2023-2027 STRATEGIC PLAN
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MEP NATIONAL NETWORKTM 2023-2027 STRATEGIC PLAN

The work of manufacturing is life changing and life sustaining. The backbone of manufacturing 

in America is the thousands of small and medium-sized manufacturers (SMMs) spread across the 

country. With 98.9% of manufacturers having fewer than 500 employees, they by far make up the 

largest part of American manufacturing and play a vital role in our nation’s economic and social 

well-being1. The unique relationship and work of the MEP National NetworkTM with those small 

manufacturers has had enormous impacts. Through our partnerships with SMMs, we have created 

jobs, saved businesses, secured financial stability, bolstered communities, been a supply chain lifeline 

to large manufacturers, and sustained a way of life in America. We have set food on tables, put kids in 

college, provided health care for families. We have made a difference. We are poised to make an even 

greater difference in the future.

In 2017, the MEP created a strategic plan to guide its work through 2022. That plan evolved as time 

passed – it was appropriately modified and adapted to economic shifts and emerging trends over 

the five years of its duration. It served its purpose well and the MEP that exists today is significantly 

different and stronger than the one that existed in 2017.

One of the pillars of the 2017 plan was to complete the transformation of the MEP from a system of 

51 individual Centers to a thriving Network of collaborating Centers and partners capable of 

addressing national issues in addition to serving manufacturers in each of the states and Puerto Rico. 

That transformation work has been advanced greatly and the MEP National Network (MEPNN) is now 

a reality.

With the conclusion of the prior plan, a new strategic plan will set the direction for the MEPNN for 

the next five years. An important distinction between the new plan and the old one is that the new 

version is a plan for a network of complex entities, not an organizational plan for a solitary agency. 

INTRODUCTION BY THE DIRECTOR 

1

https://www.census.gov/programs-surveys/cbp/data/datasets.html
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MEP NATIONAL NETWORKTM 2023-2027 STRATEGIC PLAN

This new plan will provide strategic direction for its members and partners, but the implementation 

of those strategies will reside with each of the individuals who make up the Network, enabling and 

empowering them to craft the most effective means of execution for their contexts. The coordination 

and progress of those implementation plans will be supported and maintained by the NIST MEP, the 

National Network Center Leadership Team (NNCLT), the regional nodes, the MEP Center boards and 

the MEP Advisory Board.

t 

To develop the new strategic plan, we reviewed and updated our core values. We conducted wide 

research on trends and issues that manufacturing will face in the next five years. We consulted over 30 

resources and experts working in the field of manufacturing, interviewed every MEP Center Director 

as well as some of their board members, solicited input from key partners such as the Foundation 

for Manufacturing Excellence (FORME) and the MEP Advisory Board, and engaged members of the 

NIST MEP staff. Through that process we identified three critical challenges that manufacturing must 

address, and which will be the primary focus of our efforts over the next five years. In addition, we 

identified four supporting goals that were essential to achieving the three primary goals. We then 

developed a vision of the structure and goals for the MEPNN of 2027. With those targets in mind, we 

then developed the key strategies that will address the critical challenges and take us to where we 

want to be in five years.

The implementation of those strategies will evolve through the joint effort of the members of the 

National Network and will be developed by them as we move into the future.

We are excited about the next five-year strategic plan and how the MEP National Network will support 

SMMs and U.S. manufacturing to build a strong U.S. economy, creating and retaining a diverse and 

skilled workforce with real wages, and revitalizing U.S. supply chains to support critical industries.

Sincerely,

Pravina Raghavan

MEP Director
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MEP NATIONAL NETWORKTM 2023-2027 STRATEGIC PLAN

ROLE

DRIVING FORCE

VISION

MISSION

The MEP National Network focuses its expertise and knowledge as well as that of its 

partners (industry, educational institutions, state governments, NIST, and other federal 

research laboratories and agencies) on providing U.S. manufacturers with information 

and tools they need to improve productivity, assure consistent quality, accelerate the 

transfer of manufacturing technology, and infuse innovation into production processes 

and new products.

