National strategy for ADVANCED MANUFACTURING

NATIONAL STRATEGY FOR

DVANCED MANUFACTURING

A Report by the

SUBCOMMITTEE ON ADVANCED MANUFACTURING

COMMITTEE ON TECHNOLOGY

of the

NATIONAL SCIENCE AND TECHNOLOGY COUNCIL

October 2022

NATIONAL STRATEGY FOR ADVANCED MANUFACTURING

About the Office of Science and Technology Policy

The Office of Science and Technology Policy (OSTP) was established by the National Science and Technology

Policy, Organization, and Priorities Act of 1976 to provide the President and others within the Executive Office of

the President with advice on the scientific, engineering, and technological aspects of the economy, security,

health, foreign relations, and the environment. OSTP leads interagency science and technology policy

coordination efforts, assists the Office of Management and Budget with an annual review and analysis of Federal

research and development in budgets, and serves as a source of scientific and technological analysis and

judgment for the President with respect to major policies, plans, and programs of the Federal Government. More

information is available at http://www.whitehouse.gov/ostp

About the National Science and Technology Council

The National Science and Technology Council (NSTC) is t he principal means by which the Executive Branch

coordinates science and technology policy across the diverse entities that make up the Federal research and

development enterprise. A primary objective of the NSTC is to ensure that science and technology policy decisions

and programs are consistent with the President's stated goals. The NSTC prepares research and development

strategies that are coordinated across Federal agencies aimed at accomplishing multiple national goals. The work

of the NSTC is organized under committees that oversee subcommittees and working groups focused on different

aspects of science and technology. More information is available at http://www.whitehouse.gov/ostp/nstc

About the NSTC Subcommittee on Advanced Manufacturing

Und e r section 102 of the America COMPETES Reauthorization Act of 2010 (42 U.S.C. §6622), as amended, t h e NSTC

Committee on Technology is responsible for planning and coordinating Federal programs and activities in

advanced manufacturing research and development and developing and updating a quadrennial national

strategy for advanced manufacturing. The Subcommittee on Advanced Manufacturing (SAM) addresses these

responsibilities and is the primary forum for information-sharing, coordination, and consensus-building among

participating agencies regarding Federal policy, programs, and budget guidance for advanced manufacturing.

About this Document

This 2022 National Strategy for Advanced Manufacturing,

developed by the SAM following extensive public

outreach, is based on a vision for United States leadership in advanced manufacturing that will grow the economy,

create quality jobs, enhance environmental sustainability, address climate change, strengthen supply chains,

ensure national security, and improve healthcare. This vision will be achieved by developing and implementing

advanced manufacturing technologies, growing the advanced manufacturing workforce, and building resilience

into manufacturing supply chains. Strategic objectives are identified for each goal, along with national technical

and program priorities and recommendations for the next four years.

Disclaimer

Reference in this document to any specific commercial product, process, service, manufacturer, company, or

trademark is to provide clarity and does not constitute its endorsement or recommendation by the United States

Government.

This document is a work of the United States Government and is in the public domain (see 17 U.S.C. §105). Subject

to the stipulations below, it may be distributed and copied with acknowledgment to OSTP. Copyrights to graphics

included in this document are reserved by the original copyright holders or their assignees and are used here

under the Government’s license and by permission. Requests to use any images must be made to the provider

identified in the image credits or to OSTP if no provider is identified. Published in the United States of America,

2022.

NATIONAL STRATEGY FOR ADVANCED MANUFACTURING

– i –

NATIONAL SCIENCE AND TECHNOLOGY COUNCIL

Chair

Alondra Nelson, Deputy Assistant to the

President and Performing the Duties of

Director, White House Office of Science and

Technology Policy

Executive Director

Kei Koizumi (Acting), Principal Deputy Director

for Policy, White House Office of Science and

Technology Policy

COMMITTEE ON TECHNOLOGY

SUBCOMMITTEE ON ADVANCED MANUFACTURING

Co-Chairs

Ezinne Uzo-Okoro, White House Office of

Science and Technology Policy

Michael F. Molnar, National Institute of

Standards and Technology

Tracy Frost, Department of Defense

In Coordination with

Elisabeth Reynolds, National Economic

Council

Susan Helper*, Office of Management and

Budget

Executive Secretary

Said Jahanmir, National Institute of

Standards and Technology

Members

Jonathan Alter, SBA

William Barrett , EPA

Diana Bauer*, DOE/EERE

Michael Britt -Crane*, DoD

Michael Clark, EOP/OMB

James Coburn, HHS/FDA

Matthew Di Prima, HHS/FDA

Robin Fernkas, DOL

Pam Frugoli, DOL

Frank Gayle, DOC/NIST

Lori Gillen, SBA

Robert Hampshire, DOT

Gregory Henschel*, ED

Firas Ibrahim, DOT

*Report Leadership

Justin Jackson, NASA

Erick Jones, DOS

Bruce Kramer*, NSF

Gretchen Kroh, USDA

Emily Lamont, ED

Astrid Lewis, DOS

Jerry Lorengo, DOC/USPTO

Susan Margulies, NSF

Blake Marshall, DOE/EERE

Kartik Sheth, NASA

Suzanne Thornsbury, USDA

John Vickers, NASA

Jay Vietas, HHS/NIOSH

Remy Yucel, DOC/USPTO

NATIONAL STRATEGY FOR ADVANCED MANUFACTURING

– ii –

Table of Contents

Abbreviations and Acronyms ................................ ................................ .............................. iii

Executive Summary ................................ ................................ ................................ ........... 1

Introduction: Manufacturing and America’s Future ................................ ............................... 2

Vision, Goals, Objectives, and Recommendations for Advanced Manufacturing ........................ 3

Go als, Ob je ctive s, and Recommendations .............................................................................................. 4

Goal 1. Develop and Implement Advanced Manufacturing Technologies ................................ .. 6

Objective 1.1. Enable Clean and Sustainable Manufacturing to Support Decarbonization .................. 6

Obje ct ive 1.2. Accelerate Manufacturing for Microelectronics and Semiconductors ............................ 7

Objective 1.3. Implement Advanced Manufacturing in Support of the Bioeconomy ............................. 8

Objective 1.4. Develop Innovative Materials and Processing Technologies ........................................... 9

Objective 1.5. Lead the Future of Smart Manufacturing........................................................................ 10

Goal 2. Grow the Advanced Manufacturing Workforce ................................ ........................... 11

Objective 2.1. Expand and Diversify the Advanced Manufacturing Talent Pool ................................... 12

Objective 2.2. Develop, Scale, and Promote Advanced Manufacturing Education and Training ........ 13

Objective 2.3. Strengthen the Connections Between Employers and Educational Organizations ..... 14

Goal 3. Build Resilience into Manufacturing Supply Chains ................................ .................... 14

Objective 3.1. Enhance Supply Chain Interconnections ....................................................................... 15

Objective 3.2. Expand Efforts to Reduce Manufacturing Supply Chain Vulnerabilities........................ 15

Objective 3.3. Strengthen and Revitalize Advanced Manufacturing Ecosystems ................................ 16

Additional Interagency Contributors ................................ ................................ ................... 19

Appendix A. Agency Participation and Metrics ................................ ................................ .... A-1

Appendix B. Progress Made in Achieving the Objectives from the 2018 Strategic Plan ............. B-1

Appendix C. Recommendations in Detail ................................ ................................ ........... C-1

NATIONAL STRATEGY FOR ADVANCED MANUFACTURING

– iii –

Abbreviations and Acronyms

2D/3D two-dimensional/three-

dimensional

AI artificial intelligence

AM additive manufacturing

AR augmented reality

BARDA Biomedical Advanced Research

and Development Authority

BEA Bureau of Economic Analysis

CAP cross-agency priority

CEA Council of Economic Advisors

CMOS Complementary Metal Oxide

Semiconductor

COVID-19 Coronavirus disease 2019

carbon dioxide

CTE career and technical education

DEIA Diversity, Equity, Inclusion, and

Accessibility

DOC Department of Commerce

DoD Department of Defense

DOE Department of Energy

DOL Department of Labor

DOS Department of State

ED Department of Education

EDA Economic Development

Administration

EERE Office of Energy Efficiency and

Renewable Energy

EOP Executive Office of the President

FDA Food and Drug Administration

FY fiscal year

GHG greenhouse gas

HHS Department of Health and

Human Services

HI heterogeneous integration

IC integrated circuit

ICME integrated computational

materials engineering

I-Corps Innovation Corps

IoT internet of things

IIoT industrial internet of things

IPCC Intergovernmental Panel on

Climate Change

ISM in-space manufacturing

IT information technology

K-12 kindergarten through high

school

LGBTQ lesbian, gay, bisexual,

transgender, and questioning

MEP Manufacturing Extension

Partnership

MGI Materials Genome Initiative

MIC made in China

ML machine learning

MSI minority-serving institution

MRL manufacturing readiness level

NEC National Economic Council

NASA National Aeronautics and Space

Administration

NIOSH National Institute for

Occupational Safety and Health

NIST National Institute of Standards

and Technology

NSF National Science Foundation

NSTC National Science and Technology

Council

OEM original equipment

manufacturer

OMB Office of Management and

Budget

NATIONAL STRATEGY FOR ADVANCED MANUFACTURING

– iv–

OSTP Office of Science and Technology

Policy

OT operational technology

PPE personal protective equipment

Perkins V Perkins Career and Technical

Education Act

R&D research and development

RFID radio frequency identification

SAM Subcommittee on Advanced

Manufacturing

SBA Small Business Administration

SBIR Small Business Innovation

Research

SMMs small and medium-sized

manufacturers

STEM science, technology,

engineering, and mathematics

STTR Small Business Technology

Transfer

TRL technology readiness level

R&D research and development

U.S. United States

USDA United States Department of

Agriculture

USPTO U.S. Patent and Trademark

Office

VR virtual reality

WIOA Workforce Innovation and

Opportunity Act

XR extended reality

NATIONAL STRATEGY FOR ADVANCED MANUFACTURING

– 1–

Executive Summary

Manufacturing is an engine of America’s economic strength and national security. It plays a vital role in

almost every sector of the Un it e d States economy, from aerospace to biopharmaceuticals and beyond.

Advances in manufacturing enable the economy to continuously grow as new technologies and

innovations increase productivity, enable ne xt-generation products, support our capability to address

the climate crisis, and create new, high-quality, and higher-paying jobs.

Th e United States remains a leader in advanced technologies; however, production and employment

in several high-technology manufacturing industries have fallen sharply in the 21

century. To address

global competition, the Un it e d States has taken steps to revitalize the manufacturing sector, increase

the resilience of U.S. supply chains and national security, invest in R&D, and train Americans for jobs of

the future.

This Strategy presents a vision for United States leadership in Advanced Manufacturing that will

grow the economy, create jobs, enhance environmental sustainability, address climate change,

strengthen supply chains, ensure national security, and improve healthcare.

Three interrelated goals are set to achieve the stated vision:

(1) Develop and implement advanced manufacturing technologies;

(2) Grow the advanced manufacturing workforce; and

(3) Build resilience into manufacturing supply chains.

To achieve these goals, 11 strategic objectives and 37 technical and program recommendations are

identified for the next four years. The objectives are selected to:

(1) Enable clean and sustainable manufacturing to support decarbonization;

(2) Accelerate manufacturing innovation for microelectronics and semiconductors;

(3) Implement advanced manufacturing in support of the bioeconomy;

(4) Develop innovative materials and processing technologies;

(5) Lead the future of smart manufacturing;

(6) Expand and diversify the advanced manufacturing talent pool;

(7) Develop, scale, and promote advanced manufacturing education and training;

(8) Strengthen connections between employers and educational organizations;

(9) Enhance supply chain interconnections;

(10) Expand efforts to reduce supply chain vulnerabilities; and

(11) Strengthen and revitalize advanced manufacturing ecosystems.

This Congressionally-mandated strategy seeks to improve U.S. Government coordination and provide

long-term guidance for Federal programs and activities in support of U.S. manufacturing

competitiveness, including advanced manufacturing research and development. Public input from

over 700 individuals and organizations from across the country informed the strategy.

NATIONAL STRATEGY FOR ADVANCED MANUFACTURING

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Introduction: Manufacturing and America’s Future

Advanced manufacturing is defined as the innovation of improved methods for manufacturing existing

products, and the production of new products enabled by advanced technologies. Th e United States

remains a global leader in several advanced technologies.

Do m e s t ic and global demand has

skyrocketed for the technologies and equipment needed to address the climate crisis. However,

production and employment have fallen sharply in several advanced manufacturing industries. The

trade balance in advanced technology products—a traditional strength of the United States—shifted

from surplus to deficit starting in 2001, with a trade deficit of $197 billion in 2021.

Manufacturing is one of the largest sectors of the Un it e d States economy

3,4

accounting for 11 percent

of gross domestic product.

While relatively constant from 1960 through 1990, employment in the

manufacturing sector began declining in the late 1990s; in the decade from 2000 to 2010, one-third of

U.S. manufacturing workers (nearly six million people) lost their jobs.

Fewer than two million of those

jobs have been regained. Not a b ly, however, manufacturing employment is now above its 2020 peak,

the first time since 1978 that it has exceeded its previous business cycle peak.

Th e CO VI D -19 global pandemic exposed the fragility of manufacturing supply chains, causing major

shortages of key products such as medical supplies, critical minerals, and semiconductors.

strengthen the manufacturing supply chain, small and medium size manufacturers ( S MMs)—those who

employ fewer than 500 workers, comprise 98% of the total number of manufacturers and account for

43% of the employees

—will require assistance from the United States Government and their larger

customers and suppliers.

It is, therefore, imperative for the United States to develop and implement strategies to regain American

leadership through investments in advanced manufacturing. Furthermore, the nation's manufacturing

and industrial base underpins the U.S. military capabilities using advanced technologies to secure our

democracy.

This Strategy updates the 2018

Strategy for American Leadership in Advanced Manufacturing

using

public input.

It is mandated by the America COMPETES Reauthorization Act of 2010 which mandated

the original advanced manufacturing strategy (of 2012) and updates every 5 years.

Appendix A

illustrates Federal agency participation and metrics. Appendix B summarizes progress made since the

publication of the

2018 Strategy.

https://itif.org/publications/2022/06/08/the-hamilton-index-assessing-national-performance-in-the-competition-for-

advanced-industries/

https://www.census.gov/foreign-trade/balance/c0007.html

https://www.nist.gov/el/applied-economics-office/manufacturing/manufacturing-industry-statistics

https://www.bls.gov/web/empsit/ceshighlights.pdf

https://data.worldbank.org/indicator/NV.IND.MANF.ZS

https://data.bls.gov/timeseries/CES3000000001

https://www.whitehouse.gov/wp-content/uploads/2021/06/100-day-

supply-chain-review-report.pdf

https://www.whitehouse.gov/wp-content/uploads/2021/06/100-day-supply-chain-review-report.pdf

https://cdn.advocacy.sba.gov/wp-content/uploads/2021/08/30144808/2021-Small-Business-Profiles-For-The-States.pdf

https://www.manufacturing.gov/news/announcements/2018/10/strategy-american-leadership-advanced-manufacturing

https://www.Federalregister.gov/documents/2021/10/05/2021-21644/national-strategic-plan-for-advanced-

manufacturing-request-for-information?utm_medium=email&utm_source=govdelivery

America COMPETES Reauthorization Act of 2010 (Pub L. 111-478) §102; 42 U.S.C. §6622.

NATIONAL STRATEGY FOR ADVANCED MANUFACTURING

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Vision, Goals, Objectives, and Recommendations for Advanced Manufacturing

This Strategy is designed to realize a vision for U.S. leadership in Advanced Manufacturing that will grow

the economy, create high-quality jobs, enhance environmental sustainability, address climate change,

strengthen supply chains, ensure national security, and improve healthcare.

Grow the Economy. Advanced manufacturing applies innovative technologies to produce new

products and improve the production of existing products. Manufacturing jobs, and especially those in

advanced technologies, provide better pay, more consistent hours, and stronger worker protection

than the labor market as a whole and have broad impacts on jobs in other sectors

. These significant

impacts make advances in manufacturing—and America’s ability to translate those advances into

products, processes, and services—an Administration priority and a key element of the nation’s overall

manufacturing strategy.

Create High-Quality Jobs. Innovation and implementation of new technologies in advanced

manufacturing requires a highly skilled and diverse workforce. The National Association of

Manufacturers estimates that the United States could have more than two million unfilled

manufacturing jobs by 2030.

Renewed investment in workers is needed, including education in

foundational science ranging from elementary school through post-graduate degrees, technical

training programs with industry-recognized credentials, apprenticeships and internships, and

leadership development programs. The inclusion of individuals from groups historically

underrepresented in advanced manufacturing and/or from underserved regions creates the

opportunity to expand the manufacturing workforce and the concomitant economic benefit. Th e U.S.

will prioritize upskilling the workforce and increasing the quantity and quality of advanced

manufacturing jobs in rural areas and economically distressed regions to strengthen regional economic

conditions, while recognizing the benefits of clustered economic development.

15,16

Th e U.S. will also

invest in manufacturing processes which protect worker safety and health; such safe ty and human-

centered processes, which protect and keep workers on the job, are essential to long-term global

competitiveness.

