【Capgemini】制造业的复苏：2025年欧洲和美国的再工业化战略-2025

TheΓesuΓgenceofmanufactuΓing

ReindustrializationstrategiesinEuropeandtheUS–2025

RESEARCHINSTITUTE

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Theresurgenceofmanufacturing:ReindustrializationstrategiesinEuropeandtheUS–2025

Organizationsintensifytheirfocusonreindustrialization

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Tableof

contents

06

Executivesummary

50

Despitethecost,

reindustrializationisthefocus

38

Digitaltechnologiesreducereindustrializationcost

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Theresurgenceofmanufacturing:ReindustrializationstrategiesinEuropeandtheUS–2025

Acceleratingreindustrialization:Keyrecommendations

64

58

Reindustrializationwillacceleratesustainablemanufacturing

74

Conclusion

75

Research

methodology

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Theresurgenceofmanufacturing:ReindustrializationstrategiesinEuropeandtheUS–2025

Thankyoutothemanyindustryexecutives

whoparticipatedinthisstudyandaddedvalue

ElisabetSvensson

HeadofTechnologyAcademy,SKFGroup

SamuelShiΓoff

SeniorDirector,GlobalSustainabilityEnerSys

Jean-ChristopheLambert

ChiefExecutiveOfficer,Ascendance

JuanManuelSantiagoMendez

GroupAftermarketand

SupplyChainDirector,Mercedes-Benz

CapgeminiResearchInstitute2025

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Theresurgenceofmanufacturing:ReindustrializationstrategiesinEuropeandtheUS–2025

Whoshouldreadthis

reportandwhy?

Who?

Thisreportwillspeaktotechnologyandbusiness

leadersacrossfunctions,inparticularchiefexecutivesandstrategy,operations,supplychain,and

technologyleadersinmanufacturingorganizations.

Itoffersanoverviewoftheglobalreindustrialization

processthatwillbeofspecificinteresttoEuropeanandUSpolicymakers.Thisreportdrawsonfindingsfromanindustrysurveyofmorethan1,400seniorexecutives(directorlevelandabove)fromorganizationswith

Why?

WiththesecondTrumpadministrationunderwayintheUS,shiftinggeopoliticalalliances,trade

tariffconcerns,supplychainvulnerabilities,climate

changechallenges,andenergysecurityrisksare

allinjectingurgencyintotheconversationaround

reindustrialization.Organizationsmustmakecrucial

decisionsregardingtheirmanufacturing,supply

chains,andlong-termresilience,informedbyan

examinationofpolicy,politics,andcorporatestrategy.

annualrevenueabove$1billion,across13sectorsand11majorcountriesintheUSandEuropeand

in-depthinterviewswithseniorexecutives

fromorganizationswithinthein-scopeindustries.

TheglobalsurveywasconductedduringtheperiodJanuary1–20,2025.Formoredetailsonthesurvey,pleaserefertotheresearch

methodologysectionattheendofthereport.

Thisreportisthesecondinstallmentinan

annualresearchseriesandofferscriticalinsightintotheforcesdrivingthetransformative

waveofreindustrializationsweepingacross

EuropeandtheUSin2025.Weexaminehow

reindustrializationstrategieshaveevolvedover

thepastyearandexplorethecriticalroleof

digitaltransformationandsustainabilityindrivingthenextphaseofindustrialcompetitiveness.

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Theresurgenceofmanufacturing:ReindustrializationstrategiesinEuropeandtheUS–2025

•Weexpectonshoreandnearshoremanufacturing

toincreaseinthenextthreeyears.Currently,41%of

facilitiesareonshore,22%nearshore,and37%offshore.Inthenextthreeyears,onshoreoperationsareexpectedtoriseto48%,nearshoreto24%,whileoffshorewilldropto28%.

•Three-quarters(73%)believefriendshoringwill

representasignificantproportionoftheirsourcing

andproductiongoingforward.Moreover,theshareoffriendshoringwithintotalmanufacturingisexpectedtogrowfrom37%currentlyto41%inthenextthreeyears.

•MorethaneightintenexecutivessaytheirorganizationisreducingsupplychainrelianceonChina.Butwhilethemovetowardsdiversificationisevident,thecomplexitiesinvolvedinreducingrelianceonChinesemanufacturingandsupplychainsshouldnotbeunderestimated.

