NIST MEP Strategic Planning Exercise: 

Supply Chain Initiatives

Objective

Connect MEP’s on-the-ground knowledge with macro-level monitoring and analysis in order to enable

broad visibility across supply chains, identify trends and vulnerabilities, and respond accordingly.

Challenge/need

Manufacturing is only as strong as the supply chain that supports it. A manufacturer’s ability to serve its 

market depends directly on the reliable and timely sourcing of inputs and resources. For large 

manufacturers, critical supplies can be secured with a combination of redundant sourcing and advance 

payment. Small manufacturers who cannot afford such measures are in an inherently more precarious 

position. Supply chains, like the companies and relationships that comprise them, are both dynamic and 

fluid. Weak links can take multiple forms, including reliance on a single source, or remote, particularly 

offshore, suppliers. Each supplier, in turn, is only as reliable as its own supply chain. Ultimately, the 

performance of the manufacturer is inextricably linked to the health of the supply chain. 

The macroeconomic events of the past three years have exposed many vulnerabilities in supply chains. 

Single-source dependency has become more perilous as suppliers cease operations, either due to 

worker shortages or their own supply challenges. Air travel disruptions severely impede the movement 

of goods previously sourced from other countries. Ports lack adequate capacity to unload ships waiting 

in harbors. Manufacturers are forced to identify new suppliers – scrambling to find domestic sources 

and cultivating multiple sources to supplement those suffering interrupted operations. 

MEP is uniquely positioned to respond to these circumstances, with thirty years of experience working 

with the nation’s small and medium-sized manufacturers (SMMs) to address known vulnerabilities and 

proactively strengthen domestic manufacturing capabilities. The MEP National NetworkTM is greater than 

the sum of its 51 Centers, having invested for years in sharing best practices and collaborative programs. 

The Network, much like manufacturers’ supply chains, is defined as much by the relationships between 

Centers as the expertise and capabilities in each of them. 

Strategy

MEP positions itself at all levels of the supply chain, from original equipment manufacturers (OEMs) to

SMMs, as well as the relevant state and federal stakeholders. Connecting top-down data and needs 

requirements with bottom-up capabilities, for which the MEP National Network is known and trusted,

will help optimize the resilience of the nation’s manufacturing sector.

MEP and the future of supply chains

MEP links market information and business opportunities so that MEP Centers and their clients can 

respond quickly to new market opportunities and new supply sources. As small companies often do 
2

not have access to tools for market analysis, MEP links these companies to information sources 

regarding emerging public and private market opportunities, helping all U.S. suppliers and federal 

partners accelerate their response to market opportunities and supply chain pressures. Additional 

considerations include:

• What is MEP’s role in Buy American statements from the federal government? 

• What is MEP’s role in understanding technology drivers that influence SMMs?

MEP and collaboration among companies

The future success of manufacturing companies relies on their ability to deliver the right product at 

the right time, in the right quantity and at the right price. However, competitiveness depends on 

companies rapidly and effectively developing products in response to changing customer demand. 

Competitiveness also depends on their rapid response to any problems regarding the speed, quantity, 

quality and cost of delivering products to customers. Manufacturing companies deal with supply chain 

issues every day, ranging from identifying new suppliers and materials through manufacturing,

transporting and distributing products to customers. High-performing supply chains collaborate 

through multiple tiers to quickly identify and mitigate volatility. This enables companies to develop, 

manufacture and distribute new or improved products more rapidly, increasing their competitiveness 

in the global manufacturing environment. MEP should increase its focus on services linking companies, 

enabling greater agility all along the supply chain. MEP should engage OEMs to understand their 

requirements. Combined with the work MEP Centers already do with SMMs, this additional capability 

will enable coordination within industry sectors or across regions, substantially increasing economic 

impact.

