.

Many companies struggle to obtain consistent, comparable data across ingredients, packaging, and logistics partners.

Without this, it is difficult to accurately understand the carbon and waste footprint of products or make informed trade-offs when sourcing decisions need to change.

At Blue Yonder, we help companies and their suppliers convert real-time supply chain activity into usable sustainability metrics, enabling carbon, waste, and efficiency to be managed alongside cost and service performance in day-to-day decision-making. This is important in inventory planning and demand forecasting, where food waste and overproduction remain challenging.

We also see more advanced suppliers using sustainability as a competitive differentiator, especially in logistics and cold chain operations, where efficiency improvements directly reduce both emissions and operating costs.

The strongest supplier relationships are built on transparency, shared data, and integrated decision-making.

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When sustainability is embedded into planning and execution systems, companies can reduce waste, strengthen resilience, and maintain profitability even in volatile conditions.

Blue Yonder Blue Yonder is the AI company for the supply chain.

As the world leader in end-to-end digital supply chain transformation, it offers a unified, AI-driven platform and multi-tier network that empowers businesses to operate sustainably, scale profitably, and delight their customers – all at machine speed. blueyonder.com

THE QUESTION SUSTAINABILITY VS ENERGY COSTS

ANDREW HAMMOND Product Marketing Manager, Renewable Energy, Panduit Andrew Hammond is Product Marketing Manager, Renewable Energy at Panduit, where he leads the go-to-market strategy for the company’s growing electrification and renewable energy initiatives. Hammond’s work focuses on helping manufacturers, utilities, and infrastructure operators modernise power systems whilst balancing reliability, safety, operational efficiency, and sustainability.

Manufacturers don’t have to choose between sustainability and cost control. They can put sustainability investments to work through electrification, which allows many successful organisations to pursue both goals simultaneously.

When a company electrifies a process, such as heating or transportation, they enable the use of low-carbon energy. At the same time, they gain more control over long-term energy costs and open the door to true energy independence.

Installing solar on-site or investing in a larger wind or solar project offsite through a power purchase agreement (PPA) locks in energy costs for 20 years or more. With renewable energy, costs are derived from building and maintaining the infrastructure. Unlike diesel and natural gas, the fuel is free and untethered from global events.

An added benefit of electrification is how easy it is to quantify positive sustainability progress. The emissions math is simple, even if a portion of the electricity consumed is generated by burning fossil fuels. The good news is that as more low-carbon energy sources are added to the grid, the numbers for the business will continue to improve.

Panduit Panduit, a global leader in electrical and network infrastructure solutions, thrives on ingenuity and enterprise.

The company focuses on solving problems and achieving success through its comprehensive portfolios, helping organisations navigate digital, electrical, and workforce transformations for sustainable growth. www.panduit.com/en

Manufacturing Outlook Issue 12 | 27

THE QUESTION SUSTAINABILITY VS ENERGY COSTS

OWEN POWER CEO, Greenvolt Next UK and Ireland Owen Power is the CEO of Greenvolt Next UK, with over two decades of leadership experience in the renewable energy sector. He also serves as the CEO of Greenvolt Next Ireland, managing a rapidly expanding portfolio of commercial, industrial, and decentralised clean energy solutions.

PAUL BATES Product Marketing Manager, Epicor Paul Bates is a senior Product Marketing Manager with global responsibility for sustainability, shipping, e-commerce, and related products in Epicor. Before that, Bates worked in a variety of product and marketing management roles in the telecoms, finance, cybersecurity, and cloud industries.

Manufacturers are increasingly recognising that operational efficiency and sustainability are not competing priorities but closely connected challenges.

Businesses with strong visibility across their operations are finding opportunities to reduce waste, improve efficiency, and better understand their carbon footprint. Increasingly, the companies making the most progress are embedding sustainability into everyday operational decision-making, rather than treating it as a separate reporting exercise.

The same operational data used to manage production, materials, machine usage, and overheads is now helping manufacturers build a clearer picture of energy consumption, emissions, and long-term operational resilience. As sustainability reporting requirements continue to evolve, manufacturers are looking for practical ways to integrate carbon accountability into existing operational and enterprise resource planning (ERP) processes rather than creating separate systems.

In many cases, the manufacturers improving efficiency and reducing waste are also becoming more resilient, competitive, and cost-effective in the long term. www.epicor.com/en

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Manufacturers can balance sustainability goals with rising energy costs by treating energy not simply as an overhead, but as a strategic lever for resilience and competitiveness. In today’s market, volatility is no longer a short-term disruption; it is a constant feature of the energy landscape. That means businesses need solutions that reduce exposure to price shocks whilst supporting decarbonisation.

One of the most effective ways to achieve this is through on-site renewable generation, particularly solar for self-consumption. By producing electricity where it is used, manufacturers can lower reliance on the grid, reduce costs, and gain greater predictability over a significant share of their energy demand. When paired with battery storage, this can further optimise consumption by shifting energy use away from peakprice periods.

Crucially, these solutions do not always require upfront capital. Through models such as PPAs, manufacturers can access clean energy infrastructure at a fixed, predictable price over the long term, helping protect margins whilst advancing sustainability targets.

Ultimately, the balance comes from seeing sustainability and cost management not as competing priorities, but as increasingly aligned. The manufacturers that act now will be better placed to manage uncertainty, strengthen operational resilience, and build long-term competitive advantage.

Greenvolt Next UK Greenvolt Next UK delivers renewable energy solutions for businesses, helping them reduce energy costs, cut carbon emissions, and improve energy resilience.

It designs, finances, installs, and manages solutions including solar photovoltaic (PV) and battery storage, and supports organisations from initial feasibility through to long-term operation.

next.greenvolt.com/uk

THE QUESTION SUSTAINABILITY VS ENERGY COSTS

JOE GARTESKI Directory of Manufacturing, Fastenal Manufacturers can work towards sustainability without losing control of energy costs. Start with the basics: improve efficiency, be smart about where energy comes from, and pay attention to what the data shows. The quickest win is usually energy efficiency. That might mean upgrading old equipment, fine-tuning processes, or using real-time monitoring to better manage energy use, including shifting operations to off-hours when it makes sense. These changes can lower costs whilst helping reduce emissions.

Manufacturers are also looking at renewable energy beyond its sustainability value as a way to make costs more predictable. On-site solar, off-site renewable sourcing, or long-term PPAs can protect against price swings. Whilst it may require more upfront investment, these options create stability over time and support long-term sustainability efforts.

They also help to focus on areas that will make the biggest difference first – energy-heavy processes, waste, or supply chain points that have the biggest environmental and financial impact. That way, resources are going towards improvements that matter.

In the end, sustainability and cost control don’t have to work against each other. When approached thoughtfully, they can support one another – helping manufacturers become more efficient, resilient, and better positioned for the future.

Fastenal Fastenal helps organisations worldwide reduce cost, risk, and supply chain constraints. With extensive local presence and embedded technology, the company delivers tailored solutions, combining great people, close to your business, with world-class logistics, technology, and resources. www.fastenal.com

Manufacturing Outlook Issue 12 | 29

THE QUESTION SUSTAINABILITY VS ENERGY COSTS

JO HANNAFORD Product Director, POWWR A commercially astute and people-centred product leader, Jo Hannaford has more than a decade of experience delivering growth across a variety of industries including software as a service (SaaS), energy, healthcare, and retail.

Prior to POWWR, Hannaford worked for Correla, Shell Energy, npower, and John Lewis.

Manufacturers looking to balance sustainability goals with rising energy costs can do so by focusing on both operational efficiency and smart investments.

Reducing waste, improving process efficiencies, upgrading equipment, and optimising heating and cooling systems can all help to immediately lower energy consumption. Beyond these steps, manufacturers should also prioritise high-impact investments that serve both sustainability and cost goals. Microgeneration, such as solar panels, combined with battery storage can be transformative. By generating and storing their own energy, manufacturers can draw from their battery during peak-cost periods and rely on the grid at off-peak times.

Being on a fixed tariff provides cost certainty over a defined period, helping to minimise the impact of market volatility.

Yet, to optimise solar and battery setups, smart meters and time-of-use tariffs are essential. These allow manufacturers to strategically shift consumption and maximise savings.

POWWR POWWR is an award-winning cloud-based software provider for the energy and utilities sector. Utilising its

TOM KUCHARSKI President and CEO, Invest Buffalo Niagara Tom Kucharski has served as President and CEO of Invest Buffalo Niagara since 2000.

Under his leadership, Invest Buffalo Niagara has grown from a start-up initiative to an innovative regional economic development organisation.

There’s no question energy prices are skyrocketing, with more and more power consumers eating up less and less available resources. For manufacturers trying to become more sustainable in their operations, this is leaving them desperate to take whatever affordable sources of energy are available. It’s increasingly becoming a discussion point

30 | Manufacturing Outlook Issue 12

extensive industry experience and working in partnership with its customers, the company combines technology with human ingenuity to build elegant and sustainable solutions. www.powwr.com

as the US makes strategic investments into its reshoring efforts. However, the key is not to abandon sustainability goals, but rather strategically find locations where affordable and available energy meets those goals.

Buffalo, for instance, in Western New York, is providing an affordable location for manufacturers looking to expand during this era of reshoring. The region’s particular advantage here is Niagara Falls, which provides affordable hydro power, courtesy of the New York Power Authority.

This has given manufacturers of all sizes the ability to access low-priced energy whilst still meeting emissions goals.

Finding regions like Buffalo needs to be an imperative focus for manufacturers determining where to make an investment or expand into next. Sustainability and affordability don’t always need to be at odds with each other, as long as you know where to look.

buffaloniagara.org

THE QUESTION SUSTAINABILITY VS ENERGY COSTS

MATT BARTLETT Senior Managing Director, FTI Consulting Matt Bartlett specialises in delivering end-to-end strategic transformation to complex supply networks. He brings more than a decade of executive leadership and advisory experience across supply chain functions, with experience spanning the consumer goods, industrials and chemicals, life sciences, medical devices, high technology, and communications industries.

FTI Consulting FTI Consulting is the leading global expert firm for organisations facing crisis and transformation. The company is dedicated to helping organisations manage change, mitigate risk, and resolve disputes: financial, legal, operational, political and regulatory, reputational and transactional. fticonsulting.com

Sustainability and energy cost management are not competing priorities for energy-intensive industries – they’re complementary when approached with the right sequencing: reduce, source, stabilise.

Near-term opportunity lies in demand-side efficiency – process optimisation, heat recovery, and intelligent energy scheduling deliver immediate return on investment (ROI), reduce emissions, and require no significant capital commitment. Policy incentives and flexible financing structures can further accelerate the transition for manufacturers managing capital constraints.

Longer-term strategy is where competitive advantage is gained. Shifting to renewable sourcing is fundamentally a hedge – against fossil fuel volatility, tightening carbon regulations, and growing competitive exposure in global markets. As renewable infrastructure costs continue their structural decline, early movers build durable cost advantages that compound. This is not an environmental concession; it’s a strategic investment in longterm margin resilience.

The cumulative effect is energy cost stability – reducing a historically unpredictable cost variable and redirecting management focus towards growth and operational excellence.

The transition demands honest planning. Capital constraints and regional energy dynamics are real, and sequencing investment to match financial capacity is essential. The direction is clear: manufacturers that act with discipline today will be structurally better positioned – financially, competitively, and against their sustainability commitments – for the decade ahead.

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THE QUESTION SUSTAINABILITY VS ENERGY COSTS

JACK SMITH Founder and Managing Director, JSJ UK Jack Smith is Founder and Managing Director of JSJ UK, an award-winning bespoke joinery and manufacturing specialist.

Operating from the Preston workshop in Lancashire, JSJ UK manufactures high-quality solutions for the commercial, hospitality, leisure, education, and healthcare sectors across the UK and beyond.

One of the biggest challenges manufacturers face is that sustainability initiatives often require investment at a time when energy, labour, and material costs are already under pressure. The reality is that sustainability has to make commercial sense as well as environmental sense.

At JSJ UK, we’ve focused on making sustainability part of our day-to-day decision-making, rather than treating it

EMILY PRIOR Chief Growth Officer, Secaro Emily is a growth-focused executive leader with international experience delivering social impact. She has worked at Secaro for nearly 10 years, leading the development of innovative, commercial partnerships that accelerate digital solutions for supply chain decarbonisation to drive climate action at scale.

The Iran war has raised European natural gas costs by 70 percent. This is a major issue for manufacturing businesses, which rely on imported gas for industrial heat. But this obstacle offers an opportunity.

Decarbonising supply chain heat has been considered too challenging, and the business case not strong enough to achieve board-level approval at any meaningful scale. This has meant heat decarbonisation has lagged behind other areas of carbon reduction and energy transformation.

The current energy price shocks are changing the economics, making decarbonising industrial heat a no brainer from a cost, environmental and operational resilience perspective.