•Organizationshavetargetedreindustrialization

destinationsinNorthAmerica,UK,Europe,SoutheastAsia,andNorthAfrica.

Afterdecadesofglobalization,EuropeanandUSmanufacturersareembracingreindustrialization

Executive

Globalmanufacturingispivotingfromcost-focused

summary

offshoringtoanemphasisonlocalandregionalresilienceandautonomy.Thedesiretomitigategeopoliticalrisks,minimizesupplychaindisruptions,manageeconomic

uncertainty,navigatetariffs,enhancesovereign

manufacturingcapabilities,reducelogisticalcosts

throughincreasedproximitytothecustomerbase,andprioritizesustainabilityarekeydriversoftheresurgenceofmanufacturinginEuropeandtheUS.

•In2024,59%ofexecutivesreportedhavinganactive

orwork-in-progressreindustrializationstrategy.

In2025,66%ofexecutivessaytheyeitherhavea

comprehensivestrategyalreadyoraredevelopingone.

•Moreorganizationshavenearshoredmanufacturingoverthepastyear.In2024,42%ofexecutivessaid

theirorganizationinvestedineithernearshoringoracombinationofreshoringandnearshoring.In2025,morethanhalf(56%)ofexecutivessayso.

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Theresurgenceofmanufacturing:ReindustrializationstrategiesinEuropeandtheUS–2025

Nearlysixinten(59%)executivesaredeterminedto

continuetheirreindustrializationeffortsdespitehigh

costs,whileonly32%foreseeshort-termcostpressuresdelayingtheirinvestments.Ourresearchshowsthat

reindustrializationinvestmentswithinandoutsideof

domesticmarketsareprojectedtoreacharound$4.7

trillionoverthenextthreeyears–upfrom$3.4trillionin2024.1OrganizationsacrosstheUS,Europe,andtheUKplantodoubletheirdomesticinvestmentsoverthenextthreeyears.

Thedesiretoprioritizesovereigntyoverpurelycost-drivenglobalsupplychainsisdrivingthistrend.Amajority(65%)ofexecutivesarereducingrelianceonChineseproducts,prioritizingdomesticsecurityovercostcompetitiveness.Thistrendisespeciallyprominentinindustriessuchas

batterymanufacturing/energystorage(75%),automotive(74%),andtelecom(74%).Additionally,58%ofexecutivesarepreparedtopayapremiumtoproduceforstrategic

sectorsindomesticmarkets.However,someofthiscostislikelytobepassedontocustomers.

OΓganizationsaΓetuΓningtodiveΓsificationtomitigatetheimpactoftΓadetaΓiffs

Executive

Anoverwhelming93%ofexecutivesexpressconcerns

summary

aboutrisingtariffsaffectingtheiroperationsandmarketaccess.Overhalf(54%)believethatimporttariffswill

acceleratetheirreshoringandreindustrializationefforts,withanevenhigherpercentage(59%)amongUS-basedorganizations.Diversificationemergesasacrucial

strategytonavigateandmitigatetariffchallenges.

Despiterisingcostpressures,organizationsaresteadfastonreindustrialization

Reindustrializationiseasiersaidthandone–requiring

trade-offsbetweencosts,risks,andresilience.Over

halfoftheexecutivessurveyedanticipateincreasesin

upfrontcapital,domesticlabor,rawmaterial,andenergycostsoverthenextthreeyearsduetoreindustrialization.However,withshortersupplychainsandgreaterproximitytocustomers,50%ofexecutivesexpectlogisticsand

supplychaincoststodecreasewithinthesameperiod.

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Theresurgenceofmanufacturing:ReindustrializationstrategiesinEuropeandtheUS–2025

Executive

summary

•Threeinfive(62%)organizationsarefocusingonupgradingexistingmanufacturingfacilitiestomakethemsmartandtech-enabled.

•Dataanalytics,AI/GenAI,cloudcomputing,5G,edgecomputing,anddigitaltwinsareidentifiedastop

investmentpriorities.

