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The Innovation Research Interchange has announced the finalists for this year’s IRI Innovation Excellence Awards.

What’s going on: The honors given by the IRI—the NAM’s innovation arm—pay tribute to organizations and individuals whose outstanding vision and tireless pursuit of excellence are having a positive impact on lives today and shaping the industries of tomorrow. Honorees come from companies of all sizes and industries.

The categories: Awards are given in five categories, three to companies and two to individuals. They are as follows:

• IRI Innovation Leadership Award (individual)
• IRI Promising Young Innovation Professional Award (individual)
• IRI Excellence Award for Innovation in Sustainability (company)
• IRI Excellence Award for Outstanding Innovative Culture (company)
• IRI Excellence Award for Digital and Technological Innovation (company)

Who participates: Each year, nominees comprise innovators who are leveraging technology to enhance operational performance at their companies or sustainability and fostering a collaborative workplace culture that celebrates innovation.

• High-performing leaders who drive sustainability initiatives are also recognized, and consultants and university partners working on exciting innovation projects with a company are eligible for nomination, too.

Why they’re important: In addition to building team unity and encouraging executive leadership to invest further in innovation, the awards give companies the chance to revisit the successes, challenges and lessons learned throughout their innovative projects.

• Selection as a finalist shows customers, prospects and partners that a company or individual is at the forefront of innovation.

Attend the celebration: Winners will be announced May 16 during the Innovation Celebration and Reception at the Innovators Summit in Boston. Celebration admission is included with summit registration.

About the IRI: The IRI offers insights, case studies, research, benchmarks and strategic connections—all built around a set of innovation growth drivers as determined by members annually. Learn more about the IRI here.

It’s been nearly a month since a cargo ship hit the Francis Scott Key Bridge in Baltimore, Maryland, resulting in six deaths, the destruction of the bridge and the shuttering of an important East Coast port.

• But thanks to hard behind-the-scenes work by Norfolk Southern railway since the accident, customers aren’t feeling the supply chain pinch the way they otherwise would.

What happened: NAM President and CEO Jay Timmons, along with an NAM delegation, visited the Port of Baltimore last Friday to tour Norfolk Southern’s operations there. The port is the largest for vehicle shipping in the U.S. and was the 17th biggest in the nation by total tonnage in 2021.

• On March 26, the day the Singapore-flagged Dali cargo vessel hit the Key Bridge, Norfolk Southern—which moves 7 million carloads of cargo annually—began strategizing ways to support increased shipping volumes on behalf of its customers. And it’s been doing that ever since.
• “We often say the weight of the world moves on rail … and it’s true,” Norfolk Southern Chief Marketing Officer and NAM board member Ed Elkins told the NAM during the site visit. “Our ability to serve the market through temporary disruption is really a demonstration of our strategy in action, where we leverage the experience of our railroaders and the strength of our franchise to find a Better Way to provide safe, reliable service.”

Quick adaptation: Norfolk Southern’s strategy for adapting to the closure of Baltimore’s port has included:

• The launch early this month of a dedicated new service to move freight between the ports of New York and New Jersey and Baltimore’s Seagirt Marine Terminal;
• The facilitation by the railway’s Triple Crown Services Inc.—a door-to-door East Coast truckload transit network—of a dedicated intermodal service for cargo owners who require door-to-door service;
• The use of “Go Teams,” groups of employees ready for rapid response service and created by Norfolk Southern during the pandemic; and
• Regional collaboration with the Port of Virginia to leverage service points including the Virginia Inland Port and others.

Reopening: The Port of Baltimore could be back to full functionality by the end of May, the U.S. Army Corps of Engineers said earlier this month.

• “The NAM will stay in close coordination with our members regarding supply chain impacts stemming from the collapse of the Francis Scott Key Bridge,” said NAM Director of Transportation, Infrastructure and Labor Policy Max Hyman. “We also remain engaged with leading federal officials on recovery efforts and will continue to support critical infrastructure projects such as the Port of Baltimore.”

