The National Manufacturing Summit: An Echo Chamber or a Catalyst for Change?

I’ve debated whether to publish this. On one hand, I don’t want to be overly negative. But on the other, the UK manufacturing challenges we face today—rising costs, job losses, weak demand—are too important to ignore. If we don’t have honest conversations about what’s holding the industry back, how do we ever move forward?

So, I’m putting this out there because I believe these points matter. I don’t have all the answers, but I do think we need to start an honest debate.

Attending the National Manufacturing Summit at the MTC last week should have been an opportunity to engage with fresh ideas, cutting-edge solutions, and tangible insights for the future of UK manufacturing. Instead, it often felt like an echo chamber—filled with government officials, institutions, vendors, and consultants talking about manufacturing rather than with manufacturers.

Where were the voices of those who run factories, manage supply chains, and face the daily realities of production? Where were the practical examples, the case studies, the actionable strategies that manufacturers—particularly SMEs—could take away and implement?

A Conversation Detached from Reality

Too many of the sessions I attended felt abstract, academic, or outdated. Discussions revolved around what should be done, but they lacked the grounding of real-world experience. It was a lot of theory from people who appeared to have never set foot in a factory and a policy-driven perspective that seemed frustratingly detached from reality.

At times, it felt like stepping back into the 1990s. Some of the material was decades old in its thinking, while other sessions were packed with enterprise-level solutions—despite being framed as discussions about SMEs. Rather than providing clarity, many presentations only added confusion, offering complex, consultant-driven frameworks that don’t translate to the factory floor.

Even when examples were provided, they felt irrelevant. I heard references to power generation projects and Sussex Council as case studies—fine for public sector initiatives but completely disconnected from the daily struggles of a small manufacturing business. I might have chosen the wrong sessions, but judging by conversations in the breaks, I wasn’t the only one who felt this way.

The Lack of Urgency and Energy

If this event was a reflection of how the UK approaches manufacturing, it’s no wonder change is so slow. There was plenty of critique about the state of the sector, but little drive to actually do something about it. Instead of energy and urgency, the conversations were bogged down by bureaucracy, consultancy jargon, and more talk about transformation without a clear path to action.

The latest UK Manufacturing PMI data (S&P Global UK Manufacturing PMI, March 2025) reinforces just how disconnected these conversations were from reality.

• The Manufacturing PMI dropped to a 14-month low of 46.9, showing contraction for the fifth consecutive month.
• Output and new orders are falling at faster rates, with weak demand and low client confidence weighing heavily on the sector.
• The steepest job losses since mid-2020 were recorded, as manufacturers scaled back operations in response to rising costs and economic uncertainty.

While the summit spoke of grand visions and long-term policies, real manufacturers are laying off workers, cutting production, and struggling with supply chain disruptions today. How can we justify talking about transformation in the abstract when businesses are fighting just to stay afloat?

Notably Henrik Von Scheel and Jan Godsell were a of the few voices who recognised this. Their talks stood out—not just because it was at times controversial (re: Henrik), but because it actually challenged the audience to rethink the future. They spoke about opportunity rather than just problems, and they pushed manufacturers to take control of their own destinies. In contrast, much of the rest of the summit felt like thinly veiled sales pitches, offering little in the way of practical takeaways.

The Core Issues That Should Have Been Addressed

Despite its shortcomings, the summit did attempt to tackle some of the most pressing issues in manufacturing. But the way they were discussed left much to be desired. Here’s a breakdown of the five core topics and what should have been addressed more directly.

1. Skills Gap: A Crisis in the Making

The skills shortage was a key theme, but beyond a few statistics, there was little new insight. Yes, we know that 42% of manufacturers report a skills shortage, but the PMI data shows an even deeper problem—the sector is shedding jobs at the fastest rate since mid-2020.

This isn’t just about training for the future; businesses are cutting roles today. Rising costs—including increases in the national minimum wage and employer NICs—are forcing companies into defensive measures. If we don’t address this, we’ll face an even bigger skills crisis when the economy rebounds and there aren’t enough trained workers left.

Instead of focusing on the problem, the summit should have provided more practical discussions on:

• Retaining existing skilled workers amid rising costs
• Making apprenticeships and training more accessible to SMEs
• How new technologies will reshape the skills needed in manufacturing over the next decade

Without urgent action, we risk a scenario where manufacturers are ready to grow but lack the workforce to support that ambition.

