Many of the more recent technological advances in the packaging industry tend to fall under the heading of smart packaging, an umbrella term that indicates packaging materials and methods outfitted with modern technology such as tracking and identification. Long-established technologies like QR (quick response) codes, RFID (radio frequency identification) tags, and moisture-controlling silica gel packets are still being used widely for these purposes, while newer innovations like spoilage indicators for food packaging are beginning to see greater adoption. These smart packaging staples work in concert, adding even more tools that can provide more detailed and up-to-date information for clients and receivers.

As much as hardware solutions like these are creating new and exciting opportunities for packaging as they are further established, AI (artificial intelligence) is a software innovation with incredible reach that is making as much of an impact for packages as it is in practically every other sector worldwide. Often, AI works in tandem with these established hardware devices and seeks to make them more diverse and more effective. This AI incursion into the market is also visible on the consumer end, as a customer’s packaging experience can now have a greater degree of customization to more accurately match demographic data within the consumer base. Manufacturers are also seeing the benefits of AI technology in the form of more detailed predictive analytics that can determine the best ways to use packaging materials.

The packaging industry at large cannot help but notice the latest developments in AI technology. A blog post for website Packaging Labelling says that packaging systems powered by AI “have positioned the packaging industry in a totally different dimension through their advanced capabilities.” For example, AI-powered robotics are now allowing packaging manufacturers to move through typical processes more quickly without sacrificing factory-style precision. The systems behind these robotics are also now built with predictive maintenance in mind, so that automation can foresee and eliminate problems before they start, minimizing downtime caused by maintenance. Packaging Labelling says that machine learning—meaning AI models able to grow their knowledge database over time, similar to how human brains learn—is allowing businesses to handle greater demand in a way that doesn’t cause problems down the line.

Perhaps as much as these types of technology are bringing new solutions to modern packaging, sustainability is the other pillar influencing both manufacturers and clients alike. More than ever before, both customers and government initiatives are calling on packaging manufacturers to consider more environmentally friendly alternatives to typical materials and approaches. An article from German packaging and processing trade fair Interpack says that materials like paper and cardboard are beginning to come back into favour for creating packages. This is because fibrous materials like these can be modified to a greater degree than others, especially against the elements and other outside interference, and are far more recyclable than contemporary alternatives.

There has been a shift within the industry toward more Earth-friendly, naturally occurring materials, creating both a resurgence of and demand for what are called mono-materials: single-source resources used to create packaging, such as those mentioned by Interpack (i.e. paper, wood, glass). These mono-materials are becoming preferable, in an environmental sense, to composite packaging materials like aluminum or those mixed together from various plastic sources. While these composites have been very useful for decades, they do not recycle nearly as easily as mono-materials do, although multi-materials still offer superior protection for now. Their lack of reusability is problematic when it comes to both what consumers are looking for today and increasingly strict environmental policies being adopted around the world in the name of protecting Earth’s natural resources and the human way of life.

Generally speaking, single-use plastic packaging is being passed over, culturally at least, in favour of solutions that involve materials from natural sources. A blog post for Flint Group Packaging Solutions says that plastic waste contributes significantly to pollution. This is why the industry is not only reconsidering the materials it works with but pivoting toward alternative packaging solutions like barrier coatings. Barrier coatings are thin layers of consumables made to resist external factors that a package can encounter, from moisture and grease to oxygen and vapour.

“[Barrier coatings] help to improve the durability and functionality of packaging materials,” says Flint Group, allowing natural-based packaging solutions to stand up to the elements while remaining recyclable, biodegradable, and easy to compost.

Another specific practice aimed at sustainability that is getting more notice in packaging circles is lightweighting: the use of small amounts of material to create lighter packaging that performs at the same level as heavy-duty products serving the same function. A blog post for packaging manufacturer Fords says that minimizing the weight and volume of packaging “can significantly reduce carbon emissions… where lighter packaging translates into lower fuel consumption and more efficient transportation.” Lighter versions of packaging products made from metal, glass, and plastic are helping to cut down on energy and water usage in the industry, as well as carbon dioxide emissions, without sacrificing the ability to recycle them or the durability of such products.

