Missouri S&T – News and Events – S&T opens Missouri Protoplex for advanced manufacturing

Nearly 500 people celebrated the opening of the Missouri Protoplex on April 15 at the new facility, located at 1700 White Columns Drive in Rolla. The 117,000-square-foot advanced manufacturing facility is the first building in Missouri S&T’s Manufacturing Technology and Innovation Campus.

Leaders celebrate after cutting the ribbon to mark the opening of the Missouri Protoplex on April 15. Photo by Michael Pierce/ Missouri S&T

“On behalf of the Board of Curators, I’m excited today to join in the dedication of the Missouri Protoplex, one of the most comprehensive university-based manufacturing facilities in the nation,” said Todd Graves, chair of the University of Missouri Board of Curators. “With the Protoplex, Missouri S&T is taking the lead to ensure our state’s manufacturing innovators and industry partners have access to the latest research technology and equipment, along with enhanced space to design and test their new products and processes.”

Students and engineers gave demonstrations and answered questions during the April 15 Protoplex open house. Photo by Michael Pierce/Missouri S&T

The facility includes 40,000 square feet of high-bay manufacturing space and more than 60 industrial-scale pieces of equipment and manufacturing systems. S&T has already secured more than $22 million to support collaborations with its industry and research partners.

“Our previous governor, Mike Parson, our current governor, Mike Kehoe, and elected leaders have made it a strategic point to invest in higher education, infrastructure and workforce development, and this is another testament to that investment that’s happening here,” said Dr. Mun Choi, president of the University of Missouri.

Gov. Kehoe was unable to attend but shared his congratulations in a video message played during the ceremony.

A 3D scanning system projects patterned blue light onto a metal part to capture precise measurements. Photo by Michael Pierce/Missouri S&T

“When we broke ground for the Missouri Protoplex three years ago, I spoke about the need for such a facility to support our engineering education and technological workforce needs,” said Dr. Mo Dehghani, chancellor of Missouri S&T. “Now, more than ever, this facility is needed to strengthen U.S. manufacturing, drive economic development and build the talent pipeline for tomorrow’s workforce. The Missouri Protoplex will support a broad range of manufacturers, from established companies to startups to entrepreneurs. As the United States aspires to onshore manufacturing, technological universities like Missouri S&T can help.”

Dr. Richard Billo, director of the Protoplex and Distinguished Professor of mechanical and aerospace engineering, spoke about the current state of U.S. manufacturing.

Guests check out the new Protoplex facility on April 15. Photo by Michael Pierce/Missouri S&T

“There are few domains in the United States where the impact of technology has been more acutely felt than manufacturing,” Billo said. “The Missouri Protoplex is where the innovations in manufacturing supported by the research we conduct and the technical assistance we provide will be put in the hands of manufacturers. Our goal is to support them in their endeavors and to adopt the advanced manufacturing methods that will help them become and remain as competitive as possible in an increasingly complex marketplace. The work undertaken at the Protoplex will help keep our manufacturers where they belong — at the forefront of American innovation.”

A reception and open house followed the remarks and ribbon-cutting ceremony. Guests toured the Protoplex and visited with students and engineers on hand to demonstrate equipment, discuss their research and answer questions.

Source link

US manufacturing output dips in March

Manufacturing output dipped 0.1% last month after an upwardly revised 0.4% increase in February

Published Thu, Apr 16, 2026 · 10:11 PM

[WASHINGTON] US factory production unexpectedly fell in March after two straight months of solid gains, weighed down by decreases in the output of motor vehicles and a range of other goods.

Manufacturing output dipped 0.1 per cent last month after an upwardly revised 0.4 per cent increase in February, the Federal Reserve said on Thursday (Apr 16). Economists polled by Reuters had forecast production at factories would gain 0.1 per cent after a previously reported 0.2 per cent rise in February.

Production at factories advanced 0.5 per cent on a year-over-year basis in March. It grew at a 3.0 per cent annualised rate in the first quarter, rebounding from the fourth quarter’s 3.2 per cent pace of decline.

Manufacturing, which accounts for 10.1 per cent of the economy, showed signs of recovery after being hammered by President Donald Trump’s import tariffs. But the US-Israeli war with Iran has sent oil prices surging by more than 35 per cent, which could stifle the recovery.

The Fed’s “Beige Book” report noted that the conflict “was cited as a major source of uncertainty that complicated decision-making around hiring, pricing and capital investment, with many firms adopting a wait-and-see posture.”

Motor vehicle production dropped 3.7 per cent after increasing 2.6 per cent in February. There were decreases in the output of primary metals, machinery as well as furniture and related products.

Navigate Asia in
a new global order

Get the insights delivered to your inbox.

The production of durable goods fell 0.2 per cent. Output of nondurable manufactured goods edged down 0.1 per cent, though production of petroleum and coal as well as plastics and rubber products rose.

Mining output declined 1.2 per cent after rebounding 2.1 per cent in February. Energy production fell 1.6 per cent, with oil and gas well drilling decreasing 2.4 per cent.

The Beige Book noted that though activity in the energy sector rose slightly in early April, “many producers remained cautious about increasing drilling due to uncertainty about the persistence of higher prices.”

SEE ALSO

Utilities production dropped 2.3 per cent as demand for heating declined. Utilities production increased 1.8 per cent in February. Overall industrial production dropped 0.5 per cent after an upwardly revised 0.7 per cent increase in February. Industrial output was previously reported to have gained 0.2 per cent.

It rose 0.7 per cent on a year-over-year basis in March and grew at a 2.4 per cent rate in the first quarter. Capacity utilisation for the industrial sector, a measure of how fully firms are using their resources, eased to 75.7 per cent from 76.1 per cent in February.