Tactics may include:

• Deliver easy access to manufacturing opportunities available across federal agencies to match 

up with MEP client manufacturing capabilities

• Identify and expand the access to materials and production capabilities that are critical to 

national health, defense and competitiveness 

• Develop national-level manufacturing support for securing critically needed products in 

emergency situations for national health, defense and competitiveness

• Employ a systematic process where MEP Center technical staff, who have a deep knowledge of 

manufacturing, identify suppliers (MEP Supplier Scouting) and match them to potential 

customers and partners (matchmaking); this activity may include a database, but is primarily 

enabled by people using database technology for support

• Partner with organizations that support small, job shop-type manufacturers to compete with 

larger manufacturers, such as Paperless Source

• Define and segment supply chains so that the critical issues become visible in a way that creates 

focus and understanding, so that they can be solved discretely and comprehensively

• Partner with federal agencies and private top-tier entities to identify supply chain gaps, 

shortcomings and critical areas of attention
3

• Expand MEP Supplier Scouting to identify and facilitate new sources of domestic supply to fill 

supply chain gaps, including for federal procurements to reduce Buy American waivers, 

consistent with Executive Order 14005

• Coordinate the concept of a national supply chain database, with and among individual MEP 

Centers, to connect U.S. manufacturers cohesively at the national level with potential 

customers, suppliers and partners; expand and prioritize supplier scouting and related supplier 

matchmaking; partner with federal agencies to find domestic suppliers to support Buy American 

policies and target appropriate industries for reshoring

• Create an MEP National Network suite of tools that coordinate and align each individual 

Centers’ ability to effect change along critical supply chains

• Provide a risk mitigation service that will assist Department of Defense prime contractors and 

other large manufacturers to drive improvement and technology implementation at lower levels 

of their supplier network

• Assist individual U.S. manufacturers to become more resilient by addressing both the technical 

and business means for them to implement integrated strategies for addressing change across 

their business environment; this will allow them to pivot and enter new supply chains, 

improving their competitiveness in current global markets

• Position the MEP National Network as a critical resource for supply chain development by 

convening critical stakeholders and catalyzing practical approaches to the most difficult supply 

problems

Manufacturer impacts

• Diversification of customers and markets

• Risk identification and management within supply chain 

• Increased operational agility, and by extension, resilience

Manufacturing impacts

• Timely response to critical domestic needs

• Robust domestic supply strategies 

• Visibility into lower tiers, enabling supply chain optimization and ensuring operational reliability

Desired outcomes/metrics and expectations

• Supplier scouting matches 

• Resulting impacts, including increased sales and cost savings

• Increased domestic production of strategic products and critical industries 

• Creation of new quantitative metrics for supply chain strength, vulnerability and mitigations
4

Fund Center-specific projects including:

Potential project* Manufacturer 

impact

Manufacturing/supply 

chain impact

Metrics Pricing

Centers pilot MEP 

Supplier Scouting using 

different database 

platforms and 

demonstrate data 

sharing and 

interoperability among 

the disparate systems. 

• Improved access to 

suppliers and 

customers for SMMs

• Improved market 

resilience to disruptions

• # of companies 

participating

• # of supplier 

scouting 

connections

• # clients served

• Client-reported 

impacts

• $200,000 -

$2,000,000 (or 

whatever is the 

eligible maximum 

amount is)

Centers partner with an 

OEM (or group of 

OEMs) within a priority 

national supply chain to 

provide supplier 

development or other 

services to improve 

resilience of the supply 

chain. 

• Improved MEP client 

resilience in a critical 

supply chain

• Improved critical supply 

chain resilience

• # of suppliers 

participating

• # of OEMS and top 

tiers participating

• # of supplier 

scouting 

connections

• # clients served

• Client-reported 

impacts

• $50,000 - $2,000,000 

(or whatever is the 

eligible maximum 

amount is)

Centers develop the 

MEP Manufacturer 

Resilience Playbook 

based on the MEP 

Manufacturer 

Resilience Framework 

via delivery of services 

to suppliers within 

specific supply chains.

• Demonstrate 

adoption of 

resilience framework 

• Document best 

practices

• More SMMs successfully 

improve resilience

• # suppliers adopting 

resilience playbook

• # clients served

• Client-reported 

impacts

• $50,000 - $1,000,000

Centers enable MEP 

clients by working with 

companies to pivot or 

diversify markets to fill 

gaps in domestic 

production of critical 

technologies, key 

products and critical 

supply chains.

• Access to new 

markets in critically 

needed areas

• Diversification of supply 

chain for critical products

• # of clients served

• # clients served

• $50,000 - $2,000,000 

(or whatever is the 

eligible maximum 

amount is)

Centers develop and 

deploy reshoring 

services to increase 

domestic supply of 

critical products. 