There is no shortage of growing conversations to keep up with, and one way to take the temperature of the industry’s biggest concerns and updates comes with the annual Pack Expo, taking place this October in Chicago, Illinois. Thousands of attendees, along with hundreds of exhibitors, will be immersing themselves in the latest topics of concern to the industry. This year’s talking points include the use of AI to navigate international tariffs and supply chain issues, as well as high-pressure processing, a type of preservation process available to manufacturers, and various topics further discussing the evolving policies and practices of an already-burgeoning market segment. These subjects are grouped into broader categories that aim to drill down into areas like robotics, food and beverage, and industry-wide concerns, and the conversations will continue to power the momentum of packaging innovation as the year winds down.

Packaging is just one of the countless sectors worldwide looking to embrace change and stay at the forefront of developments that can make manufacturing easier and more efficient. Continued movement toward embracing both cutting-edge technology and environmentally friendly manufacturing will likely serve the millions around the world who rely on packaged goods from retailers of every size, from global giants like Amazon to more localized operations. This will not only benefit manufacturers, but perhaps more importantly, it will help ensure that customers continue to receive their packaged goods in a timelier and safer manner than ever before.

The post Smarter Options for Packaging<p class="company">How Technology and Sustainability are Reshaping Shipping</p> appeared first on Manufacturing In Focus.

While machining processes remove material from metal pieces to create parts, fabrication is all about shaping and joining metal. Fabrication services include cutting (with lasers, saws, and waterjets), forming (manipulating metal with press brakes or other machines), assembly (putting the pieces together, often through welding), and finishing (deburring, polishing, and adding coatings to enhance the surface of the metal). These actions are typically performed on steel plates and sheets, bars, and tubes.

An important application for many sectors, metal fabrication is an absolute necessity in the defence, aerospace, construction, and energy industries. In such sectors, performance is paramount and a part failure could have catastrophic consequences. Components on airplanes, submarines, and ships need to work perfectly under the most extreme conditions imaginable (cold, heat, intense water pressure, wind, hail, rain, et cetera). Reliability and durability are crucial under such circumstances.

Within the energy sector, fabricated steel structures and components are integral to power stations, oil refineries, oil drilling operations (on land or at sea), wind turbine towers, and hydroelectric facilities. These structures and parts must also be built to endure brutal weather, protecting personnel and the site. In a similar fashion, oil and gas pipelines must be able to withstand corrosion, high internal pressure, ultra-cold or hot temperatures, windstorms, floods, and more.

In construction projects, steel fabrication is central to the creation of structural framing, staircases, HVAC systems, metal façades, and other elements. Pre-fabrication (in which large segments of a building are manufactured offsite then put together onsite) is becoming more common in construction circles.

Metal fabrication frequently entails a high degree of customization (hydroelectric dams and drilling platforms, after all, come in a variety of shapes and sizes, requiring some specialty touches) and is often performed by relatively small companies. In fact, it’s safe to say that small fab shops punch way above their weight class.

“Not many industries can say they’re dominated by small business these days—but metal fabrication can. Operations employing fewer than 50 people make up the vast majority of fabricators in North America,” writes Tim Heston in Building a Diverse Platform to Scale in Metal Fabrication for The Fabricator, official magazine of the Illinois-based Fabricators & Manufacturers Association (FMA).

Regardless of their size, many fab shops are employing future-forward technologies, including AI. Legacy shops can integrate such programs with existing technology such as vision sensor systems and Internet of Things (IoT) networks to augment performance monitoring and data collection. AI algorithms can analyze production stats and make predictions about upcoming machine failures as well as wear and tear on tools.

AI can also be utilized to create and run “a digital twin,” a computer simulation of a machine tool’s processes, assets, and procedures. These digital replicas let operators address issues and smooth out glitches without wasting material.