It is 3.7 percentage points below its 1972–2025 average. The operating rate for the manufacturing sector fell 0.2 percentage point to 75.3 per cent. It is 2.9 percentage points below its long-run average. REUTERS

Decoding Asia newsletter: your guide to navigating Asia in a new global order. Sign up here to get Decoding Asia newsletter. Delivered to your inbox. Free.

Source link

Astellas manufacturing chief talks strategy 1 year into role

For Astellas’ chief manufacturing officer, Rao Mantri, Ph.D.—who entered the position a little over a year ago—production is not just about a reliable supply of a pharmaceutical product. Manufacturing serves as a crucial bridge that helps link promising research to patients in the real world, too. 

“Astellas manufacturing has tremendous strengths in multiple modalities as well as a strong focus on service to patients,” Mantri said during a recent meeting with Fierce at the American Biomanufacturing Summit in San Francisco. “So, when I started, it was about—how do we actually make the manufacturing organization as a strategic enabler to connect research innovation to access to patients even more.”

He described that ambition under his leadership as Astellas’ manufacturing “north star,” alongside always ensuring a reliable supply of its medicines.

When Mantri entered the role of manufacturing chief at the Tokyo-headquartered pharma last April, he came in with the goal of helping streamline new modalities for manufacturing and commercial supply and of embedding digital and artificial intelligence tools into Astellas’ network, he explained. 

Over the past few years, the company has made several strategic moves to help broaden its production base in advanced treatment fields such as cell therapy and antibody-drug conjugates.

On the balance between Astellas’ internal and external capacity, Mantri noted that it’s critical to weigh multiple factors, including speed to patients, modality complexity, development stage, regulatory readiness and cost competitiveness when drawing up a supply plan.

“But what’s most important is really about our ability to deliver the reliable supply,” he explained, adding that the company benefits from working with CDMOs and other partners whose capabilities may fall outside of Astellas’ core wheelhouse. 

“We also have platform approaches that we are ready to partner with the right strategic groups,” Mantri added, citing a recent pact with Yaskawa Electric Corporation.  

In the case of that Yaskawa joint venture, Astellas is wedding its regenerative medicine expertise and manufacturing base with its partner’s robotics and AI capabilities.

The purpose of the team-up is to develop a robotic automation platform that other companies can also use to produce medicines faster with superior quality and reliability, while also accelerating technical development, according to Mantri. 

Separately, Astellas last Halloween tied up with Ajinomoto to use the latter’s bespoke antibody-drug conjugate (ADC) development and manufacturing platform, AJICAP, which Mantri noted will help Astellas “design the next generation” of ADCs. 

“It’s really based on where do we want to go and what are the capabilities that we can leverage that are not internal to us,” Mantri said. “We are ready to partner, but if you have the maturity in our platforms that others can use, we are open to having those strategic collaborations as well.” 

With regard to internal capacity, one of Astellas’ most prominent expansions has taken the form of a new plant in Tralee, County Kerry, Ireland, which the company first unveiled designs for in 2023. 

External construction on the fill and finish facility—which will use advanced manufacturing and testing to deliver parenteral biologics—has wrapped up, with the site now expected to open in “early 2027,” per Mantri. 

Mantri also addressed geopolitical tensions—primarily in the form of U.S. import tariffs—that have complicated production decision-making in recent months. 

Astellas, in his estimation, is relatively well positioned given the company’s “geographically balanced global production network.” 

He also pointed to the company’s established manufacturing base in the U.S., where Astellas boasts a gene therapy production site in North Carolina and a unit for cell therapy manufacturing in Massachusetts, the latter of which has “strong capabilities for future regenerative medicines.” 

Looking at the role of Astellas’ manufacturing network, and the position production holds in the biopharma landscape more broadly, Mantri described the manufacturer’s charge as twofold: Production teams must both work to help streamline innovation coming out of research and “embrace and take into consideration uncertainties and complexities to serve patients” and provide reliable access to medicines. 

Source link

Why Injection Molding Partnerships Are Becoming a Competitive Advantage in U.S. Manufacturing

The conversation around American manufacturing competitiveness has largely focused on automation, workforce development, and trade policy.

Less attention has been paid to a more granular but equally consequential factor: the quality and strategic alignment of the supplier relationships that underpin production. For companies whose products depend on custom plastic components, the choice of plastic injection molding partner has moved from a procurement decision to a strategic one, with direct implications for product quality, time to market, and supply chain resilience.

The Structural Shift in How Manufacturers Evaluate Suppliers

For much of the past two decades, cost minimization drove supplier selection in custom plastic manufacturing. The combination of offshore tooling costs, cheap ocean freight, and favorable currency differentials made it straightforward to justify moving production to low-cost regions. The total cost of that model, once accounting for lead times, quality escapes, engineering change delays, and the strategic exposure of depending on distant supply chains, was rarely calculated with full rigor.

That calculus has changed. The convergence of tariff volatility, extended lead times during global disruptions, rising logistics costs, and a growing regulatory emphasis on supply chain transparency has prompted a systematic reappraisal. Companies across energy, life sciences, electronics, and consumer products are restructuring their plastic component supply chains around domestic partners capable of delivering not just lower-cost parts, but the responsiveness, engineering depth, and quality consistency that offshore models struggle to provide.

Three Dimensions of Strategic Supplier Value

Engineering Integration as a Product Development Lever

The injection molding suppliers that create durable competitive advantage for their customers are those who engage at the product development stage, not just at the production stage. Design for manufacturability review, material selection guidance, mold flow analysis, and tooling optimization are capabilities that, when applied early, reduce the number of design iterations, shorten validation cycles, and lower the total cost of bringing a product to market.

For companies launching new products or adapting existing designs to changing performance requirements, a molding partner with qualified plastics engineers who participate actively in the development process is a product development resource as much as a manufacturing one. The downstream value of this upstream engagement compounds across every product generation.

Process Control as Quality Infrastructure

Manufacturing executives are accustomed to evaluating suppliers on quality certifications. ISO 9001:2015 is the standard baseline for injection molders serving industrial customers, establishing documented process control, traceability, and corrective action capability. What distinguishes excellent from adequate is how deeply those systems are embedded in daily production management.