We are driven to attain and uphold U.S. manufacturing preeminence which is essential to 

our nation’s long-term economic strength and to protect our national security interests.

We are the go-to resource for America’s manufacturers ensuring U.S. manufacturing is 

resilient and leads the world in manufacturing innovation.

Strengthen and empower U.S. manufacturers.

Any strategic endeavor begins with an articulation of the mission and values of the 

organization to serve as a foundation for the work to come. These essential aspects of the 

organization are constants that will not change, even as the organization faces a shifting 

environment and implements new strategies to grow, adapt and thrive.

The MEP National Network’s mission is to strengthen and empower U.S. small and medium-sized manufacturers. 

The MEP National Network is comprised of NIST MEP, the 51 MEP Centers located in all 50 states and Puerto Rico, 

the MEP Advisory Board, MEP Center boards, and external organizations such as the Foundation for Manufacturing 

Excellence (FORME), as well as over 1,400 trusted advisors and experts at approximately 450 MEP service locations, 

standing ready to provide all U.S. manufacturers with access to resources they need to succeed. 

We will not waver in our mission, even as the scope, scale, and focus of our work evolves and changes to meet 

emerging challenges and opportunities. We also will remain steadfast and true to the following core values and 

central tenets as they continue to help shape and define the ways in which we accomplish our work in the world. 

MEP NATIONAL NETWORK’S ENDURING VALUES
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MEP NATIONAL NETWORKTM 2023-2027 STRATEGIC PLAN

LEARNING AND INNOVATION:

We maintain cutting-edge knowledge and expertise in manufacturing 

PERSONAL SERVICE:

We work hand-in-hand with individual manufacturers, providing them with the 

right solutions at the right time

SEAMLESS COLLABORATION:

We work together sharing knowledge, connections, and resources to benefit 

manufacturers and meet the nation’s manufacturing needs

STRATEGIC PARTNERSHIPS:

We partner with local, state and federal agencies, associations, academia, and other 

entities working in manufacturing to make regional and national impacts

HIGH IMPACT RESULTS:

We drive results and ensure success

CONTINUOUS IMPROVEMENT:

We measure performance, refine and redesign with an eye to the future, never settling 

for the status quo

DEVELOPING PEOPLE:

We strengthen workforce and develop leaders

CORE VALUES

The MEP National Network stands for an unwavering commitment to:

e ae te goto esouce oecas auactues esug U.S. auactug s eset 

and leads the world in manufacturing innovation.

DRIVING FORCE: 

We are driven to attain and uphold U.S. manufacturing preeminence which is essential to our 

nation’s long-term economic strength and to protect our national security interests.

ROLE:

The MEP National NetworkTM focuses its expertise and knowledge as well as that of its partners 

(industry, educational institutions, state governments, NIST and other federal research laboratories and agencies) on providing U.S. manufacturers with information and tools they need to 

improve productivity, assure consistent quality, accelerate the transfer of manufacturing technology and infuse innovation into production processes and new products.

PROGRAMMATIC STRENGTHS

Knowledgeable and experienced 

trusted technical experts in 

manufacturing and business.

Federal investment that requires 

cost share match to ensure 

motivated partnerships.

Nationwide coverage with 

locations within 2-3 hours of every 

manufacturer in America.

Evidence-based success in helping 

manufacturers cut costs, increase 

sales and create and retain jobs.

Proven high customer satisfaction 

well above industry benchmark - 79

Net Promoter Score in FY16.

Mission-driven public/private 

partnership model that includes 

Federal/State collaboration.

Market savvy experts who respond 

to local needs and who are uniquely 

connected to national expertise and 

resources.

nology and infuse innovation into production processes and new produ

PROGRAMMATIC STRENGTHS

Knowledgeable and experienced 

trusted technical experts in 

manufacturing and business.

Federal investment that requires 

cost share match to ensure 

motivated partnerships.