For manufacturing businesses looking to balance sustainability with energy costs there are several viable options. Renewable energy power purchase agreements can generate significant energy cost savings, and on-site generation, solar PV, biomass boilers, solar thermal, heat pumps and switching fuels to biomethane are becoming

32 | Manufacturing Outlook Issue 12

as a separate initiative. In many cases, the most sustainable solution is simply doing things right first time and avoiding unnecessary rework or waste. Reducing waste, improving material utilisation, and investing in more efficient machinery and digital processes can all help lower energy consumption whilst improving productivity and maintaining quality.

We’re also seeing greater interest from clients who want to understand where materials come from and how products are manufactured. Responsible sourcing is becoming increasingly important, which is why maintaining FSC certification across our timber supply chain remains a key part of our approach.

For manufacturers, the most successful sustainability initiatives are often those that improve efficiency and operational performance at the same time. When sustainability is embedded into everyday decision-making, it is much more likely to deliver lasting benefits for both the business and the environment. www.jsjuk.co

increasingly convincing in terms of cost and security of energy supply. There is also a lot that can be achieved through simple energy efficiency actions.

Decarbonising heat is now business critical. Besides mitigating the impact of O&G price surges, manufacturers and suppliers are evaluating supply chains to eliminate reliance on imported O&G to protect operations, profits and the environment.

Secaro Secaro is a supply chain intelligence network helping organizations decarbonize by combining data, AI, and collaboration in one ecosystem. It reduces the cost and complexity of supply chain decarbonization for the pharmaceutical, automotive, consumer goods, and retail sectors. secaro.io

THE QUESTION SUSTAINABILITY VS ENERGY COSTS

EVAN LING Managing Director, AArete Evan Ling is an accomplished leader with more than a decade of consulting experience in healthcare, financial services, technology, transportation, and retail. Ling leads engagements focused on cost and operational improvement, procurement enhancement, and technology innovation, with specific expertise in strategic sourcing and process improvement.

DR DALE NESBITT CEO and Founder, ArrowHead Economics Dr Dale Nesbitt is a noted national and international energy, resource, microeconomics, modelling, and risk analysis expert. Nesbitt has been in the gas, oil, electricity, and energy decision analysis and modelling business since 1974 and is the CEO and Founder of ArrowHead Economics.

Manufacturers cannot control the market price of electricity, oil, or gas. They are largely price takers, and they are often exposed to external shocks such as tariffs and supply chain disruptions. What they can control is how much energy they need to produce each unit of output and how vulnerable they are to price volatility.

That is why high energy prices are often the moment when efficiency investments make the most economic sense. Whether the choice is better equipment, process upgrades, on-site solar, or battery storage, the value of reducing purchased energy rises when power and fuel are expensive. Payback periods get shorter, resilience becomes more valuable, and the business case gets easier to defend.

The key point is that sustainability is not separate from competitiveness. For manufacturers, it is often a way to protect margins. The firms that invest in lower energy intensity when prices are high are not just reducing emissions. In manufacturing, efficiency is not just a sustainability strategy – it is a hedge against volatility.

Manufacturers can balance sustainability goals with rising energy costs in several ways, and they begin with having the right data. It is critical to understand current energy usage, equipment performance, and contract structures so organisations can forecast costs accurately and make informed decisions.

Once that foundation is in place, the priority should be reducing unnecessary consumption. Access to accurate data helps identify facilities, systems, or equipment that are driving excess energy use, allowing manufacturers to target waste quickly. In many cases, improving efficiency is the most immediate way to lower costs whilst also advancing sustainability objectives.

A second strategy is to review energy procurement and supplier contracts. Organisations that depend on short-term agreements or pricing tied closely to the spot market often experience the most volatility. Longer-term contracts can help reduce exposure to unpredictable price swings and support more effective budgeting.

Finally, some manufacturers are investing in on-site energy generation, including solar, to reduce reliance on external providers. Whilst these solutions often require upfront capital, they can deliver long-term cost stability and strengthen an organisation’s overall sustainability strategy.

AArete AArete is a global management and technology consulting firm specialising in driving profitability improvement, digital transformation, and strategy and change. www.aarete.com

ArrowHead Economics Arrowhead Economics models global energy and materials supply chains to quantify prices, flows, and investment. www.arrowheadeconomics.com

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THE QUESTION SUSTAINABILITY VS ENERGY COSTS

LACHLAN BUIRDS CEO, Edale What was once framed as a sustainability investment is now a commercial necessity. With energy costs pressuring margins, manufacturers are treating efficiency less as a ‘spend to save’ initiative and more as a core requirement for protecting margins, strengthening resilience, and maintaining competitiveness.

The most resilient manufacturers are those treating energy efficiency and sustainability as the same operational challenge. Building that efficiency into processes helps reduce exposure to energy price volatility and creates a more stable cost base.

In label and packaging production, this is particularly visible in curing and drying technology. The move from conventional arc UV to LED UV systems, for example, can deliver power savings across the press, reducing energy bills

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and carbon output at the same time. That kind of tangible, measurable return is what’s driving investment decisions on the shop floor today.

The opportunity goes beyond capital investment. In label and packaging environments, reducing setup waste, improving job changeover efficiency, and rethinking how products are demonstrated to customers can all lower energy and material consumption whilst improving throughput and cost control.

With margins under pressure and energy costs unlikely to fall, manufacturers who build efficiency into their processes now are better placed to protect competitiveness.

Edale Edale is a British manufacturer of flexographic printing and converting solutions for the carton and label markets. edale.com

THE QUESTION SUSTAINABILITY VS ENERGY COSTS

JEFF IRVINE Vice President, Sustainability, Energy and Climate Change, WSP Jeff Irvine has 19 years of experience implementing sustainability policy and programme management solutions for corporations and city governments. Irvine leads the SECC Net Zero Strategy Domain, advising numerous Global 500 companies on science-based target setting, climate transition planning, and activating sustainability strategy implementation.

Rising energy costs do not create a trade-off with sustainability goals. Rather, they crystallise the business case for target achievement. This case rests upon nearterm energy operational expenditure (OpEx) reductions and long-term insulation from energy price volatility and climate regulations.

Manufacturers who haven’t maxed out efficiency improvements should seize this opportunity immediately. Higher energy costs shorten payback periods, pushing more sustainability projects past hurdle rates. If capital budgets are constrained, energy service contracts can transfer performance risk whilst delivering immediate savings. Operational changes identified through retro-commissioning or audits provide OpEx savings without capital. A revolving fund replenished by these savings creates a flywheel for future sustainability investment and growing OpEx savings.

Manufacturers who have already exhausted the low-hanging fruit should focus on hedging future price and regulatory risks. A manufacturer currently meeting sustainability targets through unbundled renewable energy certificates can shift to a long-term renewable power purchase agreement to lock in rates. Similarly, investments in the energy transition, from process electrification to incentivising supplier decarbonisation, mitigate future fossil-fuel price shocks to both energy costs and product inputs. These also reduce regulatory carbon pricing risk.

The real question to ask is what barriers prevented your organisation from taking these actions already?

JUDY TE BREUIL Head of Business Development, Wewise Manufacturers face growing pressure to secure reliable and affordable energy supplies whilst reducing carbon emissions to meet corporate sustainability goals. By combining solar PV with smart energy storage, they can generate their own electricity and use it during peak demand periods. Excess energy can also be sold back to the grid, creating a secondary revenue stream. This ensures solar energy is not just a sustainable choice but a must-have driver of growth and performance.

In large facilities, unused rooftop space is prime real estate for bespoke solar PV installation. The installation of solar panels on rooftops, alongside modular battery systems, delivers immediate cost savings and ensures sustainable power generation. Introducing an intelligent software solution goes a step further by effectively managing both energy consumption and costs. This strategy not only aligns with daylight energy profiles but also supports environmental, social, and governance (ESG) compliance with EU grants.

By transitioning to on-site solar power and smart storage, manufacturers can transform energy into a strategic asset that drives innovation, supports sustainability goals, and opens new avenues for revenue generation to not only protect their bottom line, but also position themselves as leaders in the drive towards a more sustainable industrial future.

WSP WSP is one of the world’s leading professional services firms, uniting its engineering, advisory and sciencebased expertise to shape communities to advance humanity.

Wewise Wewise, a group of business-to-business (B2B) renewable energy specialist companies owned by DCC plc, helps businesses navigate the energy transition with confidence and success. The group leverages global expertise from more than 15 businesses across eight markets, alongside the strong local presence of over 1,000 employees.

www.wsp.com/en-us

www.wewise.com

Manufacturing Outlook Issue 12 | 35

A production-line of exclusive content, delivered straight to your inbox As manufacturing organisations worldwide confront unprecedented change, embracing technological innovations and incorporating critical environmental sustainability agendas, now more than ever is the time to showcase the strides being taken in this dynamic sector.

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Built for the Journey Ahead Whether on the road or on the water, Lippert enhances all outdoor recreation adventures.

We celebrate the company’s 70th anniversary with Ryan Smith, Group President, and learn more about how it continues to push the possibilities of products and services Writer: Lauren Kania | Project Manager: Michael Sommerfield

W

ith 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.

38 | Manufacturing Outlook Issue 12

“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.

Lippert’s highly skilled welders

LIPPERT NORTH AMERICA

Manufacturing Outlook Issue 12 | 39

LIPPERT NORTH AMERICA

“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 longterm 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.

IN WHAT WAYS DOES LIPPERT UPHOLD ITS MOTTO, ‘BUILT FOR THE JOURNEY AHEAD’?

Ryan Smith, Group President: “‘Built for the Journey Ahead’ is our commitment to durability in a disposable world. In a time when planned obsolescence is all too common, we do not design for breakdown cycles or short replacement windows – we build with the expectation that what leaves our facilities will endure real usage, real miles, and real demands over time.

“For us, durability is where innovation and quality come together to shape the customer experience. Innovation pushes us to develop smarter designs and better solutions, while quality ensures those advancements deliver reliability customers can trust over the long haul.

“What we create does more than perform; it becomes part of someone’s story. We’re privileged to design products that stand behind the adventures families retell around campfires and dinner tables, present in milestones, traditions, and the ordinary moments that become unforgettable. Long after the journey ends, the memories remain.

“We build with that responsibility in mind.”

40 | Manufacturing Outlook Issue 12

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.

TaylorMade Plant, Robotic Glass

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.

Manufacturing Outlook Issue 12 | 41

ADVANCED EXPANDE D POLYSTYRENE

SOLUTIONS

D

Since being established in 1978, Arvron Inc has built a solid, award-winning reputation on two key things: quality expanded polystyrene (EPS) products and exceptional customer service.

We control every step of the EPS manufacturing process in our Grand Rapids, MI facility. From raw material, block molding, block drying, and precision hot wire cutting, along with delivery of the finished product to our customers. Our in-house capabilities ensure consistent quality, performance and reliable lead times.

EPS is one of the most versatile materials available, and our foam is used across many different industries. Various construction industry applications, Geo Foam, protective packaging and custom shapes to meet your project needs are just a few examples. We specialize in roof foam, wall, floor, and door insulation, and other EPS needs within the RV industry.

Arvron extends our sincere congratulations to Lippert on their 70th anniversary. This milestone is a testament to your enduring commitment to excellence and innovation. We are proud to supply EPS to your organization and value the trust you place in our partnership. We look forward to many more years of collaboration and shared success.

Arvron Inc

Phone: 616-530-1888 Email for inquiries, Amy Smit: asmit@arvron.net 4720 Clay Ave SW Grand Rapids MI 49548

Email our president, Doug Heyboer: dheyboer@arvron.net

LIPPERT NORTH AMERICA

Chassis manufacturing

“Manufacturing is more exciting than ever; we’re witnessing a true resurgence of American manufacturing. Investment in domestic production is rising, supply chains are strengthening, and skilled trades are back in the spotlight” – R YA N S M I T H , G R O U P P R E S I D E N T , L I P P E R T

“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 44 | Manufacturing Outlook Issue 12

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.

We want to congratulate Lippert on their 75th anniversary. This is truly a tribute to excellent leadership over the years.

Frye Fabrication, Inc. has been privileged to be a part of the Lippert team since 2017. At Frye, we don’t just fabricate metal; we build partnerships with our customers. From custom proto builds and one-offs to high-volume production runs, we ensure that your project is done right the first time, and on time. We are a one-stop shop that values long-term relationships with a focus on high quality, reliability and superior customer service.

Equipment

• Cad/Cam Software o Trumpf Tru-Boost o Autodesk Fusion o AutoCad o RADAN • Lasers o (2) Trumpf TruLaser 2030 Fiber Lasers • Punch o Amada Vipro 345 • Press Brakes o Amada and Pacific Press Brakes - Up to 12ft Bed for Long Parts - 240-Ton Capacity • Shear o LVD Shear - 10ft Length with ¼” Max Thickness • Welding o Lincoln and Hobart Mig/Tig Welders

CONTACTS: Chad Frye – President Chad@FryeFab.com Office: 317-982-5952 | Cell: 317-999-7350 Clint Bucher – CFO cbucher@legacyadvllc.com Office: 317-581-3905

LIPPERT NORTH AMERICA

COMMITMENT TO DURABILITY

CAN YOU TELL US MORE ABOUT THE SIGNIFICANCE OF YOUR SUPPLY CHAIN OPERATIONS AND HOW THESE RELATIONSHIPS ARE CRUCIAL TO LIPPERT’S SUCCESS? Ryan Smith, Group President: “Our supply chain relationships are absolutely critical to our success. In today’s environment, the supply chain is not just about sourcing materials – it’s about resilience, alignment, and trust.