A supplier with genuine process control infrastructure, including statistical process control at critical parameters, rigorous material lot traceability, and a culture of proactive deviation management, delivers something qualitatively different from one that maintains documentation for audit purposes alone. For manufacturers whose products enter regulated industries or whose customers conduct supplier audits, the depth of a molding partner’s quality infrastructure is a direct input to their own compliance posture.

Capacity Range and Material Expertise as Strategic Flexibility

The ability to consolidate plastic component supply within a single trusted partner has operational and strategic value that extends beyond transaction cost. A molder operating a broad range of press tonnages, from small precision machines to large-format equipment above 1,000 tons, can accommodate the full scope of a product company’s plastic component requirements as its portfolio evolves. This flexibility reduces the fragmentation of the supply base and the coordination overhead that comes with managing multiple specialized molding relationships.

Material expertise adds another dimension. Engineering-grade resins, including glass-filled nylons, polycarbonates, high-performance thermoplastics such as PEEK and PPS, and specialty compounds, serve applications where material selection directly determines product performance and reliability. A molding partner with deep resin processing experience and established relationships across leading material suppliers provides access to material solutions and technical guidance that commodity molders cannot offer.

The Geographic Dimension: Regional Proximity as Operational Advantage

For manufacturers operating in the south-central United States, geographic proximity to a quality injection molder provides compounding operational benefits that distant or offshore suppliers cannot replicate structurally. Faster response to engineering change requests, shorter first article inspection cycles, lower logistics costs, and the ability to build a collaborative working relationship through regular face-to-face engagement all reduce the friction costs embedded in managing a supply chain over distance.

The Houston-Austin industrial corridor in Texas represents one of the most concentrated clusters of OEM manufacturing activity in the U.S., spanning energy technology, life sciences, electronics assembly, and consumer products. For companies in this ecosystem, proximity to a supplier who combines ISO-certified quality, engineering-grade resin expertise, a broad machine fleet, and a culture built around genuine customer partnership is not an incremental convenience. It is a supply chain architecture that supports competitive differentiation over time.

The Leadership Imperative

Supply chain decisions of this magnitude rarely rest with procurement alone. The choice of injection molding partner affects product development timelines, quality outcomes, regulatory compliance, and operational resilience in ways that are consequential at the executive level. Leaders who treat supplier qualification as a strategic investment rather than an administrative cost center, and who build the vendor relationships that compound in value across product generations, are the ones who build the manufacturing capability that sustains competitive advantage over the long term.

Source link

Editorial: Battle Creek, a Rust Belt icon, battles back as American manufacturing jobs decline | Entertainment

For generations, the Kellogg food company and Battle Creek, Michigan, went together like corn flakes and milk. Then came 2023.

After decades as an independent public company, Kellogg split in two, later selling its storied cereal business to Italy’s Ferrero Group and its valuable snack business to Mars Inc., which has extensive operations in Chicago.

When Illinois Gov. JB Pritzker bragged in March about hundreds of jobs being transferred to the Windy City in the wake of the deals, that sounded like a tough blow in the offing for Michigan’s “Cereal City.”

As it turned out, not so much.

Many of those jobs being consolidated in Chicago come from Mars’ operations elsewhere. And while Kellogg was indeed busted up and sold off, it remains one of the biggest employers in its old hometown, maintaining a global research and development facility and a local headquarters at One Kellogg Square.

The Kellogg Foundation still supports education, housing and revitalization in Battle Creek. A local student can still attend Ann J. Kellogg Elementary, Kellogg Prep High School and Kellogg Community College. The Kellogg Arena, Kellogg Community Credit Union and Kellogg Bird Sanctuary just outside town are still notable landmarks.

Like many other small industrial cities across the Midwest, Battle Creek is diversifying beyond its roots. A community built on blue-collar union jobs and paternalistic corporate leadership has had to evolve as those one-time pillars of prosperity weakened.

Battle Creek today is much different than it was, but it is not circling the drain. Its resilience in the face of change shows that, under pressure, the Rust Belt’s factory towns can carve out a future based on their long-time strengths.

American manufacturing shed an estimated 100,000 jobs last year amid tariff chaos and persistent inflation. Sustained downward pressure could herald an even worse performance this year.

Battle Creek would be in big trouble had it depended only on Kellogg as its economic engine. Instead, over the years, the city’s economic development brain trust got creative.

Back in the 1980s, Battle Creek courted Japanese companies, overcoming skepticism and occasional hostility from some locals. Today, Denso Manufacturing is considered the area’s No. 1 employer. Other Japanese companies took note as Denso grew and prospered in this unlikely spot midway between Chicago and Detroit.

The Fort Custer Industrial Park, launched in the 1970s at a time when such ventures were hit-or-miss propositions, now hosts dozens of companies. Some of the big ones are Japanese manufacturers turning out auto parts, Denso included.

Like so much of Battle Creek, the industrial park was something else before its current incarnation. The sprawling Fort Custer helped train generations of soldiers throughout the 20th century, and part of it still serves the Michigan National Guard.

The Milton is another example of a white elephant that became a unicorn. At 19 stories, the former Heritage Tower is one of the city’s tallest buildings. Built in 1931 for a long-gone bank, it fell into disrepair until the Michigan Economic Development Corp. undertook a high-stakes renovation, supported by local patrons.

The result is an office, retail and residential property anchoring downtown, its art deco mezzanine beautifully restored. On a recent visit, the leasing office reported that just two of its 85 apartments were available.

Battle Creek’s people needed to reinvent themselves, too. Consider Michael “Mac” McCullough, former editor of the Battle Creek Enquirer, a once-robust local newspaper that operates today with a stretched-thin staff. McCullough is now a librarian and archivist at the public library downtown, and a walking encyclopedia of local knowledge.