A common theme in science fiction is the fully automated, robotized factory that manufactures nothing but robots. We’re not there yet, but the fully automated manufacturing plant has already begun making everyday products, including computer parts, electric shavers and CNC machines.

The promise of AI: Now generative AI is promising to take manufacturing automation manufacturing to a new level.

• At the 2023 Hannover Messe trade fair in Hanover, Germany, Siemens and Microsoft showcased an offering now in use in factories worldwide: a system that uses ChatGPT to generate code for industrial computers known as programmable logic controllers. (For a deeper dive into what this means for manufacturing, read the full version of this article by Tim Hornyak in the Innovation Research Interchange’s Research-Technology Management magazine.)

Why it’s important: The innovation allows users to ask ChatGPT to generate code for specific tasks (i.e., a program to operate the stamping of a part).

• In addition to saving time and reducing the likelihood of errors, it is capable of understanding commands given in natural language, a characteristic that vastly increases the number of potential users.

Efficient designs: Creating more efficient designs is another early use case for generative AI.

• General Motors has used the technology to evaluate better designs for some of the roughly 30,000 parts that go into the average car. For example, a standard seat bracket—an important safety component that binds seatbelt fasteners to seats as well as seats to the floor of the car—consists of eight separate pieces welded together.
• Generative-design software used by GM analyzed the requirements and suggested more than 150 alternative designs, far more than the two or three options a designer can typically offer. GM engineers chose one: a single piece of stainless steel that is 40% lighter and 20% stronger than the conventional part.

Pharma applications: Generative AI looks promising for the pharmaceutical industry, too, given its potential for cutting costs and drug time to market.

• Merck has used generative AI to create synthetic images of complex but rare defects, a group for which training data are limited. The drugmaker’s quality-control sensors use the synthetic images to watch for novel defects.

Other potential use cases: The possible uses for generative AI in other areas is vast and includes the following:

• Reducing time and cost involved in creating physical prototypes
• Automating search and summary of documents related to manufacturing equipment, which would speed repairs and maintenance
• Accelerating supply chain operations by forecasting demand patterns, minimizing production downtime and suggesting better transport routes
• Customizing products or solutions to better suit customer needs
• Forecasting raw materials needs, optimizing production schedules and identifying production inefficiencies

However … Generative AI in manufacturing is not without its challenges. The energy cost to power a single server rack in the U.S. is $30,000 a year.

• Just one training run for an AI engine consumes the power equivalent of 120 U.S. households per year.
• With the reliance on large datasets, manufacturers are concerned about data privacy and security, necessitating robust data-protection measures.
• The integration of AI in manufacturing may require a change in workers’ skillsets and corporate culture.
• As AI plays a more significant role in decision-making, ethical questions about bias and accountability are emerging.
• Manufacturers have to ensure that AI systems operate fairly and transparently.

Find out more: AI in manufacturing is just one of the timely topics covered in depth in Research-Technology Management, the journal of the IRI, the NAM’s innovation division. Learn more.

Ecolab’s mission hasn’t changed much in more than 100 years. It’s still “bringing science to our customers in a way that drives performance, productivity and less water and energy use.”

• That’s according to Ecolab Chief Sustainability Officer Emilio Tenuta, who says being climate-minded is not only “the right thing to do,” but also at the core of the St. Paul, Minnesota–headquartered water, hygiene and infection-prevention company’s operating model.

A dual purpose: “We make the business case for why sustainability and [profitability] can go hand-in-hand when it comes to driving solutions,” Tenuta told us recently. “It’s why 48,000 Ecolab associates wake up every morning with the feeling, ‘We’re making a real difference in the world.’”

• Ecolab—which recently announced that 100% of its European operations are now powered by renewable energy sources—helps millions of customers worldwide reduce their environmental impact while promoting food safety, maintaining clean environments and optimizing resource use.
• “At Ecolab, we talk about eROI—Exponential Return on Investment,” Tenuta explained. “It’s about understanding that we have the ability to deliver on a business outcome—profitability—while also delivering an environmental impact.”