“When you operate at our scale across the RV, marine, and transportation markets, you need partners who understand your standards, pace, and commitment to quality and safety. We spend a lot of time cultivating those relationships because they directly impact our ability to deliver for our OEM and aftermarket customers.

“One area we are particularly proud of is the strength of our domestic manufacturing footprint. In segments like our glass operations, for example, we have zero overseas dependencies, which gives us greater control over quality, lead times, and continuity.

“It also allows us to be more responsive to customer demand and less exposed to global disruption. That level of vertical integration and domestic capability is a strategic advantage.

“At the same time, even where we do source globally, we are intentional. We prioritize long-term partnerships over transactional relationships, aligning on quality expectations, innovation goals, and continuous improvement. When our suppliers innovate, we innovate.

When they improve efficiency, it strengthens our entire value chain.”

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 Chassis coating

46 | Manufacturing Outlook Issue 12

To continue its decades of success and growing international footprint,

Holding together what moves you.

Behind every journey is a system of components engineered for uncompromising reliability. From locking systems and precision fasteners to functional & decorative hardware, Global Link Distribution supplies the critical parts trusted by leading RV manufacturers like Lippert. Because every adventure begins with what holds it together.

• Critical Components, Engineered for Reliability • Global Sourcing & Deep Industry Expertise • Strategic Inventory Planning • Responsive, Relationship-Driven Service www.gld1.com

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LIPPERT NORTH AMERICA

Cut & Sew department, Plant 91, Marine Furniture Division

LIPPERT’S TOP CATEGORIES • RV awnings

“We’ve built our reputation on an innovative culture, advanced manufacturing capabilities, and a strong commitment to enhancing the customer experience” – R YA N S M I T H , G R O U P P R E S I D E N T , L I P P E R T

• Laminated entry and cargo doors • Slide-out and bed lift mechanisms • Towable chassis and metal fabrication • Windows, glass, and glazing systems • Leveling and stabilization systems • Automotive hitches • Towing accessories • Towing electrical • Trailer axles and running gear • Boat shades • RV, marine, and transportation vehicle furniture and seating

48 | Manufacturing Outlook Issue 12

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 missioncritical. 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

Plain talk in modern times As members of the Amish faith, we strive to live lives that are plain and simple, centered on God and family. That same commitment shapes the way we do business.

As a supplier, put plain and simply, we provide a competitive product — built to spec and delivered on time.

Since 1988, our family has been crafting quality pallets and crating solutions for customers both large and small. We proudly serve the Automotive, Solar, Glass, and Food Grade industries, where precision, durability, and reliability matter every day.

When you choose Graber Box and Pallet, you’re not just purchasing pallets or crates — you’re partnering with a family committed to craftsmanship, integrity, and doing the job right for generations to come.

For more details see www.graberboxandpallet.com or call 260-657-5657.

LIPPERT NORTH AMERICA

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.

LIPPERT INSIDERS

Robotic welder

“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” – R YA N S M I T H , G R O U P P R E S I D E N T , L I P P E R T

Lippert Insiders is an all-access pass to epic events, secret drops, surprise merchandise, membersonly discounts, and more, with no strings attached. It’s fast, fun, and built for people who hate complicated sign-ups and boring perks.

Specifically, those who join the circle are the first to know about new gear, are able to attend festivals, bull-riding, and exclusive giveaways, receive limited-edition swag, get their hands on discounts before anyone else, and receive a special birthday treat to help celebrate the occasion.

This opportunity is open to anyone who wants to be part of the Lippert circle, with great rewards and no fees.

50 | Manufacturing Outlook Issue 12

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.

1203 S. Division St. Bristol, IN 46507 574.848.1500 x 101 info@moldedfoamproducts.com www.moldedfoamproducts.com

Molders of Custom, Flexible (Soft) Polyurethane Foam, Cushions and Cushioning Materials MFP is an ISO-certified business, efficiently located in Bristol, IN to serve the United States from coast to coast and operates out of a 100,000 square foot modern facilty.

The company runs multiple carousel molding lines to produce a diverse mix of products, from small to very large parts.

We mold flexible polyurethane foam (mostly cushions and cushioning) for many “high compliance” industries including Medical, Military, Transportation, Office, Marine, and RV. Additional parts and inserts such as hook and loop, plastics, metals, wood, fabric, and other foams can

be “over-molded” as part of our manufacturing process. This can reduce inventory for customers, eliminate secondary labor, and integrate the components into a strong bond with the foam.

Secondary operations such as sub-assembly, cover insertion, and packaging are also provided.

We will package the way you want it – boxed, bagged, or in returnable packaging.

We can assist you with the design and development of your molded foam requirements to provide the look, feel, and performance you desire while keeping your cost as low as possible.

LIPPERT NORTH AMERICA

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, nonprofits, 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 performancefocused. Its mission is to come together with other organizations

LIPPERT’S FEATURED BRANDS • LIPPERT – A leading, global manufacturer and supplier of highly engineered products dedicated to shaping the RV, marine, and automotive industries.

• CURT – The leading manufacturer of US-made custom-fit trailer hitches and supplier of a complete line of towing products.

• RANCH HAND – A leading name in the truck accessories industry, known for meticulously engineered, highly durable, US-made steel bumpers and grill guards.

• FURRION – A purveyor of RV and marine technology, enabling people to live

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.

outdoors and off-the-grid through premium, energy-efficient products.

• TAYLOR MADE – One of the most trusted, versatile leaders in US-made, premium marine products and accessories, with more than 100 years of experience.

• FREEDMAN BY LIPPERT – Designs and manufactures seating and safety products for the transit, coach, rail, marine, and paratransit markets.

• LEWMAR – A premier marine equipment supplier that designs, manufactures, and distributes innovative, high-quality control solutions worldwide.

• UWS – A leading manufacturer of US-assembled truck tool boxes, offering reliable storage solutions for professional tradesmen and truck enthusiasts.

52 | Manufacturing Outlook Issue 12

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.

ADVANCED MANUFACTURING 260-639-6500 mail@peridotinc.com www.peridotinc.com

PARTNERSHIP We congratulate Lippert on 70 years of product excellence and commemorate over 20 years of supplier partnership. PERIDOT prioritizes collaboration and creativity with its customers to produce impactful results.

CAPABILITIES • Additive Manufacturing • Injection & RIM Molding • CNC Machining

• Metal Castings • Support Services • Assembly & Contract Mfg

THE DIFFERENCE Forged on engineering principles, the latest manufacturing methods, and diverse experience; Peridot offers an extensive portal to advanced manufacturing solutions to achieve your success.

ABOUT US 30,000

3

1,000,000

Square foot facility with flex-space to meet your needs

Decades in business solving manufacturing challenges

Number of components shipped annually

LIPPERT NORTH AMERICA

DRIVING MEANINGFUL CHANGE

Plant 45, Axles

“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” – R YA N S M I T H , G R O U P P R E S I D E N T , L I P P E R T

“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 54 | Manufacturing Outlook Issue 12

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.”

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.

CONNECT ON A DIFFERENT LEVEL Hydraulic Adapters & Fittings

tompkinsind.com

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800.255.1008

LIPPERT NORTH AMERICA

Plant 119, Automated Glass

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 56 | Manufacturing Outlook Issue 12

Finishing and coating

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.

LIPPERT NORTH AMERICA

Four Decades of Precision.

One Global Partner.

Factory in

THAILAND

Factory in

TAIWAN

Khan’s provides integrated manufacturing and sourcing services to fulfill various customer requirements: • Metals • Polymers • Electrical and technological solutions

• OEM and ODM • Electronics and PCBA • Multiple applications

KHAN’S ENTERPRISE CO., LTD. 1921 Chun Ri Road, Taoyuan, Taiwan Email: sales1@khans.com.tw Tel: +886 3 358 8181 | Fax: +886 3 357 8181

PARTNERS IN EVERY STEP For nearly 20 years, we’ve partnered with Lippert as their national provider for material handling equipment and fleet solutions. Our services include lift trucks and attachments, fleet management programs, and advanced technology solutions designed to optimize productivity and reduce downtime.

Manufacturing Outlook Issue 12 | 57

Finishing and coating

“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” – R YA N S M I T H , G R O U P P R E S I D E N T , L I P P E R T

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 58 | Manufacturing Outlook Issue 12

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

LIPPERT NORTH AMERICA

Lippert led the way in fabrication back in the 1950s

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.

MIRM-Lipperts-PRPDF.indd 1

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 3/11/26 1:45 PM 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.

Tel: 432-547-7378 customerservice@lci1.com

corporate.lippert.com Manufacturing Outlook Issue 12 | 59

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TURBOCAM NORTH AMERICA

A Strategic Shift from Wheels to Wings For TURBOCAM, shifting focus from the automotive to the aerospace industry is opening the door to innovative possibilities, propelling the company toward a future where groundbreaking technology takes flight. Michael Noronha, President, tells us more Writer: Rachel Carr | Project Manager: Jakub Tyl

A

s a global leader in innovative manufacturing solutions, TURBOCAM specializes in high-performance turbomachinery flow-path components.

Focusing on aviation, space transport, automotive turbocharging, power generation, and industrial gas compression, the company incorporates prototyping, integrated product development, high-volume production, enhanced surfaces, advancing metals technologies, and supply chain management into its operations.

However, TURBOCAM has undergone a significant transformation since its establishment in 1985, refocusing its attention away from a heavy reliance on the automotive industry.

“A decade ago, we relied on a single commercial vehicle (CV) engine

manufacturer for over 70 percent of our business; today, it’s about 25 percent,” introduces Michael Noronha, President, reflectively.

“Our customer expressed concerns about this reliance, emphasizing the need to diversify our revenue streams.

We were also motivated by the risk of the CV turbocharger market emulating the passenger vehicle (PV) market, which was both capitalintensive and low-profit.”

CV turbo parts are lower in rate, complex, and expensive, whereas PV turbo parts are comparatively high in rate, simple, and cheap.

“The manufacturing processes have a lot of overlap. We were afraid that manufacturers with leftover PV capacity, as electric vehicles (EVs) took over the market, would start moving into the CV space to fill their shops. That proved somewhat true,” he adds.

This pivot necessitated a significant long-term investment from TURBOCAM’s automotive profits into aerospace technology and infrastructure, which proved particularly challenging in 2020 amid the COVID-19 pandemic, when the company experienced a temporary 85 percent decline in its commercial aviation business.

While the automotive industry is cyclical and predictable over threeyear timeframes, aerospace is more volatile due to complex components and limited sourcing options.

Market conditions within specific aircraft programs can change suddenly in response to supply chain shortages or safety incidents, affecting orders and production rates.

In contrast, the automotive supply chain is more resilient, with clearer market demand.

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“Our goal in diversifying was to stabilize financial performance and seek further growth,” Noronha considers.

“While our automotive segment grew amid rising US heavy-truck emissions requirements in the 2000s, the market has since leveled off, requiring us to defend against global competition.”

Currently, there’s significant interest in electric vertical takeoff and landing (eVTOL) vehicles, which could replace helicopters in some use cases and shift demand from luxury cars to aviation.

“Initially, we avoided the eVTOL crowded space due to uncertainty in identifying winners and doubts about airspace management in the US and Europe,” Noronha acknowledges.

“However, it appears that eVTOL products may launch first outside the West, benefiting from self-driving technology to reach more consumers.

“Our expertise in heating, ventilation, air conditioning, and refrigeration (HVACR) chillers aligns well with the needs of eVTOL manufacturers for electric motor cooling as they scale up operations.”

THE EVOLVING LANDSCAPE OF AVIATION AND ROCKETRY From TURBOCAM’s manufacturing perspective, there’s a decreasing variety at the component level for turbopump designs in the rocketry sector.

Furthermore, design engineers are in short supply and move between major launch providers, sharing design approaches and manufacturability know-how to optimize costs and expand supply chain access as production volumes increase.

“Rocketry is losing its niche status in the aerospace manufacturing industry. As more of the general public travels to space, we expect many engines to be held to stricter

62 | Manufacturing Outlook Issue 12

quality requirements, similar to those in commercial aviation.

“This regulatory shift will likely slow the rapid design iterations currently seen in the sector, making rocketry feel more like commercial aviation.

We’re excited about this trend as we already apply stringent process controls from aircraft manufacturing to rocket parts,” Noronha enthuses.

In both aviation and rocketry, original equipment manufacturers (OEMs) are moving away from relying on fragile global supply chains and are prioritizing suppliers who deliver on

time and maintain quality.

Noronha states that people are increasingly hearing the mantra: ‘cost matters, but the most expensive part is the one you don’t have’.