McCullough is clear-eyed about the ongoing challenges — the empty buildings, silent churches and all-too-conspicuous poverty that followed the loss of good-paying union jobs. Battle Creek long benefited from talented executives serving on civic boards, organizing charity drives and coaching youth sports. They’re scarce these days, and much of Battle Creek’s workforce commutes to the city while living outside it. “There was more of a mindset that their jobs were to be stewards of the community,” he recalled.

As he spoke, not far from the library’s Japanese-language section, McCullough was setting up a local-history archive with 7,000 historical books and other items. “Tales of Battle Creek” tells of the connection with the Seventh-day Adventist Church, established in the city more than a century ago and instrumental in promoting healthier corn flakes over the pork-heavy diet of the era. “Small Town: Giant Corporation” describes the origins of Denso’s ongoing, transformative investment in Battle Creek.

McCullough misses the city that moved to the rhythm of a three-shift workday when he arrived to join the newspaper in 1998. But he says he’s not going anywhere. “Battle Creek is a town you can fight for, care for,” he said. “I love it here.”

____

Source link

Central States CEO Jim Sliker to transition from role, Kurt Weaver named successor

Jim Sliker, CEO of Tontitown-based manufacturing company Central States Inc., will transition to company chairman, and Kurt Weaver will become its CEO, effective June 1. Central States said Tuesday (April 14) that the appointment comes after a nationwide search.

Sliker has served as CEO since 2013, joining the company after a 20-year career in the automotive industry. Weaver has more than 30 years of experience in the automotive and flooring sectors. In his most recent role as president of Mohawk Industries’ Resilient Flooring division, he grew the business to more than $1 billion in annual revenue by focusing on product development, market expansion and operational efficiency.

The 100% employee-owned company has more than 1,300 employees and 13 manufacturing plants across the United States.

Sliker will work with Weaver throughout 2026 to ensure a smooth transition. Weaver, who will work at the company’s headquarters, will serve as CEO of the enterprise business, including Central States Manufacturing, Central States Building Works, and Elevate Structures. More than two years ago, Sliker was elected chairman of the board for Central States, and Weaver’s appointment as CEO will allow Sliker to transition into his position leading the board of directors.

“Following a comprehensive and rigorous search process, the board is confident that Kurt is the right leader to guide Central States into its next phase of growth,” said Christopher Harrison, lead director on the Central States board. “His track record of scaling businesses, operational depth, and alignment with our values make him a strong fit for our employee-owned culture.”

In his previous roles at Toyoda Gosei, a multibillion-dollar subsidiary of Toyota Motor Corp., Weaver served in leadership positions in sales, engineering and administration before being named president of Toyoda’s truck business. Under his leadership, the business grew revenue and earnings, and Weaver focused on quality and innovation. He has also served in sales and engineering roles for Ruecker Engineering and American Sunroof.

According to a news release, Weaver is known for his ability to “rally his teams around a shared vision and consistently seeking opportunities to fix and enhance processes. He has earned the reputation in business of leading with humility, teamwork and genuine care for people, while fostering a high-energy environment that actively pursues continuous improvement.”

Weaver earned a bachelor’s degree from Ferris State University and a master’s degree in business administration from Michigan State University.

“I am excited to join the team at Central States — recognizing the alignment of the company culture with my team-based leadership style made the decision to join the company easy,” Weaver said. “That decision was further supported by meeting a very knowledgeable and enthusiastic team. I’m also looking forward to moving to the area and enjoying all the outdoor activities Arkansas has to offer. I would like to thank Jim and the Central States board of directors for making the rigorous recruitment process valuable for everyone.”

Under Sliker’s leadership as CEO, Central States entered a period of unprecedented growth, including the opening of new manufacturing plants in South Dakota, Kentucky, Texas, Pennsylvania, Missouri, South Carolina and Utah. Central States also expanded its Pre-Engineered Metal Building offering with the opening of a new metal frame plant in Springdale, and added construction capabilities and the patented Alpha Framing System through the acquisition of longtime customer Storage Structures, which was later rebranded to Elevate Structures.

As chairman, Sliker will continue to provide leadership to the seven-member board to ensure effective governance, strategic oversight, and accountability of the executive leadership, in collaboration with the third-party trustee, who represents the interests of the company’s employees. Sliker will continue to reside in Northwest Arkansas.

“Serving as CEO has been a blessing and the highlight of my career,” Sliker said. “I am proud of what the collective Central States team has built together over the years. As I move more fully into this next chapter, I have full confidence in Kurt as our new CEO. He brings a deep background and a strong alignment with our purpose, values and culture. I look forward to supporting him and the leadership team as we continue to innovate to better serve our customers.”

Related

Source link

These U.S. companies think Trump’s tariffs are great. Here’s why

It’s hard to imagine that any CEO in the United States likes the tariffs imposed by U.S. President Donald Trump more than Marc Bitzer does.

Bitzer is the chief executive of Whirlpool Corp., the only major appliance company that makes the bulk of its products in the U.S.

At one of the company’s factories — a giant plant in Clyde, Ohio, that has the capacity to produce 22,000 washing machines per day — Bitzer announced Whirlpool’s plans for a new $60-million US facility in nearby Perrysburg, which would create 150 jobs.

He told the audience that Whirlpool used to feel it did not have a fair chance against its chiefly Asia-based competitors because of their ability to manufacture using cheap, subsidized steel and other components.

“It felt occasionally, being the last U.S.-based appliance manufacturer, like being in a boxing fight with three other guys in the ring, and you have one arm tied behind your back,” he said.

Then along came the Trump administration and its sweeping global tariff regime, which Bitzer says has given the country an opportunity to start a renaissance in U.S. manufacturing. It’s a sentiment you rarely hear from the many Americans struggling with rising costs triggered in part by Trump’s trade policies.