Reindustrializationacceleratesashifttowardssustainablemanufacturing

Nearlythree-quarters(73%)ofexecutivesbelievethat

reindustrializationwillcatalyzeashifttowardsustainableandeco-friendlymanufacturingpractices,asignificant

risefrom56%in2024.Halfoftheseexecutivesassertthat

achievingtheirclimategoalshingesonthesuccessoftheir

reindustrializationefforts.Reindustrializationoffersan

opportunityfororganizationstomodernizetheirsystems,

integratecleanerenergy,enhancemonitoring,enableshortersupplychains,andoptimizeefficiencythroughadvanced

manufacturingtechnologies.Theseupgradesreduceemissions,minimizewaste,andenhanceresilience.

Despiteescalatingcostpressures,just15%arereducingtheirsustainability-techinvestments,while40%adoptaneutral

stance,indicatingacautiousorobservationalapproach.

GovernmentsintheUS,Europe,andtheUKareencouragingdomesticproductionbyofferinggrants,subsidies,andtaxincentivestosupportreindustrializationinitiatives.

Risingenergydemandisalsodrivinganuclearresurgence,

with53%ofexecutivesexpectingnucleartobeasignificantpartofthefutureenergymix.Twenty-twocountries,

includingtheUS,UK,andseveralEuropeannations(e.g.,theNetherlandsandSweden)pledgedatCOP28in2023totripletheworld’snuclearenergyproductioncapacityby2050.2

Digitalandadvancedmanufacturingtechnologiescutreindustrializationcosts

Digitallyenabledmanufacturingfacilitiesandsupplychainsdriveefficiencyandcompetitiveness,allowingorganizationstostreamlineoperationswithgreateragility,enhance

workforceproductivity,scaleseamlessly,andreducecosts.

•Overhalf(54%)oforganizationshavealreadyrealizedmorethan20%costsavingsthroughtheadoptionofdigitaltechnologiesintheirreindustrializationefforts.

•Asubstantial84%plantoinvestinadvancedmanufacturingtechnologiestofurtherreducereindustrializationcosts.

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Theresurgenceofmanufacturing:ReindustrializationstrategiesinEuropeandtheUS–2025

Overhalf(54%)ofexecutivesfromthebattery

ma∩ufacturi∩g,automotive,a∩delectro∩icsi∩dustriessay

theirorga∩izatio∩pla∩stoestablishgigafactorieswithi∩

the∩extfiveyears,while33%eitherhave∩opla∩s,orhave

postpo∩edthem,citi∩glowmarketdema∩dforelectric

vehicles(EVs)a∩de∩ergystorage,fi∩a∩cialco∩strai∩ts,a∩drisi∩gregulatorya∩dcomplia∩cecostsasprimarydeterre∩ts.

Toaccelerateandcapitalizeontheirreindustrializationjourneys,organizationsshould:

•Focuson“rightshoring”:Orga∩izatio∩sshouldchooseastrategicmixofreshori∩g,∩earshori∩g,a∩dfrie∩dshori∩gtoe∩ablesupplychai∩resilie∩ce,drivecompetitive∩ess,a∩de∩ha∩ceriskma∩ageme∩t.Co∩ductathoroughcost-be∩efita∩alysisasthebasisfora∩i∩vestme∩tpla∩forthetech∩ologya∩dpart∩erecosystem.

•Integratesustainability,resilience,andagility:

Orga∩izatio∩sexpectareductio∩ofarou∩d10perce∩ti∩theircarbo∩emissio∩soverthe∩extthreeyearsduetoshortersupplychai∩sa∩dreducedcarbo∩footpri∩tasaresultofsustai∩ablerei∩dustrializatio∩strategies.Orga∩izatio∩sshouldi∩corporatesustai∩ability

i∩torei∩dustrializatio∩byreassessi∩gsupplychai∩

Executive

relatio∩ships,embraci∩gcirculareco∩omypri∩ciples,a∩di∩vesti∩gi∩data-a∩dAI-drive∩solutio∩s.

•Harnesstechnologyanddatatoreduce

summary

reindustrializationcosts:Dataa∩alytics,digitaltwi∩s,

artificialmachi∩elear∩i∩g(ML),AI/ge∩erativeAI(Ge∩

AI),a∩dadva∩cedma∩ufacturi∩gtech∩ologiesarekey

tooptimizi∩goperatio∩sa∩de∩ha∩ci∩gsustai∩ability

e阡ortsi∩agree∩fieldorbrow∩fieldsetup.Developa

comprehe∩sivedigitalma∩ufacturi∩gstrategyfocusi∩go∩digitalco∩ti∩uitya∩dIT/OTi∩tegratio∩,usi∩gstrategicpart∩erstoaddresschalle∩gesa∩dscalee阡ectively.

