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Future of Manufacturing

Ketan Varia

Hi All,

You’ll be aware that Advanced Manufacturing offers one of the highest growth opportunities for both the economy and business, and forms a key part of the UK government’s strategy to 2035 (see. This makes the work of our committee highly significant.

the UK government has it own strategy for Manufacturing  https://www.gov.uk/government/consultations/invest-2035-the-uks-modern-industrial-strategy/invest-2035-the-uks-modern-industrial-strategy

• Resilient Supply Chains: Encourages reshoring and domestic production to reduce dependence on global supply chains.
• Green Manufacturing: Prioritises clean tech industries (e.g. EVs, batteries, low-carbon materials) to meet Net Zero targets.
• Digital Transformation: Supports adoption of AI, robotics, and Industry 4.0 tools to modernise factories and boost productivity.
• Skills for the Future: Emphasises technical education, apprenticeships, and lifelong learning to fill manufacturing skills gaps.
• Finance & Investment: Proposes more patient capital and public-private investment to scale advanced manufacturing SMEs.
• Place-Based Growth: Backs regional industrial clusters and devolved leadership to drive local manufacturing innovation.

However, the recent Economist Leader in June 2026 https://www.economist.com/leaders/2025/06/12/the-world-must-escape-the-manufacturing-delusion argues that manufacturing is no longer the primary path to widespread job creation or economic growth. That said, it strongly emphasises the continued importance of technical and professional skills in revitalising the sector, as well as the need for international collaboration across supply chains.

In summary it says: 

  • Traditional factory-floor jobs are losing economic relevance.
  • Routine manual tasks now offer lower pay, fewer benefits, and less security.
  • Despite political focus on “bringing back manufacturing,” the real economic value lies in design, automation, logistics, and services.
  • The economy is shifting toward tech-enabled production & services.
  • Real opportunity is by boosting productivity via automation & AI.

Would welcome people's thoughts on this.

Ketan Varia 

Parents

  •   , thanks for kicking off this discussion. I'd argue that the Economist article fails to reflect the reality lived by all of the hard-working micro- and small-enterprises that dominate our industrial estates because a scale model focused on least cost can easily miss the point. Three thoughts:

    1. firstly, where does the value truly lie a value chain and is this value shared fairly between all the actors in a chain?
    2. secondly, how do we measure value beyond just the economic benefit, what about the social and ecological value?
    3. thirdly, how does our thinking on this value develop when we consider circular business models or doughnut economics?
  • in reply to David J Matthews

    Hello David:

    Your comment number 2, that the value associated with the social and ecological impact should be considered in addition to the economic value led me to the following conclusion:-

    "In today's society the owners (be they managers or stock owners) of a business have no social or ecological implied contract with it's employees!" 

    In the mid to late 1800's industrial owners such as Cadbury (who were Quakers) created model villages for their employees, which were located adjacent to their factories (Bournville). They did this to provide a more stable source of healthy employees.

    Even in late 1950's, when I worked for a large UK owned company, the employer still had a "watered down" implied social contract with it's employees.

    With the destruction of large manufacturing factories in the next 20 years and its replacement with small micro and small-enterprises located in industrial estates I believe this social contract effectively disappeared.

    Regarding my earlier Cadbury example- in 2010 the Mondelez Corporation took over the company with a hostile bid and then had a  big lay off of employees.

    As this is a very complex subject, I may not have expressed all my thoughts in enough detail, but I hope you get an idea where my conclusion came from.

    Peter Brooks

    Palm Bay Florida 

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  • in reply to David J Matthews

    Hello David:

    Your comment number 2, that the value associated with the social and ecological impact should be considered in addition to the economic value led me to the following conclusion:-

    "In today's society the owners (be they managers or stock owners) of a business have no social or ecological implied contract with it's employees!" 

    In the mid to late 1800's industrial owners such as Cadbury (who were Quakers) created model villages for their employees, which were located adjacent to their factories (Bournville). They did this to provide a more stable source of healthy employees.

    Even in late 1950's, when I worked for a large UK owned company, the employer still had a "watered down" implied social contract with it's employees.

    With the destruction of large manufacturing factories in the next 20 years and its replacement with small micro and small-enterprises located in industrial estates I believe this social contract effectively disappeared.

    Regarding my earlier Cadbury example- in 2010 the Mondelez Corporation took over the company with a hostile bid and then had a  big lay off of employees.

    As this is a very complex subject, I may not have expressed all my thoughts in enough detail, but I hope you get an idea where my conclusion came from.

    Peter Brooks

    Palm Bay Florida 

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