Marc Bitzer is the chief executive of Whirlpool Corp., the only major home appliance company that manufacturers the bulk of its products in the U.S. (Mike Crawley/CBC)

“Tariffs do create a level playing field, and that’s a big deal,” Bitzer said, a line that triggered applause from the audience, a mix of plant workers and elected officials.

The White House is on a push to showcase the success stories of U.S. manufacturers who are benefitting from tariffs. The push saw U.S. Trade Representative Jamieson Greer, a member of Trump’s cabinet, setting out last week on a two-day tour of factories in Ohio and Michigan, including the Whirlpool plant.

‘Tariffs on all that crap from China’

CBC News followed Greer on his itinerary, which also included stops at a company near Detroit that builds drones and at the biggest U.S. manufacturer of solar energy systems, near Toledo, Ohio.

“Under other presidents, the job of the U.S. trade representative was usually to do trade deals to try to import as much crap as possible from China,” Greer told the audience at Whirlpool.

“Under President Trump, the job is to put tariffs on all that crap from China,” he said.

Jamieson Greer, the U.S. trade representative in the Trump administration, attends an event in Warren, Mich., on Thursday as part of a push by the White House to showcase success stories of U.S. manufacturers who are benefitting from tariffs. (Mike Crawley/CBC)

After Whirlpool’s CEO praised the Trump administration for its tariff policies, Greer praised the company for its long-standing commitment to making its washing machines, dryers, refrigerators and more in the U.S.

It revealed something of a common theme to Greer’s tour: the companies he visited were already doing “Made in America” manufacturing before Trump returned to the White House in 2025 and launched his tariff-powered global trade war.

Ultimate goal is more U.S. manufacturing

At each stop on the tour, Greer laid out his pitch for the administration’s tariff regime. And in contrast to Trump, who has imposed or threatened tariffs for at times wildly divergent reasons, Greer puts forward a consistent rationale.

“The ultimate goal is we want to make sure that we have more manufacturing in the United States,” Greer told reporters at one of the Michigan stops, the plant where automaker Stellantis assembles the Jeep Wagoneer.

“The more you make here, the more the tariffs benefit you,” he said later that day at the Auburn Hills, Mich., location of Firefly Drone Systems and Swarm Defense Technologies.

An employee of Firefly Drone Systems works at the company’s factory in Auburn Hills, Mich. (Mike Crawley/CBC)

Like Whirlpool, the two drone companies were making their products in the U.S. before Trump’s tariffs were imposed.

“It’s been very important to us from the beginning that we manufacture close to home,” Kyle Dorosz, CEO of Swarm and Firefly, said in an interview.

Companies want ‘level playing field’

So while tariffs did not drive the companies’ initial moves to make their products in the U.S., Trump’s trade war means the decision is paying off.

“It’s actually created a competitive advantage for us compared to some of our other competitors, especially on the commercial side, who were manufacturing overseas and their entire system was now subject to tariffs,” Dorosz said.

There’s a similar take on tariffs at First Solar, which manufactures large-scale solar power systems at U.S. factories like the one Greer visited near Toledo.

With its rivals either based in China or using largely Chinese-made components, First Solar committed seven years ago to sourcing its materials domestically and making its products in U.S. factories, says CEO Mark Widmar.

Greer, left, speaks with Mark Widmar, CEO of First Solar, the largest solar power manufacturer that makes its products in the U.S. (Mike Crawley/CBC)

“China has chosen to compete in a way that it would almost make it unmanageable for any company, regardless of your industry,” Widmar told reporters as he stood beside Greer after their factory tour.

“I don’t need to be protected. I just need a level playing field,” he said. “Give me a level playing field, we’ll out-innovate and we’ll thrive.”

Manufacturing jobs declined since Trump inauguration

While Greer’s tour highlighted companies that have been making their products in the U.S. for years, it’s more difficult for the administration to showcase manufacturers that have set up shop in the U.S. or added jobs specifically as a result of the tariffs.

Since Trump’s return to the White House, U.S. manufacturing job numbers have continued to decline. According to Federal Reserve Bank statistics, there were 12,673,000 manufacturing jobs at Trump’s inauguration in January of last year, a figure that has since dipped to 12,591,000.

One win for the tariff regime that Greer pointed to: the announcement in October by Stellantis that it would shift production of the Jeep Compass from Brampton, Ont., to a previously shuttered plant in Belvidere, Ill.

Greer says the administration isn’t singling out Canada with its tariff policy, but has made a strategic decision to bring as much auto manufacturing to the U.S. as possible.

Dozens of Whirlpool employees at the washing machine plant in Clyde, Ohio, were in the audience for the company’s announcement of investing $60 million US to build a new manufacturing plant producing appliance components in nearby Perrysburg. (Mike Crawley/CBC)

“It’s not really about Canada per se. Our action on autos is global in nature,” Greer told CBC News.

Asked if the administration sees Canada as a partner or competitor, Greer refused to bite.

“I don’t think it’s really binary, right? There are some things we import from Canada that we need,” he said.

It’s a statement that contrasts notably with Trump’s oft-repeated yet factually incorrect line that the U.S. doesn’t need anything from Canada.

Greer will be a key negotiator in the upcoming talks on the future of the Canada-U.S.-Mexico Agreement (CUSMA), the trade deal that currently exempts the vast bulk of Canada’s export from tariffs.

Each country has until July 1 to announce whether it intends to renew the agreement, and Greer told CBC News in February that tariffs will be a part of any Trump administration trade deal with Canada.

Back at the Whirlpool plant, he told the audience that he’s in the Oval Office on a near-daily basis.

“Almost every day, President Trump says, ‘Do you think the tariffs should be higher, Jamieson?'” Greer said. His response: “We’re working on it, sir. We’re working on it.”