• New markets for 

critical products

• Diversification of supply 

chain for critical products

• # manufacturers 

served

• Client-reported 

impacts

• $75,000 - $500,000
5

Potential project* Manufacturer 

impact

Manufacturing/supply 

chain impact

Metrics Pricing

Centers work with 

companies on risk 

management, including 

cybersecurity, to 

identify the triggers of 

risk events, the 

importance of 

developing a plan to 

mitigate them when 

they do occur, and how 

to establish monitoring 

metrics and activities to 

be prepared for the 

inevitable. 

• Demonstrate how 

the financial impact 

of risk is determined 

and why a risk 

management plan is 

an essential element 

to operational 

efficiency

• SMMs are more aware of 

risks and better prepared 

for emergencies

• # of manufacturers 

served

• Client-reported 

impacts

• $75,000 - $500,000

Centers work with small 

and medium-sized 

manufacturers to gain a 

better understanding of 

roles in the supply chain 

and how they 

contribute to reaching 

goals of the top tier, 

thereby increasing 

value to the customer.

• Partner engagement 

improves supply 

chain results and 

performance by 

developing and 

synchronizing a plan 

that aims to reach 

tier one 

manufacturers’ 

overall goals. It is 

intended for all 

members of the 

chain based on a 

holistic view of the 

entire supply chain.

• SMMs are more 

responsive, and OEMs 

and tier one organizations 

have more options, thus 

growing U.S. 

manufacturing.

• # of manufacturers 

served

• Client-reported 

impacts

• $50,000 to 

$1,000,000

Centers develop and 

deliver executive supply 

chain strategy services 

designed for company 

leaders that are 

responsible for charting 

the course of an 

organization, providing 

executives with a 

mechanism to better 

understand the cause 

and effect of decisions 

within the supply chain.

• Provides executives 

with a mechanism to 

better understand 

the cause and effect 

of decisions within 

the supply chain. It 

also provides a 

method to 

understand the 

critical areas 

controlling the 

performance of the 

supply chain, and 

foster collaboration 

among the supply 

chain.

• # of manufacturers 

served

• Client-reported 

impacts

• $50,000 -

$1,000,000

*Centers should not submit projects to develop a National Supply Chain Database. Projects associated 

with a National Supply Chain Database should focus on interoperability among databases in use within 

Centers.
6

NIST MEP Strategic Planning Exercise: 

Technology and Innovation

Subtopics

Technology demonstration, cybersecurity, technology adoption

Objective

Drive development and adoption of proven advanced manufacturing technology, integrating 

cybersecurity which will enable innovation. Catalyze innovation by establishing and growing advanced 

manufacturing technology ecosystems that align, connect and facilitate resources for smaller 

manufacturers to allow them to use state-of-the-art R&D institutions, federal labs and higher education 

institutions. Scale up the number of manufacturers digitalizing their production processes while 

simultaneously adopting cybersecurity practices.

Challenge/need

• Nearly 99% of all U.S. manufacturing establishments are small and medium-sized manufacturers 

(SMMs) with fewer than 500 employees; approximately 91% have fewer than 100 employees. 

SMMs employ approximately 71% of domestic manufacturing workforce. SMM technical 

sophistication lags behind that of large companies. Without increases in SMM adoption of 

advanced technology, U.S. manufacturing adoption of advanced technology will remain 

constrained.

• SMMs need significant assistance in bridging the gap between their own state of practice and 

the state of the art available in key product, technology and industry areas.

• Decreasing financial and operational risks in deploying advanced technology is critical to SMM 

adoption. Multiple national priorities have been identified/exist in multiple industries, involving 

a diverse array of technologies and products. In response, demonstrating these technologies 

and implementing its adoption is necessary to address a broad array of national priorities.

• Manufacturers need resources and flexibility, including mobile options, to inform decisionmakers and address the time demands, and to enable businesses to properly evaluate advanced 

technologies and increase confidence in the potential return on investment.

Strategy

Fund MEP Centers to pursue tech demonstration center partnerships, large-scale cybersecurity 

deployment and specialized technology adoption projects.