“Reliable performance and a de-risked supply chain are more critical than achieving marginal improvement in fuel efficiency, which is why OEMs are pushing out timelines for new aircraft and engines.

“Adapting the supply chain is slow and reactive, requiring validation support from OEMs, with initial focus on critical parts,” he highlights.

WHAT IMPACT HAS THE AI DATA CENTER BOOM HAD ON TURBOCAM’S OPERATIONS? Michael Noronha, President: “It has massively increased our demand for compressors in gas turbines, diesel generators, and large HVACR chillers.

“Data center hardware has grown from about two percent of our business before the COVID-19 pandemic to approximately 15 percent today, with forward three-year projections nearing 20 percent.

“Our growth will depend on OEM customers opening new assembly lines and securing other critical hardware. In 2026, we expect to supply compressor wheels for around 10 million tons of HVACR chilling and tens of gigawatts of diesel generators.

“To meet increased demand, TURBOCAM built a new 33,000 sqft facility in the US, expanded the UK facility from 20,000 sqft to 48,000 sqft, and we are also adding a wing to our India plant for gas turbine production.

“This expansion has been capital-intensive and challenging to our ability to onboard and train staff. The current market pressures require us to add capacity while facing skyrocketing costs for new machines and buildings.

“A small market-share loss could jeopardize our financial stability given the growing dominance of fixed costs, so we’ve dedicated engineers to create global best-in-class processes and maintained some older equipment to control fixed costs.”

OEMs aim to use digital design tools to speed up the transition from concept to production.

However, many start-ups struggle to achieve quick production due to supply chain constraints.

Those bringing the supply chain in-house often face even greater delays due to inexperience, despite potential cost savings in theory.

ADAPTING MANUFACTURING STRATEGIES

TURBOCAM adapts its manufacturing processes to meet changing demands in various sectors by focusing on advanced technologies for its turbomachinery products.

“The volatility and macro risks in some markets have made us reconsider our long-term market strategy,” Noronha cautions.

“Many end customers, such as rocket launch providers and artificial intelligence (AI) companies, are experiencing negative cash flow and

“Our goal in diversifying was to stabilize financial performance and seek further growth” – MICHAEL NORONHA, P R E S I D E N T, T U R B O C A M

short-term losses to gain market share, which will lead to significant exits.”

As a result, the company is investing more capital up front and accepting lower short-term profitability to ensure it has adaptable resources.

“We’re standardizing processes and selecting identical machining centers across business units to quickly reallocate capacity as needed, even if it sometimes means using machines in less-than-optimal ways.”

Establishing itself in 5-axis milling, electrochemical machining, and airfoil metrology, TURBOCAM continues to explore innovations in these areas. However, the industry has seen little improvement in these processes over the past seven years.

To maintain a competitive edge, TURBOCAM is enhancing its turning and grinding capabilities, which are crucial for ensuring smooth part integration at the assembly level.

“With a shortage of skilled lathe and grind machinists in the US, we’re shifting toward processes that enable operators with basic technical skills to manage multiple machines and produce complex components efficiently.

“We also focus on cutting tool technologies and leveraging our in-house manufacturing capabilities to reduce this key driver of variable cost. By iterating on carbide grade, coatings, and geometry available within the public domain, we aim Manufacturing Outlook Issue 12 | 63

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to minimize consumables usage, especially in nickel or titaniumbased aerospace alloys,” Noronha emphasizes.

Getting the cutting science right is essential to TURBOCAM’s competitiveness at scale. While AI can provide initial insights, it cannot replace thorough trial-and-error in real applications.

“We’re expanding into challenging materials and shapes this year, with a limited 5-axis milling offering for ceramic workpieces. We’re also seeking partners to explore machining ceramic matrix composites – our technology excels with delicate features like those on blades and vanes,” he enlightens.

“Additionally, we’re introducing multi-axis electrochemical machining for non-line-of-sight passages in metal, and our goal is to tackle ‘impossible to machine’ components, unlocking material and geometry combinations that could lead to more efficient engine designs.”

TURBOCAM is also exploring the potential of supercritical carbon dioxide (CO2) to transform turbomachinery sectors, including geothermal energy, cooling systems, micro-nuclear reactors, and energy storage, partnering with design companies to bring this technology to market.

CULTIVATING A COMPANY CULTURE

A cooperative mentality shapes TURBOCAM’s company culture and operations, creating financial wealth for its employees.

“We foster a culture of stewardship where employees feel like owners and can make decisions independently.

This enables a flatter structure, allowing us to react quickly to changes without rigid approvals,” explains Noronha.

“Our approach allows us to make multi-million-dollar decisions in real-time, focusing on learning from 64 | Manufacturing Outlook Issue 12

REACHING FOR THE STARS In the vastness of space, TURBOCAM plays a vital role aboard the International Space Station (ISS), making air cycle machine parts and rocket engine parts that ferry people and equipment to and from the ISS. The company ventured into the challenging realm of rocketry in the 1990s, embarking on an ambitious project to develop a set of liquid oxygen pumps for the RS-25 Space Shuttle Main Engine (SSME) – establishing it as a formidable player in the aerospace industry.

Just two years later, TURBOCAM pioneered the machining of shrouded liquid hydrogen turbines specifically for the Delta IV rocket engines, highlighting the company’s technical expertise and innovative spirit.

Over the years, the company has crafted a variety of critical components essential for space exploration.

For example, TURBOCAM’s refrigerant pump impellers help maintain a habitable environment on the ISS, and large rocket turbopumps are being developed to facilitate ambitious missions to Mars, along with smaller upper stages that skillfully maneuver spacecraft into precise orbits.

In 2019, NASA representatives honored TURBOCAM with an award for excellence in the manufacturing of liquid oxygen and fuel turbopumps.

Recently, the company has garnered recognition for its contributions to NASA’s Space Launch System (SLS) program, cementing its status as a key supplier. For the Artemis I mission, it supplied ten unique components for each of the four RS-25 engines.

Members of NASA and astronauts have commended TURBOCAM for ensuring the safe return of everyone to Earth.

Supplier for Titanium and solutions around it

From Ti sponge

to Ti bars to die forgings

Since 1996 we are supplying the industry with Ti alloy bars and dieforged parts.

We have supplied the industries with a total over 4 mio. parts.

We are thankful for being selected as a supplier of Tubocam

Hanseatische Waren Handelsgesellschaft mbH & Co. KG Am Wall 127 28195 Bremen / Germany www.tibar.de

outcomes. We prioritize employee well-being by promoting a supportive work environment, valuing voluntary overtime, and maintaining extra inventory to reduce stress.”

TURBOCAM aims to create financial wealth for employees through competitive pay and benefits while minimizing the risk of job loss.

Customer commitments take priority, with investments in R&D and infrastructure made before allocating surplus budget to compensation and benefits. Notably, the owning family comes last, which would be unacceptable in most company structures.

There is a performance bonus of 10–12.5 percent for all employees as long as the company is meeting modest targets.

“We consistently increase total compensation above inflation for our staff by leveraging business capital and employee skills, instead of burdening customers with large price hikes.”

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“Rocketry is losing its niche status in the aerospace manufacturing industry. As more of the general public travel to space, we expect many engines to be held to stricter quality requirements, similar to those in commercial aviation” – M I C H A E L N O R O N H A , P R E S I D E N T, T U R B O C A M

Despite being located outside traditional hubs, TURBOCAM focuses on workforce development by providing foundational training at its New Hampshire center for operators, inspectors, and engineers.

The company’s site in India, meanwhile, offers a year-long leadership training program for developing leaders, resulting in nearly 50 graduates who now serve as managers and supervisors.

“Our efforts have resulted in positive outcomes, with over 100 engineers joining from college, advancing their responsibilities, and many machinists progressing from operators to developing complex production processes.

“We retain talent through strong culture, competitive compensation, and skills development. We incorporate digital learning and on-the-job training with

TURBOCAM NORTH AMERICA

Your Microwave Solution Center Coleman Microwave Company (CMC) began ALUMINUM DIP BRAZING operations in 1985.

We feature a large 24” x 40” x 30” deep Upton dip braze tank and Trent pre-heat treatment ovens.

Work processed in our facility includes a large variety of items ranging from small intricate waveguide assemblies to large complex chassis.

COLEMAN MICROWAVE COMPANY apprentice-style tracks in machine maintenance, machining, and inspection,” Noronha details.

OPTIMIZING OPERATIONS AND EXPANDING CAPABILITIES

TURBOCAM’s new 75,000-squarefoot (sqft) rocketry facility offers a range of specialized products and services, reflecting the sector’s advancing capabilities.

Additionally, the increased HVACR output in data centers has had a notable impact on both production levels and market demand.

“Our new rocketry facility will support two to three long-term OEM partners who are committed to using us instead of establishing their own production lines. These customers, from the rocketry and aero-engine sectors, are willing to pay a premium for a reliable supply of critical components,” informs Noronha.

The need for this facility arose as surging data center demand quickly

CMC is an industry approved source for aluminum dip brazing, welding, heat treating, and chemical film coating. Aluminum dip brazing is the preferred means of fabricating aluminum assemblies, offering superior joints as strong as the base metal. Dip brazing utilizes uniform heating, resulting in little or no physical distortion.

Depending on fixturing and method of fabrication, complex assemblies can achieve tolerances as low as +/- .005, though typical tolerances are +/-.010.

The Coleman Quality System has been MIL-I-45208 approved since 1973.

PHONE:(540) 984-8848 | EMAIL:sales@colemanmw.com | WEBSITE:www.colemanmw.com

consumed the company’s excess capacity.

“Our business supplying power generation and back-up has been our fastest-growing segment in the last three years, closely followed by HVACR.” Another strategic move for the company is the recent transition to dip brazing in-house in India, as every HVACR compressor it produces is a brazed assembly.

The cost and quality of brazing in the US are challenging – labor is a major cost driver, and air freight costs are minimal compared to the savings from labor.

The US brazing supply chain is often tied to cost-insensitive military contracts, making it less competitive globally for commercial products.

“This year, we’re completing industry certifications to expand our capabilities and rapidly grow our HVACR market share.

“We’re focused on meeting customer delivery commitments, achieving eight percent global topline growth, maintaining flat variable costs against inflation, and pursuing fiscal deleveraging goals to protect stakeholders.

“We aim to grow by partnering with customers to address their total supply challenges. Additionally, we have goals for improving employee experience, growth, and retention in place, though quantifying these targets is still in progress,” Noronha closes optimistically.

Tel: 1-603-905-0200 communications@turbocam.com

www.turbocam.com Manufacturing Outlook Issue 12 | 67

FORTIFYING THE FUTURE FRONTIERS OF DEFENSE We dive into Forterra’s innovative spirit with insights from its executive team, exploring how the company’s mission-driven ethos is transforming the battlefield into a realm where technology meets tenacity Writer: Rachel Carr | Project Manager: Jakub Tyl

I

n 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 68 | Manufacturing Outlook Issue 12

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 warfighterfocused; 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.

FORTERRA NORTH AMERICA

“We focus on creating autonomous systems that function in real-world, offroad 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 edgedeployed, software-defined communication and smart databrokering 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 thirdparty 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.

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“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 70 | Manufacturing Outlook Issue 12

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.

industry and the government will need to address honestly and directly.

HOW DO YOU SEE THE FUTURE OF DEFENSE TECHNOLOGY EVOLVING, AND HOW WILL FORTERRA POSITION ITSELF TO ADAPT TO THESE CHANGES? Scott Sanders, Chief Growth Officer: “The near-term trajectory of the battlefield is best understood as humanmachine teaming rather than autonomous systems operating independently.

“The practical value of autonomy in the immediate term is force multiplication, giving individual operators and small units access to autonomous mobility, persistent sensing, fires, and communications reach that would previously have required far greater manpower.

“The goal is to extend the effective capability of the warfighter, not to replace it.

“Looking further ahead, the question of how much decisionmaking authority will ultimately reside with autonomous systems is one that the

“The competitive environment, particularly with respect to nearpeer adversaries, cannot afford the luxury of deferring those conversations indefinitely.

“Forterra’s response to that uncertainty is architectural. By building an open, modular, and interoperable platform rather than a closed point solution, the company is not committing to a single vision of how autonomous operations will evolve.

“Rather, it is building foundational infrastructure that remains relevant across a range of futures and can absorb new capabilities as the operational and policy landscape evolves.”

“ I T ’ S C R U C I A L F O R D E F E N S E T E C H N O LO GY TO P R O V I D E E M E R G I N G SYST E M S F O R L A R G E S C A L E , LO N G -T E R M U S E , R AT H E R T H A N J U ST P I LOT P R O G R A M S , TO VA L I D AT E T H E N E W O P E R AT I N G M OD E L S W I T H A U TO N O M O U S SY ST E M S ” – SCOTT SANDERS, CHIEF GROWTH OFFICER, FORTERRA

“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.