Source link

stow Group’s new U.S. manufacturing plant and storage portfolio 

This week, stow Group (Booth B13128) is showcasing a range of racking and semi-automated solutions and highlighting its unique position as a full-service warehouse optimization provider. The company is announcing the opening of a new state-of-the-art racking production plant in Georgia, marking a major milestone in stow’s North American expansion strategy. The new site opened this month.

“stow Group acts as a premium partner for all shelving, racking, semi-automated and fully automated warehouses with Movu Robotics,” said CEO Jos De Vuyst, CEO. “We’re continuously expanding, now also with a footprint in the United States in Adairsville, where we’re building a new 240,000 square foot racking production site.”   

A focal point of stow’s Modex exhibit is the stow Atlas 4.0, which it’s now offering to the U.S. market. The company is exhibiting alongside Movu Robotics (a brand under the stow Group umbrella), to demonstrate the synergy between high-quality static storage and fully automated robotics. 

Modern’s complete Modex coverage can be found at: mmh.com/modex.

Source link

PMGC unit advances EL-32 U.S. manufacturing

NorthStrive Biosciences (NASDAQ: ELAB) announced on April 13, 2026 the U.S. transfer of its EL-32 Working Cell Bank (WCB) to a third-party fermentation facility and the start of a manufacturing optimization program to raise yield and enable scalable, cost-efficient production.

EL-32 is a dual-action engineered probiotic targeting myostatin and activin-A pathways to help preserve lean muscle during GLP-1 therapy. Collaboration with Modulant Biosciences covers process development for animal-health products while NorthStrive retains human therapeutic rights, aiming to support IND-enabling activities and future GMP manufacturing.

Loading…

Loading translation…

Positive

• EL-32 WCB transferred to a U.S. fermentation facility
• Manufacturing optimization program initiated to improve production yield
• Dual-track strategy preserves human rights while enabling animal-health commercialization

Negative

• No IND or GMP timeline disclosed in the announcement
• Reliance on a third-party facility for upstream/downstream process development

Equity facility size
$20,000,000

Equity purchase facility with Streeterville Capital

Registered common stock
$4,551,804

Common stock registered in 424B5 related to ELOC

Net loss
$7,747,813

Year ended Dec 31, 2025 (10-K)

Accumulated deficit
$21,017,440

As of Dec 31, 2025 (10-K)

Net working capital
$2,928,959

As of Dec 31, 2025 (10-K)

Shares outstanding
1,159,112

Common shares outstanding as of Mar 30, 2026

Partnership commitments
$4,900,000

Top-line revenue commitments over five years from prior distribution deals

Average partnership move
7.62%

Average 24h move on prior partnership-tagged news

$4.79
Last Close

Volume
Volume 5,141,325 is about 76% below recent average 21,086,615, suggesting muted pre-news trading.

low

Technical
Price 4.79 is well below the 200-day MA at 97.04, reflecting a prolonged downtrend.

ELAB showed a -8.94% move while close peers were mixed: INDP +14.05%, QLGN +7.72%, UBX -29.14%, REVB -4.88%, SPRC +1.13%. Momentum scanner also flagged DRMA up and INDP down, reinforcing stock-specific dynamics rather than a unified biotech sector move.

Date
Event
Sentiment
Move
Catalyst

Apr 29

Partnership overview

Positive

+7.6%

Distribution agreements securing up to $4.9M in multi-year revenue commitments.

Pattern Detected

Prior partnership news for ELAB was followed by a positive move, whereas this partnership-related milestone appears against a sharply depressed share price near 52-week lows.

Recent Company History

Recent history shows PMGC/ELAB pursuing a multi-sector strategy, including biotech, precision manufacturing, and packaging. A key prior partnership event on Apr 29, 2024 highlighted global distribution agreements securing up to $4.9M in potential revenue commitments and coincided with a +7.62% move. The current EL-32 collaboration and manufacturing optimization extends the partnership theme into dual human and animal health applications, building on the company’s earlier focus on commercial alliances to unlock platform value.

+7.6%

Average Historical Move
partnership

Past partnership news for ELAB led to an average +7.62% move. The new EL-32 collaboration similarly targets multi-year value creation but in biotech and animal health rather than aesthetics.

Partnership strategy has progressed from revenue-sharing distribution deals in aesthetics to platform collaborations spanning human therapeutics and non-human animal health applications.

This announcement advances EL-32 toward clinical readiness by moving its Working Cell Bank to a U.S. precision fermentation facility and launching manufacturing optimization for dual human and animal health uses. It also extends ELAB’s history of partnership-driven growth, echoing earlier deals tied to up to $4.9M in commitments. Against a backdrop of net losses and going concern risk, investors may watch for concrete IND-enabling milestones and funding developments tied to this program.

myostatin

medical

“EL-32 is a dual-action engineered probiotic therapeutic designed to express both myostatin and activin-A antigens”

Myostatin is a naturally occurring protein produced by muscle that acts like a brake, limiting how big and strong muscles can grow. Because medicines that block myostatin can allow muscles to increase in size and strength, investors follow related drug programs closely for their potential to treat muscle-wasting diseases and age-related weakness; trial results, safety and regulatory approval prospects can materially affect a company’s value.

activin-a

medical

“dual-action engineered probiotic therapeutic designed to express both myostatin and activin-A antigens”

Activin-A is a naturally occurring protein that helps control cell growth, inflammation and tissue repair, acting like a traffic signal that tells cells when to divide, specialize or calm down. It matters to investors because abnormal levels or activity can be a marker for diseases or a target for drugs and tests, so findings about activin-A can influence the prospects of therapies, diagnostics, clinical trial outcomes and regulatory decisions.

antigens

medical

“engineered probiotic therapeutic designed to express both myostatin and activin-A antigens”

Antigens are molecules—often proteins—on the surface of viruses, bacteria, or abnormal cells that the immune system recognizes as foreign, like a mugshot or ID badge that flags an intruder. For investors, antigens matter because they are the targets for vaccines, diagnostic tests and many biologic drugs; which antigen is involved affects how well a product works, how regulators evaluate it and how large the market opportunity may be.