The MEP Centers become the primary advanced manufacturing knowledge base and resource in their 

market for smaller manufacturers. The MEP Center understands and translates what advanced 

manufacturing technology is and how it can support growth and improve their bottom line.
7

Position each MEP Center to convene, connect and coordinate the local advanced manufacturing 

ecosystem resources and support the voice of the small and medium-sized manufacturers.

Tactics may include:

• Expand MEP National NetworkTM expertise and capabilities in-house and through stronger 

partnerships in Industry 4.0, cybersecurity and advanced technology

• Showcase successful, relevant company examples and demonstration facilities

• Convene and facilitate collaborations between original equipment manufacturers (OEMs), 

Industry 4.0 technology developers and SMMs to define digital transformation and adoption 

pathways 

• Provide solutions through a national team of MEP Center staff that are experts in advanced 

manufacturing and cybersecurity, and who have the skills to help smaller manufacturers address 

their major technology challenges. 

• Develop virtual programming of spacing for plant layout to enhance workflow/production

• Partner with existing or create new demonstration centers that manufacturers can get to easily; 

create mobile demonstration centers “in a box” that can be transported to remote areas; deploy 

technology demonstration through higher education (minority-serving institutions, tribal 

colleges and universities, Hispanic-serving institutions, community colleges, universities, etc.)

• Develop project assessments to identify opportunities to apply technology; assess needs, help 

design solutions, develop business cases, and bring in qualified vendors and integrators

• Leverage OEM national connection to help suppliers adopt advanced manufacturing technology

• Match early-stage companies that are moving into manufacturing with training and technical 

assistance, including making connections to other players in local innovation ecosystems such as 

Second Muse in New York and others around the country

• Provide mobile training on advanced manufacturing technology and cybersecurity for remote 

and rural manufacturers

• Facilitate connections and technical assistance/problem-solving between federal labs, 

universities, Manufacturing USA institutes and manufacturing companies – for both established 

and early-stage companies

• MEP Centers will act as connector and project manager, ensuring that company needs are 

effectively serviced by research institutions. This requires a dedicated team of staff who build 

knowledge and relationships with labs and academic institutions. This effort will also need to be 

coordinated at the local, state and national levels.

• Support entrepreneurs and early-stage companies that are moving into manufacturing with 

training and technical assistance, including making connections to other players in local 

innovation ecosystems

• Tighten the linkage between manufacturing and R&D, and act as the voice of manufacturing 

production to strategically influence the national and local R&D agenda; identify the 

technologies where the U.S. should strive to lead and own the intellectual property, and develop 

plans to capture domestic production of these critical new or emerging technologies
8

Manufacturer impacts

• Increased awareness, understanding, training on and deployment of advanced manufacturing 

technology by SMMs

• Increased SMM productivity and workforce capabilities

• Improved attractiveness of manufacturing as a career option for engineering and trades

• Improved SMM technology investment, safety, cybersecurity risk management

• New market and growth opportunities for SMMs in higher margin markets

Manufacturing impacts

• Increased domestic production for key product, technology and industry areas, contributing to:

o An increase in manufacturing’s contribution to the nation’s gross domestic product 

(GDP)

o A decrease in the trade deficit for the U.S.

• Accelerate and increase availability of high quality and complex manufactured products, 

contributing to increased U.S. national and economic security and public health

• Decreased life cycle costs of complex manufactured products

• Increased presence of manufacturing as a contributor to local economic development strategies 

and approaches

• Wage growth for manufacturing workers due to the upskilling of capability

Measures

• Count of technology projects established and operating, to include counts and identification of 

partners involved in the technology projects; SMM clients served by technology projects; and 

key products, technologies and industries addressed by technology projects

o Non-MEP program funding, meaning no federal funds appropriated for the program 

and/or funds used as match, leveraged by technology projects

o Different operational forms of manufacturing technology demonstration facilities 

(MTDFs), e.g., user facility, tech college training facility, teaching factory, mobile

demonstration lab, MEP Center demonstration facility, etc.