Enhance Environmental Sustainability. Sustainable manufacturing is the creation of manufactured

products through economically-sound processes that minimize negative environmental impacts while

conserving energy and natural resources.

Incorporating sustainable material management principles

and additive manufacturing into product design and development reduces the amount of material and

energy required to manufacture a product and increases safety. The United States will improve

environmentally favorable processes throughout the manufacturing sector, including the efficient use

of clean electricity in materials processing and manufacturing, and in water processing.

Address Climate Change. The climate crisis poses an immediate and existe ntial threat to national and

global security, environmental and human health, and economic interests. The United States has

committed to an ambitious and achievable goal to reduce net greenhouse gas (GHG) emissions 50-52

https://www.epi.org/publication/manufacturing-still-provides-a-pay-advantage-but-outsourcing-is-eroding-it/

https://www.whitehouse.gov/briefing-room/statements-releases/2022/02/24/the-biden-harris-plan-to-revitalize-

american-manufacturing-and-secure-critical-supply-chains-in-2022/

https://www.nam.org/2-1-million-manufacturing-jobs-could-go-unfilled-by-2030-13743/

https://www.whitehouse.gov/briefing-room/statements-releases/2021/03/31/fact-sheet-the-american-jobs-plan/

https://eda.gov/arpa/build-back-better/

https://www.epa.gov/sustainability/sustainable-manufacturing

NATIONAL STRATEGY FOR ADVANCED MANUFACTURING

– 4–

percent below 2005 levels in 2030, create a carbon pollution-free power sector by 2035, and achieve

net-zero emissions economy-wide by 2050.

18,19

Advanced manufacturing solutions can unleash new

opportunities to cut pollution and reduce carbon emissions via industrial decarbonization, building a

more circular economy, using sustainable biomass to replace petroleum-based products, and scaling

up manufacturing of clean energy and other climate-aligned technologies, incorporating game-

changing innovations to help achieve net-zero emissions across the entire economy.

Strengthen Supply Chains. The supply chains and ecosystems that support U.S.-based manufacturing

have been weakened by several factors , including underinvestment in innovative technologies,

insufficient investment in training, and outsourcing and offshoring for short-term gains.

The COVID-

19 pandemic and shifting geopolitical competition have exposed these and other vulnerabilities,

exacerbating economic loss while also revealing national security and health risks. The United States

needs resilient, collaborative, and digitally integrated manufacturing supply chains to prevent and

recover quickly from disruptions.

Ensure National Security. Advanced manufacturing technologies are critical to national security,

delivering innovative capabilities to our nation’s warfighters so the United States can sustain and

strengthen defense against our most consequential strategic competitors.

Recognizing the increase

in non-kinetic threats to the United States from strategic competitors, the nation must accelerate the

pace of technology development and implementation as well as transformation of our manufacturing

supply chains.

Improve Healthcare. Advanced manufacturing can be used to produce numerous new and improved

healthcare products, including small-molecule drugs, medical devices, biologics, vaccines, advanced

therapies, and biocompatible materials. While biomedical manufacturing shares many cross-cutting

technology needs with other sectors, it also has unique needs that dictate specifically tailored

applications. Manufacturing processes and solutions must ensure safety and efficacy, promote human

and animal health, and minimize drug shortages, while also securing the U.S. global leadership in

pandemic response and preparedness.

Goals, Objectives, and Recommendations

This Strategy’s vision will be accomplished through the pursuit of three goals. Attaining these goals

requires achieving the strategic objectives and recommendations outlined under each goal. The goals,

objectives, and recommendations for the next four years appear on the following pages. Appendix C

contains further discussion of each recommendation.

https://www.whitehouse.gov/briefing-room/statements-releases/2021/04/22/fact-sheet-president-biden-sets-2030-

greenhouse-gas-pollution-reduction-target-aimed-at-creating-good-paying-union-jobs-and-securing-u-s-leadership-on-

clean-energy-technologies/

https://www.Federalregister.gov/documents/2021/02/01/2021-02177/tackling-the-climate-crisis-at-home-and-abroad

While some offshoring and outsourcing has promoted efficiency, these strategies have sometimes also led to increased

vulnerability and reduced job quality. See chapter 6 of https://www.whitehouse.gov/cea/written-

materials/2022/04/14/summary-of-the-2022-economic-report-of-the-president/ and https://www.whitehouse.gov/wp-

content/uploads/2021/06/100-day-supply-chain-review-report.pdf

https://www.defense.gov/Spotlights/National-Defense-Strategy/

NATIONAL STRATEGY FOR ADVANCED MANUFACTURING

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Goals

Objectives

Recommendations

Goal 1:

Develop and Implement

Advanced

Manufacturing

Technologies

1.1: Enable Clean and Sustainable

Manufacturing to Support

Decarbonization

1.1.1: Deca rb on ization of Manufacturing Processes

1.1.2: Clean Energy Manufacturing Technologies

1.1.3: Sustainable Manufacturing and Recycling

1.2: Accelerate Manufacturing for

Microelectronics and Semiconductors

1.2.1: Nanomanufacturing of Semiconductors and Electronics

1.2.2: Semiconductor Materials, Design, and Fabrication

1.2.3: Semiconductor Packaging and Heterogeneous Design

1.3: Implement Advanced

Manufacturing in Support of the

Bioeconomy

1.3.1: Biomanufacturing

1.3.2: Agriculture, Forest, and Food Processing

1.3.3: Bio mass Processing and Conversion

1.3.4: Pharmaceuticals and Healthcare Products

1.4: Develop Innovative Materials and

Processing Technologies

1.4.1: High-Performance Materials Design and Processing

1.4.2: Additive Manufacturing

1.4.3: Critical Materials

1.4.4: In-Space Manufacturing

1.5: Le a d the Future of Smart

Manufacturing

1.5.1: Digital Manufact uring

1.5.2: AI in Manufacturing

1.5.3: Human-Centered Technology Adoption

1.5.4: Cybersecurity in Manufacturing

Goal 2:

Grow the Advanced

Manufacturing

Workforce

2.1: Exp a n d and Diversify the Advanced

Manufacturing Talent Pool

2.1.1: Promote Awareness of Advanced Manufacturing Careers

2.1.2: Engage Underrepresented Communities

2.1.3: Address Social and Structural Barriers for Underserved Groups

2.2: Develop, Scale, and Promote

Advanced Manufacturing Education

and Trainin g

2.2.1: Incorporate Advanced Manufacturing into Foundational STEM Education

2.2.2: Modernize Career Technical Education for Advanced Manufacturing

2.2.3: Expand and Disseminate New Learning Technologies and Practices

2.3: Strengthen the Connections

Between Em p lo ye rs and Educational

Organizations

2.3.1: Expand Work-Based Learning and Apprenticeships

2.3.2: Establish Industry-Recognized Credentials and Certifications

Goal 3:

Build Resilience into

Manufacturing Supply

Chains

3.1: Enhance Supply Ch a in

Interconnections

3.1.1: Foster Coordination within Supply Chains in Supply Chain Management

3.1.2: Advance Innovation for Digital Transformation of Supply Chains

3.2: Exp a n d Efforts to Re d u c e

Manufacturing Supply Ch a in

Vulnera bilities

3.2.1: Trace Information and Products Along Supply Chains

3.2.2: Increase Visibility into Supply Chains

3.2.3: Improve Supply Chain Risk Management

3.2.4: Stimulate Supply Chain Agility

3.3: Strengthen and Revitalize

Advanced Manufacturing Ecosystems

3.3.1: Promote New Business Formation and Growth

3.3.2: Support Small and Medium-sized Manufacturers

3.3.4: Assist Te chnology Transition

3.3.4: Build and Strengthen Regional Manufacturing Ne t works

3.3.5: Improve Public Private Partnerships

NATIONAL STRATEGY FOR ADVANCED MANUFACTURING

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Goal 1. Develop and Implement Advanced Manufacturing Technologies

Recent advances in areas such as automation, data science, artificial intelligence, machine learning,

biotechnology, and materials science, combined with urgent technical challenges in economy-wide

decarbonization, healthcare, and national security are creating new opportunities for advanced

manufacturing. In order to compete globally, the United States must leverage and protect its

technology leadership through rapid development and implementation of innovative manufacturing

technologies.

While typical Federal investments in advanced manufacturing-related research, development, and

deployment focus on mission-specific goals within each agency, portfolio-based strategies coordinated

across agencies would be more effective. Public-private partnerships to advance targeted technology

sectors are key to developing and implementing new manufacturing technologies. Such public-private

partnerships present the opportunity to create and share industry-relevant facilities where colocation

of tools, technology, and embedded expertise can expand regional innovation ecosystems and drive

economic growth both within and across regions.

Five strategic objectives have been identified under Goal 1:

1.1. Enable Clean and Sustainable Manufacturing to Support Decarbonization

1.2. Accelerate Manufacturing Innovation for Microelectronics and Semiconductors

1.3. Implement Ad v a n c e d Manufacturing in Support of the Bioeconomy

1.4. Develop Innovative Materials and Processing Technologies

1.5. Lead the Future of Smart Manufacturing

For each objective, a set of recommendations is identified, with outcomes to be accomplished over the

next four years.

Objective 1.1. Enable Clean and Sustainable Manufacturing to Support Decarbonization

Climate change is caused by the total amount of carbon dioxide and other greenhouse gases (GHG)

added and persisting in the atmosphere. The manufacturing sector accounts for approximately one-

third of the nation’s primary energy usage and 30 percent of energy-related GHG emissions.

22,23

Manufacturing of industrial materials such as steel, cement, and chemicals also produces GHG

emissions directly via chemical processes. Re d u ct io n of manufacturing-related energy consumption

and GHG emissions is possible through the use of clean and efficient manufacturing technologies

and

reduction of emissions over the full product life cycle.

The United States has committed to 50-52 percent reduction of net GHG emissions below 2005 levels in

2030, and net-zero by 2050.

The Inflation Reduction Act, signed into law in August 2022, in

combination with the infrastructure modernization investments in the Bipartisan Infrastructure Law

enacted in November 2021, will provide significant resources and incentives to help reach the climate

and clean energy goals. These new resources, via the National Climate Task Force and the Executive

Order on America’s Supply Chains, will facilitate the efforts to advance clean energy and climate-

aligned manufacturing across the U.S. Government. The manufacturing sector will be integral in these

https://www.eia.gov/energyexplained/use-of-energy/industry.php;

https://www.eia.gov/tools/faqs/faq.php?id=77&t=11

https://www.whitehouse.gov/bipartisan-infrastructure-law/

https://www.whitehouse.gov/briefing-room/statements-releases/2021/04/22/fact-sheet-president-biden-sets-2030-

greenhouse-gas-pollution-reduction-target-aimed -at-creating-good-p aying-union-jobs-and-securing-u-s-leadership-on-

clean-energy-technologies/

NATIONAL STRATEGY FOR ADVANCED MANUFACTURING

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decarbonization efforts given the opportunities to decarbonize the manufacturing processes

themselves, as well as the opportunities to scale up U.S. manufacturing of zero carbon equipment.

Advanced manufacturing can enable lower cost, zero emission technologies in the energy, industrial,

construction, and transportation sectors.

The recommendations for this objective are:

1.1.1. Decarbonization of Manufacturing Processes: Develop and demonstrate advanced

manufacturing technologies that increase energy efficiency, electrify industrial processes, employ

low-carbon feedstocks and energy sources in manufacturing, support new chemistries that avoid

direct greenhouse gas emissions from industrial processes, capture and store industrial carbon

dioxide, and create alternatives to GHG-intensive industrial products. Create and disseminate

validation tools and processes to assist the integration of electrified and efficient technologies into

manufacturing. Create transparency on advanced materials and processes with lower energy and

carbon footprints.

1.1.2. Clean Energy Manufacturing Technologies: Improve materials, manufacturing processes

and product designs for clean electricity generation and storage; zero-emission transportation,

buildings, and industry to enable a decarbonized economy. Enhance the manufacturing of devices

and materials that en able more efficient power conversion and transmission with advanced

conducting materials, processing technologies and machine development. Manufacture advanced

batteries with high energy densities and secure novel sustainable materials for low- and high-

voltage applications.

1.1.3. Sustainable Manufacturing and Recycling: Develop economically viable manufacturing

technologies that separate valuable materials from waste streams, as well as alternatives to energy-

or pollution -intensive materials . Conduct R &D in the areas of sorting, purification, and

deconstruction technologies. Scale up sustainable materials design and manufacturing, recycling

and circular methods for multiple materials classes, and pilot programs and facilities. Improve data

and methods to assess life cycle impacts and identify areas for improvement.

Objective 1.2. Accelerate Manufacturing for Microelectronics and Semiconductors

Semiconductors are the foundation of microelectronics, and advances in semiconductor technology

are critical for national security and for almost every sector of the economy.

Th e y are the backbone of

power electronic devices that control and condition the flow of electricity, enabling the charging of

electric vehicles and integrating renewable energy sources into the power grid. The ubiquity of

microelectronics provides opportunities to magnify sustainable manufacturing processes that account

for climate, environmental, and other impacts over the product life cycle. Th e manufacturing industry

faces fundamental performance limitations of complementary metal oxide semiconductor technology,

diversification of the market beyond processors and memory, and intense global competition.

Future performance improvements require research into manufacturing and processing capabilities for

new microelectronic materials, devices, and interconnect solutions that will power future computing

and storage devices. The recent passage of the CHIPS and Science Act

into law in August of 2022, which

provides investments in semiconductor infrastructure, will help achieve the objectives below.

https://www.epa.gov/smm-electronics/national-strategy-electronics-stewardship-nses

https://www.whitehouse.gov/briefing-room/statements-releases/2022/08/09/fact-sheet-chip s-and-science-act-will-lower-

costs-create-jobs-strengthen-supply-chains-and-counter-ch ina/

NATIONAL STRATEGY FOR ADVANCED MANUFACTURING

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The recommendations for this objective are:

1.2.1. Nanomanufacturing of Semiconductors and Electronics: Invest in fabrication of integrated

photonics, additive and direct printed electronics, unique sensor formats, and hybrid electronic

fabrication to harness the power of nanomanufacturing. Develop physical, chemical, and biological

methods to precisely place and bind atoms into desired molecules and structures.

1.2.2. Semiconductor Materials, Design, and Fabrication: Develop advanced manufacturing

capabilities that allow the creation and testing of new devices, materials, and architectures. Provide

easy access to design tools and microelectronics foundries for domestic companies and universities

that provide fundamental insights and a trained workforce. Incorporate efficient and sustainable

operations for microelectronics devices and components.

1.2.3. Semiconductor Packaging and Heterogeneous Design: Introduce new materials, tools,

designs, processes, assembly, and tests for advanced packaging with higher densities, yields, and

reliability. Enhance R&D and prototyping to improve manufacturing throughput and reliability.

Develop national facilities for heterogeneous packaging integration R&D.

Objective 1.3. Implement Advanced Manufacturing in Support of the Bioeconomy

The United States bioeconomy is “economic activity that is driven by innovation in the life sciences and

biotechnology, and that is enabled by technological advances in engineering and in computing and

information sciences”

and includes industries, products, and services. In biomanufacturing, microbes

and different organisms (bacterial cells, viruses, yeast, cyanobacteria, algae) can be programmed to

make a variety of products such as food, feeds, fuels, fibers, bioplastics, natural rubbers, renewable

chemicals, nutraceuticals, non-food materials, and other high value products. This process,” utilizes

sustainable biomass or a sugar source as the feedstock, providing an alternative to petrochemical-

based production for many products like plastics, fuels, and materials.

In September 2022, an Executive Order was signed on Advancing Biotechnology and Biomanufacturing

Innovation for a Sustainable, Safe, and Secure American Bioeconomy.

This Executive Order calls for a

whole-of-government approach to advance biomanufacturing to provide innovative solutions in

health, climate, change, energy, food security, agriculture, supply chain resilience, and national and

economic security. Priorities in the Executive Order are also outlined in this Strategy document, which

include expanding domestic biomanufacturing capacity, connecting relevant infrastructure, and

growing the biomanufacturing workforce.

Manufacturing is essential to ne xt -generation medical therapies and devices that have biological

interfaces with both humans and animals. By combining life science discoveries with advanced

technologies such as those in smart manufacturing, the United States can make extensive leaps forward

in the creation of high-quality bio-based products. Implementation of robust biosafety, biosecurity, and

data privacy controls should be prioritized to ensure support of a bioeconomy that promotes and

protects U.S. leadership, competitiveness, and national security.

To continue improving food safety, and food accessibility, and food supply chain resilience, advanced

manufacturing processes must fully leverage new technologies and accelerate new fields such as

cellular agriculture, alternative proteins, and personalized nutrition. Steps should be taken to create

https://nap.nationalacademies.org/catalog/25525/safeguarding-the-bioeconomy

https://www.whitehouse.gov/briefing-room/presidential-actions/2022/09/12/executive-order-on-advancing-

biotechnology-and-biomanufacturing-innovation-for-a-sustainable-safe-and-secure-american-bioeconomy/

NATIONAL STRATEGY FOR ADVANCED MANUFACTURING

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more opportunities to further pursue lab-to-market biotechnologies and develop manufacturing scale-

up and scale-out of emerging products. This section on manufacturing technologies addresses critical

issues in health, disease, climate change, energy, food and nutrition security, economic development,

and the continued development of a diverse and multi-disciplinary workforce.