Don’t forget water: Often neglected in sustainability conversations, Tenuta said, is water. For a full picture of the effect of conservation and innovation efforts on climate, water needs to be factored in.

• “Sometimes we forget the role that water plays in addressing climate change,” he continued. Depending on the type of manufacturing, up to 75% of energy is driven by the water systems. You have to heat it, treat it, pump it, cool it. …Water doesn’t necessarily get the same headlines as climate, but if you follow the water, that’s going to have a lasting impact” on the environment, while also saving you money.

A holistic approach: In addition to being recognized regularly for its environmental stewardship, Ecolab is routinely named to most-ethical-company lists. That’s no accident; to the company, caring for the planet goes hand-in-hand with caring for people, Tenuta told the NAM.

• “Workplace quality is just [one way of] demonstrating a holistic approach to the world,” he said. “That’s how we think about it at Ecolab. It’s for us as a company but it’s also for society as a whole.” 

A sustainable partnership: In furtherance of its financial and net-zero emissions goals, the firm recently partnered with Ford to electrify its service and sales vehicles.

• Ecolab—which has “a longstanding relationship dating back almost 100 years” with the automaker, according to Tenuta—has pledged to both halve emissions from its own operations and help its customers reduce their emissions by 6 million metric tonnes by 2030. “To get there, we need to implement initiatives like electrifying our fleet,” he said.
• Under the program, Ecolab will buy and deploy more than 1,000 Ford F-150 Lightning and Mustang Mach-E electric vehicles for its employees in California by 2025. The company will then move to electrify its entire North American sales and service fleet by 2030. “This allows us to support our associates so they can be more productive in their day-to-day work serving our customers and getting to net zero.”

Advice for manufacturers: Achieving sustainable operations doesn’t happen overnight—but undertaking the efforts to get there is well worth manufacturers’ time, Tenuta said.

• “Sustainability requires a multifaceted approach that considers all things: social, emotional, economic. It’s about in some ways taking a longer-term view of progress and opportunity. That can be challenging, but by elevating innovation and long-term commitment, companies can build a more sustainable future … and boost profitability.”

Should manufacturers strive to be “cutting edge”?

That’s the question explored in “Is ‘Cutting-Edge’ Good? Assessing Product Newness Factors in Technologically Turbulent Environments,” the paper that won the Innovation Research Interchange’s 2023 Maurice Holland Award.

• The honor, named for the IRI’s founder, has been bestowed annually since 1982 by the IRI, the NAM’s innovation division. It goes to the best article published in the IRI’s flagship publication, Research-Technology Management.
• Winning papers exemplify a commitment to significant work in research and development and innovation management, originality of new management concepts and excellence in presentation.
• This year’s paper, by Michael Obal, Todd Morgan and Wesley Friske, does all three, according to the IRI. 

Providing value: “In innovation, novelty generates the most attention but does not always translate into better value for the company and customers,” said Research-Technology Management Editor-in-Chief Yat Ming Ooi.

• “This article tells readers when and to whom novel new products matter and why companies need to strike the right balance to ensure better new product performance.”

Authors respond: Research-Technology Management “is a leading academic journal for innovation-related research, and thus having an opportunity to publish an article in RTM is a significant accomplishment in its own right,” said co-author Friske, an associate professor at Missouri State University’s marketing department. “I am also grateful for the opportunity to share this award with my friends and co-authors, and it is particularly important to me now that Todd is no longer with us.”

• Co-author Morgan, an assistant professor at Cleveland State University’s Monte Ahuja College of Business, passed away in 2023.
• “I’m honored to receive the Holland Award from Research-Technology Management alongside Todd and Wes,” said co-author Obal, an associate professor at the University of Massachusetts Lowell’s Manning School of Business. “All three of us have aimed to publish academic work that impacts practitioners throughout our careers, [so] receiving an award from a journal that specifically focuses on bridging the gap between academia and practice is especially gratifying.”
• “This paper and award are bittersweet as Todd is no longer with us,” Obal continued. “[But] I am encouraged that his work will continue to have an impact.” 