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“ B U I L D I N G SYST E M S T H AT M E E T C E R TA I N STA N D A R D S AT P R OD U C T I O N SCALE FOR THE US M I L I TA R Y I S A N EXTRAORDINARY ENGINEERING CHALLENGE, AND FORTERRA HAS BEEN DOING THIS FOR 20 YEARS” – SCOTT PHILIPS, CHIEF INNOVATION OFFICER, FORTERRA

This capability ensures highresolution 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 72 | Manufacturing Outlook Issue 12

CAN YOU PROVIDE EXAMPLES OF SPECIFIC MISSIONS OR TASKS WHERE FORTERRA’S SYSTEMS HAVE BEEN SUCCESSFULLY IMPLEMENTED? Scott Philips, Chief Innovation Officer: “Our systems have been applied across various mission sets, enhancing safety for personnel, extending operational reach, and improving the tempo in challenging environments.

“A prime example is autonomous logistics, where unmanned ground systems transport personnel and equipment through risky areas without exposing additional warfighters to danger. This remains a key focus for the defense community.

“Engineering support, especially for tasks such as breaching and route clearance, is another critical area. Autonomous systems expedite mission execution while minimizing soldier exposure to hazardous situations, altering the risk dynamics of these missions.

“Forterra’s technologies are also vital for distributed operations that require resilient communications and reliable C2 infrastructure in GPS-denied environments. Success relies on systems operating effectively in conditions where typical connectivity doesn’t apply.

“These are not just theoretical applications; our systems have advanced beyond controlled settings and are now actively utilized in real defense programs and combat situations.

“The true value of autonomous systems lies in their effectiveness in contested, uncertain circumstances.”

FORTERRA NORTH AMERICA

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 groundbased autonomy is particularly challenging, especially in the battlefield domain. According to 74 | Manufacturing Outlook Issue 12

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.

WHAT WERE THE MAJOR ACHIEVEMENTS AND DEVELOPMENTS FOR FORTERRA IN 2025, PARTICULARLY REGARDING CONTRACTS, PARTNERSHIPS, AND FUTURE INITIATIVES? Josh Araujo, CEO: “2025 was a massive year for Forterra in terms of validated operational demand. We secured the first ground-autonomy production contract awarded by the former Department of Defense, delivering ROGUE-Fires autonomous systems to the US Marine Corps.

“That milestone alone represents a meaningful inflection point for the industry, not just Forterra, as it demonstrates that autonomous ground systems have crossed from prototype and pilot into production and fielding.

“Beyond that, Forterra was awarded a $114 million prime contract to deploy autonomous breaching systems for the Army, advanced to Phase II of the Army’s Ground Expeditionary Autonomous Retrofit System (GEARS) program, and undertook a $4.8 million contract under the Army’s Unmanned Systems (UxS) program.

“On the partnership side, the company has built a growing ecosystem of strategic relationships that reinforce its interoperability positioning.

“Current partners include Volvo Defense, BAE Systems, CHAOS Industries, Oshkosh Defense, Raytheon, Aeva, and Nominal, spanning platform integration, sensing, communications, and mission systems.

“There is considerable activity planned for the future across both programs and partnerships.

“Given the nature of Forterra’s work with the US government, specific initiatives cannot be disclosed at this time, but the contracting momentum and partner ecosystem built over the past year provide a strong foundation for what comes next.”

FORTERRA NORTH AMERICA

The Premier General Contractor for Commercial Interiors

“ O U R M I S S I O N I S W A R F I G H T E R - F O C U S E D ; W E D E V E LO P T E C H N O LO GY T H AT M I N I M I Z E S R I S K S F O R T H O S E W H O S E R V E . W I T H A H I G H C O N C E N T R AT I O N O F V E T E R A N S O N O U R T E A M , W E U N D E R STA N D T H E C H A L L E N G E S A N D G A P S FA C E D I N C O M B AT ” – JOSH ARAUJO, CEO, FORTERRA

“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.

Tel: (240) 631-0008 info@forterra.com, press@forterra.com

www.forterra.com Manufacturing Outlook Issue 12 | 75

A SU STAINAB L E P ROTAGO NIST IN

MOBILITY SOLUTIONS

As a global leader in bus body manufacturing, Marcopolo S.A. offers more than two decades of industry excellence and innovation in South Africa. Renan Pesente, General Manager, takes the wheel and steers us through the company’s achievements and future plans Writer: Lauren Kania | Project Manager: Andrew Marjoram

P

roudly celebrating 25 years in the country, Marcopolo S.A. is a bus body manufacturer serving both the South African market and the broader sub-Saharan Africa region.

Offering a diverse portfolio designed to meet varying transportation needs, the company combines human values, passion, and product excellence to truly set it apart from the rest. Marcopolo – the wider, international organisation – boasts 76 years of

76 | Manufacturing Outlook Issue 12

experience and is a world reference in manufacturing bus bodies and developing electromobility solutions in line with the most modern concepts of sustainability.

“What sets us apart is, above all, our people. Our founder used to say, “The most important thing is people”, and that remains part of our culture today,” introduces Renan Pesente, General Manager.

“We’re passionate about what we do, embrace challenges, and always willing to go the extra mile.

MARCOPOLO S.A. AFRICA

On top of that, Marcopolo brings together over seven decades of tradition, globally recognised design, and strong engineering capability.”

In South Africa (SA), the company employs approximately 300 people – the majority of whom are from the surrounding communities.

Marcopolo S.A.’s urban mobility range includes the Torino, Torino Low Entry, and Gran Viale models. For semi-luxury long-distance travel, it offers the Andare

FL and Audace 1050, whilst in the luxury long-distance segment, the company’s portfolio includes the Paradiso G8 1350 and DD 1800.

In addition to its vehicle offering, the company has a strong after-sales support network, with depots in Johannesburg, Cape Town, and Durban. These facilities support warranty work and refurbishment projects, ranging from minor repairs to full restorations.

Manufacturing Outlook Issue 12 | 77

MARCOPOLO S.A. AFRICA

With Marcopolo S.A.’s recent achievement of 25 years in the country, its capabilities and continued growth are more evident than ever.

“Our 25th anniversary in SA is a very important milestone and a strong reflection of Marcopolo’s long-term commitment to the region. It shows our ability to build a sustainable business, stay close to customers, and grow together with the market,”

CAN YOU TELL US ABOUT THE MARCOPOLO FOUNDATION AND ITS GOALS? Renan Pesente, General Manager: “Corporate social responsibility (CSR) is an important part of our values. One of the main examples of this commitment is the Marcopolo Foundation, a non-profit organisation focused on promoting sport, culture, and education in Caxias do Sul, Brazil.

“The foundation is funded by Marcopolo S.A., supported by its employees, and has positively impacted thousands of children over the years through its various programmes. In addition to its social initiatives, the foundation provides a space where employees and their families can enjoy leisure and community facilities, including a gymnasium, playgrounds, football fields, and social areas for family gatherings.

“The Marcopolo Foundation reflects our broader belief that companies should contribute not only to economic development, but also the well-being of the communities connected to them.”

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Pesente prides.

“SA is a strategic base for us. By operating locally, we are better positioned to understand customer needs, respond to market challenges, and support partners across the region. At the same time, our Germiston factory contributes to local job creation and supplier development.”

This achievement represents

not only the company’s history in the country but also its capability, resilience, and confidence in future growth.

LONG-TERM COMMITMENT A stalwart of the manufacturing industry, Pesente built his career with a strong focus on executive leadership, supported by a technical and business foundation.

“I graduated in mechanical engineering, which gave me the technical knowledge and analytical mindset to understand complex industrial environments. Later, I completed an MBA as well as an executive and international management course abroad, helping me broaden my strategic and global business perspective,” he insights.

Having begun his career in multinational companies, initially specialising in lean manufacturing, Pesente developed deep expertise in operational efficiency, continuous improvement, and performance management. Over time, his responsibilities expanded from technical and operational roles into broader leadership positions, where he transitioned into executive management and quickly found himself leading entire business operations.

“What attracted me to manufacturing was the combination of technical complexity, operational discipline, and business impact.

It’s an industry where strategy and execution must work together

“ W E ’ R E P A S S I O N AT E A B O U T W H AT W E D O , E M B R A C E C H A L L E N G E S , A N D A LWAY S W I L L I N G TO G O T H E E X T R A M I L E . O N TO P O F T H AT, M A R C O P O L O B R I N G S T O G E T H E R O V E R S E V E N D E C A D E S O F T R A D I T I O N , G L O B A L LY RECOGNISED DESIGN, AND STRONG E N G I N E E R I N G C A PA B I L I T Y ” – R E N A N P E S E N T E , G E N E R A L M A N AG E R , M A R CO P O LO S . A .

every day, and I find that extremely motivating,” Pesente expands.

The manufacturing industry is one of the most dynamic and challenging sectors to work in. It is influenced by a wide range of factors, from local economic conditions and political developments to global supply chain distributions, raw material costs, exchange rate fluctuations, and changing customer demand.

What makes it especially exciting is that the environment is constantly evolving.

“You are always learning and adapting, whether that means responding to shifts in the market,

managing operational risks, improving productivity, or identifying new growth opportunities. In manufacturing, no two days are the same,” he notes.

LEADING ROLE IN MOBILITY SOLUTIONS Marcopolo S.A. has experienced exponential growth over the course of the past three years, alongside cementing its status as a leader within the sector. To achieve these monumental accomplishments on a daily basis, the company ensures its success is built on three primary pillars.

Manufacturing Outlook Issue 12 | 79

MARCOPOLO S.A. AFRICA

Paradiso G8 1350

MARCOPOLO S.A.’S PRINCIPLES • RESPECT AND APPRECIATION OF PEOPLE – The company believe the most important thing is people who are committed and engaged.

• MAKING IT HAPPEN WITH EXCELLENCE – Providing consistent, excellent service is what sets Marcopolo S.A. apart.

• CLIENT SATISFACTION – Satisfied customers are the company’s primary motivation.

• ETHICS AND INTEGRITY – Marcopolo S.A.’s actions are a reflection of its words.

• SUSTAINABILITY – The company constantly keeps the integrity of the future at the forefront.

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The first is its people, as the company places great importance on transparency, teamwork, and shared responsibility. It fosters a culture where everyone understands that one person’s challenge is a challenge for the whole team.

“We also believe strongly in empowering people, giving them responsibility, and creating opportunities for growth within the company,” details Pesente.

Marcopolo S.A.’s second pillar is its products; it works to understand customers’ needs, identify necessary improvements, and develop new

solutions that add operational value.

Staying close to the market and listening to clients is essential to maintaining its leadership position.

The company’s final pillar comprises its processes, as it constantly looks for better, more efficient ways of doing things. Continuous improvement is part of the company’s daily mindset, helping it strengthen quality, productivity, and competitiveness.

“I believe the combination of these three elements has enabled us to grow strongly in recent years and consolidate our position as a sector leader,” Pesente asserts.

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MARCOPOLO S.A. AFRICA

Marcopolo S.A.’s success can be directly seen in its recent endeavours.

Specifically, over the past few years, the company has made significant investments in its product portfolio, facilities, and manufacturing capabilities, reinforcing its leadership position.

In 2024, it officially launched the right-hand drive (RHD) version of the Paradiso G8 1350, alongside the facelifted Gran Viale. The following year, the company introduced the new Torino Low Entry, began production of the Torino on an Isuzu chassis – marking its first bus body built on an Isuzu platform – and launched the Audace 1050, supported by a national roadshow to present this new semi-luxury long-distance solution to the market.

“This year, we just released the new four-axle Paradiso G8 1800 DD – the first double-decker, four-axle, Euro 6, RHD coach of its kind in SA,” Pesente reveals.

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“OUR 25TH ANNIVERSARY IN SA IS A V E R Y I M P O R TA N T M I L E S T O N E A N D A STRONG REFLECTION OF MARCOPOLO’S L O N G -T E R M C O M M I T M E N T T O T H E R E G I O N . I T S H OWS O U R A B I L I T Y TO B U I L D A S U S TA I N A B L E B U S I N E S S , S TAY C L O S E TO C U STO M E R S , A N D G R OW TO G E T H E R WITH THE MARKET” – R E N A N P E S E N T E , G E N E R A L M A N AG E R , M A R CO P O LO S . A .

MARCOPOLO S.A. AFRICA

Engineered Wiring Harness and Auto Electrical Solutions Harntech is all about Wiring harnesses and advanced auto electrical solu ons.

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Founded on a vision of superior quality, fast turnaround mes and excep onal service, we build strong client rela onships and con nuously improve our processes to deliver on me, every me. Proudly IATF 16949, ISO 9001, ISO 14001 and ISO 45001 cer fied for global automo ve markets worldwide.

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Paradiso G8 1350

“Additionally, we continue investing in our current facilities and new machinery to strengthen production efficiency, quality, and our ability to support future growth.”

At the same time, the company understands that different markets require different solutions, hence its investment in alternative technologies beyond electrification.