The recommendations for this objective are:

1.3.1 Biomanufacturing: Support research to advance biomanufacturing including genomic and

protein engineering production tools, engineering of multicellular systems, biological models, and

biotechnology methods for bioprocessing. Support advancement in multi -omics and bio -

metrology for predictive modeling and bioprocessing analytical tools. Support enhancement of

feedstock readiness, technical readiness, and manufacturing readiness level analytical tools.

Prioritize implementation of safeguards to ensure that these products are not used for nefarious

purposes.

1.3.2 Agriculture, Forest, and Food Processing: Support research in advanced genome

sequencing, bioinformatics, predictive modeling for functional phenotypes, and integration of

control systems and the teaming of humans and machines in food, feed, fuel, and fiber

manufacturing. Develop sustainable energy low-cost water processing technologies including

nutrient recovery systems that produce fit-for-purpose water from waste streams and

unconventional sources.

1.3.3 Biomass Processing and Conversion: Develop methods, processes, and technologies to tap

into the one billion tons of biomass that could be sustainably produced in the U.S. and converted

into feedstocks for manufacturing. Advance predictive process modeling, biological process

analysis and genomic and protein engineering for desirable biomass feedstock pre-processing,

processing, and deconstruction. Advance anaerobic treatment of bio -based waste streams to

produce biogas, renewable natural gas, fertilizer, plant nutrients, soil amendments, biochar,

engineered carbon, animal bedding material, surfactants, polymers, clean bioenergy, electricity,

and combined heat/cooling power.

1.3.4 Pharmaceuticals and Healthcare Product s: Advance continuous manufacturing, in-line

process monitoring and control, integrated AI-assisted systems, and novel cell culture techniques.

Prioritize developments in subtractive and additive machining and biobased manufacturing to

create patient-specific medical products, devices, and biologically-driven drug delivery systems.

Objective 1.4. Develop Innovative Materials and Processing Technologies

Advanced materials are essential for the development of new products and economic and national

security, with applications across multiple industrial sectors. Advanced materials may include extreme-

temperature structural materials used in hypersonics, materials for harsh environments, high-strength

lightweight metal alloys, synthetic biologic materials, and many others. Using new materials often

requires innovative manufacturing techniques. Advanced processes like additive manufacturing and

nanomanufacturing create opportunities for new materials as design constraints are greatly relaxed.

Processing technologies for new high-performance advanced materials can increase cost-effectiveness

and competitiveness by replacing (or complementing) prevailing methods with faster, more efficient,

precise, and robust methods. Advanced materials and processes can reduce life cycle greenhouse gases

and other environmental consequences in manufacturing and product use.

NATIONAL STRATEGY FOR ADVANCED MANUFACTURING

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The recommendations for this objective are:

1.4.1. High-Performance Materials Design and Processing: Advance material design and

processing capabilities through the integration of physics-based computational and data-driven

machine learning tools. Accelerate testing , qualification and process validati on of high -

performance materials to streamline entry into market. Develop predictive capabilities for

materials behavior and performance under harsh service conditions.

1.4.2. Additive Manufacturing: Develop additive manufacturing (AM) process optimization

frameworks that are accessible to all users. Create new sensors to advance process monitoring and

control capabilities. Develop machine learning algorithms to analyze large, secure, interoperable

data streams and realize feedback control. Produce tools to create new AM-specific materials and

capabilities. Integrate additive manufacturing technologies with smart manufacturing platforms.

1.4.3. Critical Materials: Identify and integrate substitute materials and technologies to reduce or

replace the use of critical materials in high-demand technologies. Develop advanced separation

and processing methods for critical materials from primary, secondary, and unconventional

sources. Develop design and manufacturing methods for critical components and products that can

be reused, recycled, remanufactured, and repurposed.

1.4.4. In-Space Manufacturing: Develop new additive manufacturing processes in microgravity

environments to create replacement parts and space infrastructure. Enable integration of robotics

with in -space additive manufacturing processes for deep space exploration. Prioritize

biomanufacturing investments in microgravity to enable extended space presence including

sustainable food production, processing, and recycling , and the deactivation of hazardous

materials.

Objective 1.5. Lead the Future of Smart Manufacturing

Smart manufacturing via digital design and manufacturing collects and distributes the information

needed by production equipment to transform designs and raw materials into products, resulting in a

highly connected industrial enterprise that can span a single company or across an entire supply chain.

Smart manufacturing distributes relevant information to every level of the enterprise, from the factory

floor to the C-suite, thus improving product quality and traceability while reducing cost.

The Industry 4.0 paradigm describes transformational changes to technology, industry, and societal

patterns and processes brought on by increased interconnectivity and smart automation. Future

advances depend on the widespread adoption of a robust digital infrastructure in manufacturing, the

availability of a digit al-fluent workforce, and the creation of AI-powered manufacturing business

models that aggregate data across manufacturers while protecting proprietary information. Such

aggregation will provide manufacturing companies with better solutions than each compa ny can

develop on its own by giving them the benefit of accumulated production experience of all firms

engaged in the network.

The recommendations for this objective are:

1.5.1. Digital Manufacturing: Enable the application of advanced sensing, control technologies,

and machine learning across the manufacturing sector. Advance smart manufacturing by pursuing

https://doi.org/10.6028/NIST.AMS.100-47

NATIONAL STRATEGY FOR ADVANCED MANUFACTURING

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digital twins. Develop standards for data compatibility to enable seamless integration of smart

manufacturing.

1.5.2. Artificial Intelligence in Manufacturing: Prioritize R&D in machine learning, data access,

confidentiality, encryption, and risk assessment to enable the adoption of artificial intelligence in

manufacturing. Develop best practices, standards, and software tools to scale new business models

that monetize production data while maintaining data security and respecting intellectual property

rights. Balance the interests of producers and consumers in areas such as privacy, intellectual

property, and rights to repair.

1.5.3. Human-Centered Technology Adoption: Promote the development of new technologies and

standards that expand collaborative work between humans and machines by enabling safe and

efficient human-machine interactions that augment human capabilities and empower production

workers.

1.5.4. Cybersecurity in Manufacturing: Develop standards, tools, and testbeds, and disseminate

guidelines for implementing cybersecurity in smart manufacturing systems. Focus efforts on

updating the capital equipment of SMMs and replacing production equipment that cannot be made

cybersecure. Provide purchasers a Software Bill of Materials for each product directly or by public

release per President's Executive Order 14028 on Improving the Nation's Cybersecurity.

Goal 2. Grow the Advanced Manufacturing Workforce

Transformational changes in advanced technology hold the promise of creating millions of new,

sustainable, high-quality American jobs, including in advanced manufacturing.

Although there

remains some disagreement, most evidence suggests that automation , artificial intelligence, and

robotics will yield a net worldwide increase of manufacturing jobs over the coming decade.

These

technologies should be developed and deployed in a way that complements workers’ skills, rather than

substituting for them.

To sustain and grow a robust advanced manufacturing industry with high-

quality jobs, the United States must grow the manufacturing workforce with a particular emphasis on

including individuals from backgrounds historically underrepresented in STEM fields, and develop the

skills of its workers with agile education and training systems that keep pace with innovation. Work-

based learning models such as registered apprenticeships have shown many benefits for both workers

and employers.

The Federal Government can provide leadership in growing the manufacturing workforce by promoting

a vision of advanced manufacturing workforce development that unifies public and private

stakeholders, and by increasing coordination of Federal policies and programs across agencies to

maximize overall effectiveness and enable place-based initiatives.

https://www.whitehouse.gov/briefing-room/presidential-actions/2021/07/09/executive-order-on-promoting-competition-

in-the-american-economy/

https://www.nber.org/papers/w30332?utm_campaign=ntwh&utm_medium=email&utm_source=ntwg22

https://www.weforum.org/agenda/2020/10/dont-fear-ai-it-will-lead-to-long-term-job-growth/; see also

https://mitpress.mit.edu/9780262367745/the-work-of-the-future/

https://workofthefuture.mit.edu/wp-content/uploads/2021/01/2021-Research-Brief-Helper-Reynolds-Traficonte-

Singh4.pdf

https://wol.iza.org/articles/do-firms-benefit-from-apprenticeship-investments/long and

https://www.aspeninstitute.org/wp-content/uploads/2019/01/1.3-Pgs-56-74-Scaling-Apprenticeship-to-Increase-Human-

Capital.pdf

NATIONAL STRATEGY FOR ADVANCED MANUFACTURING

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Th ree strategic objectives have been identified under Go a l 2:

2.1. Exp a n d and Diversify the Advanced Manufacturing Talent Pool

2.2. Develop, Scale, and Promote Advanced Manufacturing Education and Training

2.3. Strengthen Connections Between Em p lo ye rs and Educational Organizations

Objective 2.1. Expand and Diversify the Advanced Manufacturing Talent Pool

According to recent surveys, an estimated 2.1 million manufacturing jobs could be unfilled by 2030

unless the United States acts quickly.

Thus, increasing worker compensation is a key way to increase

the attractiveness of manufacturing as a career.

Strategies to meet the anticipated demand for

workers include broadening and diversifying the demographic base of the manufacturing workforce.

To meet the coming workforce challenge, people from backgrounds historically underrepresented in

STEM and women from all backgrounds, including returning citizens, will need to participate at much

higher rates. Further, expanding and diversifying the advanced manufacturing workforce will also

enhance innovation, resilience, and performance.

The Un it e d States has launched several initiatives to grow the manufacturing workforce. The Go o d Jobs

Initiative will provide information to workers, employers, and government entities as they seek to

improve job quality and create access to good union jobs.

The Talent Pipeline program helps

employers build sector partnerships to connect workers to good jobs.

Further, the Administration

made efforts to expand registered apprenticeships,

and provided funding for industry-led, worker-

centered partnerships.

The National Biotechnology and Biomanufacturing Initiative aims to expand

the biomanufacturing workforce with an emphasis on promoting equity and supporting underserved

communities.

These efforts will deliver significant manufacturing-related benefits.

The recommendations for this objective are:

2.1.1. Promote Awareness of Advanced Manufacturing Careers: Promote awareness of advanced

manufacturing careers with coordinated campaigns and events tailored to inspire students, with

particular focus on people from backgrounds historically underrepresented in advanced

manufacturing. Work with institutions and community leaders, and provide touchpoints with

industry, particularly through hands-on experiences.

2.1.2. Engage Underrepresented Communities: Institutionalize industry-led capacity-building

partnerships that work with community colleges and area high schools to engage students and

families from backgrounds underrepresented in advanced manufacturing and in underserved

communities, particularly those transitioning from fossil-fuel based industries. Actively engage

https://www2.deloitte.com/us/en/insights/industry/manufacturing/manufacturing-industry-diversity.html

https://hrexecutive.com/cappelli-no-hr-we-dont-have-a-labor-shortage-crisis/

https://www.whitehouse.gov/briefing-room/statements-releases/2022/09/02/president-biden-to-announce-21-winners-

of-1-billion-american-rescue-plan-regional-challenge/

https://www.whitehouse.gov/briefing-room/statements-releases/2022/06/17/fact-sheet-the-biden-harris-administration-

launches-the-talent-pipeline-challenge-supporting-employer-investments-in-equitable-workforce-development-for-

infrastructure-jobs/

https://www.whitehouse.gov/briefing-room/statements-releases/2022/09/01/fact-sheet-biden-harris-administration-

launches-the-apprenticeship-ambassador-initiative-to-create-equitable-debt-free-pathways-to-high-paying-jobs/

https://www.whitehouse.gov/briefing-room/statements-releases/2022/09/02/president-biden-to-announce-21-winners-

of-1-billion-american-rescue-plan-regional-challenge/

https://www.whitehouse.gov/briefing-room/statements-releases/2022/09/12/fact-sheet-president-biden-to-launch-a-

national-biotechnology-and-biomanufacturing-initiative/

NATIONAL STRATEGY FOR ADVANCED MANUFACTURING

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colleges and universities, with a focus on minority-serving institutions. Clearly define shared goals,

strategies, and resources among partners, including unions and community representatives.

Implement industry-wide technical assistance, support services, and mentorship for people from

underserved communities.

2.1.3. Address Social and Structural Barriers for Underserved Groups: Ensure that Federal

programs drive towards diversity, equity, inclusion and accessibility by establishing standards,

policies, related metrics, evaluations, and accountability. Require inclusion plans for Federally-

sponsored grants to ensure opportunities for veterans and people from backgrounds historically

underrepresented and underserved communities in advanced manufacturing.

Objective 2.2. Develop, Scale, and Promote Advanced Manufacturing Education and

Training

Education and workforce development systems must be capable of responding with agility to th e

changing mix of skills and competencies needed for advanced manufacturing. To reach more students

and to promote advanced manufacturing education , pedagogy must continue to explore new

techniques and delivery systems. This means developing and making more widely-available sector

partnership training programs

as well as a greater number of dynamic and engaging distance learning

and hybrid courses (that combine virtual and in-person instruction). It also means scaling up more real-

world, hands-on, work-based learning opportunities for students in advanced manufacturing

programs.

Changes in education and training begin with advanced manufacturing awareness in the early

foundations of STEM education and continue through postsecondary career and technology education

programs, employer-based training, and apprenticeship and other work-based programs.

The recommendations for this objective are:

2.2.1. Incorporate Advanced Manufacturing into Foundational STEM Education: Extend the

elementary and secondary STEM improvement agenda to incorporate key concepts, foundational

knowledge, and skills for advanced manufacturing technologies. Raise awareness for multiple

career pathways and enhance industry engagement to provide students with hands-on training

opportunities. Support technical education and STEM programs with a stronger focus on

engineering and technology. Prepare teachers to lead exciting, learning-intensive student projects

that integrate advanced manufacturing concepts and careers.

2.2.2. Modernize Career and Technical Education (CTE) for Advanced Manufacturing: Modernize

and scale CTE through grants and industry-based efforts that strengthen teaching and learning to

improve student engagement and outcomes and inspire student interest in manufacturing careers.

Prepare teachers and postsecondary faculty to teach courses that deliver both academic

knowledge and skills for advanced manufacturing using updated instructional methods. Support

student competition opportunities that provide skills needed for advanced manufacturing, such as

digital skills and systems thinking.

Sector partnerships bring together key actors in the workforce system, including employers, training institutions, unions,

and community organizations, to design jobs and training to address issues of recruitment, retention, career path – not just

short-term placement; they are an evidence-based strategy that is a growing workforce investment priority across

Administrat ions. https://www.aspeninstitute.org/programs/workforce-strategies-initiat ive/ sector-strategies/

NATIONAL STRATEGY FOR ADVANCED MANUFACTURING

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2.2.3. Expand and Disseminate New Learning Technologies and Practices: At the secondary and

postsecondary levels, implement hybrid courses that include advanced simulations, along with the

use of cutting-edge equipment and methods used in advanced manufacturing. Expand upskilling

and reskilling pathways for adults through learning technologies that reach more students and

increase exposure and access to advanced manufacturing occupations. Support efforts to improve

student access to high-speed internet.

Objective 2.3. Strengthen the Connections Between Employers and Educational

Organizations

The imbalance between supply and demand for manufacturing workers can be addressed by building

stronger relationships between employers and providers of training and education. Industry must

clearly define its skill needs and support for solutions, while educational institutions must lead in

developing the needed educational materials for quality credentialing and certification. On-the-job

training and apprenticeships are important for skill development in manufacturing that require

collaboration among industry, worker representatives, education providers, and government agencies.

The recommendations for this objective are:

2.3.1. Expand Work-Based Learning and Apprenticeships: Expand high-quality, paid work-based

learning and apprenticeships including internships, pre-apprenticeships, and registered

apprenticeship. Promote platforms for workers to attain advanced manufacturing skills through

ascending levels of earn-and-learn experiences. Connect advanced manufacturing employers to

existing apprenticeship sponsors and apprenticeship partners.

2.3.2. Promote Industry-Recognized Credentials and Certifications: Encourage investment in

modularized industry-recognized credentials and certifications for emerging manufacturing

technologies. Encourage industry partnerships with educators to develop and update assessment

methods. Track changing occupational requirements and define credentials for new advanced

manufacturing occupations.

Goal 3. Build Resilience into Manufacturing Supply Chains

Th e United States manufacturing supply chain is a complex ecosystem that connects raw material and

component producers, logistics firms, integrators, and business support services. The s e

interdependent entities design, produce, and assemble components and final products and the

ecosystems they are part of create and benefit from product and process innovation. A key area for

improvement is in supply chain and ecosystem resilience.

Resilience is the ability to recover from an unexpected shock and requires visibility, agility, and

redundancy

, which can be improved through better management and advanced digital modeling.

