Production why us

In the long-term, the United States Manufacturing Production is projected to trend around 0. Trading Economics members can view, download and compare data from nearly countries, including more than 20 million economic indicators, exchange rates, government bond yields, stock indexes and commodity prices. Features Questions? Contact us Already a Member? It allows API clients to download millions of rows of historical data, to query our real-time economic calendar, subscribe to updates and receive quotes for currencies, commodities, stocks and bonds.

Click here to contact us. Please Paste this Code in your Website. United States Manufacturing Production. June 7, Manufacturing output jumped 1. Economists polled by Reuters had forecast manufacturing production rising 0. Last month, production at auto plants soared The shortage of semiconductors has forced auto companies to adjust their production schedules. The Fed noted that "a number of vehicle manufacturers trimmed or canceled their typical July shutdowns," when they retool their plants.

Questions or Comments. FRED Help. Follow us. Back to Top. Federal Reserve Bank of St. Louis, MO View All. Some steps to consider include:. Plan to diversify sources for critical components and materials.

This might include geographic diversification, either partnering with the same supplier or using second sources where economically feasible. As an example, Taiwan Semiconductor Manufacturing Company has spread its most important fabs across three science parks in Taiwan.

Intel uses multiple fabs across the United States, Ireland, and Israel to produce its microprocessors. Many manufacturers are wary of the expense of duplicate tooling and the challenges in balancing production workloads across multiple sites, but they may wish to reconsider as more weak links are exposed.

Where diversification is not possible, reconsider what levels of safety stock or strategic inventory reserves are appropriate. Raw materials or intermediate goods that are earlier in the value chain are less costly to carry, and it may make sense to have larger reserves on hand.

If it will take time to replace lost capacity, larger inventories of finished goods could make sense. Examine logistics bottlenecks and plan alternatives. The current crisis is wreaking havoc with container shipping and air cargo and now is spreading to domestic trucking.

To safeguard themselves against such disruptions, companies either need to have suppliers closer to their production locations and markets where products are consumed, or they need to understand where critical bottlenecks exist in their logistics systems and develop back-up plans.

Reconsider capacity-planning strategies for strategic commodities like medical supplies. This will likely have to be in collaboration with national governments, which may be willing to subsidize extra capacity by making purchases for a national stockpile. Alternatively, a government might subsidize surge capacity via something like the U. The pandemic and trade wars together highlight the brittleness of our global supply chains and trading system.

Managers should heed the lessons and build more resiliency into their operations. If our content helps you to contend with coronavirus and other challenges, please consider subscribing to HBR. A subscription purchase is the best way to support the creation of these resources. You have 1 free article s left this month. You are reading your last free article for this month.

Subscribe for unlimited access. Create an account to read 2 more. Bringing Manufacturing Back to the U. Is Easier Said Than Done. What will it take to reverse a decades-long shift to global supply chains?

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