For example, Marcopolo S.A. DRIVING TOWARDS THE recently released the first hybrid FUTURE minibus powered by ethanol. It is also Marcopolo S.A. has worked diligently working in partnership with original to play a leading role in sustainable equipment manufacturers (OEMs) mobility solutions. For the company, and affiliates that are developing sustainability is not limited to a single sustainable alternatives, as well as technology or approach; rather, there the company’s natural gas articulated are multiple paths towards more vehicle. sustainable transport, with its strategy “When we speak about being a reflecting that broader vision. sustainable protagonist in mobility, “We developed our fully electric we mean leading the transition mobility solution several years ago through innovation, strategic and recently launched a 28-metre partnerships, and a portfolio of All our cables are built to the that can respond to the bi-articulated electric bus – one of/ testedsolutions the largest vehicles of its kind – in realities IPC / WHMA-A-620 Standardof different markets whilst partnership with Volvo. This is a contributing to a lower-carbon clear example of our commitment future,” explains Pesente. to innovating and reducing As Marcopolo S.A. continues to look environmental impact in public ahead to its future in SA, the compatransport,” acclaims Pesente. ny’s main priority is to keep offering

customers the best products and services. As a market leader, it is always working on new projects and solutions to meet changing customer needs.

“Already, we have launched the new Paradiso G8 1800 DD RHD coach, which is an important milestone.

At the same time, our engineering team is developing new projects, and business expansion remains a part of our strategic discussions with the board. Whilst some of these initiatives are still confidential, we are actively planning important steps for the future,” Pesente concludes.

Tel: 011 418 0800

marcopolo.co.za Manufacturing Outlook Issue 12 | 83

Melding Credibility, Trust, and Quality The numbers from the last decade speak for themselves – Kolektor Construction has grown roughly three times faster than the construction sector average. Andraž Mezgec, Director of Operations, tells us how this reflects consistent strategic thinking, the right investments at the right time, and a team that has delivered under pressure year after year Writer: Ed Budds Project Manager: James Melton

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KOLEKTOR CONSTRUCTION EUROPE & MIDDLE EAST

Manufacturing Outlook Issue 12 | 85

KOLEKTOR CONSTRUCTION EUROPE & MIDDLE EAST

C

onstruction is an industry that never sits still – and right now across Europe, that’s truer than

ever.

It plays a fundamental role in every economy, with a multiplier effect that reaches far beyond the construction site itself, driving regional development and social stability.

The last few years have been anything but straightforward. With the COVID-19 pandemic, geopolitical instability, supply chain disruptions, and rising costs, the industry has had to absorb a series of shocks in rapid succession.

“By nature, construction craves stability – long project cycles, significant contractual commitments, and complex stakeholder environments create a pool of uncertainty that makes all of it harder to navigate,” introduces Andraž Mezgec, Director of Operations at Kolektor Construction.

“Moreover, the European construction industry is being shaped by regulatory pressures, sustainability goals, national investment programmes, and labour challenges that are reshaping how we operate and the way we think.”

For companies such as Kolektor Construction, the challenges that lie ahead are key to increased productivity, overcoming the labour shortage, the internationalisation of business, and achieving greater resilience within the industry.

“From a personal perspective, that’s what makes this space exciting. The businesses that can read the environment, manage risk intelligently, and stay focused on building resilience rather than just chasing volume are the ones that will define the next chapter of the industry in Europe,” he muses.

DIVERSE OPERATIONS Kolektor Group is one of Slovenia’s most established and respected industrial brands, with roots 86 | Manufacturing Outlook Issue 12

WHAT CORE ELEMENTS OF THE BUSINESS HAVE BEEN KEY IN THE COMPANY BECOMING ONE OF THE BIGGEST PLAYERS IN SLOVENIAN CONSTRUCTION? Andraž Mezgec, Director of Operations: “Undoubtedly, a shared vision between owner and management created a solid foundation for growth.

“Our group identified opportunities early, invested at the right time – in capacity, technology, and people – and used larger, more demanding projects as the platform to grow not just our revenues, but our competence.

“Every significant project we have delivered has raised the bar internally and built the experienced team we have today.

“Another aspect we deliberated on was preserving lean decisionmaking throughout that growth. Staying agile in a period of rapid expansion and constant change is not straightforward, but it has been one of our genuine competitive strengths.

“Our expansion into Croatia was a further milestone – it tested our model beyond the Slovenian market and, combined with the introduction of new technologies into our portfolio, established us as a credible player in this part of Europe.

“In short – the right vision, timing, projects, and discipline to execute consistently have driven our rise.”

Divača–Koper second railway track

stretching back six decades. Today, it operates across three strategic divisions – Mobility, Technologies, and Construction.

With a presence spanning Europe, the US, and Asia, and core divisions delivering high-performance solutions for the automotive, energy, and infrastructure sectors, Kolektor Group is known for its innovation, quality, and reliability.

Within the group, the construction strand of the business is now the largest of its kind in Slovenia.

“We, Kolektor Construction, operate through two companies – Kolektor Koling and Kolektor CPG – and together we bring over 60 years of experience to the market with 1,000+ employees and more than €500 million of annual revenue,” Mezgec sets out.

Kolektor Koling is built around the idea of complete solutions, whereby a project is taken from the

“Deploying the same experienced teams, applying proven methodologies, and leveraging accumulated knowledge is how we drive efficiency and deliver consistently strong results” – ANDRAŽ MEZGEC, DIRECTOR OF OPERATIONS, KOLEKTOR CONSTRUCTION

initial concept all the way through to handover, covering design, civil works, mechanical, and electrical installations.

Meanwhile, Kolektor CPG brings a complementary set of capabilities – infrastructure, tunnelling, road construction, and maintenance, backed by substantial in-house production.

“We have our own quarries, asphalt plants, concrete plants, and prefabricated element facilities. That level of vertical integration gives us a

real competitive advantage – in terms of quality control, cost efficiency, and the ability to mobilise quickly on large and complex projects,” he lists.

A key part of Kolektor Construction’s strength also lies in its in-house production platform, where it operates seven concrete plants – including mobile and permanent facilities across Slovenia – as well as two asphalt plants in Laže and Vrtojba, supporting a wide range of infrastructure and urban projects.

Manufacturing Outlook Issue 12 | 87

Built to Last: Alu alprem’s High-Quality Aluminium Solutions A Strong Heritage Alu alprem is one of Slovenia’s oldest metal construction companies, with roots dating back to 1947. The company evolved from small craft workshops and became the first business in the former Yugoslavia to manufacture aluminium windows.

With a strong heritage and a commitment to quality, Alu alprem has established itself as a reliable manufacturer of aluminium windows, curtain wall systems, and panoramic glazing, serving both commercial and luxury residential sectors. The names on its client list speak for themselves: Infineon, Ricola, Geberit, Sandoz/Novartis, Cargo Partner, and Bosch have all trusted Alu alprem to deliver the façade and glazing solutions that define the face of their buildings.

Reliability in Complex Projects Key advantages of Alu alprem include strong in-house engineering, consistent, on-time delivery, and financial stability, reflected in its Platinum AAA credit rating. In an industry where project delays and contractor instability can disrupt even the most carefully planned projects, this level of reliability proves more valuable than it may initially seem.

Growing Beyond Borders Today, Alu alprem operates across multiple international markets, demonstrating its flexibility and growing international presence. The company has a well-established presence in the DACH region (Germany, Austria, and Switzerland), where it not only supplies aluminium joinery but also provides full installation services for projects within a 400 kilometre (km) radius of its Slovenian headquarters.

Outside this 400 km radius, Alu alprem adjusts its approach, focusing on supplying high-quality aluminium elements to projects as far afield as the United Arab Emirates (UAE) and Australia.

These projects demonstrate the company’s ability to deliver advanced systems on time while managing the logistical complexity of international construction projects.

A Foundation for the Future From a small craft workshop nearly 70 years ago to a trusted supplier for some of Europe’s most recognised companies, Alu alprem’s story is one of quiet, consistent growth. As it looks ahead, the company carries the same values that have defined it from the start - precision, reliability, and a commitment to getting the job done right.

A business, quite simply, built to last.

A barrel as a holiday apartment in Australia

PROJECT: ELES Beričevo Technology Center, Slovenia Alu alprem completed the ELES Beričevo Technology Center in collaboration with Kolektor Koling, marking the third joint project between the companies.

Designed by Scapelab, the building unifies diverse business activities under a single, continuous façade.

It is deliberately contrasted with its surroundings – rather than blending into the nearby rural settlement, it stands apart as a composition of large-scale gestures.

Fire Safety, Energy Efficiency, and Architectural Clarity in One Envelope Alu alprem executed the entire building envelope.

This included a mullion-transom façade, fire-resistant façade systems with integrated doors, and skylights, all delivered using high-performance aluminium systems.

The glass façades feature top-hung windows equipped with electric motors, enabling controlled natural ventilation and enhancing occupant comfort within a highly technical facility. The northern façade incorporates a two-storey fire-resistant EI30 system, demonstrating how advanced safety requirements can be seamlessly combined with architectural openness. Throughout the entire building, lowemissivity (low-e) glass was specified to support the project’s ambitious energy efficiency targets.

“WITH DECADES OF EXPERTISE IN HIGHPERFORMANCE FAÇADE SYSTEMS, ALU ALPREM TRANSFORMS THE MOST DEMANDING ARCHITECTURAL AND TECHNICAL REQUIREMENTS INTO REALITY.”

Prestigious Plečnik Award for ELES Beričevo Technology Center The project received the Plečnik Award, Slovenia’s most prestigious prize in architecture. The award was granted in recognition of the facility’s exceptional structural and technical design, which was fully supported through the implementation of advanced façade systems, ensuring that the architectural intent was met with equal technical precision.

PROJECT Sachsendamm 63–64, Berlin: A Complete Façade Solution in the Heart of the Schöneberger Linse The office building at Sachsendamm 63–64 is one of Berlin-Schöneberg’s most striking new commercial addresses, a seven-storey, 5,400 square metre (sqm) building designed by Thoma Architekten and developed by Gewobag.

dependence on artificial lighting. The combination with a low solar factor significantly reduces solar heat gain, helping to limit overheating and thus striking a good balance between comfort and energy control.

Perforated aluminium sheets in front of the openable windows add a distinctive textural detail to the elevation.

Alu alprem delivered a comprehensive solution, covering curtain walls, windows, doors, and façade cladding as one integrated building envelope.

The Façade: Mullion-Transom Façade combined with Concrete Panels Given the building’s proximity to one of Berlin’s busiest rail hubs, acoustic performance was a key challenge. Alu alprem responded with a layered strategy: sound-proof panels and glazing, an acoustic curtain wall, and additional sound-proof cladding, creating a calm interior despite the urban setting.

The façade is complemented by glass fibre reinforced concrete panels, offering a contemporary aesthetic with excellent durability.

Windows: Performance Meets Natural Light Heat control was the second important demand, reflected in the choice of solar control glass. It allows a high transmission of natural daylight into the interior, providing bright spaces while reducing

Doors: Precision at Every Threshold The building’s mixed-use - offices, a kindergarten and a café - required carefully differentiated access solutions. Main entrances feature polycarbonate glazing and RC2-certified hardware for security, while kindergarten entrances were engineered specifically to meet child safety requirements.

Delivering the Complete Envelope Sachsendamm 63–64 demonstrates what careful material selection and technical expertise can achieve across demanding acoustic, solar, and mixeduse requirements - a project that reflects the depth of experience Alu alprem brings to every façade.

KOLEKTOR CONSTRUCTION EUROPE & MIDDLE EAST

Majske Poljane – Pinja

Warehouse 22 at Rijeka Gateway Terminal

“In addition, we produce stone aggregates at our sites in Tolmin and Laže, ensuring a reliable supply of high-quality materials for concrete, asphalt, and other applications. This vertically integrated platform gives us strong control over quality, cost efficiency, and project execution,” Mezgec adds.

“At the same time, we are continuing to invest in the modernisation of our production infrastructure, including a new asphalt plant investment in Laže, which will further improve operational and energy efficiency, increase production flexibility, and reduce environmental impact through the use of more advanced technologies.”

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This is further reinforced by a welldeveloped machinery and transport division, which provides both internal support and services to external clients, ensuring operational flexibility and independence across all project phases.

“What ultimately defines construction companies, however, is execution. Delivering technically demanding projects within complex stakeholder environments, often under intense time pressure, requires not only engineering capability but also operational discipline, coordination, and reliability.

“Over the years, the ability to execute consistently on large-scale

and strategically important projects has become one of Kolektor Construction’s defining strengths,” highlights Mezgec.

EXPERTISE AND CROATIAN EXPANSION The tunnelling and road division is one of the core pillars of Kolektor Construction and has been a key driver of its impressive growth over the past years.

As such, the company has built strong capabilities in delivering complex infrastructure projects, particularly in the fields of road construction, tunnelling, and railway modernisation.

CONNECTS FOR GENERATIONS Alpacem is the leading manufacturer of building materials in Slovenia.

Through the production of high-quality cement, stone aggregates, and concrete ̶ essential building materials for residential and infrastructure projects ̶ Alpacem contributes to the stability of the Slovenian construction sector while fostering economic growth.