Lack of digital infrastructure and transparency makes our supply chains vulnerable and unable to adapt

when faced with shocks and stressors. Supply chain resilience will mitigate such risks through

interdependent systems that can withstand a wide range of external shocks including geopolitical

conflicts, cyberattacks, energy disruptions, financial crises, natural disasters, and pandemics.

https://www.whitehouse.gov/wp-content/uploads/2022/04/Chapter-6-new.pdf

https://www.nist.gov/news-events/news/2022/04/nist-releases-study-blockchain-and-related-technologies-

manufacturing

NATIONAL STRATEGY FOR ADVANCED MANUFACTURING

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Th e

Executive Order on America’s Supply Chains: A Year of Action and Progress

directed Federal

agencies to take concrete steps to increase supply chain resilience. Initial steps include mapping,

monitoring, and analyzing supply chains to prepare for and respond to disruptions. However,

additional mapping and modeling of supply chain weaknesses is needed to support collective action

across diverse public and private stakeholders and guarantee supply chain integrity.

Small- and medium-sized manufacturers (SMMs) comprise 98 percent of U.S. manufacturing firms and

account for about half of the nation’s manufacturing services and products.

They should be supported

to increase resilience of manufacturing supply chains and ecosystems.

Th re e strategic objectives have been identified under Goal 3:

3.1. Enhance Supply Chain Interconnections

3.2. Exp a n d Effo r t s to Reduce Manufacturing Supply Chain Vulnerabilities

3.3. Strengthen and Revitalize the Advanced Manufacturing Ecosystem

Objective 3.1. Enhance Supply Chain Interconnections

Strong collaborations between manufacturing firms can provide such benefits as reduced costs,

increased innovation, and adaptability to supply chain disruptions

. However, extensive offshoring

and outsourcing have resulted in weak collaborations and isolated industries. As a result, U.S. small

manufacturers have fallen behind larger firms in terms of their technology investments, in part because

of lead firms’ singular focus on reduction of easily measured costs such as unit prices.

When SMMs lag

in technology, their larger customers suffer as well. For example, slowness of suppliers in adopting

additive manufacturing (AM) has created bottlenecks for aerospace and defense manufacturers in

forging and casting supply chains; in some cases, parts have been delivered nearly a year after they

were ordered.

Overall, labor productivity of the largest manufacturers is 58 percent higher than their

middle-sized counterparts; a significant part of this gap is explained by lack of technology adoption

among smaller firms.

The recommendations for this objective are:

3.1.1. Foster Collaboration within Supply Chains: Promote public-private partnerships to

improve technology adoption and environmental emissions reduction in manufacturing supply

chains. Build trust and transparency between participants in supply chains.

3.1.2. Advance Innovation for Digital Transformation of Supply Chains: Work toward a vision of

a digital supply chain highway (digital thread/digital twin) for critical sectors, from raw material to

end-of-life and then recycling for reuse, to allow private and public sectors to use and analyze

vertical and horizontal supply chains.

Objective 3.2. Expand Efforts to Reduce Manufacturing Supply Chain Vulnerabilities

https://www.whitehouse.gov/briefing-room/statements-releases/2022/02/24/the-biden-harris-plan-to-revitalize-

american-manufacturing-and-secure-critical-supply-chains-in-2022/

http://docs.house.gov/meetings/AP/AP02/20211026/114154/HHRG-117-AP 0 2 -Ws t a t e -BonvillianW-20211026.pdf

Chapter 6 of https://www.whitehouse.gov/cea/written-materials/2022/04/14/summary-of-the-2022-economic-report-of-

the-president/

https://obamawhitehouse.archives.gov/sites/default/files/docs/supply_chain_innovation_report_final.pdf

https://www.whitehouse.gov/cea/written-materials/2022/05/09/using-additive-manufacturing-to-improve-supply-cha in-

resilience-and-bolster-small-and-mid -size -firms/

NATIONAL STRATEGY FOR ADVANCED MANUFACTURING

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Supply chain resilience is a critical United States priority

with Federal and state agencies beginning to

map, monitor, and analyze supply chains in critical sectors. These efforts include examining all aspects

of a product’s lifecycle, from the raw materials for manufacturing and distribution, through

maintenance and repair, to final disposition. The resilience of America’s supply chain is dependent on

innovative manufacturing processes and advanced technologie s. The global pandemic exposed the

vulnerabilities across supply chains in multiple industries and underscored the urgent need to evaluate

and adopt new technologies, continuously improve efficiency and effectiveness of logistics processes,

reduce risk, and maintain a highly skilled supply chain workforce. Research must objectively evaluate

existing frameworks and processes that define life-cycle cost and value, and develop and monitor

supply chain metrics such as the value of resilience and cost of lead time.

Research in logistics and

supply chain management that integrates government and private sector knowledge will result in

stronger insights, trend analysis, and decision-management tools.

The recommendations for this objective are:

3.2.1. Trace Information and Products Along Supply Chains: Develop

universal awareness,

common data sharing, improved reporting, and standardized cybersecurity integrations to help

identify and quickly mitigate risks. Develop tools and practices to help larger supply chain partners,

including the Federal government, flag vulnerabilities and improve cybersecurity measures.

3.2.2. Increase Visibility into Supply Chains: Develop and implement supply chain mapping

strategies, digital tools, and standards that preserve privacy while improving supply chain visibility,

particularly for firms and industries that provide inputs into many individual supply chains with

large spillover effects. Such firms and industries include energy production, semiconductors, or

transportation, as well as those important for national security, inc luding climate and health

security. Prioritize monitoring critical nodes using AI systems and economic analyses to provide

advance notice of supply chain shocks and stressors.

3.2.3. Improve Supply Chain Risk Management: Improve risk management of external factors in

supply chains through improved prediction of consequences of decisions made in uncertain

environments. Ensure agility in the presence of pandemics and other low probability, high

consequence events. Consider stress-testing supply chains against these events. Develop and

diffuse techniques that help firms measure, value, and improve the resilience of their supply chains.

3.2.4. Stimulate Supply Chain Agility

Develop technology that supports manufacturing surge

capacity and lead -time reduction during supply chain shocks and stressors. Establish and

implement

best practices in advanced processes and workforce training to promote collaboration

among lead firms and suppliers.

Objective 3.3. Strengthen and Revitalize Advanced Manufacturing Ecosystems

Advanced manufacturing ecosystems comprise a rich tapestry of manufacturing enterprises of all types

and sizes. Al l play important roles in the process of innovation that leads to new products, new

processes, new business models, and the creation of new markets. Th e U.S. Government’s plans to

advance the technological leadership of both small and large manufacturers

will promote disruptive

https://www.whitehouse.gov/wp-content/uploads/2022/02/Capstone-Re p o r t -Biden.pdf

See for example https://acetool.commerce.gov/; https://onlinelibrary.wiley.com/doi/full/10.1002/joom.1113

https://www.whitehouse.gov/briefing-room/statements-releases/2022/02/24/the-biden-ha rris-plan-to-revitalize-

american-manufacturing-and-secure-critical-supply-chains-in-2022/

NATIONAL STRATEGY FOR ADVANCED MANUFACTURING

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innovations, leading to the creation and development of new markets. Young or small companies

frequently face challenges in scaling from prototype to commercial practice. Government agencies at

the state and Federal levels must be attuned to these challenges and support them through efforts that

incorporate “Made in America by All of America’s Workers.”

Services such as the DOC-sponsored

Hollings Manufacturing Extension Partnership technology-driven market intelligence

can help

companies identify customers and markets for products and services based on their technology assets.

Public-private collaboration across the full spectrum of technology, workforce, and economic

development is essential to strengthening and safeguarding America’s advanced manufacturing supply

chains and contributes to the power of regional innovation ecosystems to drive economic

development. Economic development programs should help cluster initiatives to form around assets

in a particular sector and successfully establish a manufacturing ecosystem. Collaboratives for

advanced manufacturing innovation should focus on dissemination, adoption, and commercialization

of advanced manufacturing technologies. Th e se various partnerships must be interconnected and

further strengthened through evaluation tools and methods to counter supply chain fragility. Th e

United States needs to build and enhance these types of consortia to maintain global leadership in

advanced manufacturing.

The recommendations for this objective are:

3.3.1. Promote New Business Formation and Growth: Prioritize programs that provide key support

for new manufacturing business formation and growth, including entrepreneurial training,

mentoring for scientists and engineers, and long-term tracking of business growth and impact.

3.3.2.

Support Small and Medium -Sized Manufacturers:

Assist and incentivize SMMs to adopt

advanced manufacturing technologies and contribute to the development of upskilling training.

Ensure that SMMs are supported broadly by Federal programs and institutions to foster

understanding and commitment to advanced manufacturing.

3.3.3. Assist Technology Transition: Coordinate across agencies and between Federal technology

transfer-related policy groups to identify technologies across all communities and institutions

suitable for transition from laboratory to market. Prioritize funding for research into measurement

science and standards development to increase the sustainable transition of R&D to

manufacturing.

3.3.4. Build and Strengthen Regional Manufacturing Networks: Create regional collaboratives

that strengthen links between technology and workforce development for regional economic

advancement. Strategically assist in developing multi-sector and multi-jurisdictional planning,

leadership, technical, and professional expertise to sustain and grow regional manufacturing

networks.

3.3.5.

Improve Public-Private Partnerships: Support existing and new public private partnerships

for development of advanced manufacturing technologies in tandem with workforce education.

Continue to use Federal convening powers to ensure that relevant parties, particularly SMMs and

underserved communities, are fully engaged. Seek greater alignment and accessibility of Federal

grant programs for such collaborations.

https://www.whitehouse.gov/briefing-room/presidential-actions/2021/01/25/executive-order-on-ensuring-the-future-is-

made-in-all-of-america-by-all-of-americas-workers/

https://www.nist.gov/mep/grow

NATIONAL STRATEGY FOR ADVANCED MANUFACTURING

– 18–

NATIONAL STRATEGY FOR ADVANCED MANUFACTURING

– 19–

Additional Interagency Contributors

Department of Agriculture

Sujata Emani

Kourtney Hollingsworth*

Michael Sussman

Department of Commerce

Nell Abernathy

Dwendolyn Chester

Alaa Elwany*

Lisa Fronczek

Nancy Gilbert

Joann Hill

Rob Ivester*

Al Jones

Mary Ann Pacelli

Clifton Ray*

Kelley Rogers

John Schiel

Dave Seiler

Don Ufford*

Zachary Valdez*

Jim Warren

Samm Webb

Department of Defense

Senthil Arul

Keith DeVries

Michael Parkyn*

John Yochelson*

Department of Energy

Ann Hampson

Pete Langlois

Jeremy Mehta*

Andrew Schwartz

Steve Shooter

Nebiat Solomon

Kelly Visconti

*Report Leadership

Department of Health and Human Services

Jay Kadakia

Anne Talley

Department of Labor

Jenn Smith

Environmental Protection Agency

Raymond Smith

Federal Aviation Administration

Cindy Ashforth

Robert Bouza

National Aeronautics and Space

Administration

Vince Cappello

Susan Poland

Stephanie Yeldell

National Science Foundation

V. Celeste Carter

Georgia-Ann Klutke

Thomas Kuech

Elizabeth Mirowski

Andrew Wells

Small Business Administration

Amber Chaudhry

NATIONAL STRATEGY FOR ADVANCED MANUFACTURING

– A-1–

Appendix A. Agency Participation and Metrics

Potential contribution of Federal departments and agencies to the goals and objectives is liste d in the

Ta b le below. All Federal activities listed in this Strategy are subject to budgetary constraints and other

approvals, including the weighing of priorities and available resources by the Federal government in

formulating its annual budget and by Congress in legislating appropriations.

Goals

Objectives

Goal 1:

Develop and

Implement

Advanced

Manufacturing

Technologies

1.1: Enable Clean and

Sustainable Manufacturing to

Support Decarbonization



 



1.2: Accelerate Manufacturing

for Microelectronics and

Semiconductors



1.3: Leverage Ad v a n c e d

Manufacturing in Support of

the Bioeconomy



 



1.4: Develop Innovative

Materials and Processing

Technologies



 



1.5: Le a d the Future of Smart

Manufacturing



 



Goal 2:

Grow the

Advanced

Manufacturing

Workforce

2.1: Exp a n d and Diversify the

Ad v a n c e d Manufacturing

Ta len t Pool



  



  



2.2: Develop, Scale, and

Promote Ad v a n c e d

Manufacturing Education and

Training



  



  



2.3: Strengthen the

Connections Between

Em p loyers and Educational

Organizations



Goal 3:

Build Resiliency

into

Manufacturing

Supply Chains

3.1: Enhance Supply Ch a in

Interconnections



    



3.2: Exp a n d Efforts to Re d u ce

Manufacturing Supply Ch a in

Vulnerabilit ies



  



  



3.3: Strengthen and Revitalize

Ad v a n c e d Manufacturing

Ecosystems



  



  



NATIONAL STRATEGY FOR ADVANCED MANUFACTURING

– A-2–

Federal departments and agencies play key roles in fostering U.S. advanced manufacturing innovation.

Th e goals, objectives, and recommendations outlined in this Plan were developed by the Federal

departments and agencies with direct responsibility for or interest in advancing manufacturing

innovations. State and local governments also provide key support for advanced manufacturing

through partnerships and collective actions that bolster investments in research and development,

education and workforce development, and resilient manufacturing supply chains and ecosystems.

To evaluate progress towards the proposed goals, objectives, and priorities, the suggested metrics are

level of participation of departments and agencies and the development of new programs and projects

based on the stated priorities.

NATIONAL STRATEGY FOR ADVANCED MANUFACTURING

– B-1–

Appendix B. Progress Made in Achieving the Objectives from the 2018

Strategic Plan

Th e National Science and Technology Council published a National Strategic Plan for Advanced

Manufacturing in Oct ob e r 2018.

Th is section summarizes the progress made in the major goals and

objectives defined in that plan. Th e 2018

strategic plan presented a vision for American

global leadership in advanced manufacturing

across industrial sectors to ensure national

security and economic prosperity. This vision

was to be achieved by pursuing three goals:

• Develop and transition new

manufacturing technologies;

• Educate, train, and connect the

manufacturing workforce; and

• Exp a n d the capabilities of the domestic

manufacturing supply chain.

Strategic objectives were identified for each

goal, along with technical and program

priorities with outcomes to be accomplished

over four to five years. The suggested metrics for

evaluating progress towards the 2018 goals and

objectives were the level of participation of

agencies and development of new programs

and projects based on the stated priorities.

Th e table identifies Federal agencies that have

contributed to the goals and objectives.

Goal 1: Develop and transition new

manufacturing technologies.

The following strategic objectives were

identified under this Goal:

1. Capture the future of intelligent

manufacturing systems

2. Develop world-leading materials and

processing technologies

3. Assure access to medical products

through domestic manufacturing,

4. Maintain leadership in electronics design and fabrication

5. Strengthen opportunities for food and agricultural manufacturing

The Federal Government invests in a portfolio of manufacturing R&D activities within many agencies.

The agencies coordinate efforts to avoid duplication, while ensuring that their investments meet

mission needs and complement one another, where appropriate. The agencies participating in the

https://www.manufacturing.gov/sites/default/files/2021-06/Advanced-Manufacturing-Strategic-Plan-2018.pdf

Goals

Objectives

DoD

DOE

DOC

HHS

NSF

NASA

DOL

USDA

Manufacturing Technologies

Intelligent

Manufacturing

Systems



Materials and

Processing

Technologies



Me d ic a l

Products

Manufacturing



Electronics

Design and

Fabrication



Food and

Agricultural

Manufacturing



Manufacturing

Workforce

Tomorrow’s

Manufacturing

Workforce



Career and

Te ch n ica l

Education



Industry-

Recognized

Credentials



Match Skilled

Workers with

Industries



Domestic Supply Chain

Small and

Me d iu m -Sized

Manufacturers



Ecosystems for

Manufacturing

Innovation



Defense

Manufacturing

Ba s e



Advanced

Manufacturing

for Rural

Communities



NATIONAL STRATEGY FOR ADVANCED MANUFACTURING

– B-2–

NSTC Subcommittee on Advanced Manufacturing have worked across administrations to coordinate

and optimize Federal investments in advanced manufacturing R&D.

Federal Government programs have been successful in promoting technology development and

transfer to manufacturing enterprises, especially those that are small- and medium-sized. Th e se

programs include Manufacturing USA institutes, NIST MEP , DOE’s Manufacturing Demonstration

Facilities and Embedded Entrepreneurship program, and NSF’s Future Manufacturing Program. In

addition, the SBIR/ STTR programs in DOC, Do D, DOE, HHS, N AS A, NSF, and EPA have provided

entrepreneurial assistance for manufacturing R&D.

Examples of agency programs that have contributed to the progress in advanced manufacturing R&D

are listed in the table below.

Agency

Technology Development Programs

DOC

Manufacturing USA

Manufacturing Extension Partnership

Additive Manufacturing

Robotics for Smart Manufacturing

Advanced Materials Measurements

Standard Reference Materials

AI in Manufacturing

Biopharmaceutical Manufacturing

Smart Manufacturing Systems

Advanced Manufacturing Roadmaps

Regional Innovation Hubs)

Manufacturing USA National

Emergency Assistance Program

Rapid Assistance for Coronavirus Economic

Response

DoD

Manufacturing Technology Programs

Manufacturing USA institutes

Defense Industrial Base Modernization

DOE

Manufacturing USA Institutes

Manufacturing Demonstration Facility

Critical Materials Institute

BOTTLE Consortium

High Performance Computing for

Manufacturing

Lab-Embedded Entrepreneurship

Education and Workforce Roadmap (NREL)

Robotics,

High Performance Computing, and

Energy Storage Internships

Small Business Innovation Research and

Small Business Technology Transfer

programs

American Made Challenges

HHS

Biomedical Advanced Research and

Development Authority

Centers for Innovation in Advanced

Development and Manufacturing

Division of Research, Innovation, and

Ventures programs

TechWatch

Advancing Regulatory Science for

Continuous Manufacturing

Regulatory Science and Innovation Grants

nters for Excellence in Regulatory Science

Innovation

Emerging Technology Team

Advanced Technology Team

NASA

Game Changing Development Program

Advanced Exploration Systems Program

Technology Demonstration Missions

Program

Space Technology Research Grants Programs

Transformative Aeronautics Concepts

Program

NATIONAL STRATEGY FOR ADVANCED MANUFACTURING

– B-3–

Goal 2: Educate, train, and connect the manufacturing workforce.