glp-1 receptor agonist

medical

“addressing metabolic dysfunction in patients undergoing GLP-1 receptor agonist weight loss therapy”

A GLP-1 receptor agonist is a medicine that mimics a natural gut hormone to trigger insulin release, slow stomach emptying, and curb appetite — like using a key to turn on a lock that controls blood sugar and hunger signals. For investors, these drugs matter because they treat common conditions such as diabetes and obesity, can drive large prescription and sales growth, reshape healthcare costs, and heavily affect drug pipelines, competition and company valuations.

working cell bank

technical

“successful transfer of the EL-32 Working Cell Bank (“WCB”) to a U.S.-based third-party fermentation facility”

A working cell bank is a prepared, stored supply of living cells used repeatedly to make a biologic product during routine manufacturing, acting like a reliable “starter” batch for production. It matters to investors because the quality and stability of that starter determine consistency, regulatory approval, production speed and cost—similar to using the same proven recipe and starter yeast to ensure each batch of bread turns out the same and is safe to sell.

precision fermentation

technical

“retained the third-party precision fermentation facility to lead upstream and downstream process development”

Precision fermentation uses edited microbes (like yeast or bacteria) as tiny, programmable factories to produce a single, specific ingredient—such as a protein, enzyme or flavor—rather than making whole foods. Think of it like coding a vending machine to dispense one exact product on demand. For investors, it matters because it can cut production costs, speed up scale-up, reduce reliance on traditional agriculture or chemical synthesis, and create new, high-margin products that can reshape markets and regulatory pathways.

investigational new drug

regulatory

“support investigational new drug (“IND”)-enabling activities and future good manufacturing practices”

An investigational new drug is a medication that is still being tested in clinical trials to determine if it is safe and effective for treating a specific condition. For investors, it represents a potential breakthrough that could lead to a new treatment and significant financial gains if successful, but also carries risks since it has not yet been approved for widespread use.

good manufacturing practices

regulatory

“support investigational new drug (“IND”)-enabling activities and future good manufacturing practices (“GMP”) manufacturing”

Good manufacturing practices are a set of required processes, controls and documentation that ensure products are made consistently, safely and to quality standards — like following a precise recipe in a clean kitchen so every batch turns out the same. For investors, compliance matters because it affects a maker’s ability to get regulatory approval, avoid costly recalls or production stoppages, and maintain customer and market trust, all of which influence revenue and risk.

AI-generated analysis. Not financial advice.

04/13/2026 – 07:30 AM

Next-generation engineered probiotic targeting myostatin and Activin-A pathways advances toward clinical readiness across human and animal health applications

NEWPORT BEACH, Calif., April 13, 2026 (GLOBE NEWSWIRE) — NorthStrive Biosciences Inc. (“NorthStrive Biosciences”), a wholly owned subsidiary of PMGC Holdings Inc. (“PMGC” or the “Company”) (NASDAQ: ELAB), today announced a key development milestone for its asset, EL-32: the successful transfer of the EL-32 Working Cell Bank (“WCB”) to a U.S.-based third-party fermentation facility. This transfer initiates a manufacturing optimization program designed to increase production yield and establish a cost-efficient, scalable process in support of future clinical and commercial development.

EL-32 is a dual-action engineered probiotic therapeutic designed to express both myostatin and activin-A antigens, two key biological regulators of muscle development and metabolic function. By targeting both the myostatin and activin-A pathways through an oral, gut-mediated delivery mechanism, EL-32 offers a differentiated approach to preserving lean muscle mass and addressing metabolic dysfunction in patients undergoing GLP-1 receptor agonist weight loss therapy.

Modulant Biosciences LLC (“Modulant Biosciences”), licensee for the development, manufacture, and commercialization of products derived from EL-32 for non-human animal health applications under the previously announced License Agreement with NorthStrive Biosciences, has retained the third-party precision fermentation facility to lead upstream and downstream process development. This involves applying data-driven optimization strategies to improve yield, consistency, and manufacturability. NorthStrive Biosciences will work with Modulant Biosciences to leverage these efforts, with the goal of establishing a robust process foundation to support investigational new drug (“IND”)-enabling activities and future good manufacturing practices (“GMP”) manufacturing.

The parties’ collaboration reflects a dual-track development strategy: NorthStrive Biosciences retains all rights to human therapeutic applications of EL-32, while Modulant Biosciences holds an exclusive license to develop and commercialize EL-32-derived products for non-human animal health applications. This parallel approach is intended to maximize the commercial potential of the EL-32 platform across both markets while leveraging shared manufacturing and process development insights.

About NorthStrive Biosciences Inc.

NorthStrive Biosciences Inc., a PMGC Holdings Inc. (Nasdaq: ELAB) company, is a biopharmaceutical company focused on the development and acquisition of cutting-edge aesthetic medicines. Its assets include EL-22 and EL-32 which are engineered probiotic therapeutics targeting myostatin and activin-A pathways for muscle preservation in patients on GLP-1 receptor agonist weight loss therapies. For more information, please visit www.northstrivebio.com.

About PMGC Holdings Inc.

PMGC Holdings Inc. is a diversified holding company that manages and grows its portfolio through strategic acquisitions, investments, and development across various industries. We are committed to exploring opportunities in multiple sectors to maximize growth and value. For more information, please visit https://www.pmgcholdings.com.