About the IRI: The IRI offers insights, case studies, research, benchmarks and strategic connections—all built around a set of innovation growth drivers as determined by members annually. Click here to learn more about the IRI.

The Port of Baltimore could be reopened fully by the end of May, according to POLITICO.

What’s going on: “The U.S. Army Corps of Engineers said it is aiming to reopen the channel leading to the Port of Baltimore by the end of May, a timeline [Maryland Gov. Wes] Moore confirmed Sunday [on CBS’ “Face the Nation”] is ‘realistic.’”

• The port has been closed since March 26, when a Singapore-flagged cargo ship hit the Francis Scott Key Bridge, destroying the bridge and killing six construction workers.
• While Gov. Moore did not give an estimate of the cost to rebuild the bridge, the closure is costing the port about $15 million a day in economic activity, the Baltimore Sun reports.
• And business analytics group Dun & Bradstreet has estimated the weekly economic impact of the closure on trade at about $1.7 billion, according to The Wall Street Journal (subscription).

“Absolutely committed”: The governor’s remarks came just days after the Office of Management and Budget urged Congress to authorize covering the full cost of rebuilding the bridge, according to Punchbowl News.

• “My administration is committed—absolutely committed to ensuring that the parties responsible for this tragedy pay to repair the damage,” President Biden said during a visit to the site of the bridge on Friday. “But I also want to be clear: We will support Maryland and Baltimore every step of the way to help you rebuild and maintain all the business and commerce that’s here now.”

The NAM’s view: “The NAM applauds the bipartisan efforts of federal and state officials to reopen the Port of Baltimore and rebuild the Key Bridge,” said NAM Director of Transportation, Infrastructure and Labor Policy Max Hyman. “It’s important to note that reforming our broken permitting system would significantly speed up projects such as this, returning much-needed economic activity and jobs to communities throughout the U.S.”

If you’ve been affected: Manufacturers affected by the bridge collapse and port disruption can access vital resources at the new online Resources and Info Hub of NAM state partner the Maryland Chamber of Commerce.

• The chamber and its partners are committed to helping manufacturers navigate this disruption and get on the path to recovery.
• Share your thoughts on the disaster and recovery efforts by filling out this survey.

If the Honda Automotive Labs of Ohio facility is a marvel of technology and design, it is also a $124 million testament to the role of cutting-edge engineering in automobile manufacturing.

• “When I started 30 years ago, few really cared about aerodynamics,” said Honda Development & Manufacturing of America Full-Scale Wind Tunnel Lead Mike Unger with a wink. “Now everybody wants to talk to me.”

New interest: Though wind tunnel testing dates back many years, the increasing emphasis in recent years on greater fuel efficiency has brought a new wave of interest in the field.

• Honda owns three full-sized wind tunnels near its global headquarters, as well as several smaller test facilities around the world for examining scale models.
• But in 2015, Honda—which for decades had been sending its U.S.-based people, cars and tools all over the world for wind tunnel testing or else booking time at third party-owned facilities in America—began mulling constructing a North American wind tunnel, too.

Behold, HALO: The result was HALO, unveiled in 2022 in a 110,000-square-foot facility in East Liberty, Ohio.

• To make it, the company had gathered its “wind tunnel road warriors”—Honda team members who boasted decades of combined experience in the world’s most advanced research facilities—and asked them how they’d do it better.
• Among their top requests was the need for better, faster communications with the designers and builders of the cars they were testing. To facilitate this, HALO was strategically located just across from a Honda development center and a mere 10-minute drive from two manufacturing plants (including the Marysville, Ohio, facility where Honda has been building automobiles since 1982).