Nationwid

locations w

manufactu

Evidence-b

manufactu

sales and c

Proven hig

well above 

Net Promo

Mission-driven public/private 

partnership model that includes 

Federal/State collaboration.

Market savvy experts who respond 

to local needs and who are uniquely 

connected to national expertise and 

resources.

VISION: 

We are the go-to resource for America’s manufacturers ensuring U.S. manufacturing is resilient 

and leads the world in manufacturing innovation.

DRIVING FORCE: 

We are driven to attain and uphold U.S. manufacturing preeminence which is essential to our 

nation’s long-term economic strength and to protect our national security interests.

ROLE:

The MEP National NetworkTM focuses its expertise and knowledge as well as that of its partners 

(industry, educational institutions, state governments, NIST and other federal research laboratories and agencies) on providing U.S. manufacturers with information and tools they need to 

improve productivity, assure consistent quality, accelerate the transfer of manufacturing technology and infuse innovation into production processes and new products.

PROGRAMMATIC STRENGTHS

Knowledgeable and experienced 

trusted technical experts in 

manufacturing and business.

Federal investment that requires 

cost share match to ensure 

motivated partnerships.

Nationwide coverage with 

locations within 2-3 hours of every 

manufacturer in America.

Evidence-based success in helping 

manufacturers cut costs, increase 

sales and create and retain jobs.

Proven high customer satisfaction 

well above industry benchmark - 79.8 

Net Promoter Score in FY16.

Mission-driven public/private 

partnership model that includes 

Federal/State collaboration.

Market savvy experts who respond 

to local needs and who are uniquely 

connected to national expertise and 

resources.

DRIVING FORCE: 

We are driven to attain and uphold U.S. manufacturing preeminence which is essential t

nation’s long-term economic strength and to protect our national security interests.

ROLE:

The MEP National NetworkTM focuses its expertise and knowledge as well as that of its p

(industry, educational institutions, state governments, NIST and other federal research la

tories and agencies) on providing U.S. manufacturers with information and tools they ne

improve productivity, assure consistent quality, accelerate the transfer of manufacturing 

nology and infuse innovation into production processes and new products.

PROGRAMMATIC STRENGTHS

Knowledgeable and experienced 

trusted technical experts in 

manufacturing and business.

Federal investment that requires 

cost share match to ensure 

motivated partnerships.

Nationwide coverage with 

locations within 2-3 hours of 

manufacturer in America.

Evidence-based success in h

manufacturers cut costs, inc

sales and create and retain jo

Proven high customer satisfa

well above industry benchm

Net Promoter Score in FY16.

Mission-driven public/private 

partnership model that includes 

Federal/State collaboration.

Market savvy experts who respond 

to local needs and who are uniquely 

connected to national expertise and 

resources.

+
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MEP NATIONAL NETWORKTM 2023-2027 STRATEGIC PLAN

EMPOWER MANUFACTURERS

We assist U.S. manufacturers in 

embracing productivity-enhancing 

innovative manufacturing 

technologies, navigate advanced 

technology solutions, and attract and 

retain a skilled and diverse workforce. 

CENTRAL TENETS

CHAMPION MANUFACTURING

We actively promote the importance 

of a strong manufacturing base as key 

to a robust U.S. economy and to the 

protection of our national security 

interests by creating awareness 

of innovations in manufacturing, 

enabling workforce development 

partnerships to build a stronger 

and diverse workforce pipeline, and 

maximizing market awareness of the 

MEP National Network.

TRANSFORM THE NETWORK

Maximize MEP National Network 

knowledge and experience by 

operating as an integrated National 

Network, increase efficiency and 

effectiveness by employing a learning 

organization platform, and create a 

resilient and adaptive MEP National 

Network to support a dynamic 

U.S. manufacturing base.