By reducing the carbon footprint of its cements, and consequently of concrete, the company increasingly contributes to sustainable solutions in the built environment.

www.alpacem.si

KOLEKTOR CONSTRUCTION EUROPE & MIDDLE EAST

Construction of Fluidmaster’s office and production facilities

Construction of the ELES Beričevo Technology Centre - Phase 3

Third Development Axis – Section E (Velunja)

Construction of the new Clinic for Infectious Diseases and Febrile Conditions at the University Medical Centre Ljubljana

Port of Koper

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Construction of the new sports hall in the Postojna School Centre

Port of Koper

KOLEKTOR CONSTRUCTION EUROPE & MIDDLE EAST

CARRYING LIFE THROUGH STRATEGIC INFRASTRUCTURE Operating in more than 90 countries, Erciyas Holding combines industrial manufacturing expertise with operations spanning energy infrastructure, rail transportation, and advanced mobility technologies.

Erciyas Steel Pipe, the flagship industrial company of Erciyas Holding, manufactures large-diameter steel pipes for hydrogen, gas and oil transmission systems, water networks, and port infrastructure projects since 1990. With internationally certified production capabilities and decades of project execution experience, Erciyas delivers high-performance pipe solutions across Europe, the Middle East, Africa, and the Americas.

Since 2020, Erciyas Steel Pipe has continuously supplied steel pipes for the Port of Koper expansion developments. For the ongoing phase of the project, the company is manufacturing more than 1,500 steel pipe piles, each reaching lengths of up to 70 metres, for the works executed by the Kolektor-CGP Consortium.

T+ 90 216 663 62 00 | erciyas@erciyas.com | www.erciyaspipe.com

These are segments where technical complexity, risk management, and execution discipline are critical – and experience makes a significant difference.

“Increasingly, the projects we are involved in are not defined only by scale, but by engineering complexity.

In the rail sector, we have delivered more than €400 million worth of upgrade and modernisation projects in Slovenia, which has positioned us as a credible and experienced partner in this space,” Mezgec prides.

A key example of Kolektor Construction’s tunnelling portfolio is its involvement in developing the second track of the Divača-Koper railway, where it contributed to the excavation of multiple tunnels with a total length of 37.4 kilometres.

Projects of this scale require highly specialised teams, advanced equipment, and precise execution within challenging geological conditions.

“The Pier I extension in the Port of Koper is another strong example of this, combining large-scale offshore piling, marine engineering, and prefabricated structural systems within one of the most technically demanding port infrastructure projects currently underway in the region,” he notes.

Mezgec believes that the company’s road division is equally important, particularly through large-scale national projects such as the Third Development Axis expressway, where it’s been involved in delivering demanding sections that combine bridges, tunnels, and complex terrain.

Elsewhere, Croatia represents a natural extension of Kolektor Construction’s home market and an important part of its regional strategy.

The company has been present there for several years, particularly

in the Port of Rijeka, where it has successfully delivered multiple projects, including the recently completed Maersk terminal.

“What is important for us is not just expanding geographically but doing so in a controlled and sustainable way – building on references, deploying experienced teams, and maintaining the same standards of execution that define our work in Slovenia,” he states.

ELITE DEVELOPMENT AND AUTONOMY At the end of the day, it is always people who make the difference on a project, which is reflected in how Kolektor Construction strives to manage and lead.

“We place strong emphasis on responsibility and trust. Our teams operate with clearly defined objectives, but also with enough autonomy to make decisions at the operational level,” Mezgec expands.

Manufacturing Outlook Issue 12 | 95

Construction of the Novi Vinodolski bypass

In a project-driven business-like construction, speed of decisionmaking is often critical.

“The second most important element is development. We invest systematically in technical expertise, knowledge transfer between generations, and the development of leadership capabilities. This is not a one-off initiative, but a continuous process,” he tells us.

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For Kolektor Construction, recognition goes beyond formal reward systems. What truly matters is that people see the outcome of their work – a completed project, tangible result, and the team behind it, creating a sense of purpose that extends beyond financial incentives.

“As one of the leading construction groups in Slovenia, we are very aware of our broader responsibility.”

On one level, this is a responsibility towards the environment. The projects the company delivers have a long-term impact on space and society, which is why sustainability is becoming an increasingly important part of how it makes decisions.

On another level, Mezgec believes it is a responsibility towards the communities in which Kolektor Construction operates.

KOLEKTOR CONSTRUCTION EUROPE & MIDDLE EAST

“The projects we deliver are not just structures – they are infrastructures that enable economic development, connects regions, and improves quality of life” – ANDRAŽ MEZGEC, DIRECTOR OF OPERATIONS, KOLEKTOR CONSTRUCTION

“We are involved in a range of local initiatives, supporting sports clubs and fire brigades, as well as contributing to organisations active in fields ranging from healthcare to assistance for vulnerable groups, thereby contributing to the development of local environments,” he adds.

Equally important is a responsibility towards employees – ensuring safety at work, providing a stable working environment, and creating long-term development opportunities.

STRATEGIC CONSOLIDATION Looking ahead, Kolektor Construction’s strategic priority is to consolidate and strengthen its position in the region.

Over the past decade, the group has built a portfolio of significant references that, when combined with its vertically integrated production platform, represent a genuine and durable competitive advantage.

“That period of growth has also come with investment and the costs

that ambitious expansion inevitably brings – and we are now focused on extracting the full value of what we have built,” Mezgec acclaims.

“An area where we see particular opportunity is prefabrication. We believe it is one of the segments with the greatest potential to drive meaningful productivity gains in construction – and it is an area where we intend to invest, subject to market demand and conditions developing in the right direction,” he furthers.

More broadly, Kolektor Construction’s approach to growth is increasingly focused on repeatability.

Where it has achieved a real breakthrough in a specific sector or project type, the company wants to build on that.

“Deploying the same experienced teams, applying proven methodologies, and leveraging accumulated knowledge is how we drive efficiency and deliver consistently strong results.

“That focus – doing more of what we do best, rather than chasing every opportunity – is, I believe, the foundation for sustainable long-term growth,” Mezgec enthuses.

FUTURE GROWTH AND STABILITY In conclusion, Kolektor Construction’s priorities for the coming period are clearly focused on efficient utilisation of its existing platform.

Following an era of intensive growth, the focus is now on optimisation – improving productivity,

increasing process efficiency, and strengthening project risk management.

“Selective growth remains important. We are not aiming to grow at any cost, but rather in areas where we can create real added value and leverage our existing capabilities.

“At the same time, we see opportunities in segments such as prefabrication and energy projects, where we can build further on our references,” Mezgec outlines.

Ultimately, the key to continued prosperity remains the same – maintaining stability, financial discipline, and long-term perspective.

For many, construction is often seen purely as an execution industry, whereas the reality is that it plays a much broader and more vital role in society.

“The projects we deliver are not just structures – they are infrastructures that enable economic development, connect regions, and improve quality of life.”

“For us, construction is ultimately about creating long-term value – for infrastructure systems, communities, and the wider development of the region,” he concludes.

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Better Buildings for a Better World

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 Writer: Lauren Kania | Project Manager: Ben Weaver

Ahlsell Logistics Centre

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KINGSPAN NORDICS EUROPE & MIDDLE EAST

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 realworld impact is motivating,” he insights.

Manufacturing Outlook Issue 12 | 99

The SNØ project showcases innovative, energy-efficient design inspired by resilience, performance, and environmental responsibility

“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” – JAN RYŠAVÝ, MANAGING DIRECTOR BU NORDICS AND BU ROW, KINGSPAN INSULATED PANELS

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 100 | Manufacturing Outlook Issue 12

environment,” Ryšavý enthuses.

Leading the industry in this evolution is Kingspan – a global provider of energy-efficient insulation and building envelope solutions. Developing highperformance 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 NORDICS EUROPE & MIDDLE EAST

HOW DOES KINGSPAN NORDICS COMBINE ADVANCED TECHNOLOGY WITH A DEEP UNDERSTANDING OF NORDIC CLIMATE CHALLENGES AND DESIGN STANDARDS? Eric Henningsson, Technical Manager: “We are involved in European Norm (EN) standardisation committees and working groups to be a part of the development of our business. Our involvement gives us an understanding of product development and the latest dimensioning standards.

Our insulated panels are designed according to the latest standards to meet the highest climate requirements of wind and snow loads.

“To make sure our customers’ building projects are correctly designed, we have project engineers who design and dimension projects to withstand long-term climate challenges.

“When it comes to insulation, we supply insulated panels with high-performing QuadCore insulation with a Lambda value up to 0.019 watts per meter-Kelvin (W/ mK) and sufficient air tightness, ensuring the buildings are energy efficient to keep warm during their lifetime.”

“Kingspan is internationally recognised for its advanced insulation technologies and complete system solutions designed to enable lower-carbon, highefficiency 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.

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As a pioneer in the industry of protection film solutions, Pelloplast manufactures surface protection films that protect the sandwich panels from scratches and dirt during panel manufacturing process, storage, transportation and installation. The protection films are easy to remove after installation leaving the painted surface clean and undamaged.

Pelloplast products are well known for their high quality and reliability in both arctic winter conditions and high uv resistance.

Operating in the heart of the stunning Finnish Lapland, Pelloplast is a family-owned manufacturer of selfadhesive films trusted to deliver only the highest-quality and most durable products since 1971.

With 55 years of time-tested expertise, the company has grown to be strong – just like the natural environment and the people in the North.

Specialising in the manufacture, lamination, and cutting of selfadhesive films, Pelloplast’s main products include a range of surface protection films, book covering films, and other self-adhesive films. Most crucially, however, the company’s

products are made to ensure the harsh Arctic weather conditions.

the longevity and life cycle of other materials.

Additionally, the company’s products are always manufactured directly in Pello, Finland – the world’s northernmost label factory for selfadhesive films – with its raw materials coming from the EU. Only water-based acrylics are used – not solvents – and every product is made to increase

Taking pride in over five decades of experience, the company continuously develops, maintains, and updates its skills and production technologies. It values its long, positive relationships with customers, suppliers, and partners, and ensures confidence that every delivery will be on time and of the highest quality.

Experiencing everything from endless snowfall and temperatures that dip below -20 °C to high UV radiation from the summertime sun shining day and night, Pelloplast’s vast range is specially developed to work in even the most challenging of climate conditions.

“We manufacture products, that can stand the arctic weather. Our products are made to be strong, just like the nature and people in Lapland.”

- Erika Barsk, Sales Director

Pelloplast pioneers in developing environmentally friendlier products.

All Pelloplast surface protection films can be recycled and the company manufactures also biobased surface protection films.

Additionally, the company ensures its raw materials are sourced from responsible suppliers who uphold the same environmental standards.

Therefore all raw materials are sourced within European Union countries.

The company was the first to not only introduce a water-based protection film adhesive in surface protection films but also utilise phthalate-free PVC films for book coverings, furthering its dedication to eco-friendly innovations.

Equally, throughout its process of manufacturing adhesive films, the only emission is water vapour.

EXPERTLY PROTECTING YOUR PRODUCTS

Pelloplast’s continued success is largely due to its product development, high-quality offerings, and proven reliability.

Approximately 70 percent of the company’s production is exported to 20 countries around the globe, with its rate for on-time deliveries proudly sitting at over 99 percent.

The company’s partners range from microenterprises to global organisations, and it provides every customer with a personalised service to ensure the best protection solution – regardless of challenges. Pelloplast is passionate about keeping customers’ surfaces in their intended condition, making surface protection easy through the provision of customerspecific production development.

The quality of the company’s worldclass products is guaranteed through its modern machinery and skilled, highly-trained team members. This allows Pelloplast to address specific customer needs through the vast expertise it has gained throughout the course of business, alongside the constant development of its own machinery.

Equally, Pelloplast has cooperated with the Kingspan factory in Finland for over 20 years, and today, it works with Kingspan factories across Europe.

With Kingspan having created a name for itself as the global leader in highperformance insulations and building envelope solutions, the partnership between the two companies is one of pride and dedication to manufacturing only the very best.

Whether you are looking to protect steel, wood, books, glass, mirrors, or even maps, Pelloplast’s range of protective solutions offers an option for every need.

ALWAYS THE BEST SOLUTIONS

As a company located in the ecologically treasured Lapland, Pelloplast places the utmost value on its shared environment.

Ultimately, Pelloplast boasts not only 55 years of service, but a continued commitment to making adhesive products with an international reputation for high quality. Like its products, the company can handle anything from the summer midnight sun to the Arctic winter with speed, finesse, and unparalleled customer satisfaction.

The development of greener products and methods never stops Your Surface, Our Solution at the company. It uses water-based adhesives and is actively developing its +358 20 743 4390 production process to increase energy efficiency and minimise non-recyclable info@pelloplast.com waste, in addition to implementing protective solutions that have less www.pelloplast.com impact on the environment.

Pelloplast is a proud pioneer in the field of bio-protective films made from plant-based origins, alongside developing a production line with a carbon-neutral manufacturing process.