• Count of MEP Center projects with SMMs focused on advanced manufacturing technology, to 

include projects focused on awareness, training and secure implementation

o Counts of instances where projects resulted in actual in-factory implementations by 

SMMs

o Counts of SMMs and/or individuals trained on the safe and secure technology 

implementation

• Count of MEP-Assisted Technology and Technical Resource (MATTR) projects leveraging NIST 

laboratories in terms of consultations with NIST technical experts and cooperative research and 

development agreements with NIST labs

• Change in percentage of domestic content in key product, technology and industry areas (and 

contribution to changing/decreasing U.S. trade balance)
9

• Count of technologies tested for applicability, usability, safety and/or security prior to inclusion 

in MTDF

• Count of technologies where MEP Center(s) successfully influenced the design of the technology 

to improve that technology’s usability, safety, security or cost

Desired outcomes/metrics and expectations

What is the desired outcome?

To reach small and medium sized manufacturers in the U.S. marketplace to deliver information on 

advanced manufacturing, cybersecurity basic practices and increase the number of technology adoption 

projects by 15% in the first year.

Fund Center-specific projects including:

Potential project* Manufacturer impact Manufacturing 

impact

Metrics Pricing

Showcase of 

advanced 

manufacturing 

technologies (e.g., 

Industry 4.0, artificial 

intelligence, 

augmented reality, 

virtual reality, etc., 

such as the South 

Dakota and Indiana 

Robotics Initiative)

• Awareness/understanding 

of new technologies

• Growth of 

technology adoption 

to increase capacity 

and capability for 

domestic supply 

chain.

• # of events/demos

• # of technologies 

showcased

• # of manufacturers 

attending

• Follow-up metrics

• Up to $2,000,000 

(or whatever the 

maximum amount 

is)

Establish and operate 

an MTDF within an 

MEP Center

• Technology deployments

• Production and quality 

increases

• Cost reductions

• Local manufacturing 

GDP growth

• Worker wage 

growth

• # of events/demos

• # of technologies 

showcased

• # of manufacturers 

engaged

• # of projects initiated

• Follow-up metrics

• Funding leveraged

• # of funding partners

• Up to the 

maximum

Establish and operate 

an MTDF in 

collaboration with 

and located at local 

partner organizations 

• Technology deployments

• Production and quality 

increases

• Cost reductions

• Local manufacturing 

GDP growth

• Worker wage 

growth

• # of events/demos

• # of technologies 

showcased

• # of manufacturers 

engaged

• # of projects initiated

• Follow-up metrics

• Funding leveraged

• # of funding partners

• Up to the 

maximum
10

Potential project* Manufacturer impact Manufacturing 

impact

Metrics Pricing

Establish and operate 

a mobile MTDF

• Technology deployments

• Production and quality 

increases

• Cost reductions

• Local manufacturing 

GDP growth

• Worker wage 

growth

• # of events/demos

• # of technologies 

showcased

• # of manufacturers 

engaged

• # of projects initiated

• Follow-up metrics

• Funding leveraged

• # of funding partners

• Up to the 

maximum

Pilot and document 

how to serve 

technology needs of 

SMMs with NIST 

technical resources 

via MATTR, to include 

MEP Center training 

on delivery of MATTR 

services

• # clients served, 

associated individual 

impacts

• Critical needs for 

technologies 

successfully satisfied 

through domestic 

capabilities

• Domestic 

measurement 

technology 

advantages 

translated directly 

into 

competitiveness

• Centers trained

• MATTR agreements 

executed

• Scorecard impacts of 

projects

• Reported company impacts 

resulting from 

collaborations

• $75,000 to 

$500,000

Facilitate connections 

and technical 

assistance/problemsolving between 

federal labs, 

universities, 

Manufacturing USA 

institutes and 

manufacturing 

companies – for both 

established and earlystage companies 

(e.g., extension of 

embed, Tech Bridge 

partnership, tech 

transfer partnerships 

for 

commercialization)

• SMMs grow as a result of 

new technology adoption

• Domestic 

technology 

applications 

translated directly 

into 

competitiveness 

• # of technology 

provider/SMM 

collaborative projects 

• Reported company impacts 

resulting from 

collaborations

• $75,000 - $300,000

Demonstrate the 

successful integration 

of cybersecurity 

protections for 

manufacturing 

operational 

technology (OT) into 

Center delivery of 

Industry 4.0 services 

• # of secured client 

technology deployments 

• Improved cyber-resilience 

of production operations

• Reductions in cyberrisks of 

technologically 

advanced and 

competitive supply 

base

• # of OT protection projects 

executed

• # of Centers executing OT 

protection projects

• # of customers served

• $50,000 to 

$500,000
11

Potential project* Manufacturer impact Manufacturing 

impact

Metrics Pricing

Demonstrate the 

successful delivery of 

cybersecurity 

assistance to 

manufacturers 

operating within 

commercial/nondefense supply chains

• # of non-defense clients 

served

• Improved cyber-resilience 

of production operations.