The following strategic objectives were identified under this Goal:

1. Attract and grow tomorrow’s manufacturing workforce

2. Update and expand career and technical education pathways

3. Promote apprenticeship and access to industry-recognized credentials

4. Match skilled workers with the industries that need them

Federal investments in education and workforce development are integral to building a diverse and

skilled workforce of the future. While ED focuses on K-12 education and DOL on workforce development

and certifications, other agencies, such as DoD, NASA, and NSF support STEM education and related

workforce training and development programs that specifically benefit the manufacturing sector.

The Manufacturing USA institutes, in cooperation with MEP Centers, have also been active in education

and workforce development. In FY 2021, educational and workforce programs across Manufacturing

USA trained more than 90,000 people across the nation, helping to convince many to pursue careers in

manufacturing. The DOL, under the Workforce Innovation and Opportunity Act (WIOA), has helped train

displaced manufacturing workers and those who desired to enter the workforce. Many of the programs

at the Manufacturing USA Institutes and DOL focused on training assistance to veterans. ED, under the

Carl D. Perkins Career and Technical Education Act (Perkins V) has helped attract high school and

community college students to manufacturing.

Examples of programs across agencies that have contributed to the progress in manufacturing

education, training, and workforce development are listed in the table below.

Agency

Education and Workforce Development Programs

DOC

Manufacturing USA Institutes, Education

and Workforce Programs

NIST Internship Program

MEP Workforce Development Programs

NIST Summer Undergraduate Fellowship

DoD

Army Educational Outreach Program

STARBASE

Manufacturing USA Institutes, Education &

Workforce Programs

Veterans To Energy Careers

Manufacturing Engineering Education

Program

Carl D. Perkins Career and Technical

Education Act

WIOA Title II, Adult Education and Family

Literacy Act

NSF

Cyb e r -Physical Systems

Engineering Research Centers

Future Manufacturing Program

Industry/University Cooperative Research

Ce n t e r s

Advanced Manufacturing Program

Foundational Research in Robotics

Future of Work at the Human-Technology

Frontier

National Robotics Initiative 3.0

USDA

Science Theme Teams

Small Business Innovation Research

Forest Products Lab

Pilot Pla nt Facilities

Bioeconomy, Bioenergy, and Bioproducts

Program

Intramural and Extramural Research

Programs

NATIONAL STRATEGY FOR ADVANCED MANUFACTURING

– B-4–

Agency

Education and Workforce Development Programs

DOE

Manufacturing USA institutes, Education

and Workforce Programs

La b -Embedded Entrepreneurship

Programs

Better Plants Online Learning for Industrial

Partners

500001 Ready Navigator

Advanced Manufacturing Education and

Workforce Roadmap

Nuclear Relevant Scholarships and

Fellowships

EERE High Pe rfo rm a n c e Computing for

Manufacturing Internship Program

EERE Energy Storage Internship Program

EERE Robotics Internships Program

Nuclear Energy University Nuclear

Leadership Program

Office of Science Undergraduate

Laboratory Internships

Office of Scie nce Community College

Internships

Office of Science Visiting Faculty Program

Office of Science Graduate Student

Research Program

DOE

Manufacturing USA Institutes, Education

Workforce Programs

La b -Embedded Entrepreneurship

Programs

Better Plants Online Learning for Industrial

Partners

Ready Navigator

High Performance Computing for

Manufacturing Internship Program

Energy Storage Internship Program

Robotics Internships Program

DOL

Apprenticeship Programs

Trade Adjustment Assistance

America’s Promise Job Training Grants

Strengthening Community Colleges Grants

Growing Apprenticeships in

Nanotechnology and Semiconductors

One Workforce Grants

Scaling Apprenticeships Through Sector-

Based Strategies Grants

Apprenticeship: Closing the Skills Gap

Grants

NASA

Faculty Fellowship Program

STEM Engagement Programs

Established Program to Stimulate

Co m p e t it ive Re s e a rc h (EP SCo R)

Minority University Research and

Education Projects

NSF

Advanced Technological Education

Program

Training-Based Workforce Development

for Advanced Cyberinfrastructure

Engineering Research Centers Program

Future Manufacturing Program

Revolutionizing Engineering Departments

Program

Broadening Participation in Computing

and Engineering Programs

Non -Academic Research Internships for

Graduate Students (INTERN)

Training-Based Workforce Development

for Advanced Cyberinfrastructure

USDA

Academic Scholarships and Aides

4-H Science Program

Partnerships wit h Universit ie s Including

MSIs and Community Colleges

Cooperative Extension Network

Agriculture and Food Research Initiative

(AFRI) Education and Workforce

Development Grants

NATIONAL STRATEGY FOR ADVANCED MANUFACTURING

– B-5–

Goal 3: Expand the capabilities of the domestic manufacturing supply chain.

The following strategic objectives were identified under this Goal:

1. Increase the role of small and medium-sized manufacturers in advanced manufacturing

2. Encourage ecosystems of manufacturing innovation

3. Strengthen the defense manufacturing base

4. Strengthen advanced manufacturing for rural communities

The United States manufacturing supply chain is a complex system of large and small manufacturers,

integrators, raw materials producers, logistics firms, and companies providing other support services

(accounting, finance, legal counsel, etc.). These companies, many of them outside the United States,

form interdependent networks that provide a wide variety of finished goods to the United States and

global customers.

Examples of agency programs that have contributed to the domestic manufacturing supply chain and

ecosystem are listed in the table below.

Agency

Supply Chain Programs

DOC

Manufacturing USA Institutes

MEP Centers

Cybersecurity Supply Chain Risk

Management Program

Review of Semiconductor Manufacturing

and Advanced Packaging

Advisory Committee on Supply Chain

Competitiveness

Office of Supply Chain, Professional and

Business Services

DoD

Manufacturing USA institutes

Industrial Base Programs

DOE

Manufacturing USA Institutes

Critical Materials Institute

BOTTLE Consortium

Manufacturing and Energy Supply Chain

Office

DOE

Manufacturing USA institutes

Manufacturing Supply Chain Program

NASA

Supply Chain Risk Management (SCRM)

Program

NSF

America’s Seed Fund

Convergence Accelerator Program

Innovation Corps

Operations Engineering Program

Partnerships for Innovation

Pathways to Enable Open-Source

Ecosystems

Regional Innovation Engines

USDA

Storage Facility Loans

Local Food Promotion Program

Farmers Market

Value-Added Producer Grants

Regional Food System Partnership

Dairy Business Innovation Initiatives

Business & Industry Guaranteed Loan

Program

Food Supply Chain Guaranteed Loan

Program

Meat and Poultry Inspection Readiness

Grants

Cooperative Extension Network

NATIONAL STRATEGY FOR ADVANCED MANUFACTURING

– B-6–

Agency

Supply Chain Programs

EPA

Sustainable Materials Management

Program

NATIONAL STRATEGY FOR ADVANCED MANUFACTURING

– C-1–

Appendix C. Recommendations in Detail

Goal 1. Develop and Implement Advanced Manufacturing Technologies

Objective 1.1. Enable Clean and Sustainable Manufacturing to Support Decarbonization

Recommendation 1.1.1. Decarbonization of Manufacturing Processes: Develop and demonstrate

advanced manufacturing technologies that increase energy efficiency, electrify industrial processes,

employ low-carbon feedstocks and energy sources in manufacturing, support new chemistries that

avoid direct greenhouse gas emissions from industrial processes, capture and store industrial carbon

dioxide, and create alternatives to GHG -intensive industrial products . Create and disseminate

validation tools and processes to assist the integration of electrified and efficient technologies into

manufacturing. Create transparency on advanced materials and processes with lower energy and

carbon footprints.

The availability of abundant, low-cost, clean electricity would enable drastic reductions in carbon

dioxide and other emissions in manufacturing industries. Nearly 43 percent of all U.S. manufacturing

emissions are from industrial process heating.

Many manufacturing processes require moderate to

high process temperatures that are currently achieved by using fossil-derived fuels with high emissions.

For some products, like cement and iron, carbon dioxide (CO

) is released from chemical

transformations that occur in standard processing, which is particularly difficult to abate. U.S.

manufacturing plants can affordably reduce emissions by employing novel, electrified, and efficient

advanced manufacturing processes that reduce energy consumption, have lower temperature

requirements, and circumvent chemical transformations that release CO

. For the CO

sources that are

the most challenging to abate, carbon capture with either storage or utilization must be considered.

Replacing fossil-based thermal processes with innovative electrified heating technologies can cut

emissions and provide productivity and competitiveness advantages. Novel electrochemical processes

that enable chemical transformations to occur at much lower temperatures provide another

opportunity to electrify industrial processes. Chemical reactions can be made more efficient through

catalyst design, use of electrochemistry, or intensified process techniques. Significant energy

improvements can also be gained by applying process intensification principles to mixing and

separations, including combining multiple processes in a single unit. To abate CO

production inherent

in iron and cement production, innovative approaches such as direct iron reduction and material

replacement should be further developed. Reductions in the cost of hydrogen production and its

integration into manufacturing processes as a fuel source are needed. Furthermore, advancements in

carbon capture integration, efficiency, cost, and CO

storage and utilization can be employed to abate

emissions from the manufacturing sector.

Recommendation 1.1.2. Clean Energy Manufacturing Technologies: Improve materials,

manufacturing processes and product designs for clean electricity generation and storage; zero-

emission transportation, buildings, and industry to enable a decarbonized economy. Enhance the

manufacturing of devices and materials that enable more efficient power conversion and transmission

with advanced conducting materials, processing technologies and machine development. Manufacture

advanced batteries with high energy densities and secure novel sustainable materials for low- and high-

voltage applications.

https://www.energy.gov/sites/prod/files/2016/06/f32/QTR2015-6I-Process-Heating.pdf

NATIONAL STRATEGY FOR ADVANCED MANUFACTURING

– C-2–

In pursuit of net-zero emissions by 2050, the United States is aiming to reach 100 percent carbon

pollution-free electricity by 2035. The significant cost reduction of low-carbon, or “clean,” electricity

has accelerated expanded use and accessibility of clean electricity worldwide, with 72 percent of new

capacity coming from renewables.

Enabling highly emissive sectors such as transportation,

construction, energy, and manufacturing to use low-cost clean electricity as an alternative to fossil fuel-

based power and energy sources will require changes and upgrades to power generation and

management.

Manufacturing advances that produce cost-competitive technologies for clean energy production,

storage, and utilization domestically position the United States to lead the global energy transition.

Innovations such as advanced composite materials for wind turbine blades and efficient power

electronics for charging and grid integration are needed to meet growing demands driven by the

electrification of multiple sectors. A major enabling technology needed to achieve this is economical

battery production for grid-scale energy storage. Manufacturing process improvements are needed for

increased energy densities enabled by next generation design and chemistries. A domestic supply chain

that includes recycling should enable high-performance low-cost energy storage devices to power the

nation’s electrified energy and transportation sectors. Smart grids, comprised of advanced power

electronics, high-speed connectivity, and phasor measurement units, balance power distribution based

on energy production, storage, and consumption parameters. A reliable clean power supply depends

upon technologies delivered through advanced manufacturing such as advanced battery production,

efficient power storage and management, and grid utilization.

Recommendation 1.1.3. Sustainable Manufacturing and Recycling: Develop economically viable

manufacturing technologies that separate valuable materials from waste streams , as well as

alternatives to energy - or pollution -intensive materials. Conduct R&D in the areas of sorting,

purification, and deconstruction technologies. Scale up sustainable materials design and

manufacturing, recycling and circular methods for multiple materials classes, and pilot programs and

facilities. Improve data and methods to assess life cycle impacts and identify areas for improvement.

Incorporating sustainable material management principles into product design and development

reduces the amount of material and energy required to manufacture a product, which contributes to

decarbonization. This includes the design and use of new materials that remain in use for longer

durations, or that replace those with detrimental energy, health, and environmental impacts. Rather

than exporting high-value waste streams, the development of a reuse and recycling infrastructure in

the United States would simultaneously create domestically sourced raw materials and new jobs.

Circular manufacturing

minimizes the use of feedstocks and maximizes the reuse of processed

materials and components. Advanced separation technologies are needed to efficiently process

complex feedstocks and waste streams for co -production and recycling. Automated sorting and

material detection technologies must be deployed at distributed collection and processing sites to

address the existing bottlenecks for current recycling and reuse strategies. Following separation,

advanced processing technologies must be leveraged to enable secondary and recycled materials to

replace virgin materials with equivalent or better cost and performance. Designing products for

https://www.irena.org/publications/2020/Jun/Renewable-Power-Costs-in-2019

Circular manufacturing is a model of production which preserves resources, reduces waste, and involves sharing, reusing,

repairing, refurbishing and recycling existing materials and products as long as possible while creating value and new

business opportunity.

NATIONAL STRATEGY FOR ADVANCED MANUFACTURING

– C-3–

material recovery, recycling, and reuse enables efficient use of materials and energy within the value

chain, reducing the need to extract materials from the environment, and enabling a circular economy.

As the second largest chemical-producing nation, the United States is an important enabler of the food,

pharmaceutical, cleaning, and hygiene sectors. The chemical industry is also the largest energy

consumer of the industrial sectors

with up to 85 percent of total production costs attributed to energy

utilization.

Sustainable chemistry technologies that reduce or eliminate the use or generation of

hazardous substances and increase energy efficiency will have the greatest impact in the industrial

sector. Technology is needed to reduce water consumption and fouling in manufacturing processes and

to efficiently process non-traditional water and wastewater resources to remove contaminants and

obtain clean fit-for-purpose water.

Objective 1.2. Accelerate Manufacturing for Microelectronics and Semiconductors

Recommendation 1.2.1. Nanomanufacturing of Semiconductors and Electronics: Invest in fabrication

of integrated photonics, additive and direct printed electronics, unique sensor formats, and hybrid

electronic fabrication to harness the power of nanomanufacturing. Develop physical, chemical, and

biological methods to precisely place and bind atoms into desired molecules and structures.

Microelectronics are dependent on a diverse global supply chain that has recently suffered resiliency

challenges. Advanced microelectronic systems and components have seen many innovations over the

past three decades, driven by the rapid advance of manufacturing technologies for new materials,

design, and nanomanufacturing. As the design space moves towards three-dimensional circuits,

manufacturing processes are moving to sub -nanometer resolutions enabled by the expansion of

heterogeneous integration techniques. Microelectronics hardware design tools and atomically precise

manufacturing and metrology processes are required to meet the increasing complexity and resolution

of integrated circuits (ICs) and systems.

Advancing innovative microelectronics requires integration of novel pilot production and

manufacturing scale-up capabilities. Innovations include photonic integrated circuits that offer rapid

access to and transport of massive quantities of data, but the inflection point for this technology will

only occur with foundry level production of full system solutions that include integrated lasers and

detectors. Another example of innovation is atomically-precise manufacturing techniques that can

enable processes that are sensitive to single atom dimensions, like quantum tunneling.

Recommendation 1.2.2. Semiconductor Materials, Design, and Fabrication: Develop advanced

manufacturing capabilities that allow the creation and testing of new devices, materials, and

architectures. Provide easy access to design tools and microelectronics foundries for domestic

companies and universities that provide fundamental insights and a trained workforce. Incorporate

efficient and sustainable operations for microelectronics devices and components.

While silicon will remain the primary platform for most microelectronic systems, other types of

materials are needed for such applications as power, sensing, photonic, and quantum. Quantum

sheets, wires, and dots are being considered to increase system performance via incorporation into

digital frameworks that provide enhanced local functionality, such as optical communication. The

integration of these materials requires new fabrication and process capabilities with improved means

https://www.eia.gov/energyexplained/use-of-energy/industry.php#:~:text=In percent202020 percent2C percent20the

percent20industrial percent20sector,of percent20total percent20U.S. percent20energy percent20consumption

https://www.energy.gov/sites/prod/files/2015/08/f26/chemical_bandwidth_report.pdf

NATIONAL STRATEGY FOR ADVANCED MANUFACTURING

– C-4–

to transfer, locate with sub-micron precision, and interface with alternative and low-dimensional

materials. To renovate the power grid, power electronics require new materials that complement the

wide and ultra-wide bandgap materials that are in use today, such as silicon carbide and gallium nitride.

Manufacturing components and devices from those materials will be driven by advances in processing

and defect control that can be easily integrated into manufacturing infrastructure.