•Developafuture-readytalentstrategytomanage

laborandskillsshortages:Astheworkforceages,most(87%)orga∩izatio∩sforeseesig∩ifica∩tlaborshortages,

with74%alsociti∩grestrictiveimmigratio∩policies.

Orga∩izatio∩sshouldestablishi∩ter∩allear∩i∩gforums

forha∩ds-o∩trai∩i∩g;e∩ha∩ceworkerexperie∩cewith

i∩ce∩tiveschemesa∩dHexibleschedules;∩urturecross-

ge∩eratio∩alteamsfork∩owledgetra∩sfer;har∩essdigitaltech∩ologiestoattracta∩dequiptheyou∩gerworkforce;a∩dpart∩erwithtechorga∩izatio∩sa∩du∩iversities.

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Theresurgenceofmanufacturing:ReindustrializationstrategiesinEuropeandtheUS–2025

Executive

Defining

summary

reindustrialization

Wedefi∩e“rei∩dustrializatio∩”asthereco∩fi9uratio∩

of9lobalsupplychai∩sa∩dma∩ufacturi∩9capacity,

i∩cludi∩9reshori∩9a∩d∩earshori∩9productio∩,aswellasdiversificatio∩a∩di∩vestme∩ti∩domesticma∩ufacturi∩9/productio∩.Thiscouldi∩volvebuildi∩9∩ewfactories

a∩d9i9afactories,up9radi∩9ormoder∩izi∩9existi∩9factories,a∩d/oro∩shori∩9supplychai∩s.

Belowarethedefinitionsofkeytermsusedinthisreport:

Onshoring:I∩creasi∩9ma∩ufacturi∩9capacityi∩thedomesticmarket/cou∩tryofheadquarters.

Reshoring:Bri∩9i∩9partofma∩ufacturi∩9/productio∩backtothedomesticmarket/cou∩tryofheadquartersfromo阡shorelocatio∩s.

Nearshoring:Tra∩sferri∩9partofma∩ufacturi∩9/productio∩toa∩earbyor∩ei9hbori∩9cou∩try.

Friendshoring:Locati∩9ma∩ufacturi∩9/productio∩i∩cou∩triesthatare9eopoliticala∩dmerca∩tilealliesoftheor9a∩izatio∩’shomecou∩try.

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Theresurgenceofmanufacturing:ReindustrializationstrategiesinEuropeandtheUS–2025

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Theresurgenceofmanufacturing:ReindustrializationstrategiesinEuropeandtheUS–2025

01

Organizationsintensifytheirfocuson

reindustrialization

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Theimperativeto

reindustrializeisclear

Afterdecadesofexpansionism,manufacturingorganizationsinEuropeandtheUSareundertakingintensiveremodeling

ofsupplychains,bringingbasesofproductionclosertotheirmarkets.BillMcRaith,formerlyChiefSupplyChainOfficer

atTommyHilfigerownerPVH,says:“Themodelthat[the

apparelindustry]hasusedforthelast30yearsisredundant.Asolutionistocreatea‘supplylattice,’wheresomegoods

continuetobesourcedoffshore,othersareboughtfrom

neighboringcountries,andathirdportionaremanufacturedclosetowheretheyaresold.”3

In2024,aroundsixinten(59%)executivessaidthattheir

organizationhadanactiveorin-progressreindustrializationstrategy.In2025,twointhree(66%)executivessaythesame(seeFigure1).Aslightlyhigherproportionoforganizations

–from17%in2024to19%in2025–arenotplanningto

developareindustrializationstrategy.Costconstraintsandfinancialpressuresareatopreasonfor70%oforganizationschoosingtooptoutoftheprocess.

Oftheexecutiveswhoclaimtheirorganizationshave/areplanningareindustrializationstrategy,97%sayitincludesdiversificationandinvestmentindomesticmanufacturing.