• Reductions in cyberrisks of 

technologically 

advanced and 

competitive supply 

base

• # of non-Department of 

Defense (DOD) protection 

projects executed

• # of Centers executing nonDOD protection projects

• # of customers served

• $50,000 to 

$500,000

*Projects should target critical technologies, key products and national priority supply chains.

NIST MEP Strategic Planning Exercise: 

Workforce Initiatives

Objective

To support manufacturers’ skilled and diverse workforce needs and to address worker shortages in the 

manufacturing industry with new approaches to recruitment, retraining and retention.

Challenge/need

There is an urgent shortage of skilled workers that is inhibiting manufacturing growth. By closing this 

gap we can grow the industry and lift the entire nation. Companies can accelerate the adoption of 

Industry 4.0 technologies with access to more STEM talent. There is a need to rebrand manufacturing as 

a career of choice. To win the battle for talent now and in the future, we need to be as innovative in the 

way we manage people and build winning workplace cultures as we are with our products and services.

• The skills required to be successful in the manufacturing industry are changing. Manufacturers 

can keep up by scaling apprenticeship and other “grow your own” programs. Additionally, 

upskilling programs are needed to take advantage of new technologies and approaches to 

improve productivity.

• Engaging the historically Black colleges and universities (HBCUs), Hispanic-serving institutions, 

and tribal colleges and universities to attract a more diverse workforce into manufacturing as 

employees and small manufacturing business owners.

• Unemployed and underemployed workers, particularly in disadvantaged communities, present a 

large pool of new workers that can help grow the industry. Recruiting this untapped talent pool 

requires new types of training, and addressing systemic barriers such as transportation and child 

care.
12

o Engaging the unemployed and underemployed workers, particularly in disadvantaged 

communities, people of color, and women that represent a large pool of new workers 

that can help grow the industry. Populations considered underserved: Black, Latino, 

Indigenous and Native American persons, Asian Americans and Pacific Islanders, and 

other persons of color; members of religious minorities; lesbian, gay, bisexual, 

transgender, and queer (LGBTQ+); persons with disabilities; persons who live in rural 

areas; and persons otherwise adversely affected by persistent poverty or inequality.

o Recruiting the next generation of workers from a rapidly diversifying workforce and 

bringing new workers into the sector at a time of rapid technological change. Small and 

medium-sized manufacturers (SMMs) will need to focus on recruiting a more diverse 

and equitable workforce into entry-level production jobs, promoting more equity 

mobility within manufacturing, from the skilled trades up through management and 

ownership, and developing and maintaining a culture to sustain equity and inclusion.

Strategy

Position MEP Centers through funded initiatives to act as the knowledge base and be the connectors 

and convenors as regional intermediaries. MEP Centers will organize groups of manufacturing 

companies, identify their workforce needs, and work with partner workforce organizations to 

coordinate and tailor services to meet the identified needs of U.S. manufacturers.

Tactics may include:

• NIST MEP will articulate a national workforce strategy for manufacturing in alignment with the 

market’s economic development strategy.

o Inventory, catalogue and leverage related MEP Center workforce efforts across the 

Network and coordinate NIST MEP workforce initiatives to provide funding for scaling 

successful projects

o Create a knowledge base of manufacturing workforce information captured by MEP 

Centers and use this information as a foundation for supporting what it means to 

address the workforce shortage; create and continue federal and national level 

partnerships

o Lead development and execution of a national manufacturing workforce strategy, with 

other federal agencies, state partners, other nongovernmental organizations and 

stakeholders

o Develop a workforce playbook that can be a go-to resource for Centers looking to better 

engage around workforce

• Position MEP Centers as regional/state intermediaries, to organize manufacturers, identify 

needs and work with partner workforce organizations to address critical issues.