Long-term investments in the design and fabrication of quantum computing hardware are needed to

maintain global leadership in the future of computing. Rapid developments and the technological

promise of new quantum-based devices and systems require research and development of new

manufacturing approaches appropriate for quantum devices, including economical and sustainable

approaches to cool them to ultralow temperatures for optimal performance. Quantum computing,

networking, and sensing rely on non-traditional devices made from materials as varied as

superconductors and 2D topological insulators. These systems need extreme precision, reproducible

processing, and defect control to realize their technical and commercial potentials.

Broad access to facilities for fabricating semiconductor systems from exotic materials, insulators, and

biological cells is also needed to research, develop, and efficiently implement new computer

architectures that will be used in future neural computers.

Recommendation 1.2.3. Semiconductor Packaging and Heterogeneous Design: Introduce new

materials, tools, designs, processes, assembly, and tests for advanced packaging with higher densities,

yields, and reliability. Enhance R&D and prototyping to improve manufacturing throughput a nd

reliability. Develop national facilities for heterogeneous packaging integration R&D.

As data grows exponentially and downscaling of transistor density slows due to atomic limitations, chip

designers are finding it more difficult to address the needs of high-performance computing, machine

learning, and artificial intelligence. Similarly, the decreasing form-fa ctor (or size) of mobile computing

devices has elevated the importance of system and chip packaging. To meet the needs of increasingly

complex and demanding computations, chip designers have identified heterogeneous integration,

which places separately manufactured dies that perform different functions, such as logic, memory,

and power management, into a single package that in aggregate provides higher performance, lower

energy consumption, and lower cost.

Microelectronics manufacturing is increasingly reliant on advances in substrates, interconnects,

chiplets

, and interposers. Substrates protect and support the integrated circuit chip while providing

thermal dissipation. The device, substrates, interconnects, dies, chiplets, and interposers must be co-

designed and manufactured to provide optimal electronic, mechanical, thermal, and photonic

functionalities. Finally, packaging quantum computing devices to integrate with more traditional

computing devices must be considered in future semiconductors designs to achieve optimal

performance and value.

Objective 1.3. Implement Advanced Manufacturing in Support of the Bioeconomy

Recommendation 1.3.1. Biomanufacturing: Support research to advance biomanufacturing including

genomic and protein engineering production tools, engineering of multicellular systems, biological

models, and biotechnology methods for bioprocessing. Support advancement in multi-omics and bio-

metrology for predictive modeling and bioprocessing analytical tools. Support enhancement of

A chiplet is a tiny integrated circuit (IC) that contains a well-defined subset of functionality.

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feedstock readiness, technical readiness, and manufacturing readiness level analytical tools. Prioritize

implementation of safeguards to ensure that these products are not used for nefarious purposes.

The confluence of advances in biological and material sciences accelerated by developments in

computing, data analytics, artificial intelligence, machine learning, genomic engineering, and synthetic

biology has given rise to a wave of innovation in biomanufacturing. Biomanufacturing applications

span many sectors including defense, space, agriculture and food, health and medicine, consumer

products, and advanced materials and energy production. They offer potential solutions for such

challenges as climate change, water scarcity, food and nutrition security, and infectious diseases in

humans, animals, and plants. To ensure biosafety and biosecurity, these materials and technologies

can be developed and deployed in ways that align with United States principles and values and

international best practices, and not in ways that lead to accidental or deliberate harm to people,

animals, or the environment , as outlined in the Executive Order on Biotechnology and

Biomanufacturing.

Biomanufacturing offers solutions including sustainable, on-demand, and concentrated production of

critical and novel molecules and products, and hybrid mechanical/biological systems that combine the

regenerative properties of biology with the structural strength and precision of traditional structures.

Integration of biomanufacturing into a broader product portfolio would benefit from additional

biological and genetic engineering, bioprocess design, and standardization of methods in

biomanufacturing.

Recommendation 1.3.2. Agriculture, Forest, and Food Processing: Support research in advanced

genome sequencing, bioinformatics, predictive modeling for functional phenotypes, and integration of

control systems and the teaming of humans and machines in food, feed, fuel, and fiber manufacturing.

Develop sustainable energy low-cost water processing technologies including nutrient recovery

systems that produce fit-for-purpose water from waste streams and unconventional sources.

Incorporating advanced manufacturing technologies in agriculture, forest, food, and fiber industries

can improve productivity, supply chain resiliency, and sustainability. New technologies are necessary

to engineer greater production and resiliency for agriculture and food processing, aquatic production

of food, and manufacturing of alternative protein products. Adoption of technologies that support

distributed production and processing of food will enable not only development of new types of food

and other related products but also enable equitable food distribution.

The application of digital thread technologies in food processing will support food traceability and

safety in global food production from creation through consumption. Adoption of manufacturing

techniques such as bio-fermentation to produce alternative proteins from single-cells, micro-algae

production, cultivated and farmed feedstock, altered protein profiles in crops, and cultured tissue,

meat, and seafood alternatives will promote diversified sources and improved food security.

Recommendation 1.3.3. Biomass Processing and Conversion: Develop methods, processes, and

technologies to tap into the one billion tons of biomass that could be sustainably produced in the U.S.

and converted into feedstocks for manufacturing. Advance predictive process modeling, biological

process analysis and genomic and protein engineering for desirable biomass feedstock pre-processing,

processing, and deconstruction. Advance anaerobic treatment of bio-based waste streams to produce

biogas, renewable natural gas, fertilizer, plant nutrients, soil amendments, biochar, engineered carbon,

https://www.whitehouse.gov/briefing-room/presidential-actions/2022/09/12/executive-order-on-advancing-

biotechnology-and-biomanufacturing-innovation-for-a-sustainable-safe-and-secure-american-bioeconomy/

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animal bedding material, surfactants, polymers, clean bioenergy, electricity, and combined

heat/cooling power.

Conversion of biomass is critical to the development of bioproducts including fuel and high value-

consumer products. Continuous development of biobased processes and products for fuel, fiber,

materials, and energy is dependent on developing new technologies that expedite the breakdown of

biomass, such as lignin , for use in advanced materials. Processing and capturing the aromatic

monomers that comprise lignin will enable more efficient biofuel and bioproduct production.

Advanced processing techniques can be enabled by using biomass that can be easily broken down as

feedstock and by improving the effectiveness of deconstruction methods with new solvents.

Technologies in genomic engineering, microbial processes, and chemical processes, such as

recoverable ionic solvents, will be key to increasing the economic viability of commercial biomass

conversion. These technologies will also enable newer products, such as cellulose nanomaterials as

functional additives, nontoxic binders, packaging materials, and the development of new functional

characteristics in bio-products needed to expand their use in unexplored chemical and additive

markets.

Recommendation 1.3.4. Pharmaceuticals and Healthcare Product s: Advance continuous

manufacturing, in-line process monitoring and control, integrated AI-assisted systems, and novel cell

culture techniques. Prioritize developments in subtractive and additive machining and biobased

manufacturing to create patient -specific medical products, devices, and biologically-driven drug

delivery systems.

Advanced manufacturing can be used to produce numerous new and improved healthcare products,

including small molecule drugs, medical devices, biologics, vaccines, advanced therapies, and

biocompatible materials. Biomedical manufacturing shares many cross-cutting technology challenges

with other industry sectors, but there are unique challenges for specific medical applications.

Manufacturing processes for each must ensure safety and efficacy, promote human and animal health,

and minimize drug shortages, while also securing the United States global leadership in pandemic

response and preparedness.

Technologies that will modernize production, intensify processes, and improve process control include

smart manufacturing, continuous manufacturing, inline process monitoring and control, automated

closed-loop systems, integrated AI-assisted systems, novel cell culture techniques, and higher yield

alternative systems. Advances in machining, additive manufacturing, and biobased manufacturing can

accelerate or augment capabilities for creating patient -specific medical products and devices,

biologically-driven drug delivery systems, and implants that closely mimic natural properties. As the

industry adopts these advanced manufacturing methods and produces novel products, simultaneous

innovation will be required in the development of measurement tools to increase manufacturing

efficiency and product performance . The continued evolution of medical products and device

manufacturing will reduce operating costs and help rebuild a resilient domestic supply chain of biologic

medicines, tissue products, machines, and biocompatible materials manufactured in the United States

and by trusted allies and partners.

Objective 1.4. Develop Innovative Materials and Processing Technologies

Recommendation 1.4.1. High-Performance Materials Design and Processing: Advance material

design and processing capabilities through the integration of physics-based computational and data-

driven machine learning tools. Accelerate testing, qualification and process validation of high -

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performance materials to streamline entry into market. Develop predictive capabilities for materials

behavior and performance under harsh service conditions.

Systems that impact personal and public safety or have profound national security or economic impact,

such as nuclear reactors or hypersonic defense systems, typically involve operation under harsh service

conditions such as extreme temperatures, pressures, chemicals and corrosive media, particulate loads,

or radiation.

Th e development and adoption of lightweight, high strength, high conductivity,

corrosion-resistant metals, composites, and other classes of advanced materials are important

enablers for emerging manufacturing capabilities.

To develop sophisticated materials that meet the requirements of harsh service conditions, the United

States must develop entirely new paradigms for alloys and other materials that leverage and, more

importantly, integrate well-established physics-driven tools, integrated computational materials

engineering, and data-driven machine learning. Computational methods development for high-

performance material engineering and performance prediction are critical factors to reducing the cost

and time to market for new applications. Th e United States Materials Genome Initiative

is developing

the materials innovation infrastructure that will deliver new materials quickly at a fraction of existing

costs and should be leveraged to develop the required high-performance materials.

Recommendation 1.4.2. Additive Manufacturing: Develop additive manufacturing (AM) process

optimization frameworks that are accessible to all users. Create new sensors to advance process

monitoring and control capabilities. Develop machine learning algorithms to analyze large, secure,

interoperable data streams and realize feedback control. Produce tools to create new AM-specific

materials and capabilities. Integrate additive manufacturing technologies with smart manufacturing

platforms.

Advances in AM technologies have incorporated unique metallic alloys, integrated composite

structures, and ceramic materials into complex high-performance goods that meet evolving demands.

Expanding the role of additive and hybrid capabilities through dedicated R&D to address persisting

challenges (such as lack of repeatability and predictability), as well as increasing their

manufacturing/technology readiness level is crucial to enable their integration with established

manufacturing technologies.

Although AM has already revolutionized prototype and low-volume production, further advances are

needed to unlock the potential of parts fabricated with high-performance materials through improving

performance modeling and analysis, in-process monitoring and control, and tailored post-process non-

destructive evaluation, especially for high-consequence applications.

Several iconic U.S.

manufacturers have come together to with the support of the Federal government to launch the AM

Forward Initiative, which aims to improve the competitiveness of America’s small-and-medium-sized

manufacturers by helping them adopt AM.

Th e United States must continue to invest in and support

advanced R&D to overcome key technological barriers that hinder the adoption of additive

manufacturing.

https://www.energy.gov/sites/default/files/2021-04/Materials for Harsh Environments_ 2020 Virtual Workshop Summary

Report.pdf

https://www.mgi.gov/sites/default/files/documents/MGI-2021-Strategic-Plan.pdf

https://doi.org/10.6028/NIST.AMS.600-10

https://www.whitehouse.gov/briefing-room/statements-releases/2022/05/06/fact-sheet-bid en-administra tion-celebrates-

launch-of-am-forward-and-calls-on-congress-to-pass-bipa rt isan-innovation-act/

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Recommendation 1.4.3. Critical Materials : Identify and integrate substitute materials and

technologies to reduce or replace the use of critical materials in high-demand technologies. Develop

advanced separation and processing methods for critical materials from primary, secondary, and

unconventional sources. Establish new design and manufacturing methods for components and

products for reuse, recycling, remanufacturing, and repurposing of critical materials.

Critical materials

are the building blocks of technologies essential to energy, transportation, health,

and defense industrial bases. Glo b a l demand for critical materials such as rare earth elements, lithium,

cobalt, nickel and platinum group metals is expected to increase fourfold by 2040 to meet global

decarbonization goals.

Manufacturing innovation to expand midstream processing capabilities

and improved material and

manufacturing efficiency will build resilient, diverse, and secure critical materials supply chains.

Employing advanced manufacturing techniques can improve utilization of materials and reduce life-

cycle impacts by minimizing or even eliminating waste streams.

No ve l substitute materials and

technologies should be identified and validated to reduce dependence on critical materials; and

efficient separation processes can enable diversified supply of critical materials. Furthermore, efficient

recycling and reuse can mitigate supply chain risk by establishing a circular economy and enabling a

domestic supply of critical materials.

Recommendation 1.4.4. In-Space Manufacturing: Develop new additive manufacturing processes in

microgravity environments to create replacement parts and space infrastructure. Enable integration of

robotics with in -space additive manufacturing processes for deep space exploration. Prioritize

biomanufacturing investments in microgravity to enable extended space presence including

sustainable food production, processing, and recycling, and the deactivation of hazardous materials.

Since the beginning of the space age, all the resources or equipment needed for space missions have

been manufactured on earth and shipped to space. Envisioning the need for future larger space

infrastructure, in-space manufacturing (ISM) can provide technological superiority for improved

capabilities to build space infrastructure, such as communications antennas, earth observations

platforms, and solar power arrays. As articulated in the Na t ional Strategy for In-Space Servicing,

Assembly, and Manufacturing,

ISM offers opportunities to enhance and accelerate United States

leadership in space, by expanding the space-based economy and inspiring the next generation of

students, innovators, and leaders. ISM can also enable the development of new and improved products

for terrestrial applications using the unique microgravity environment of space, which can result in

high-value products that are beneficial for life sciences, industrial materials, and sustainable

development.

Efforts to further space mission capabilities include demonstrating AM technologies in microgravity for

printing electronics and sensors, metal components for replacement and repair, and lunar regolith 3D-

printing technologies for infrastructure. Other critical areas include developing biomanufacturing

technologies for deep space exploration, which can advance the practicality of an integrated, multi-

https://www.usgs.gov/news/national-news-release/us-geological-survey-releases-2022-list-critical-minera ls

https://www.iea.org/reports/the-role-of-critical-minera ls-in-clean-energy-transitions

The domestic midstream supply chain generally covers material processing and refinement, up to component

manufacturing.

https://www.gao.gov/products/gao-16-699

https://www.whitehouse.gov/wp -content/uploads/2022/04/04-2022-IS AM-National-Strategy-Final.pdf

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function, multi-organism biomanufacturing system to support extended missions i n Ma r s -like

conditions.

Objective 1.5. Lead the Future of Smart Manufacturing

Recommendation 1.5.1. Digital Manufacturing: Enable the application of advanced sensing, control

technologies, and machine learning across the manufacturing sector. Advance smart manufacturing by

pursuing digital twins. Develop standards for data compatibility to enable seamless integration of smart

manufacturing.

Digital manufacturing involves the use of an integrated, computer -based system incorporating

simulation, 3D visualization, analytics, and collaboration tools to create product and manufacturing

process definitions simultaneously. Technology‐based productivity improvements have consistently

driven job growth by providing new tools that increase the productivity of factory floor workers. New

scientific understanding and widespread high-speed computing and communications technologies

now enable tremendous new productivity gains, but only if information technology can be integrated

with operational technology.

The promise of digital manufacturing is guaranteeing high uptime and high-quality parts by monitoring

and controlling every stage of the production process. While existing methods can be used to bring

almost any manufacturing process under control, implementations are often expensive and time-

consuming, lack generality, and are not fully dependable, limiting their application to the most

expensive or highest volume products. New methods are needed to transition smart manufacturing

from a collection of heroic demonstrations to routine and widespread use. The ultimate realization of

smart manufacturing will result from the implementation of a digital twin, a computational model that

reflects reality so precisely that it can accurately anticipate and avoid faults before they occur.

Implementation of digital twins requires ubiquitous sensing of critical process parameters that will be

facilitated by the production of low-cost, miniature, and accurate sensors, and process models that

account for uncertainty.

Recommendation 1.5.2. Artificial Intelligence in Manufacturing: Prioritize R&D in machine learning,

data access, confidentiality, encryption, and risk assessment to enable the adoption of artificial

intelligence in manufacturing. Develop best practices, standards, and software tools to scale new

business models that monetize production data while maintaining data security and respecting

intellectual property rights. Balance the interests of producers and consumers in areas such as privacy,

intellectual property, and rights to repair.

Machine learning (ML) as a subset of artificial intelligence requires large datasets to deliver

transformative capabilities. Provisioning such large-scale datasets for manufacturing applications may

require access to production data across companies that critically depends on ensuring proprietary

information is not compromised. Wi t h such assurances, machine learning has the potential to

categorize the collective production experience of manufacturers across companies and provide

individual manufacturers with low-cost solutions customized for their applications. That potential

promises huge gains, as compared to the prevailing practice of developing local solutions on individual

factory floors and protecting them as trade secrets. Such siloed development inevitably results in

https://www.whitehouse.gov/briefing-room/presidential-actions/2021/07/09/executive-order-on-promoting-competit ion-

in-the-american-economy/

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massive, economy-wide inefficiencies due to the costly reinvention of solutions that are routinely

applied elsewhere.

The definition of key manufacturing problems and provision of datasets associated with those

problems is foundational to enable the use of ML methods in manufacturing.