LEVERAGE PARTNERSHIPS

We leverage national, regional, 

state and local partnerships to gain 

a substantial increase in market 

penetration, identify missioncomplementary advocates to help 

the MEP National Network become 

a more recognized manufacturing 

resource brand, and build an expanded 

service delivery model to support 

manufacturing technology advances.
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MEP NATIONAL NETWORKTM 2023-2027 STRATEGIC PLAN

Over the past years, most recently because of the COVID-19 pandemic, three significant 

challenges for American manufacturing have emerged:

• A national manufacturing workforce crisis that is and will deter economic prosperity

• Supply chain issues that leave the country, its economy, its security and its citizens 

vulnerable; and

• Technology-related deficiencies and constraints which threaten national security, 

and impact and escalate the other two challenges

Each of these challenges is complex in its own right, and they become more so as they impact and interact with 

one another. They are, in fact, overlapping and connected issues as the graphic below indicates.

While no single solution exists for these challenges, one thing is clear. A key link in American manufacturing is the 

thousands of SMMs that make up the majority of manufacturers in the U.S. They enable the rest of the system to 

work and thrive, and are integral to overcoming the three current challenges.

The MEP National Network, through its mission to strengthen and empower SMMs, is an essential contributor to 

the success of American manufacturing. Having served SMMs for over 30 years, the MEPNN understands what it 

takes to engage with the manufacturing ecosystem in a way that elevates the U.S.’s capability to respond to these 

national challenges. Its intimate knowledge of SMMs and its relationships with them make the MEPNN a unique 

and vital player in American manufacturing. Addressing these three critical challenges will be a focus of the 

MEPNN over the next five years.

Workforce

Supply

Chain Technology

THREE CRITICAL CHALLENGES FACING 

AMERICAN MANUFACTURING
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MEP NATIONAL NETWORKTM 2023-2027 STRATEGIC PLAN

In response to the three critical challenges and to reach its desired five-year destination, 

the MEP National Network 2023-2027 Strategic Plan has three primary goals:

• Narrow the workforce gap

• Mitigate supply chain vulnerabilities

• Leverage technology

GOALS FOR 2023-2027
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MEP NATIONAL NETWORKTM 2023-2027 STRATEGIC PLAN

In addition to meeting the challenges facing manufacturing, the MEPNN must continue to 

evolve. To build out its strategic plan, the MEPNN crafted a description of where it wanted 

to be in five years. It identified what must be true of the National Network for it to make the 

impacts it desires. 

DESTINATION 2027

By 2027, the MEPNN aspires to have achieved the 

following:

• The MEPNN has the dual capacity to excel at 

serving SMMs in individual states, and to function 

as a powerful, cohesive, collaborative Network 

capable of impacting complex regional and 

national issues.

- The MEPNN, both in the Centers and at NIST 

MEP, has the talent and expertise in-house 

and through its connections to solve the 

cutting-edge challenges that manufacturers 

and manufacturing face.

- The MEPNN has a comprehensive and 

relevant set of services to support 

manufacturers and manufacturing.

• The MEPNN is established as a recognized 

national resource and expert authority in American 

manufacturing; It has a story and is telling it well.

• The MEPNN is a valued partner with other federal 

agencies, state authorities, associations and other 

groups working in manufacturing.

• The MEPNN has the knowledge and capacity to 

support SMMs and manufacturing in anticipating 

and being prepared for future trends.

- The MEPNN has the resiliency to adapt to the 

unexpected and to deliver results in ambiguity.

• The MEPNN enables consistent and cost-effective 

technology adoption.

• The MEPNN annually increases its market

penetration.

• The MEPNN annually increases the economic 

impacts it creates for U.S. manufacturers.

• The MEPNN enables SMMs access to a skilled 

workforce.

• The MEPNN helps SMMs become nimbler in

pivoting into new markets.