Theresurgenceofmanufacturing:ReindustrializationstrategiesinEuropeandtheUS–2025

FiguΓe1.

In2025,two-thirdsofexecutivessaytheyeitheralreadyhaveareindustrializationstrategyoraredevelopingone

Percentageoforganizationswithareindustrializationstrategy

17%

23%

19%

15%

39%

43%

59%

66%

20%

23%

20242025

ComprehensivestrategyinplaceStrategyisindevelopment

PlanningtodevelopastrategyNoplanstodevelopastrategy

Note:Numbersdonottotal100%duetorounding.

Source:CapgeminiResearchInstitute,ReindustrializationofEuropeandtheUS(Edition1),February2024,N=1,563executives;ReindustrializationofEuropeandtheUS(Edition2),January2025,N=1,727executives.

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Theresurgenceofmanufacturing:ReindustrializationstrategiesinEuropeandtheUS–2025

Ouranalysisshowsthatin2025:

•Nearlyseveninten(68%)executivesfrom

US-headquarteredorganizationssaythattheirreindustrializationstrategyisalreadyinplaceorinprogress.

•65%ofexecutivesbasedinEurope(France,Germany,Italy,Spain,Netherlands,Denmark,Finland,Norway,orSwedeninthisresearch)mentionthesame.

•62%ofexecutivesfromUK-headquarteredorganizationssaythesame.

%

“Afterdecadesofglobalization,organizationsinEuropeandtheUSare

shiftingfromcost-focusedstrategiestoreindustrialization.Thispivot

emphasizessovereignmanufacturingcapabilities,supplychainresilience,andgeopoliticalconsiderations.Whilecostsremainimportant,integratingdigitalandadvancedmanufacturingtechnologies—suchasAI/GenAI,

analytics,cloud,anddigitaltwins—iscrucialforstreamliningoperations,enhancingproductivity,improvingagility,andacceleratingsustainability.”

ofexecutivessaythattheir

reindustrializationstrategyisalreadyinplaceorinprogress.

PieΓΓeBagnon

ExecutiveVice-President,

GlobalHeadofIntelligentIndustryAccelerator,Capgemini

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Theresurgenceofmanufacturing:ReindustrializationstrategiesinEuropeandtheUS–2025

Belowisaselectionofcurrentreindustrializationstrategies:

Organization

Volvo

Apple

Sanofi

GEAerospace

GSK

Leonardo

Ford

HP

HQcountry

Details

Sector

Typeof

reindustrializationinitiatives

Sweden

Automotive

Nearshoring

AstheEUimposestariffsonChineseEVs,VolvoisshiftingitsEVproductionfromChinatoBelgium.4

US

High-tech

Reshoring/buildingnewmanufacturingfacilities

InFebruary2025,Appleannouncedthatitwillspendmorethan$500billionintheUSoverthenextfouryears.Asapartoftheinvestment,itplanstoestablisha250,000-square-footservermanufacturingfacilityinTexas.PreviouslymanufacturedoutsideoftheUS,theseserverswillbekeytotheoperationoftheAppleIntelligenceAIsystem.5

France

Pharma

Reshoring/buildingnewmanufacturingfacilities

In2024,Sanofiannouncedaninvestmentofmorethan€1billion($1.05billion)innewbioproductioncapacityatitssitesinVitry-sur-Seine(Val-de-Marne),LeTrait

(Seine-Maritime),andLyonGerland(Rhône).6

US

Aerospace

Reshoring/upgrading

manufacturingfacilities

InMarch2024,GEAerospaceunveiledplanstoinvestmorethan$650millioninitsworldwidemanufacturingfacilitiesandsupplychains.Nearly$550millionwillbeallocatedtothecompany’sUSfacilitiesandsupplierpartners.7

UK

Pharma

Reshoring/upgradingandbuildingnewmanufacturingfacilities

GSKisinvestingmorethan£200million($253million)through2025tobolsteritsUKsupplynetwork,includingnewfacilitiesandassemblylines.8

Italy

Defense

Upgradingmanufacturingfacilities

Underitsfive-yearplan,Leonardoplanstoinvest€200millionannuallyinItalytodevelopnewproducts,modernizeproductionlines,andstrengthenitssupplychain.9

