I have spent much of my career working with manufacturers in complex, mission-critical industries like defence, aerospace, and supply chain-driven industries. In these environments, supply chain resilience is not a buzzword; it is a strategic necessity. For years, global models that leaned heavily on low-cost production in Asia delivered short-term efficiencies but introduced long-term fragility.
In practice, I’ve seen how a single disruption—whether a shortage of a specialised material or a sudden regulatory change—can jeopardise entire programmes. Today, manufacturers across all sectors are facing the same realisation: the traditional supply chain model, optimised for cost rather than resilience, is no longer sufficient.
Geopolitical tensions, shifting tariffs, and global instability have only accelerated this awareness. Companies are reshoring and nearshoring to bring production closer to home, reducing reliance on stretched and unpredictable global channels. Yet proximity alone doesn’t erase challenges.
Nearshoring introduces higher operational costs, pressure to develop new regional supplier relationships, and one of the most urgent challenges of all—a widening skills gap in the manufacturing workforce. These hurdles are real, but they also present an opportunity. By embracing technology, investing in people, and forging strategic partnerships, manufacturers can transform a defensive necessity into a competitive advantage.
The technology imperative
In today’s environment, technology is not optional—it is the foundation of resilience. Digital platforms that integrate procurement, operations, and logistics provide a real-time view of supply chain health. Artificial intelligence and advanced data analytics enable manufacturers to forecast demand shifts, anticipate bottlenecks, and optimise inventory in ways that traditional systems never could. Automation further reduces reliance on repetitive manual processes, improving consistency and helping offset higher labour costs associated with reshoring.
Augmented and virtual reality extend these capabilities, offering practical applications like remote supplier audits or immersive training environments for frontline workers. These innovations are not futuristic ‘nice-to-haves’; they are tools manufacturers can deploy now to ensure stability while remaining agile. The companies that embed technology into their operating model will not only withstand disruption but also deliver faster innovation cycles and greater customisation for customers—the new benchmarks of competitiveness.
The new workforce
Technology, however, is only half the equation. The other half is people. Manufacturing roles look fundamentally different today than even a decade ago. Workers must be literate in robotics, data systems, and precision technologies, yet too few have those skills. The labour shortage in advanced manufacturing is not just numerical—it is qualitative.
Closing this gap requires reshaping workforce strategies on two fronts. First, companies must reskill and upskill their existing employees. Seasoned workers possess invaluable institutional knowledge; pairing that with new digital training transforms them into high-value contributors in advanced manufacturing environments. Second, the talent pipeline must be fortified through stronger collaboration with universities, community colleges, and technical institutes. Apprenticeships, industry certifications, and work-study partnerships can accelerate readiness for next-generation roles.
It is also important to dispel the outdated idea of human versus machine. The future of manufacturing depends on human-machine collaboration, where workers are empowered by tools that expand their capabilities rather than sidelining them. Creating a culture that invests in employees—providing them with meaningful skills development and modern tools—builds loyalty while driving productivity.
Leveraging strategic partnerships
No company or country can ‘go it alone’ in this transition. Bringing production closer to home is prudent, but supply networks must remain globally connected to balance costs and capabilities. Strategic regional partnerships are crucial to this model.
Take India, for example, which has emerged as both an innovation hub and a reliable production partner. Indian suppliers bring strong technical expertise, a vibrant engineering workforce, and improving infrastructure, making them ideal collaborators for companies seeking to diversify beyond China while still accessing scale and specialised skills. Such partnerships don’t just secure supply—they foster co-innovation, enabling companies to accelerate development cycles while reducing exposure to geopolitical risk. In an era where speed and adaptability are differentiators, collaborative ecosystems will be one of the greatest assets manufacturers can build.
The digital twin advantage
Among the most powerful tools at manufacturers’ disposal is the digital twin. These exact digital replicas of physical systems allow organisations to simulate, test, and optimise supply chains before implementing changes in reality. A well-built digital twin can answer complex ‘what-if’ questions—what happens if a raw material becomes unavailable, or if regional demand doubles overnight? By modelling the outcomes, decision-makers can choose the most cost-effective and reliable paths forward.
Beyond logistics planning, digital twins also accelerate workforce training. Coupled with augmented reality, they create safe and immersive environments where employees can learn an entire plant floor layout, rehearse processes, or practice responding to disruptions—all without stopping production. In industries where downtime is costly, this combination of simulation and immersive learning can drastically reduce the time it takes to onboard and upskill employees.
Thriving in the new global era
The move from China-centric supply chains to nearshored and reshored strategies is not a minor adjustment—it is a seismic reset. Companies that simply replicate yesterday’s processes in new locations will face disappointment. Thriving in this era requires new thinking: technology as a backbone, people as central assets, and partnerships as strategic force multipliers.
Having worked in sectors where resilience is mission-critical, I know firsthand that survival depends on anticipating disruption rather than reacting to it. Manufacturers that harness advanced technology, invest in human capital, and embrace regional collaboration can turn supply chain uncertainty into a source of strategic strength. The future belongs to those who see nearshoring not as a constraint but as an opportunity to reinvent global manufacturing for the better.
Dijam Panigrahi is Co-Founder and COO of GridRaster, a provider of Cloud-based platforms that power compelling high-quality digital twin experiences on mobile devices for enterprises.