o Fund or enhance a workforce intermediary in each MEP Center. Working with NIST MEP 

staff, Centers will:

▪ Work with stakeholders to define the current and projected manufacturing 

workforce needs of their state
13

▪ Develop Center/state workforce strategy leveraging federal resources, but 

tailored to individual needs of state (possibly use Policy Academy-type event)

▪ Develop industry sector talent partnerships to define and implement training 

and skill development

• Special connection to manufacturing technology demonstration 

facilities with a focus on defined key products, technologies and 

industry sectors

• Identify opportunities to fill the gaps in knowledge, skills and 

capabilities across all areas of the manufacturers’ needs, such as 

financial management, cybersecurity, marketing, etc.

▪ Design and implement awareness campaigns to educate and entice new 

entrants to careers in manufacturing

▪ Develop strategies to tap into multiple workforce pipelines, such as educational 

institutions, transitioning military and upskilling existing workforce

▪ Be the voice of manufacturing to educational institutions to develop innovative 

training and educational programs across the career spectrum

▪ Convene workforce partners to be intentional about tapping into and removing 

barriers for underemployed people, underrepresented labor pools, and for 

supporting diversity and inclusion

▪ Partner with local community colleges and workforce development boards to 

optimize funding, to connect industry to education, and to connect industry to 

recruitment opportunities and/or help create opportunities

o Fund Center-specific projects to:

▪ Expand manufacturing apprenticeships, incumbent worker training and other 

work-based learning experiences with state partners

▪ Promote advanced workforce practices to improve culture, with a focus on 

diversity, equity and inclusion

▪ Identify innovative ways to increase productivity and retention to fully use the 

existing workforce

▪ Use learning management systems to deliver products that meet the needs of 

manufacturers in a timely manner 

Manufacturer impacts

• Improved access to a more diverse and skilled workforce 

• Improved access to relevant workforce development offerings

• Input to current and future education and training programs

• Resources available to help SMMs fill their internal pipeline of skilled workers using career 

pathways

• Higher staff retention rates

Manufacturing impacts

• Increase in productivity and quality for manufacturing
14

• Decrease in unfilled manufacturing jobs (companies have the people and talent to manufacture)

• Continual seeding of the manufacturing worker pipeline 

• Improvement in the perception surrounding manufacturing jobs

Desired outcome/metrics and expectations

What is the desired outcome?

Expanding the pool and diversity of skilled workers choosing manufacturing as a career in each MEP 

Center market and upskilling existing workforce for the adoption of new technology and practices.

Metrics and expectations

• Short term (outputs)

o States with manufacturing workforce strategy implemented

o Number of companies involved in upskilling programs

o New hires or placements facilitated

o Number of outreach activities, including referrals made and manufacturing workforce 

marketing events

o Dollars deployed (investments made) as part of Center/state workforce strategy

• Longer term (outcomes)

o Ability of companies to fill talent needs

o Growth in manufacturing employment of a diverse workforce

o Growth in rate of pay

o Diversity of the manufacturing workforce

o Improved perception of manufacturing jobs
Fund Center-specific projects including:

Potential Project Manufacturer 

impact

Workforce 

impact

Metrics Project Pricing Estimates

Expand 

manufacturing 

apprenticeships and 

include a diverse 

workforce

• Upskilled workforce • Diversity of new 

workforce

• Skilled workforce

• # of companies 

participating

• # of new apprenticeships

• # of underrepresented 

people in apprenticeship

• # of minority-serving 

institutions (MSI) 

participating

• # of new partners engaged 

to support statewide 

efforts

• $150,000-$500,000

(this could pay for staff, 

trainers, materials, depending 

on how long and how many 

different types of 

apprenticeships.)