US

Automotive

Reshoring

In2023,FordoutlinedaplantodownsizeitsengineeringbaseinEuropeby2,800

peopleandcut1,000corporateanddistributionrolesoverthenextthreeyears.Fordalsoplanstocreate2,500jobsinbatterymanufacturingintheUS.10

US

High-tech

Diversification

HPhassetagoalofmakingupto70%ofitsnotebooksoutsideofChinawithinthreeyears.TheorganizationisbuildingnewmanufacturingfacilitiesandwarehousehubsinThailand,Mexico,andVietnam,andplanstosetupadesignhubinSingapore.11

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Theresurgenceofmanufacturing:ReindustrializationstrategiesinEuropeandtheUS–2025

Nearshoringisapopularstrategy

In2024,42%ofexecutivessaidthattheirorganizationshadinvestedinnearshoringoracombinationofreshoringandnearshoring.In2025,morethanhalf(56%)saythis

(seeFigure2).Thedesiretoreduceleadtimes,minimize

supplychaindisruptionsandrisks,avoideconomic

uncertainty,countertariffs,maintaincontrol,andprioritizesustainabilityaredrivingthistrendamongEuropeanand

USorganizations.(Itisalsointerestingthattheshareofexecutivessayingtheirorganizationshaveinvestedinreshoringisstable,at13%in2024and12%in2025.)

Weseemanynearshoringinvestmentsand

announcementsacrossindustriesoverthepast12months:

•Automann,asupplieroftrailerandtruckpartsintheUS,hasinvestednearly$100millioninitsnewplantinSanLuisPotosí,Mexico,generatingover1,000jobs.12

•US-basedBWXTechnologiesannouncedplanstoexpandandintegrateadvancedequipmentintoitsmanufacturingplantinOntario,Canada,tosupporttheglobalnuclear

powermarket.Theexpansion,projectedtocostC$50

million(US$35million),willincreasethefacility’sfootprint

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by25percent,to280,000squarefeet.Additionally,BWXTwillinvestaroundC$30million(US$21million)inadvancedmanufacturingequipmentforthefacilityoverthenext

fewyears.13

•SwedishEVmanufacturerPolestarhasannouncedits

intentiontoproduceitsupcomingpremiumcompact

sportsutilityvehicle(SUV),thePolestar7,inEurope.ThisdecisionmarksastrategicshiftfromrelianceonChinesemanufacturing.14

•France’sAlstomhasinvested€14.5million($15.2million)toacquireabogieframe15factoryinthevillageofMátranovákinHungary,withanew€1.45millionlogisticshall,which

willboostproductioncapacityby40%byend-2025.16

•AstraZeneca,aUK-basedpharmaorganization,plansto

invest$135milliontoexpanditsSwedenBiomanufacturingCenterinSödertälje.Thismarksthelargestinvestmentinthefacilitysinceits2021inauguration.17

Theresurgenceofmanufacturing:ReindustrializationstrategiesinEuropeandtheUS–2025

FiguΓe2.

Amajorityhaveinvestedinnearshoringtheirmanufacturingin2025

PeΓcentageofoΓganizationsthathaveinvestedinΓeshoΓingoΓneaΓshoΓingmostoftheiΓmanufactuΓing/pΓoduction

12%

13%

16%

35%

42%

56%

26%

21%

24%

13%

19%

21%

20242025

Investedinreshoring

Investedinnearshoring

Investedinacombinationofreshoringandnearshoring

Plantoinvestineitherreshoringornearshoringinthenext12months

Noplanstoinvestinanyreindustrializationinitiativesinthenext12months

Source:CapgeminiResearchInstitute,ReindustrializationofEuropeandtheUS(Edition2),January2025,N=1,727executives;CapgeminiResearchInstitute,ReindustrializationofEuropeandtheUS(Edition1),February2024,N=1,563executives.