Wind-tested, Honda approved: Every new Honda passenger vehicle model undergoes extensive aerodynamic and acoustic testing during its design phase, and further changes are often made during the manufacturing process. Race cars, meanwhile, are tested primarily with an eye to managing the downforce caused by passing air.

The new digs: Now, instead of hashing out design challenges across oceans, everyone sits side-by-side in the same control room.

The state-of-the-art site also boasts a fully outfitted machine shop, custom loading bays and a car wash (the last a recommendation of Honda engineers who had more than once found themselves outside a wind tunnel with a dusty test car and a bucket of soapy water).

• “Absolutely everything was designed with intention,” said HALO Business Strategy Lead Chris Combs.

The details: The tunnel itself is an elaborately engineered circuit. It comprises a settling chamber, a heat exchanger the size of a movie screen and a safety grill to catch any debris that might come loose and threaten HALO’s pulmonary system: a colossal, 6,700-horsepower fan with 12 hollow carbon fiber blades that are 26 feet long each.

• Turning at 250 rotations per minute, the fan drives air through the tunnel and into an anechoic chamber.
• On a recent day, that chamber held both a race car (for downforce testing) and an SUV from the plant across the field (for acoustic work).

Saving time: At most wind tunnels, switching from aerodynamic work to acoustic testing takes nearly two hours. At the HALO wind tunnel, however, technicians swapped the Indy car for the SUV and reconfigured the test chamber in about 20 minutes.

• When it designed the facility, Honda focused on “simple things like that—things that really promote efficiency,” said HALO Operations Manager Jimmy Przeklasa.

Quiet and furry: HALO’s test chamber is lined with acoustic tiles and “teddy bear fur,” a soft, sound-absorbing material.

• Even with the wind blowing, the room is so quiet that technicians working inside must don harnesses to prevent them from stepping into a gale they can neither see nor hear.
• A software system translates the wind noises into visuals, similar to the way a weather radar displays a moving storm.

Complex but simple: Technologically and visually dazzling, the HALO wind tunnel can seem like a futuristic fever dream: color-coded maps of the whistling wind, a two-story fan more finely tuned than a jet engine and a scale capable of sensing a breeze.

• In fact, from its inception, the goal of creating the HALO wind tunnel was simple: make cutting-edge aerodynamic and acoustic research as easy, intuitive and cost-effective as possible. And Honda’s done it.

The last word: “This is the latest and the greatest,” Unger said. “This place is unmatched.”

If the Honda Automotive Labs of Ohio facility is a marvel of technology and design, it is also a $124 million testament to the role of cutting-edge engineering in automobile manufacturing.

• “When I started 30 years ago, few really cared about aerodynamics,” said Honda Development & Manufacturing of America Full-Scale Wind Tunnel Lead Mike Unger with a wink. “Now everybody wants to talk to me.”

New interest: Though wind tunnel testing dates back many years, the increasing emphasis in recent years on greater fuel efficiency has brought a new wave of interest in the field.

• Honda owns three full-sized wind tunnels near its global headquarters, as well as several smaller test facilities around the world for examining scale models.
• But in 2015, Honda—which for decades had been sending its U.S.-based people, cars and tools all over the world for wind-tunnel testing or else booking time at third party-owned facilities in America—began mulling constructing a North American wind tunnel, too.

Behold, HALO: The result was HALO, unveiled in 2022 in a 110,000-square-foot facility in East Liberty, Ohio.

• To make it, the company had gathered its “wind tunnel road warriors”—Honda team members who boasted decades of combined experience in the world’s most advanced research facilities—and asked them how they’d do it better.
• Among their top requests was the need for better, faster communications with the designers and builders of the cars they were testing. To facilitate this, HALO was strategically located just across from a Honda development center and a mere 10-minute drive from two manufacturing plants (including the Marysville, Ohio, facility where Honda has been building automobiles since 1982).

Wind-tested, Honda approved: Every new Honda passenger vehicle model undergoes extensive aerodynamic and acoustic testing during its design phase, and further changes are often made during the manufacturing process. Race cars, meanwhile, are tested primarily with an eye to managing the downforce caused by passing air.