Expand/develop new 

workforce training 

with local and state 

partners (e.g., 

industry supported 

bootcamps) 

• Access to skilled 

workforce

• Jobs filled

• Input to current and 

future education and 

training programs

• Job placement • # of companies 

participating

• # of new placements

• # of underrepresented 

people trained 

• # of underrepresented 

people placed

• # of MSI participating

• # of new partners engaged 

to support statewide 

efforts

• $100,000 - $400,000

(like apprenticeship, costs are 

for staff, materials, trainers. A 

smaller center could do a lot 

with $100K for 1-2 years)

Promote advanced 

workforce practices 

to improve culture, 

especially through 

HBCUs, with a focus 

on diversity, equity 

and inclusion (e.g., 

implement and 

enhance Smart 

Talent)

• Retention of skilled 

workforce

• Improved 

recruitment success

• Job satisfaction • # of companies with 

projects

• Turnover rate 

improvement

• Demographic data tracked 

(yes/no)

• What are you tracking?

• $200,000-$400,000

o Depending on project 

timeline-$400K would be 

for up to 3 years

Identify innovative 

ways to increase 

productivity and 

retention to fully use 

the existing 

workforce

• Upskilled workforce

• Workforce 

retention/reduced 

turnover

• New skills 

achieved

• # of companies involved in 

upskilling programs

• # of incumbent workers 

trained in new 

skills/technology

• # of new partners engaged 

to support statewide 

efforts

• $150,000 - $500,000

This is consulting projects. 

Centers would have staff or 

contractors doing work at 

companies. figure $25K+ per 

company)
16

Potential Project Manufacturer 

impact

Workforce 

impact

Metrics Project Pricing Estimates

Use learning 

management systems 

to deliver products 

meeting the needs of 

manufacturers in a 

timely manner 

• Manufacturers have 

access to flexible 

training

• Rural and very small 

manufacturers 

participate in more 

training

• Individuals have 

flexible access to 

training

• # of new rural companies 

participating

• # of very small companies 

participating

• # of new partners engaged 

to support statewide 

efforts

• $200,000 - $1M

Platforms could be up to $200K 

per year, center would want to 

commit to 2+ years as a pilot, 

then access 

materials/programming and 

staff for delivery.

• $1M-$2M if multi-center, 

One platform, but license cost 

would be expanded. Each 

center would need $250K + 

each for delivery pilots

Position the MEP 

Center as 

regional/state 

intermediary, 

organizing 

manufacturers, 

identifying needs; 

work with partner 

workforce 

organizations to 

address critical issues

• Improved access to a 

new diverse and 

skilled workforce 

• Improved access to 

relevant workforce 

development 

offerings

• Input to current and 

future education and

training programs

• Growth in 

manufacturing 

employment of a 

diverse workforce

• Diversity of the 

manufacturing 

workforce

• Improved 

perception of 

manufacturing 

jobs

• State manufacturing 

workforce strategy 

implemented

• # of outreach activities, 

including referrals made 

and manufacturing 

workforce marketing 

events

• Dollars deployed 

(investments made) as 

part of Center/state 

workforce strategy

• # of MSI participating

• # of new partners engaged 

to support statewide 

efforts

• $300,000 - $1,000,000

Depending on time of project. 

estimate $200K+ per year for a 

full time person and then 

funding for projects and 

partners.

Implement regional 

or statewide pipeline 

development 

initiatives (e.g., 

internship programs 

targeted to diverse 

candidates)

• Increased new 

employees 

interested in 

manufacturing 

careers

• More youth 

entering 

manufacturing 

jobs and 

manufacturingrelated education 

programs

• # of students engaged

• Diversity of students 

engaged

• Student perception 

changes regarding 

manufacturing careers

• $300,000-$600,000

Could be less over time. Funds 

could help off set intern 

stipend to get started. Center 

needs to staff the outreach, 

intern recruitment, and help 

companies implement the 

intern in the organization

Lead ongoing 

discussions regarding 

the future needs of 

small manufacturers 

• Awareness of future 

trends 

• Access to 

continuously 

updated training 

offerings

• Workforce with 

continuously upto-date knowledge 

and skills 

• # of seminars, forums 

conducted 

• # of partners identified 

(original equipment 

manufacturers, defense 

firms)

• Workforce skills identified

• $50,000 - $250,000

These could be smaller starter 

projects to help with Mfg. Day 

type activities.

NOTE: The above are different tactics and a center can choose one tactic or several tactics within their 

proposals and can also choose tactics among different program areas or one program area. Pricing is 

reflected to gauge the level of effort and cost per market.