Recommendation 1.5.3. Human-Centered Technology Adoption: Promote the development of new

technologies and standards that expand collaborative work between humans and machines by

enabling safe and efficient human -machine interactions that augment human capabilities and

empower production workers.

The integration of process sensing and analytics with augmented/virtual/extended reality (AR/VR/XR),

robotics, and human interaction improves manufacturing productivity by providing workers with

continuous, real-time information to adapt activities to the parts they process and assemble.

Widespread adoption of AR/VR/XR in manufacturing requires a workforce trained to employ digital tools

and improved software that reduces implementation cost. Human/machine collaborative tools and

systems must provide safe human-machine interactions to enable cooperative work between humans

and robots in close proximity. Because human co -workers are inherently unpredictable, new

breakthroughs in artificial intelligence are needed to enable robots to anticipate human actions in all

operations and ensure occupational safety and improved production efficiency. Use of such tools can

enhance front-line worker skills rather than substitute for them.

Recommendation 1.5.4. Cybersecurity in Manufacturing: Develop standards, tools, and testbeds, and

disseminate guidelines for implementing cybersecurity in smart manufacturing systems. Focus efforts

on updating the capital equipment of SMMs and replacing production equipment that cannot be made

cybersecure. Provide purchasers a Software Bill of Materials for each product directly or by public

release per President's Executive Order 14028 on Improving the Nation's Cybersecurity.

Manufacturing companies typically maintain digital production and logistical plans which can become

vulnerable to cyber-tampering or espionage. Stolen data can reveal intellectual property or be

surreptitiously modified to introduce product defects, making cybersecurity a top priority for advanced

manufacturing.

Cybersecurity in manufacturing organizations is complicated by the need to protect

against vulnerabilities in both information technology (IT) and operational technology (OT) systems.

IT/OT concerns can often be addressed by conventional risk management techniques, such as data

encryption, updating security patches, mapping data flows to identify vulnerabilities, restricting the

access of personal devices to sensitive data, augmenting the security protocols of cloud providers, and

using multifactor authentication. However, many manufacturers use legacy systems with well-known

vulnerabilities that cannot be protected through simple software updates. New research efforts are

needed to develop and/or update standards and guidelines

to implement emerging manufacturing

cybersecurity technologies, including AI for threat detection and handling and distributed ledger

technology to ensure the validity of sensitive manufacturing information and verification across supply

chain networks.

https://doi.org/10.6028/NIST.AMS.100-47

https://www.whitehouse.gov/briefing-room/presidential-actions/2021/05/12/executive-order-on-improving-the-nations-

cybersecurity/

https://www.nist.gov/cyberframework

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Goal 2. Grow the Advanced Manufacturing Workforce

Objective 2.1. Expand and Diversify the Advanced Manufacturing Talent Pool

Recommendation 2.1.1. Promote Awareness of Advanced Manufacturing Careers: Promote

awareness of advanced manufacturing careers with coordinated campaigns and events tailored to

inspire students, with particular focus on people from backgrounds historically underrepresented in

advanced manufacturing. Work with institutions and community leaders, and provide touchpoints with

industry, particularly through hands-on experiences.

Public perceptions often do not reflect the emerging career opportunities of the growing, technology-

driven advanced manufacturing sector. Awareness is growing, but manufacturing is still widely

assumed to be physically intense, dull and repetitive , and sometimes dangerous. Further,

manufacturing jobs have developed a persistent and largely outdated reputation as low-skilled, poorly

paid, and at-risk; however, these perceptions do not reflect the reality of career opportunities and

benefits of the growing, technology-driven advanced manufacturing sector.

Coordinated messaging around the promise of advanced manufacturing can change the narrative from

one of decline to opportunity. This effort is needed to capture interest, showcase clear pathways into

the industry, and inspire a new generation to pursue rewarding careers.

To establish a narrative of opportunity, key messaging must dispel stigmas and reinforce pride and the

social value of manufacturing careers. Effective campaigns will highlight relatable role models,

illustrate the value proposition of career and technical education, and underscore the pivotal role of

advanced manufacturing in meeting national challenges such as climate change, global economic

competition, and national security.

Messaging campaigns should work together with existing events, including Manufacturing Day, and

bring together industry and academic institutions to inform students through real-world experiences,

media campaigns, and other STEM exposure opportunities.

In cases where the negative image fits the reality, the United States should seek to improve the reality.

Implementation of the recommendations in this report, especially around training, will greatly help. In

addition, while advanced manufacturing will require skill enhancements, in many cases, unfilled jobs

reflect a “wage shortage” rather than a “skill shortage.”

Recommendation 2.1.2. Engage Underrepresented Communities: Institutionalize industry-led

capacity-building partnerships that work with community colleges and area high schools to engage

students and families from backgrounds underrepresented in advanced manufacturing and in

underserved communities, particularly those transitioning from fossil-fuel based industries. Actively

engage colleges and universities, with a focus on minority-serving institutions. Clearly define shared

goals, strategies, and resources among partners, including unions and community representatives.

Implement industry-wide technical assistance, support services, and mentorship for people from

underserved communities.

Messaging will translate into action only if job quality improves and underserved communities and the

organizations that represent them are proactively and consistently engaged.

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Federal agencies can accelerate change by forging relationships between industry and two- and four-

year colleges, with special focus on minority serving institutions, community-based organizations,

professional societ ie s, industry associations, labor union and joint labor-management organizations,

and economic/social development agencies at local, regional, and state levels.

To engage underserved communities effectively, multiple avenues must be exp lored and pursued.

Th e se include increasing the flow of information about advanced manufacturing opportunities;

improving the cultural relevance of curricula; increasing the use of near-peer role models and

mentorship; and leveraging the influence of respected community institutions and thought leaders.

Recommendation 2.1.3. Address Social and Structural Barriers for Underserved Groups: Ensure that

Federal programs drive towards diversity, equity, inclusion and accessibility by establishing standards,

policies, related metrics, evaluations, and accountability. Require inclusion plans for Federally-

sponsored grants to ensure opportunities for veterans and people from backgrounds historically

underrepresented and underserved communities in advanced manufacturing.

The United States has a long history of social and structural barriers to entry and advancement in STEM

occupations, such as advanced manufacturing. These barriers affect many communities, including

women, racial and ethnic minorities, the disabled, and veterans. A 2021 Federal interagency report

describes a wide range of barriers that have resulted in underrepresentation by these groups in

technical careers.

Th e s e barriers include policies, workplace climate, cost of education, biases,

inadequate support, stereotypes, institutional cultural resistance to change, experience requirements,

language and cultural challenges, and lack of human capital resources.

Overcoming these barriers requires an honest and thorough review of the challenges faced by affected

communities, followed by comprehensive and resolute action. Sustained efforts will not only expand

the talent pool for entry-level workers but will help incumbent and dislocated workers with adjacent

skills move into the advanced manufacturing workforce. Essential steps include the reassessment of

selection/advancement metrics; the development of more diverse manufacturing workforce leadership

teams; targeted work-based learning initiatives; the provision of support se rvices including

transportation and childcare assistance; and recognizing, empowering, and effectively utilizing the

diversity already present within the advanced manufacturing workforce.

La s t in g change requires sustained resources as well as a commitment to monitor progress. Federal

agencies can accelerate progress by making diversity, equity, inclusion, and accessibility planning an

integral part of funding proposals and evaluation criteria for awards.

Objective 2.2. Develop, Scale, and Promote Advanced Manufacturing Education and

Training

Recommendation 2.2.1. Incorporate Advanced Manufacturing into Foundational STEM Education:

Extend the elementary and secondary STEM improvement agenda to incorporate key concepts,

foundational knowledge, and skills for advanced manufacturing technologies. Raise awareness for

multiple career pathways and enhance industry engagement to provide students with hands-on

training opportunities. Support technical education and STEM programs with a stronger focus on

engineering and technology. Prepare teachers to lead exciting, learning-intensive student projects that

integrate advanced manufacturing concepts and careers.

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Like other STEM-intensive industries, advanced manufacturing depends on a robust STEM workforce

and education system. The CO-STEM Federal Education Strategic Plan outlines priority approaches for

improving the STEM education pipeline.

However, advanced manufacturing technology and career

awareness do not figure prominently as objectives, nor are they featured in popular STEM programs

and competitions. Thus, there is an enormous opportunity to enhance these programs by incorporating

advanced manufacturing technology and career awareness. Furthermore, this addition has the

potential to expand the STEM workforce by inspiring and attracting students into new and diverse

educational pathways.

Students should be exposed to the interdisciplinary nature of advanced manufacturing through

touchpoints with industry and project-based learning. Competitions in robotics and other disciplines

motivate students and provide first -hand expe rie n ce of the interdisciplinary nature of practical

technology and engineering applications. Maker education fosters creativity and contextualizes

learning of mechanical, electrical, and computer science skills through multidisciplinary experiences.

Professional development can teach educators how to better integrate manufacturing skills

development with adjacent STEM subjects. The AS M International Materials Ca m p s for teachers, which

show teachers how to demonstrate engineering concepts in the classroom, provides one of several

promising models.

Recommendation 2.2.2. Modernize Career Technical Education (CTE) for Advanced Manufacturing:

Modernize and scale CTE through grants and industry-based efforts that strengthen teaching and

learning to improve student engagement and outcomes and inspire student interest in manufacturing

careers. Prepare teachers and postsecondary faculty to teach courses that deliver both academic

knowledge and skills for advanced manufacturing using updated instructiona l methods. Support

student competition opportunities that provide skills needed for advanced manufacturing, such as

digital skills and systems thinking.

CTE courses and pathways need updating to inform and inspire students to consider careers in

advanced manufacturing. CTE educators often face challenges, such as a shortage of up-to-date

equipment to support their programs or insufficient resources to stay abreast of the latest

manufacturing technologies. Successful approaches include integrating leading t echnologies and

effective strategies for engaging students, engaging business and industry as partners in co-designing

CTE programs of study and offering work-based learning opportunities to ensure the knowledge, skills,

and credentials students earn will prepare them to succeed in the workforce.

Overall, secondary and

post-secondary CTE programs remain widely undervalued and under-resourced relative to their

importance to the future of the United States economy.

Greater investments to address this gap should begin in middle school, where showcasing cutting-edge

technologies and careers can introduce students to a range of technical career pathways. Building on

this foundation, essential investments in high school CTE career pathways include concurrent or dual

enrollment opportunities between colleges/universities and secondary schools, work-based learning

opportunities, and the opportunity to earn industry -recognized credentials alongside academic

coursework. At the postsecondary level, two-year colleges provide the institutional gateways to a

https://www.whitehouse.gov/wp-content/uploads/2022/01/2021-CoSTEM-Progress-Report-OSTP.pdf

Novel approaches such as entrepreneurship-based learning give students relevant context as they work on projects in

cross-functional teams.

https://www.asmfoundation.org/teachers/materials-camps/

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variety of advanced manufacturing careers, as well as opportunities to develop stackable credential

and connected degree models that help people to enter and advance in the field. Digital skills warrant

particular emphasis as smart and digital manufacturing systems become more prevalent.

Teachers and postsecondary faculty need preparation to deliver curricula using leading-edge

pedagogies and learning technologies. Competitions, such as those in robotics, deliver value by

engaging students and providing academic and skill-oriented experiences.

Recommendation 2.2.3. Expand and Disseminate New Learning Technologies and Practices: At the

secondary and postsecondary levels, implement hybrid courses that include advanced simulations,

along with the use of cutting-edge equipment and methods used in advanced manufacturing. Expand

upskilling and reskilling pathways for adults through learning technologies that reach more students

and increase exposure and access to advanced manufacturing occupations. Support efforts to improve

student access to high-speed internet.

The disruption of in-person education and training caused by the COVID-19 pandemic accelerated the

development, proliferation, and acceptance of transformative learning tools and distribution systems.

The blended learning model —mixing online and in-person instruction—has proven to be particularly

effective and scalable in the context of technical learning.

Hyb rid learning uses asynchronous learning

modules for students to develop conceptual knowledge and baseline skills specific to manufacturing

equipment. Game-based-learning and virtual reality simulations have immense potential to enhance

these distance and blended learning models. Enriched distance and blended learning models expand

the reach of an instructor to a larger student body while offering support specialization and time-

sharing models for scarce and costly equipment and instructors.

The modularization of coursework and competency-based assessment can help workers transition to

new occupations through reskilling and continuous learning throughout their careers. Initiatives such

as “Internet Fo r All” also enable the delivery of educational content to underserved communities.

Objective 2.3. Strengthen the Connections Between Employers and Educational

Organizations

Recommendation 2.3.1. Expand Work-Based Learning and Registered Apprenticeships: Encourage

investment in modularized industry-recognized credentials and certifications for emerging

manufacturing technologies. Encourage industry partnerships with educators to develop and update

assessment methods. Track changing occupational requirements and define credentials for new

advanced manufacturing occupations.

Skills in the advanced manufacturing sector can be best attained via conceptual learning coupled with

practical workplace experiences. Apprenticeship programs provide a widely-recognized framework for

combining earning and learning, while benefiting all students, especially those from low-income

communities.

The gold standard for work -based learning is the Registered Apprenticeship, an industry -driven

pathway in which individuals obtain work experience, mentorship, classroom instruction, progressive

wage increases, and a portable, nationally recognized credential.

https://olj.onlinelearningconsortium.org/index.php/olj/article/viewFile/1726/558

https://www.commerce.gov/news/press-releases/2022/05/biden-harris-administration-launches-45-billion-internet-all-

initiative

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Many employers, however, find it challenging to meet all of the requirements of a fully recognized

Registered Apprenticeship. Small and mid-sized enterprises are particularly challenged to provide the

resources to support work-based learning models. As a result, insufficient apprenticeship and work-

based learning opportunities e xist in advanced manufacturing relative to the need.

This supply-side bottleneck must be cleared. One remedy is the expansion and integration of work-

based learning programs within secondary and postsecondary CTE programs. Work-based learning can

also be offered through internships and cooperative learning programs that provide academic credit at

post-secondary institutions, and through high school pre-apprenticeship programs.

Recommendation 2.3.2. Establish Industry-Recognized Credentials and Certifications: Expand high-

quality paid work-based learning and apprenticeships including internships, pre-apprenticeships, and

registered apprenticeship. Promote platforms for workers to attain advanced manufacturing skills

through ascending levels of earn-and-learn experiences. Connect advanced manufacturing employers

to existing apprenticeship sponsors and apprenticeship partners.

Educational programs cannot effectively interact with emerging technologies without a continuously

evolving system of credentials. Such credentials give earning power to workers, planning indicators to

employers, and clear investment signals to the education and training community. While legacy

manufacturing skills are already defined by the Manufacturing Skills Standards Council

, definition of

additional competencies is needed in advanced manufacturing.

The current array of credentials is too numerous, overlapping, and not universally grounded in

competencies. Future credentials must be industry-led, competency-based, and nationally portable.

We l l -designed credentials can create substantial economic value by allowing industry to identify the

latest knowledge, skills, and abilities of value in the labor market. Such credentials allow education and

training providers to tailor their programs of study and enable graduates to effectively convey their

competency to employers.

To realize the potential of improved credentials, college, and K-12 programs must upgrade student

assessments, grant credit for prior training, and design competency-based evaluations. Employers and

the training community can add additional value by rigorously developing and disseminating micro-

credentials and digital badging

to supplement basic credentials. As new production technologies

develop, educators and industry experts must efficiently work together to establish new occupational

requirements.

Goal 3. Build Resilience Into Manufacturing Supply Chains

Objective 3.1. Enhance Supply Chain Interconnections

Recommendation 3.1.1. Foster Coordination within Supply Chains : Promote public-private

partnerships to improve technology adoption and environmental emissions reduction in

manufacturing supply chains. Build trust and transparency among participants in supply chains.

Major innovations in decentralized supply chains can suffer from a dilemma: upstream firms will not

supply something until they see a demand for it, but downstream firms will not invest in products

https://www.msscusa.org/

Digital Badging is a digital representation of a skill, learning achievement or experience.

The Department of Labor has established the site https://www.apprenticeship.gov/ to provide resources and technical

assistance to jobseekers, employers, and educators.

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requiring that input unless there is a ready supply (as in the cases of additive manufacturing or the

electric vehicle supply chain). Similarly, improved coordination could help with greening the supply

chain, by identifying common opportunities to reduce emissions and use of hazardous materials.

Exce s s waste is created when a supplier does not adequately understand what the customer is doing

with the product or cannot effectively distinguish between activities that add value versus those that

result in waste.

Th e SEMATECH

partnership is one example of a public-private partnership that addressed these issues

by coordinating demand and supply of semiconductor equipment. Th e EP A’s E3: Economy - En e rgy –

Environment program

, is a second example of a public-private partnership that brought together

suppliers and customers to identify ways to reduce emissions. The new AM Forward initiative

for

additive manufacturing is a third success story illustrating how public-private partnerships address

these issues.

Recommendation 3.1.2. Advance Innovation for Digital Transformation of Supply Chains: Work

toward a vision of a digital supply chain highway (digital thread/digital twin) for critical sectors, from

raw material to end-of-life and then recycling for reuse, to allow private and public sectors to use and

analyze vertical and horizontal supply chains.