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AsFigure3shows,58%oforganizationsbasedintheUS,

55%inEurope,and47%intheUKsaytheyhaveinvested

ineithernearshoringoracombinationofnearshoringand

reshoring.ForUS-basedorganizations,theUnitedStates-

Mexico-CanadaAgreement(USMCA)hasbeenacatalystfornearshoringinthesecountries.18Bymid-2024,foreigndirectinvestment(FDI)toMexicototaledoverUS$31billion,withtheUSaccountingforover44%.19TheUSisalsotheleadinginvestorinCanada,accountingfor46%oftotalFDIin2023.20

However,withareviewofUSMCAin2026,coupledwith

theTrumpadministration’spotentialtariffs,nearshoring

dynamicsarelikelytoevolve.Moreover,theWhiteHouse

hasraisedconcernsregardingChineseorganizations’

investmentsinMexico(amongothercountries).21In2023

alone,Chinesecompaniesannouncedover$12.6billion

ininfrastructureprojectsinMexico,focusingonEVs,

mining,transit,containerports,andtelecommunications.22Nonetheless,itisnoteworthythatnineintenUSexecutivessaythatdiversificationofmanufacturing(97%)andsupplychains(95%)isstrategicallykey.

Theresurgenceofmanufacturing:ReindustrializationstrategiesinEuropeandtheUS–2025

FiguΓe3.

NearlysixintenexecutivesfromUS-basedorganizationssaytheyhaveinvestedinmanufacturing/productioninaneighboringornearbycountry

Percentageoforganizationsthathaveinvestedinreshoringornearshoringmostoftheirmanufacturing/productionin2025,byregion

35%

37%

34%

28%

21%

21%

19%

19%

21%

13%

12%

9%

AllregionsUSEurope

UK

InvestedinreshoringInvestedinnearshoringInvestedinacombinationofreshoringandnearshoring

Source:CapgeminiResearchInstitute,ReindustrializationofEuropeandtheUS(Edition2),January2025,N=1,727executives.

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Theresurgenceofmanufacturing:ReindustrializationstrategiesinEuropeandtheUS–2025

InEurope,alongwiththedesireforsupplychainresilience,regulatoryimperativesaredrivingnearshoring:

•TheEU’sCarbonBorderAdjustmentMechanism(CBAM),ataxoncarbon-intensiveimportsfromnon-EUnations,payablefrom2026);23

“Rei∩dustΓializatio∩focuseso∩e∩ha∩ci∩ge历cie∩cy,quality,a∩dfiexibility.StΓategici∩vestme∩tsi∩AI,automatio∩,a∩dΓobotics,makeΓeshoΓi∩ga∩d∩eaΓshoΓi∩gmoΓeviable.Afiexibledigital

manufacturingstrategy,poweredbytechnologyanddata-drivendecision-making,ensuresadaptabilityforfutureadvancementsandseamlesshuman-machinecollaboration.”

•TheEuropeanChipsAct(toencouragetheestablishmentandexpansionofsemiconductormanufacturingfacilitieswithintheEU);24

•TheEuropeanCriticalRawMaterialsAct(CRMA)to

establishasecureandsustainablesupplyofcriticalrawmaterialstotheEU);25

•AndtheStrategicTechnologiesforEuropePlatform(STEP),withaviewtoboostinginvestmentincriticaltechnologiesinEurope.26

LydiaAldejohann

VicePresident

IntelligentIndustryGermany

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Theresurgenceofmanufacturing:ReindustrializationstrategiesinEuropeandtheUS–2025

Supplychainresilience,desiretobecloserto

customers,and

geopoliticalconcerns

emergeaskeydriversofreindustrialization

AsFigure4shows:

•In2025,95%ofexecutivessaythatsupplychainpressureisakeydriverofreindustrialization,asignificantincreasefrom69%in2024.Arecentresearchreporthighlights

that,overall,disruptionstoglobalsupplychainsincreasedby38%in2024from2023.27Fromtheimpactonthe

movementoftradethroughtheRedSeaduetoattacksonshipsbyHouthirebels28anddroughtinthePanama

Canalcausinga29%dropinvesseltransits,29toastrikebyportworkersontheeastcoastoftheUS,302024witnessedmajorsupplychainchallenges,withoutcomesincluding

automakerssuchasVolvoandTeslahavingtosuspendproductionlinesduetoalackofparts.31

•Meanwhile,theRussia-UkrainewarandIsrael-Hamaswarcontinuetostrainglobalsupplychains.Rising

US-Chinatensions,fueledbytariff-relatedthreats,andthenewforeignpolicyoftheTrumpadministration,

haveexacerbatedthesechallenges.In20