Kokkola Sports Park

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 followups, enabling teams to react quickly, communicate simply, 104 | Manufacturing Outlook Issue 12

“For a long time, manufacturing was seen as a traditional, operationally focused sector, but today it’s being reshaped by technology, sustainability goals, supply chain pressures, and changing customer expectations. These factors steer Kingspan to drive innovation and encourage us to adapt our approaches to be more towards agile and forward-thinking” – MARIAH NAEEM, BUSINESS DEVELOPMENT AND SPECIFICATION MANAGER, KINGSPAN

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.

KINGSPAN NORDICS EUROPE & MIDDLE EAST

WHAT IS YOUR TAKE ON THE MANUFACTURING INDUSTRY AT THE MOMENT? Mariah Naeem, Business Development and Specification Manager: Manufacturing is in an interesting transition phase right now, which makes it a particularly compelling industry to work in.

“For a long time, manufacturing was seen as a traditional, operationally focused sector, but today it’s being reshaped by technology, sustainability goals, supply chain pressures, and changing customer expectations. These factors steer Kingspan to drive innovation and encourage us to adapt our approaches to be more agile and forward-thinking.

“What I find especially exciting is manufacturing has a direct, tangible impact. You can see the results of innovation in actual products, processes, and customer outcomes.

It’s an industry where continuous improvement matters, and where small operational changes can create significant business value.

“There’s also a growing recognition that modern manufacturing isn’t just about production; it’s about digital transformation, agility, and long-term strategic thinking. That creates a lot of opportunities for people who enjoy problem-solving, collaboration, and driving change. What makes the sector especially interesting is the combination of strategic and practical impact.”

www.solupak.fi 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 Manufacturing Outlook Issue 12 | 105

KINGSPAN NORDICS EUROPE & MIDDLE EAST

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.

Ahlsell Logistics Centre

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.

Paroc Panel System supplied approximately 8,000 sqm of insulated wall panels for the MUNCH Museum Katja Gessner, Marketing Manager

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Diana Patroiu, Divisional Procurement Director – KIP CEME

Paroc Panel System supplied both external and internal insulated panels for several hyperscale data centre developments

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.”

Tel: +358 (0) 9 878 6080 info@kingspan.fi

www.kingspan.fi Manufacturing Outlook Issue 12 | 107

FROM HUNGARIAN ROOTS TO GLOBAL ROADS: THE AUTOFLEX-KNOTT EXPANSION STORY From its beginnings as a Hungarian manufacturer to becoming a globally recognised supplier of trailer components, Autoflex-Knott has built its success through engineering expertise, strategic partnerships, and a long-term vision for growth.

By expanding beyond Europe and establishing two companies in the US, the company has strengthened its international presence and positioned itself as a key player in the global trailer technology industry, as we find out from the leadership team Writer: Rachel Carr | Project Manager: Ben Weaver

S

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

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

By expanding its infrastructure to include multiple production halls, 108 | Manufacturing Outlook Issue 12

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

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

Originally manufacturing complete trailers and tow bars, the company has shifted its focus to components

and systems, including axles, brakes, couplings, and suspension parts, primarily for light- and medium-duty trailers.

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

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

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

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

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

Today, Autoflex-Knott is a recognised international supplier in the trailer industry, known for

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AUTOFLEX-KNOTT EUROPE & MIDDLE EAST

its investments in automation, product development, and quality management that ensure reliability and safety.

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

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

From there, Autoflex-Knott soon developed products for the US market, such as axle systems, jacks, winches, and rollers, which attracted

more trailer manufacturers and led to significant growth, including the purchase of a warehouse in Wisconsin that later tripled in size.

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

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

When Autoflex joined forces with

WHAT DOES THE 20TH ANNIVERSARY OF AUTOFLEX-KNOTT’S OPERATIONS IN THE US MEAN FOR THE COMPANY AND ARE THERE ANY PLANS TO CELEBRATE? Anita Monti, President: “Celebrating 20 years in the country is an important milestone for Autoflex-Knott.

“Over the past two decades, the US market has become one of our most important regions and has played a significant role in the company’s international growth.

“Our US operations originally started in Fox Lake, Wisconsin, close to one of our largest partners. In the early years, Autoflex-Knott’s focus was mainly on sales and distribution. Over time, however, our activities expanded to include manufacturing and assembly.

“During these 20 years, we have built strong, long-term partnerships and successfully combined European engineering expertise with the specific needs of the American market.

“We plan to celebrate this milestone together with our customers and sister company, which is also an important supplier to our operations.

“Together, we will organise a customer event to present our newest products and review the key milestones in the company’s growth over the past two decades.”

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

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

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

“OUR GROWTH HAS BEEN DRIVEN BY C L O S E C O O P E R AT I O N W I T H T R A I L E R M A N U FA C T U R E R S , C O N T I N U O U S P R O D U C T D E V E L O P M E N T, A N D T H E A B I L I T Y T O R E S P O N D Q U I C K LY T O C U S T O M E R N E E D S ” – A N I TA M O N T I , P R E S I D E N T, A U T O F L E X - K N O T T

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

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

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

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

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

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

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

“Our growth has been driven by close cooperation with trailer manufacturers, continuous product development, and the ability to

respond quickly to customer needs,” Anita emphasises.

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

“Being present in different regions allows us to select the best strengths from each location and integrate them into our operations,” insights Zita H. Szabó, CEO. “For example, in Asia, we benefit from cost-effective raw materials, which is why we source many castings and metal components there. In Europe, however, we can ensure the high technical standards and strict quality requirements that are essential for our products.”

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AUTOFLEX-KNOTT EUROPE & MIDDLE EAST

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

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

“A vertically integrated structure with multiple manufacturing subsidiaries improves production coordination, minimises reliance on external sources, and enhances

lead times and cost efficiency.

This well-coordinated approach boosts our flexibility and long-term competitiveness.”

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

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

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

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

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

“What motivates me most is creating tangible products, building factories, and seeing how our colleagues’ work turns into real solutions for customers globally.

COULD YOU SHARE AN INSIGHT INTO YOUR CAREER PATH AND INTEREST IN THE MANUFACTURING INDUSTRY?

“Manufacturing is demanding yet rewarding as it reflects decades of effort in the company’s strength and reputation.”

Zita H. Szabó, CEO: “Growing up, I had the unique opportunity to observe how my father built an entire company group from the ground up.

“Autoflex-Knott is more than just a business; it represents a life’s work and long-term vision that developed over decades. As the next generation, it was both an honour and a challenge.

“Whilst my father’s instincts for business and leadership came naturally to him, I had to learn and develop those skills step by step.

Sándor H. Szabó, Owner and Executive Director: “For

“My father has always been a strong role model, teaching

me, Autoflex-Knott is more than a workplace; it’s a

me the values of strategic thinking and sustainable

lifelong journey.

growth. His emphasis on trust, direct communication, and

“When I started, it was a small operation with big ambitions. Over the years, we grew together, learning

mutual respect in building relationships has shaped my views on leadership.

from challenges, celebrating successes, and overcoming

“As I became more involved in the company, my goal

difficulties. In many ways, the Autoflex-Knott narrative is

has been to build on the strong foundation my father

also the story of my professional life.

created, whilst implementing systems with a data-driven

“As a founder, you form a personal connection to the

approach that support continued growth and stability.

business. I often say I know and care about the company

“Ultimately, my ambition is to preserve the values,

down to the last bolt. Every product, development, and

culture, and relationships that built Autoflex-Knott, whilst

investment carries memories of decisions, challenges, or

adapting to the demands of a modern, international

milestones we experienced as a team.

manufacturing environment.”

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ABOUT US: FUJIAN JINPU AUTO SUSPENSION CO., LTD. is located at Xiayang developing area, Guokeng town, Longwen Zhangzhou city, in the Fujian province.

The company was established in 1993, covers 26,000 square metres, and has over 150 workers, including more than 10 senior engineers and technicians.

The company specialises in the manufacuturing of auto leaf springs, but also makes a full range of multi-leaf springs, parabolic leaf springs, and Z-type leaf spring products, which are used in heavy-duty trucks, trailers, and light vehicles. All products are exported overseas to over 30 countries, in regions including: Asia, the Middle East, Europe, and North America.

3PARABOLIC-LEAF-SPRING

PARABOLIC-LEAF-SPRING

4PARABOLIC-LEAF-SPRING

2Z-TYPE-LEAF-SPRING

Z-TYPE-LEAF-SPRING

2PARABOLIC-LEAF-SPRING

Tel: +86 596 3236986 | E-mail: info@hongliu-spring.com | www.hongliu-spring.com

AUTOFLEX-KNOTT EUROPE & MIDDLE EAST

Zita H. Szabó, CEO

“BEING PRESENT IN DIFFERENT REGIONS A L LOWS U S TO S E L E C T T H E B E ST S T R E N G T H S F R O M E A C H L O C AT I O N A N D I N T E G R AT E T H E M I N T O O U R O P E R AT I O N S ” – Z I TA H . S Z A B Ó , C E O , A U T O F L E X - K N O T T

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

“Labour shortages are a major challenge, prompting us to focus on automation and robotics for our high-volume product lines.

These advancements help maintain efficiency and the high quality our partners expect.”

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

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

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

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

“Our innovation does not stop at axles and overrun braking systems.

We are also developing and refining other key trailer components, including winches, jockey wheels, and fenders.

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

STRATEGIC GROWTH VENTURES Whilst many projects are underway across Autoflex-Knott, one major completed work is the opening of the Florida facility in the US. “For several years, we had been considering establishing a presence in Florida, as many of our customers are in that region. Logistics costs within the US can be quite high, so having a location there allows us to

optimise our distribution,” Sándor observes.

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

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

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

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

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

“For us, this would represent another important step in strengthening our global network whilst adapting our operations to the

Hungary facilities

specific needs and opportunities of each market,” informs Zita.

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

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

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

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

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

integrated safety features.

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

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

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

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

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

“One of our main goals is to optimise our global supply chain and manufacturing capability to stay

competitive and respond quickly to market demand.

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

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

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

Tel: 941-479-4005 sales@autoflexknottinc.com

autoflex-knott.com

Manufacturing Outlook Issue 12 | 115

ROBUSTNESS

IN THE DNA SIP Strojna Industrija is the most specialised grassland harvesting equipment developer and producer in the agricultural machinery world.

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 Writer: Ed Budds | Project Manager: Ben Weaver

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SIP STROJNA INDUSTRIJA EUROPE & MIDDLE EAST

A

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SIP STROJNA INDUSTRIJA EUROPE & MIDDLE EAST

T

he 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, lasercut 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

“ O U R S TAT E - O F -T H E - A R T M A C H I N E R Y S TA N D S O U T B E C A U S E O F I T S SIMPLICITY OF USE AND UNIQUE ROBUST C O N ST R U CT I O N , W H I C H O F F E R S E XC E L L E N T DURABILITY” – ANDREI COSOVICI, MANAGEMENT BOARD MEMBER, SIP STROJNA INDUSTRIJA

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.

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SIP STROJNA INDUSTRIJA EUROPE & MIDDLE EAST

“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.

Whilst 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 120 | Manufacturing Outlook Issue 12

“ W E B E L I E V E L O N G -T E R M S U C C E S S I S C L O S E LY L I N K E D T O T H E D E V E L O P M E N T O F THE COMMUNITY IN WHICH WE LIVE AND WORK” – ANDREI COSOVICI, MANAGEMENT BOARD MEMBER, SIP STROJNA INDUSTRIJA

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.

In addition to its domestic market, where SIP holds a 50 percent market share, the company has worked hard

SIP STROJNA INDUSTRIJA EUROPE & MIDDLE EAST

We produce axles for agricultural and commercial vehicle trailers according to individual customer requirements!

A-4864 ATTERSEE am Attersee, Werksweg 3

Josef Rinner KG. Achsenfabrik A-4864 ATTERSEE am Attersee, Werksweg 3 Tel. 0043 7666/78 46, FAX 0043 7666/7845 e-mail: office@achsen-rinner.at

+43 (0) 7666 / 7846 office@achsen-rinner.at

Manufacturing Outlook Issue 12 | 121

SIP STROJNA INDUSTRIJA EUROPE & MIDDLE EAST

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.”

ENGINEERING, PRODUCTION, AND SUPPORT For end users such as farmers and contractors, it offers: • Robust, durable machines designed for demanding field conditions.

• Efficient grassland harvesting with reduced contamination and higher forage quality.

• Reliable performance aligned with seasonal operations and timecritical use.

• Simple operation combined with strong service and dealer support.

• Long-term productivity contributing to consistent feed quality and farm output.

For partners, SIP offers engineering and manufacturing capabilities suitable for: • Development and industrialisation of complete machines – OEM or co-developed solutions.

• Production of complex welded structures and mechanical assemblies.

• Robotic welding and computer numerical control (CNC) machining for medium-to-large series.

• Integrated production processes ensuring control, quality, and traceability.

• Flexible manufacturing capacity for high-mix, variable-volume projects.

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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 gamechanging 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 charitybased 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 amongst 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.

Tel: +386 3 7038 500 info@sip.si

www.sip.si/en/ Manufacturing Outlook Issue 12 | 123

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