The new digs: Now, instead of hashing out design challenges across oceans, everyone sits side-by-side in the same control room.

The state-of-the-art site also boasts a fully outfitted machine shop, custom loading bays and a car wash (the last a recommendation of Honda engineers who had more than once found themselves outside a wind tunnel with a dusty test car and a bucket of soapy water).

• “Absolutely everything was designed with intention,” said HALO Business Strategy Lead Chris Combs.

The details: The tunnel itself is an elaborately engineered circuit. It comprises a settling chamber, a heat exchanger the size of a movie screen and a safety grill to catch any debris that might come loose and threaten HALO’s pulmonary system: a colossal, 6,700-horsepower fan with 12 hollow carbon fiber blades that are 26 feet long each.

• Turning at 250 rotations per minute, the fan drives air through the tunnel and into an anechoic chamber.
• On a recent day, that chamber held both a race car (for downforce testing) and an SUV from the plant across the field (for acoustic work).

Saving time: At most wind tunnels, switching from aerodynamic work to acoustic testing takes nearly two hours. At the HALO wind tunnel, however, technicians swapped the Indy car for the SUV and reconfigured the test chamber in about 20 minutes.

• When it designed the facility, Honda focused on “simple things like that—things that really promote efficiency,” said HALO Operations Manager Jimmy Przeklasa.

Quiet and furry: HALO’s test chamber is lined with acoustic tiles and “teddy bear fur,” a soft, sound-absorbing material.

• Even with the wind blowing, the room is so quiet that technicians working inside must don harnesses to prevent them from stepping into a gale they can neither see nor hear.
• A software system translates the wind noises into visuals, similar to the way a weather radar displays a moving storm.

Complex but simple: Technologically and visually dazzling, the HALO wind tunnel can seem like a futuristic fever dream: color-coded maps of the whistling wind, a two-story fan more finely tuned than a jet engine and a scale capable of sensing a breeze.

• In fact, from its inception, the goal of creating the HALO wind tunnel was simple: make cutting-edge aerodynamic and acoustic research as easy, intuitive and cost-effective as possible. And Honda’s done it.

The last word: “This is the latest and the greatest,” Unger said. “This place is unmatched.”

More young people are choosing skilled trade jobs after high school, The Wall Street Journal (subscription) reports.

What’s going on: “Enrollment in vocational training programs is surging as overall enrollment in community colleges and four-year institutions has fallen. The number of students enrolled in vocational-focused community colleges rose 16% last year to its highest level since the National Student Clearinghouse began tracking such data in 2018. The ranks of students studying construction trades rose 23% during that time, while those in programs covering HVAC and vehicle maintenance and repair increased 7%.”

Why it’s important: The trades, including manufacturing, have experienced a worker shortage in recent years as the older generation of employees retires.

• Finding and retaining quality talent is consistently a top business challenge among manufacturers, according to the NAM’s Manufacturers’ Outlook Survey, a quarterly polling of the industry.
• But now, trade-apprenticeship demand is surging, perhaps a signal that positions will start to fill.

Perception change: For many years the vocational education wing of one high school in Sheboygan, Wisconsin, was called “greaser hall,” but lately that’s started to change, a counselor there told the Journal.

• “[B]usinesses have raised funds and donated new equipment, including robotic arms … [and] those classrooms now sit at the building’s main entrance. ‘There’s still a presumption that four-year college is the gold standard, but it doesn’t take as much work to get people to buy into the viability of other options,’ [he said].”

The last word: Indeed, the Manufacturing Institute, the NAM’s 501(c)3 nonprofit workforce development and education affiliate, is seeing significant growth in its FAME initiative, an earn-while-you-learn training program with more than 40 chapters in 16 states—and more forming all the time. FAME, which was founded by Toyota and is now led by the MI, is truly the American model of skills training, according to MI President and Executive Director Carolyn Lee.