• The MEPNN is engaged in the relevant new 

directions that the country is going in relation 

to manufacturing, thereby helping the MEP 

program remain relevant in a swiftly changing 

industry.
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MEP NATIONAL NETWORKTM 2023-2027 STRATEGIC PLAN

STRATEGIES FOR THE 3 PRIMARY GOALS

NARROW THE WORKFORCE GAP

Increase supply chain visibility

End-to-end awareness (supplier’s supplier and customer’s customer)

Mapping supply chains (key industries, in individual states)

 Working with original equipment manufacturers to map out how SMMs fit into their supply 

chains

Assess supply chain risk

Able to identify vulnerabilities

Able to rapidly detect risk as they emerge

Strengthen supplier development

Increase supplier scouting capacity

MITIGATE SUPPLY CHAIN VULNERABILITIES

Enable SMMs to navigate the current workforce shortage while improving 

productivity and profitability through:

Upskilling

Use of technology and productivity enhancements

Partnerships (e.g., connect educational entities to manufacturing needs and jobs/careers)

Improving work conditions, job quality, career paths, etc.

Assessing underserved populations and integrating them into the manufacturing industry

Making the case for integration of underserved populations with SMMs

Build a pipeline of future employees for the manufacturing sector through:

Rebranding and marketing the public image of manufacturing nationally and in the states

 Broadening partnerships and connections with educational and other entities working in this 

space
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MEP NATIONAL NETWORKTM 2023-2027 STRATEGIC PLAN

LEVERAGE TECHNOLOGY

Increasing technology adoption

 Identifying early adopters and leverage their success to motivate the next wave of 

manufacturers

 Defining tech capabilities and business cases for adoption for customers to increase impact 

(IT and operational technology (OT))

Educating Center staff on the different kinds of technology to increase impact with customers

Ensuring wholistic, comprehensive application and use of technology 

(not just in production but in business operations, etc.)

Creation of road maps for customers and aligning them to customer’s strategic goals

Strengthening cybersecurity capabilities

Communicating the importance of mitigating cybersecurity risks

 Ensuring that MEP Centers are adhering to the cybersecurity guidance provided by NIST MEP 

program.

Partner with federal labs to accelerate the use of new technologies

Co-develop tech capabilities and business cases for adoption to bring new insights to industry

INTERSECTIONS ACROSS STRATEGIC GOALS

Narrowing the workforce gap through engagement in future technologies

 Building a pipeline for the future by exposing the younger generation to the advanced 

technologies manufacturers will soon deploy

Increasing technology adoption across served customers

 Easing pathway to advanced technology adoption by providing manufacturers access to a 

workforce that is already trained in those advanced technologies

Strengthen workforce knowledge of supply chain dependencies to help 

predict supply chain risks

 Create a resilient workforce that understands new technologies and uses them to increase 

supply chain resiliency through the prediction of supply chain risks
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MEP NATIONAL NETWORKTM 2023-2027 STRATEGIC PLAN

STRATEGIES FOR CENTERS

Centers are the front-line delivery arm of the MEP National Network. They engage directly 

with the SMMs, and thus must be attuned to their needs and capable of providing 

solutions to meet those needs. Below is a set of SMMs’ needs ascertained through 

interviews and research. The ensuing strategies identify areas of focus for Centers as they 

work to meet those needs and thereby strengthen the Network’s capacity to reach the 

supporting goals.

STRATEGIES FOR NETWORK PARTNERS

• How to improve business practices (business 

planning, succession planning, sustainability, 

etc.)

• How to use strategic approaches to 

transform their manufacturing business

• How to adopt and use technology

• How to navigate state and local workforce 

challenges

• How to develop supply chain resilience,

supplier development, etc.

• How to navigate policies at the state level 

to increase the awareness and support of 

manufacturing

• How to recognize and respond to emerging 

trends that impact manufacturing

• How to have greater adaptability in the face 

of disruptions

• How to stay abreast of technical expertise 

(operations, lean, industry specific

knowledge, etc.)