Forward-Looking Statements

Statements contained in this press release regarding matters that are not historical facts are “forward-looking statements” within the meaning of the Private Securities Litigation Reform Act of 1995, as amended. Words such as “believes,” “expects,” “plans,” “potential,” “would” and “future” or similar expressions such as “look forward” are intended to identify forward-looking statements. Forward-looking statements are made as of the date of this press release and are neither historical facts nor assurances of future performance. Instead, they are based only on our current beliefs, expectations and assumptions regarding the future of our business, future plans and strategies, projections, anticipated events and trends, the economy, activities of regulators and future regulations and other future conditions. Because forward-looking statements relate to the future, they are subject to inherent uncertainties, risks and changes in circumstances that are difficult to predict and many of which are outside of our control. Although the Company believes that the expectations expressed in these forward-looking statements are reasonable, it cannot assure you that such expectations will turn out to be correct, and the Company cautions investors that actual results may differ materially from the anticipated results. Therefore, you should not rely on any of these forward-looking statements. These and other risks are described more fully in PMGC’s filings with the United States Securities and Exchange Commission (“SEC”), including the “Risk Factors” section of the Company’s Annual Report on Form 10-K for the year ended December 31, 2025, filed with the SEC on March 30, 2026, and its other documents subsequently filed with or furnished to the SEC. Investors and security holders are urged to read these documents free of charge on the SEC’s web site at www.sec.gov. All forward-looking statements contained in this press release speak only as of the date on which they were made. Except to the extent required by law, the Company undertakes no obligation to update such statements to reflect events that occur or circumstances that exist after the date on which they were made.

IR Contact: IR@pmgcholdings.com

FAQ

What did NorthStrive (ELAB) announce on April 13, 2026 about EL-32 manufacturing?

They transferred the EL-32 Working Cell Bank to a U.S. fermentation facility and began optimization. According to the company, this starts upstream and downstream process development to increase yield, consistency, and manufacturability for IND-enabling and future GMP efforts.

How does EL-32 target muscle preservation for patients on GLP-1 therapies (ELAB)?

EL-32 is an oral engineered probiotic expressing myostatin and activin-A antigens to preserve lean muscle. According to the company, the gut-mediated dual‑pathway approach aims to address muscle loss and metabolic dysfunction during GLP-1 receptor agonist weight-loss treatment.

What role does Modulant Biosciences play in EL-32 development announced by ELAB?

Modulant retained the third-party facility to lead fermentation process development for animal-health products. According to the company, Modulant holds an exclusive license for non-human applications while sharing process insights with NorthStrive for human programs.

Does the April 13, 2026 update from NorthStrive (ELAB) set an IND or clinical timeline for EL-32?

No specific IND or clinical timeline was provided in the announcement. According to the company, the current work focuses on establishing manufacturing and process foundations to support future IND-enabling activities and GMP manufacturing.

What manufacturing improvements is NorthStrive targeting for EL-32 (ELAB)?

The program targets increased production yield, consistency, and cost efficiency through data-driven optimization. According to the company, the third-party facility will apply upstream and downstream development to establish a scalable, manufacturable process for clinical and commercial use.

How does the dual-track development strategy affect EL-32 rights and commercialization (ELAB)?

NorthStrive retains human therapeutic rights while Modulant has exclusive animal-health rights for EL-32-derived products. According to the company, the parallel approach is intended to maximize commercial potential across human and non-human markets and share manufacturing learnings.

Source link

Strong Technical Services (STS) Announces Acquisition of CinemaNext U.S., Expanding Nationwide Service and Manufacturing Footprint

OMAHA, NE / IOLA, KS, April 13, 2026 (GLOBE NEWSWIRE) — Strong Technical Services (STS), a leading provider of cinema and commercial technical solutions, today announced the successful acquisition of CinemaNext U.S. (formerly Sonic Equipment Company) and its manufacturing division, Kneisley Manufacturing.

This strategic acquisition unites two of the industry’s most respected service providers, creating a premier nationwide network for cinema technology, engineering, and field services. By integrating CinemaNext’s robust remote support and the historic manufacturing excellence of Kneisley with the expansive field service and installation expertise of STS, the combined entity is positioned to provide an unmatched end-to-end solution for exhibitors and commercial venues across North America.

“We are incredibly excited to welcome the CinemaNext U.S., Sonic, and Kneisley teams into the STS family,” said Blake Titman, President and CEO of Strong Technical Services. “This acquisition is about bringing together the best technical minds in the business to create a more resilient and responsive service platform. Our customers will benefit from a deeper pool of expertise, faster response times, and a continued commitment to the high-touch service they’ve come to expect from both organizations.”

The acquisition includes CinemaNext’s Iola-based operations and Sonic Equipment’s extensive service reach. The addition of Kneisley Manufacturing further bolsters STS’s ability to provide specialized hardware and parts, ensuring a more integrated supply chain for its partners.

“Joining forces with STS is the right next step for our employees and our customers in the United States,” said Jean Mizrahi, President of CinemaNext. “The combined resources of STS and CinemaNext U.S. create a technical powerhouse capable of supporting the evolving needs of the cinema industry as technology continues to advance.”

Get the latest news


delivered to your inbox

Sign up for The Manila Times newsletters

By signing up with an email address, I acknowledge that I have read and agree to the Terms of Service and Privacy Policy.

Operating under the Strong Technical Services brand, the company will maintain its focus on innovation, technical reliability, and customer-first service. Integration of the companies is currently underway, with a primary focus on ensuring a seamless experience for existing clients and vendors.

About Strong Technical Services (STS)

Strong Technical Services (STS) is the leading provider of end-to-end technical solutions for the cinema exhibition, themed entertainment, and commercial AV industries. STS leverages a nationwide network of elite field engineers, a state-of-the-art remote support center, and specialized manufacturing capabilities to ensure peak operational performance for its partners. From large-scale technology deployments to 24/7 mission-critical support, STS is dedicated to transforming the guest experience through technical excellence and innovation.

For more information, visit strong-tech.com.

About CinemaNext U.S. / Sonic Equipment

CinemaNext U.S., incorporating the legacy of Sonic Equipment Company and Kneisley Manufacturing, is a premier provider of cinema booth solutions, remote technical support, and specialty hardware manufacturing.

#

Media Contact:

Sales

[email protected]

800-722-4445

Source link