By replicating physical operations in virtual space, firms in supply chains can share information to

rapidly convert designs and raw materials into products. Digitizing the supply chain will improve

efficiency, increase return on investment, and enable clean and sustainable manufacturing.

Achieving the digital transformation requires technical innovation in several key areas: robust

industrial internet of things; artificial intelligence and machine learning algorithms; robotics that can

be applied across a broad range of manufacturing processes; radio frequency identification; and

machine tools and controllers that can plug-and-play in an integrated, information-centric system. The

United States must expand ongoing R&D efforts to represent, structure, communicate, store, standardize,

and secure product, process, and logistical information in a digital manufacturing environment.

Objective 3.2. Expand Efforts to Reduce Manufacturing Supply Chain Vulnerabilities

Recommendation 3.2.1. Trace Information and Products Along Supply Chains: Develop

universal

awareness, common data sharing, improved reporting, and standardized cybersecurity integrations to

help identify and quickly mitigate risks. Develop tools and practices to help larger supply chain

partners, including the Federal government, flag vulnerabilities and improve cybersecurity measures.

Visibility into supply chain relationships is necessary to identify vulnerabilities for firms to adequately

plan and manage risks for disruptive events.

Gaining this knowledge requires both improved

technology and improved trust between buyer and supplier.

Most major manufacturers lack insight

into the supply chains on which they depend, particularly for relationships more than two layers deep.

They also lack insight into interdependencies among products that rely on the same, or similar ,

components that may have limited domestic or global production capacity. Proprietary interests of

https://www.darpa.mil/about-us/timeline/sematech

https://www.epa.gov/e3

https://www.whitehouse.gov/briefing-room/statements-releases/2022/05/06/fact-sheet-biden-administration-celebrates-

launch-of-am-forward-and-calls-on-congress-to-pass-bipartisan-innovation-act/

https://www.mckinsey.com/business-functions/operations/our-insights/risk-resilience-and-rebalancing-in-global-value-

chains

https://mackinstitute.wharton.upenn.edu/2021/building-supply-chain-continuity-capabilities-for-a-post-pandemic-world/

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suppliers’ limit access to information that manufacturers need to effectively manage supply and for the

suppliers to effectively manage production planning. Lack of information is frequently due to lack of

trust between original equipment manufacturers (OEMs) and suppliers; addressing this issue is

necessary before a digital transformation can occur.

Improved traceability of information and products will enable better decision-making, limit supply

chain risks for key products, and strengthen adaptability in the event of shocks and stressors.

Transparency in supply chains promotes awareness of risks, identifies bottlenecks, and helps

organizations determine whether alternative sources of critical inputs are needed. Transparency also

empowers consumers to make informed purchasing decisions and businesses to better manage their

suppliers and serve their customers.

Recommendation 3.2.2. Increase Visibility into Supply Chains: Develop and implement supply chain

mapping strategies, digital tools, and standards that preserve privacy while improving supply chain

visibility, particularly for firms and industries that provide inputs into many individual supply chains

with large spillover effects. Targeted industries should include energy production, semiconductors, and

transportation, as well as other important for national security, including climate and health security.

Prioritize monitoring critical nodes using AI systems and economic analyses to provide advance notice

of supply chain shocks and stressors.

The complex and vast ecosystem of global manufacturing supply chains has not been fully mapped and

shared among stakeholders domestically or abroad. The numerous suppliers, data systems, and hidden

interdependencies involved make it very difficult to accurately depict a manufacturing company’s

entire supply network. As a result, major supply chain disruptions often lead to widespread loss of

revenue and failure to produce critical goods. Visibility into supply chains via supply chain mapping and

analysis would address this weakness by enabling detection of supply chain threats and vulnerabilities,

mitigating risks, and creating opportunities for performance growth.

To ensure resilience and market security for public good, the Federal government should collaborate

with industry partners and like-minded allies to identify firm -to-firm network structures and create

maps of supply chains for critical industries. Sector -to-sector connections (but not firm -to-firm

connections) can be illustrated using disaggregated, publicly available data from th e Bureau of

Economic Analysis’s Input-Output Accounts Data.

92,93

Supply chain mapping can be enhanced with

monitoring of critical nodes. For example, the HHS Supply Chain Control Tower

has provided demand

signals for personal protective equipment (PPE) that was critical during the COVID-19 pandemic. The

daily-updated platform delivered visibility on PPE inventory levels, manufacturer capacity, distribution

flows, and point-of-care consumption to inform decision-making preparedness and response. Federal

economic and market tools can also be used to

strengthen manufacturing capability to meet demand

and respond to supply chain challenges.

95,96

Using these tools can enable daily or regular decisions

about each manufacturing unit operation, sustainable production rates, short- and long-term strategic

investments, and forward-looking plans to introduce new high-tech products into the marketplace.

Th e benefit of increased visibility into sector-to-sector and cross-border connections in supply chains

must be balanced against the benefit of privacy for individual firms and firm-to-firm connections.

https://www.bea.gov/industry/input-output-accounts-data

https://www.whitehouse.gov/cea/written-materials/2022/04/14/summary-of-the-2022-economic-report-of-the-

president/Ch a p t e r-6

https://aspr.hhs.gov/AboutASPR/ProgramOffices/ICC/Pages/IM-Division.a spx

https://www.usda.gov/oce

https://www.ams.usda.gov/

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Recommendation 3.2.3. Improve Supply Chain Risk Management: Improve risk management of

external factors in supply chains through improved prediction of consequences of decisions made in

uncertain environments. Ensure agility in the presence of pandemics and other low probability, high

consequence events. Consider stress-testing supply chains against these events. Develop and diffuse

techniques that help firms measure, value, and improve the resilience of their supply chains.

Lack of information today limits the ability of entities across the supply chain to make informed

decisions on topics such as reliably sourcing raw materials and parts, effectively utilizing and expanding

production capacity, determining costs and prices, and preparing for and responding to unanticipated

disruptions. Short-term and long-term dislocation of supply and demand results in shortages and

significant price increases for critical products. Moreover, lack of information and transparency can

result in substandard, counterfeit, and illicitly sourced products, materials, and equipment entering the

supply chain undetected, with serious consequences. To better manage risk and increase resilience,

firms need better information along with better systems and tools to use information so they can best

manage risk of disturbances and complex global relationships.

To address these vulnerabilities and improve supply chain decision-making at all levels, technology

hubs and industrial clusters should be expanded and better connected so that they can effectively

utilize common information platforms and mark et intelligence. Federal agencies are uniquely

positioned to organize, mobilize, and communicate strategic intelligence to provide early warning to

the nation’s supply chain about prospective cyberthreats, supply chain shocks, and geopolitical risks.

Manufacturing entities must also use shared knowledge to improve resilience to the effects of climate

change and understand the effects of increasing weather disturbances, coastal and inland flooding,

wildfires, and more on their suppliers, customers, and distribution networks. Manufacturers must

ensure economic flexibility in the presence of pandemics and other low probability, high consequence

events and should consider stress-testing their supply chains against these events. Adoption of agile

practices like these often enhances cost competitiveness and resilience of firms, because investing in

problem-solving capabilities that reduce downtime will improve performance in steady times as well

as in emergencies.

Recommendation 3.2.4. Stimulate Supply Chain Agil ity

Develop technology that supports

manufacturing surge capacity and lead-time reduction during supply chain shocks and stressors.

Establish and

implement

best practices in advanced processes and workforce training to promote

collaboration among lead firms and suppliers.

Digital transformation can render supply chains far more responsive and resilient. The challenge in

achieving the vision is not just technical, but also organizational and economic: suppliers and their

workers must have incentives and capabilities to adopt such technically demanding processes.

If firms invest in their workers’ ability to solve problems, they will be able to pivot quickly to alternative

products or processes or react to unusual situations. Resilient and flexible companies and workers will

identify an alternative raw material to replace one that is unavailable, incorporate a process very

different from what has traditionally been standard, or increase the flexibility of the production process

so that the firm can use a less-specialized input.

Agility may require upfront investment by firms in a supply chain, but over time can reduce costs and

enhance efficiency. Investing in problem-solving capability that reduces lead time can improve

performance in normal times as well as in emergencies. These agile manufacturing processes, and the

associated workforce training, must be effectively distributed throughout the supply chain to promote

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more effective collaboration and connectivity among firms. If successfully implemented, these

processes can significantly improve the competitiveness of the United States manufacturing sector.

Objective 3.3. Strengthen and Revitalize Advanced Manufacturing Ecosystems

Recommendation 3.3.1. Promote New Business Formation and Growth: Prioritize programs that

provide key support for new manufacturing business formation and growth, including entrepreneurial

training, mentoring for scientists and engineers, and long-term tracking of business growth and impact.

Breakthrough technologies typically take a long time to find their way to market. Federal programs

aimed to assist small businesses navigate these periods of uncertainty. Such programs are particularly

important in manufacturing, where private capital finds risk-reward tradeoffs unattractive. The Small

Business Innovation Research (SBIR) and Small Business Technology Transfer (STTR) programs provide

capital to small companies with new ideas. SBIR and STTR and other complementary programs are

intrinsic to many government agencies.

The NSF Innovation Corps (I-Corps™) Program provides intensive training in the market discovery

required to move new discoveries toward commercialization.

Many other agencies have adopted the

I-Corps model to establish similar programs focused on translational research, so that agency-

supported research can be commercialized as products or services to benefit the public. The DoD Rapid

Innovation Fund finances small businesses’ mature technology ideas to transition into defense

programs. The Mentor-Protégé Program partners small businesses with larger companies to receive

business development support in several areas.

The SBA Small Business Development Centers

provides business and technology assistance for start-ups and existing small businesses.

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Recommendation 3.3.2. Support Small and Medium -Sized Manufacturers:

Assist and incentivize

SMMs to adopt advanced manufacturing technologies and contribute to the development of upskilling

training. Ensure that SMMs are supported broadly by Federal programs and institutions to foster

understanding and commitment to advanced manufacturing.

Small and medium-sized manufacturers ( S MMs ) comprise 98 percent of U.S. manufacturing firms and

account for about half of industrial output.

101

Individually, many S MMs face challenges in adopting

advanced technologies and providing adequate training and compensation to their workers.

102

S MMs

need Federal assistance to continue their significant contributions to the manufacturing ecosystem and

participate in advanced manufacturing.

Government has a critical role to play in addressing the vulnerability o f S MMs . Networks such as the

Manufacturing USA Institutes—with members that include both industry and educational institutions

convene education and training providers to meet the technology and training needs of SMMs. The

DOC-sponsored Hollings Manufacturing Extension Partnership (MEP ) provides more examples of how

Federal programs can support SMMs. It is imperative to connect SMMs to sources of new technologies,

technical infrastructure, and specialized knowledge through other companies, institutes of higher

learning, Federal laboratories, Manufacturing USA institutes, and more. Education and training systems

https://www.sbir.gov/sites/default/files/SBA_Final_FY19_SBIR_STTR_Annual_Report.pdf

https://www.nsf.gov/news/special_reports/i-corps/

https://www.sba.gov/federal-contracting/contracting-assistance-programs/sba-mentor-protege-program

100

https://www.sba.gov/local-assistance/resource-partners/small-business-development-centers-sbdc

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http://docs.house.gov/meetings/AP/AP02/20211026/114154/HHRG-117-AP 0 2 -Ws t a t e -BonvillianW-20211026.pdf

102

https://mitpress.mit.edu/books/creating-good-jobs

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are essential in delivering the programs necessary to upskill the workforce for advanced manufacturing.

103

SMMs also seek trusted advisors from local, state, and regional organizations for appropriate advice on

possibilities of new technologies. Expanding SMM access to technologists from the Federal and state

levels will further production and engineering functions critical to these firms.

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Recommendation 3.3.3. Assist Technology Transition: Coordinate across agencies and among Federal

technology transfer-related policy groups to identify technologies across all communities and

institutions suitable for transition from laboratory to market. Prioritize funding for research into

measurement science and standards development to increase the sustainable transition of R&D to

manufacturing.

The manufacturing sector must be able to rapidly adapt manufacturing capabilities that leverage R&D

advances. Not unique to advanced manufacturing, this priority crosses all R&D areas supported by the

Federal government. The critical role of technology transfer and the importance of facilitating the

transition of technologies from the laboratory to the market is recognized in the President’s

Management Agenda as a Cross-Agency Priority (CAP) Goal.

105

Federal agencies are directed to ramp up

coordination efforts through the Lab -to-Market CAP Goal to improve technology transfer via five

strategies: (1) identify regulatory impediments and administrative improvements in Federal

technology-transfer policies and practices; (2) increase engagement with private sector technology

development experts and investors; (3) build a more entrepreneurial R&D workforce; (4) support

innovative tools and services for technology transfer; and (5) improve understanding of global science

and technology trends and benchmarks.

106

To facilitate effective paths forward, Federal efforts should not only focus on the companies that are

most likely to further develop and implement advanced manufacturing technologies, but also

capitalize on capabilities in underrepresented communities and rural America. At the same time,

advances in measurement science and standards cannot be overlooked since these are essential to

support repeatability and widespread adoption of advanced manufacturing technology.

Recommendation 3.3.4. Build and Strengthen Regional Manufacturing Networks: Support existing

and new public private partnerships for development of advanced manufacturing technologies in

tandem with workforce education. Continue to use Federal convening powers to ensure that relevant

parties, particularly SMMs and underserved communities, are fully engaged. Seek greater alignment

and accessibility of Federal grant programs for such collaborations.

The U.S. manufacturing capacity is regionally clustered in both urban and rural settings across the

country, providing ready access to suppliers, essential services, and workers to enhanced productivity

and innovation

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. The needs, assets, and opportunities within regions are different and should be

addressed by businesses and government organizations active in those regions. This is the reason that

the stakeholders in the Manufacturing USA institutes work closely with the economic, industrial,

educational and community-based leadership of the regional ecosystems in which they are based and

invest. Well-designed and operated public-private partnerships have pivotal contributions to make in

strengthening advanced manufacturing ecosystems. Only public-private partnerships can attract and

focus resources while providing frameworks to connect essential stakeholders including industry,

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https://www.commerce.senate.gov/services/files/0DAF8ACC-8382-4E85-BEBA-1F8B5F577922

104

https://docs.house.gov/meetings/AP/AP02/20211026/114154/HHRG-117-AP02-Wstate-BonvillianW-20211026.pdf

105

https://www.performance.gov/pma/

106

https://www.nist.gov/news-events/news/2020/11/taking-innovation-lab-market

107

https://www.sciencedirect.com/science/article/abs/pii/S0048733314001048

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educational institutions, workforce investment boards, local and community-based organizations, and

Federal and state agencies.

Federal agencies should leverage public-private networks to make their funding opportunities more

easily accessible, particularly to S MMs and underrepresented communities. Federal agencies can

strengthen regional advanced manufacturing supply chains by tightening linkages between technology

and workforce development and making funding opportunities more easily accessible, particularly to

S MMs and underrepresented communities Synergies between programs should be described, enabling

networks to weave funding streams together in pursuit of larger goals. Federal agencies should make

greater efforts to coordinate grant announcements with evaluation criteria that drive complementarity

into program execution, post-award grant administration, regulation, and oversight. Such coordination

of Federal funding strategies will empower regional networks to find the support they need to thrive.

Ag e n c y partnerships with programs such as the EDA Build Ba ck Better Regional Challenge

108

, Go o d Jobs

Challenge

109

, and Build to Scale Program

110

will help foster recovery of all U.S. communities, create

good-pa ying jobs, and maintain the Un it e d States’ global leadership in advanced manufacturing.

Recommendation 3.3.5 Improve Public-Private Partnerships:

Support existing and new public private

partnerships for development of advanced manufacturing technologies in tandem with workforce

education. Continue to use Federal convening powers to ensure that relevant parties, particularly

SMMs and underserved communities, are fully engaged. Seek greater alignment and accessibility of

Federal grant programs for such collaborations.

Well-designed and operated public-private partnerships have pivotal contributions to make in

strengthening advanced manufacturing ecosystems. Public-private partnerships can attract and focus

resources while providing frameworks to connect essential stakeholders including industry, Federal

laboratories, educational institutions, workforce investment boards, and labor and community

organizations as well as Federal and state agencies. Manufacturing USA Institutes, the NSF Engineering

Research Centers and Industry-University Research Partnerships, and the MEP Centers, serve as

excellent examples of collaborations and partnerships that de-risk new technologies, push these

technologies to higher MRL/TRL levels, and provide great educational opportunities. The recently

announced AM Forward compact to encourage SMM adoption of additive technologies could be

extended to other technologies and industries.

111

Community colleges and feeder high schools must

also be integrated into local and regional partnerships to establish new educational programs and

support partnership initiatives.

Greater efforts must also be made to select and strategically align Federal grant programs. The strength

of relationships within public-private partnerships determines their survival and growth. Thus, ongoing

facilitation is needed by an intermediary group or individual to ensure that each partnership’s return

on investment is widely understood and remains positive.

108

https://eda.gov/arpa/build-back-better/

109

https://eda.gov/arpa/good-jobs-challenge/

110

https://eda.gov/oie/buildtoscale/

111

https://www.whitehouse.gov/briefing-room/statements-releases/2022/05/06/fact-sheet-biden-administration-

celebrates-launch-of-am-forward-and-calls-on-congress-to-pass-bipartisan-innovation-act/