2. Digitalisation: More than Buzzwords

We heard a lot about Industry 4.0, quantum computing, and edge computing—but with little relevance to real-world manufacturing challenges. The PMI data makes it clear that manufacturers are not in a position to make significant new investments in digitalisation right now. With demand falling and cost pressures rising, businesses are cutting back on non-essential spending, not rolling out expensive technology projects.

If digital transformation is truly a priority, we need practical, low-cost strategies that SMEs can adopt today—not theoretical discussions about AI and quantum computing that won’t be relevant to them for years.

What should have been discussed?

• How SMEs can start small with digitalisation (e.g., affordable automation solutions)
• Overcoming barriers to adoption, such as outdated IT infrastructure and workforce training
• How digitalisation links directly to cost savings, efficiency, and profitability

Until digitalisation is framed as something achievable and necessary rather than futuristic and expensive, it will remain an aspiration rather than an action.

3. Supply Chain Resilience: Talk but No Action

Supply chain resilience was discussed, but mostly in broad strokes. The PMI report highlights ongoing supply chain issues, with shipping delays, vendor capacity constraints, and customs bottlenecks causing major headaches for manufacturers.

We already know supply chain disruption has been a recurring theme for the last few years—so where were the practical solutions? What policies or initiatives are actually helping SMEs secure their supply chains?

Key areas that should have been explored:

• Reducing dependency on global supply chains and shifting towards more localised, flexible sourcing
• How SMEs can build stronger supplier relationships to navigate uncertainty
• Government initiatives to support domestic manufacturing and supply chain resilience

Manufacturers don’t need another reminder that supply chains are fragile—they need clear strategies for making them more robust.

4. Net Zero: A Compliance Burden or a Competitive Edge?

Sustainability and net zero were key talking points, but the discussion lacked clarity. Emily Martin from Lloyds rightly highlighted that sustainability isn’t just about compliance—it’s about remaining competitive.

However, the PMI data suggests that manufacturers are currently focused on survival, not long-term sustainability. Input costs are rising at the fastest pace in over two years, and many manufacturers are having to pass those costs onto customers just to stay viable.

If we want businesses to embrace net zero, we need a clear financial case for doing so—especially for SMEs operating on tight margins.

Instead of focusing on policy frameworks, the summit should have discussed:

• How sustainability can drive cost savings, such as energy efficiency and waste reduction
• Access to funding for green initiatives, including practical steps for SMEs
• How to measure and manage Scope 3 emissions without overwhelming small businesses

Right now, sustainability feels like an added burden rather than a growth opportunity—until that changes, adoption will remain slow.

5. Confidence: The Missing Ingredient

Manufacturing thrives on investment, innovation, and risk-taking. But confidence in the sector feels fragile. The PMI report cites low client confidence and weak demand as major drivers of the current downturn.

If the summit was meant to inspire belief in the future of UK manufacturing, it missed the mark. Instead of leaving with a sense of momentum, many of us left wondering how we turn all this talk into real action.

What should have been addressed?

• How government policies and incentives can boost investment confidence
• Practical steps to rebuild trust in the sector, from leadership development to workforce engagement
• Lessons from manufacturers who have successfully adapted to market shifts

Without confidence, businesses won’t invest, workers won’t stay, and the industry won’t grow. This should have been a priority, not an afterthought.

The Harsh Reality

If I learned anything new from the summit, it was the word ineluctable—courtesy of a self-confessed civil servant. This is a perfect example of how events like this often fall into the trap of using unnecessary jargon instead of speaking plainly. Manufacturing isn’t about fancy language; it’s about clear, practical action. If we want real change, we need to ditch the buzzwords and focus on solutions that actually work on the factory floor.

The simple truth is this: If we keep thinking that events like this will advance the SME manufacturing sector while ignoring the economic realities they face, then we are deluding ourselves.

Where Do We Go From Here?

So, I come back to my hesitation in posting this. I don’t want this to be seen as just another critique. I want it to spark a conversation.

• Are we having the right discussions about UK manufacturing?
• Are we addressing the real challenges businesses are facing today?
• How do we make sure these summits lead to action, not just more talk?

If you attended the summit, I’d love to hear your thoughts. Did you get anything useful out of it? What practical solutions have you seen working in your business?

Let’s have a real conversation.

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