• “FAME is training thousands of global best technicians nationwide and the number of program participants is on the rise,” she said. “This is good news for manufacturing, which sorely needs talent to continue to make the many, many things people use every day.”

Oshkosh Corp. manufactures a wide array of purpose-built vehicles and equipment, but at its heart, it’s an industrial technology company focused on engineering, President and CEO John Pfeifer told the NAM recently.

“If you look at us up close, we’re really an engineering company,” Pfeifer said. “If you look at a fire truck up close, you’d be amazed at the amount of design engineering [that goes into] to this machine.”

A fire truck boom: Fire trucks are indeed a big part of business at the 107-year-old company, headquartered in its namesake Oshkosh, Wisconsin. In fact, there’s such a demand for the vehicles—which Oshkosh offers in more than 300 different shades of red—from municipalities throughout the U.S., the firm has a two-and-a-half-year backlog.

• The major reason: rising home values. Counties and towns get their revenue from property tax receipts. When those are strong, as they have been in recent years, the governments can afford to upgrade their fleets—which they’re now doing in earnest, Pfeifer said.

Innovation = safety + productivity: They’re going to Oshkosh for the very reason Pfeifer considers the company first and foremost an engineering outfit. In addition to fire and other municipal and vocational trucks, the company manufactures defense, construction and aviation ground support equipment.

• “We’re able to accelerate innovation because of our technical capabilities as a company,” he explained. “We’re able to electrify things that are not supposed to be electrical—like a 40,000-pound municipal fire truck.”
• Worldwide, Oshkosh employs a team of between 1,600 and 1,700 engineers just for design work, according to Pfeifer.
• In any product it makes, Oshkosh’s primary concern is improving the safety and productivity of “the everyday heroes who do the hardest work. Military, firefighters, mail carriers—those are the people who use our products, and that’s why innovation matters. Our products allow them to be more productive and a lot safer.”

Legislation-supported growth: But it’s not just those vehicles that are seeing exploding demand from customers.

• Historic federal investments, such as those in the CHIPS and Science Act and the Bipartisan Infrastructure Law and the Inflation Reduction Act, “have spawned huge infrastructure projects,” Pfeifer added. “So it doesn’t matter what you’re producing; you can’t produce it without our equipment.”
• Last year, contractors in North America kicked off approximately $350 billion worth of projects, with electric vehicle and semiconductor facilities and data centers all acting as drivers of that growth.

Speaking of EVs: Oshkosh has a lot to boast about in the EV space.

• It was recently chosen by the U.S. Postal Service to design the agency’s Next Generation Delivery Vehicle, a mail van “customized specifically for the needs of mail carriers,” according to the Oshkosh website. The vehicle’s propulsion platform can accommodate both traditional internal-combustion and battery-electric engines.
• And in addition to having developed a lithium-ion battery-powered refuse and recycling vehicle, Oshkosh also manufactured the first electric fire truck in service in North America. It’s the Pierce^® Volterra™ Pumper, and the Madison Fire Department’s fleet in Madison, Wisconsin, has a purchase order agreement for it following a highly successful 18-month placement of one of the Pumpers. 

Coming up: What’s next for Oshkosh? With its healthy balance sheet, the company is investing for the long haul, Pfeifer told the NAM.

• “We’re hiring a lot and opening new facilities,” Pfeifer continued, adding that Oshkosh subsidiary JLG Industries Inc.—which makes the popular SkyTrak^® telehandler hydraulic lift machine—is expanding its 500,000-square-foot manufacturing facility in Jefferson City, Tennessee, and Oshkosh recently opened new plants in Spartanburg, South Carolina, and Murfreesboro, Tennessee.

The last word: The firm is also focusing on strategic acquisition work, Pfeifer said.

• Last year, it purchased AeroTech, a company that makes cargo loaders and other airport ground support equipment.
• “We’re very patient, but when we see the opportunity to acquire a business and enter a new product category or adjacent market where we can make a difference, we do it.”