• How to identify and build partnerships

IDENTIFIED NEEDS OF SMMS:
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MEP NATIONAL NETWORKTM 2023-2027 STRATEGIC PLAN

1. Embrace future growth

KEY STRATEGIES TO ADDRESS SMMS’ NEEDS:

Improve branding and marketing to 

increase market penetration

Prepare operational business models and 

practices to leverage increased funding

Develop succession planning for key 

Center personnel to sustain growth

Connect marketing to growth strategies

Deliver an increased return on investment and 

maximize impacts
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MEP NATIONAL NETWORKTM 2023-2027 STRATEGIC PLAN

2. Broaden and deepen expertise

Centers should focus on broadening and deepening their expertise in:

Core services

Innovative offerings

Workforce solutions

Technology solutions

Maintain a strong menu of core services such as quality and 

continuous improvement to meet SMMs’ current and near-term 

needs and opportunities. These services should be connected to the 

future growth marketing strategy

Broaden the variety of innovative offerings and services to meet the 

emerging needs and opportunities of manufacturing and SMMs

Help SMMs to adapt to emerging changes and disruptions, to deal 

with ambiguity, and to develop the capacity to learn their way to 

success at the speed of business

Strengthen the Center’s capability to help SMMs navigate the current 

workforce shortage while maintaining productivity and profitability 

through:

• Upskilling

• Use of technology

• Partnerships (e.g., connect educational entities to 

manufacturing needs and jobs/careers)

• Improving work conditions, job quality, career paths, etc.

• Assessing underserved populations and integrating them 

into the manufacturing industry

• Making the case for integration of underserved populations 

with SMMs

Develop strategies and capabilities to support SMMs’ ability to build a 

pipeline of future employees for the manufacturing sector through:

• Rebranding and marketing the public image of manufacturing 

nationally and in the states

• Broadening partnerships and connections with educational 

and other entities working in this space

Adopt a comprehensive and sustainable approach to technology 

offerings and solutions (e.g., tech in business processes, OT, and IT, 

not just in manufacturing processes)
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MEP NATIONAL NETWORKTM 2023-2027 STRATEGIC PLAN

2. Broaden and deepen expertise (continued)

Centers should focus on broadening and deepening their expertise in:

Technology solutions 

Business planning and

operational practices

Invest in priority areas such as robotics, automation and 

demonstration labs

Develop services and offerings that encourage SMMs to invest in 

cybersecurity

Develop a business case and technical road map that enables SMMs 

to understand the return on investment for technology services

• Use assessments as a means to develop business cases and 

technical road maps

Establish and maintain technology partnerships 

Provide services that enable SMMs to develop best business and 

operational practices, including succession planning and ownership 

transfer

• Develop the means to ascertain data on small manufacturing 

firms and the impact that these issues have on them

• Prioritize building and maintaining trust, confidence and 

teamwork with SMMs

- This is the foundation for all succession planning efforts. 

It enables Centers to show that they are valuable enough 

to help SMMs get to their goals and trusted enough to 

hold confidential information.

• Provide support to SMMs in the areas of financial resilience 

and management

- This will require IT, OT, and process automation that 

allows people to get their hands on actionable data in a 

timely manner

• Develop business continuity programs that support the

transitions that occur in small businesses

• Provide risk assessments to help buyers understand what 

they are getting into before they invest
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MEP NATIONAL NETWORKTM 2023-2027 STRATEGIC PLAN

This effort must be continuous due to the constant 

turnover in the state agency jobs that affects an 

MEP Center’s ability to build strong, long-lasting 

relationships

Engage with Small Business Development Centers 

and other partners who receive federal funding to 

help educate the state on manufacturing as a subset 

of small business (and other domains) and increase 

the amount of federal funding

Centers need to build a compelling story about 

how manufacturing contributes to gross domestic 

product, workforce issues, and other priority areas for 

the state

A comprehensive picture of their manufacturing 

ecosystem

A map of the primary supply chains that 

impact the state

A strategy for manufacturing

Define which parts of the state system you want 

to influence and create strategies that tailor your 

storytelling so that it is compelling to your audience

Stay up-to-date on manufacturing trends within

the state

Partner with NIST MEP and other resources to 

routinely analyze the manufacturing base in the state 

and present those findings where possible

3. Strengthen relationships and influence with state authorities and agencies

Continuously identify the 

individuals and groups, including 

but not limited to state authorities 

and agencies, who drive policies 

that impact manufacturing in the 

state and cultivate relationships of 

influence with them

Educate and inform appropriate 

authorities regarding the importance 

and impact of manufacturing in their 

respective states

Develop a process for assisting the

state authorities in developing:

With the support of NIST MEP, 

become a major voice and thought 

leader for manufacturing in 

the state
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MEP NATIONAL NETWORKTM 2023-2027 STRATEGIC PLAN

Information and knowledge sharing

Consistent communication

Regional and multistate engagements with national clients

Participation in regional nodes

Collaboration in pursuing national opportunities for state, federal or other funding sources

4. Expand collaboration with other Centers and participation in the 

MEP National Network through:

5. Develop and exercise convening power to build strategic partnerships in the 

state and regionally

Host manufacturing networking events

Provide services and advice to the economic development enterprises
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MEP NATIONAL NETWORKTM 2023-2027 STRATEGIC PLAN

STRATEGIES FOR THE NIST MEP

Much of the strategic work of the NIST MEP will be an extension of the four pillars 

referenced earlier:

CHAMPION MANUFACTURING

LEVERAGE PARTNERSHIPS

EMPOWER MANUFACTURERS

TRANSFORM THE NETWORK

1. Recast and adapt its operations, policies, processes, practices and structures to:

Accommodate growth, ensuring its capacity to secure and allocate major funding increases

 Enable increased support of individual Centers in their work with SMMs and in their states to create 

alignment and achieve strategic goals of the National Network

 Encourage and enable Centers to function as a coherent National Network capable of addressing national 

issues, not merely as 51 independent organizations

 Ensure that measures support intended outcomes and strategies, and incentivize desired behaviors 

and practices

 Promote the recruitment and retention of talent with expertise to support strategic priorities, with a special 

focus on emerging technologies, cybersecurity, workforce and supply chain

2. Expand partnerships and strategic relationships to build greater status, 

influence, political goodwill and resources for MEP and manufacturing, with a 

focus enhancing partnerships and relationships with:

NIST

The Department of Commerce

Other federal departments and agencies to promote interagency collaboration

State authorities and agencies

Other strategic partners, such as educational entities and various manufacturing related groups

To execute and continue to build on those pillars, NIST MEP will:
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MEP NATIONAL NETWORKTM 2023-2027 STRATEGIC PLAN

3. Develop its knowledge and learning capabilities and leverage its convening 

power to become a recognized national manufacturing thought leader, 

convener and authority on major trends impacting manufacturing

4. Build the MEP brand, messaging, and marketing reach to champion 

manufacturing and manufacturers at the state and national levels

 Develop a brand that is consistent and keeps the MEP National Network voice present and in front of 

influential partners

• The messaging needs to be consistent across all Centers and all Centers commit to the approach and 

actively show that they are part of the MEP National Network.

• The branding should reach beyond collateral materials and be in support of a core identity for

the MEPNN

• The branding should have a level of standardization that reaches beyond the tactical aspects. It should 

be focused on 3-4 key ideas that can be easily ingrained in the behaviors that are executed by all Centers

• Continue publishing materials, video, blogs and other communication methods to showcase the MEP 

National Network and its impacts on small and medium manufacturers and the U.S. Economy

 Continually refresh the brand as needed, holding to the core identity and purpose, but providing a new way 

of seeing it, appropriate to the emerging contexts
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MEP NATIONAL NETWORKTM 2023-2027 STRATEGIC PLAN

STRATEGIES FOR VITAL PARTNERS

1. Strengthen the coordination and collaboration between NIST MEP and the 

National Network Center Leadership Team to accrue increased political capital, 

goodwill and financial support

2. Access and leverage the knowledge, expertise, experience and political insights 

of the MEP Advisory Board to promote progress and encourage accountability in 

executing the MEP National Network strategies and achieving its mission