Artificial Intelligence might make fabrication shops safer as well. “Machine vision and navigation algorithms are widely used by autonomous mobile robots, which use AI-powered technologies to navigate themselves about a facility. These algorithms aid autonomous robots in avoiding hazards and floor workers, while lessening the chance of collisions,” states a recent Motion Automation Intelligence blog post, The Impact of Automation on Metal Fabrication.

If using AI on the shop floor is still a work in progress, the technology can be readily applied for internal purposes. Pundits recommend against using AI to write emails to clients, a process fraught with the potential for embarrassing gaffes and clunky phrasing. Instead, they suggest adopting AI solutions for behind-the-scenes work, such as gleaning and compiling production and sales data. AI-enabled programs can review previous emails and texts to and from clients to gauge response rates and determine what messaging works best. AI solutions can also gather and summarize data regarding labour costs, material prices, production times, and other factors, which is helpful when preparing estimates.

While AI is the new kid on the block, there are plenty of other tech tools that can greatly augment metal fabrication methods. Fab shops have long used robots, for example, to perform cutting, quality inspection, material handling, and especially welding. There is a growing trend toward integrating collaborative robots or “cobots” within fabrication outfits. Cobots can work next to humans without any safety issues, and are ideally suited for repetitive, tiring tasks such as materials handling. As a result, shops can save on labour costs and free up staff to tackle more demanding duties.

Like other manufacturing and industrial plants across North America, metal fabrication shops have been impacted by ongoing labour shortages. As has been widely reported, younger people are not flocking to join the skilled trades to replace existing workers who are reaching retirement age. Cobots and other high-tech solutions can help shops address this labour shortage.

CNC (Computer Numerical Control) systems are another metalworking mainstay. Simply put, a CNC automates the control of a machine tool. Engineers or staff will develop a 3D design using CAD (Computer Aided Design) software, import the design into a CAM (Computer Aided Manufacturing) program to create toolpaths and then enter the resulting instructions into a CNC controller. A CNC lathe or mill then executes the toolpath and creates parts, under human guidance.

“Computer aided design (CAD) software has become an essential tool in steel fabrication, enabling engineers to create detailed blueprints and simulate stress tests before production begins,” says the article Why Steel Fabrication is Essential for the Energy Sector posted on the website of Benchmark Fabricated Steel.

Laser cutters, meanwhile, offer speed, accuracy, and consistency in metal fabrication work. Computer controlled laser cutters focus an intense beam of light on metal surfaces, which melts or vaporizes material. Laser systems have the added advantage of minimizing material waste while performing extremely precise cutting.

Other developments aiding metal fabrication include 5-axis machining. While 3-axis machines have been commonly used in the past, a 5-axis machining centre allows the cutting tool to contact the workpiece from all directions. The machining of complicated parts can be accomplished in a single setup (operators don’t need to manually maneuver the part multiple times, which makes for greater productivity and less opportunity for human error). Some fab shops have also introduced Augmented Reality (AR) or Virtual Reality (VR) systems for training purposes. These technologies provide an immersive environment in which apprentice welders can be trained in a low-risk manner without having to waste material or tie up a machine.

Additional tools include Enterprise Resource Planning (ERP) systems to track and manage raw materials and Manufacturing Execution Systems (MES) to monitor the shop floor in real time. Once again, these existing software programs can be tweaked or supercharged via the judicious use of AI.

Of course, there are plenty of other things domestic fabricators can do to shine outside of investing in new technology. Developing a speciality in rapid prototyping or custom work is an excellent way to compete against offshore rivals. Offshore firms that excel at large fabrication assignments might balk at doing one-off, specialty projects. Focusing on niche areas such as micro-welding or exotic materials serves the same purpose. Offering turnkey services and maintaining a diversified customer base is strongly recommended as well.

There are also tremendous advantages to being based in the United States or Canada. North American firms that use domestic fabricators benefit from shorter lead times, for a start. With no oceans to cross on slow-moving transport vessels, delivery is vastly cheaper and faster. Domestic fabricators can meet in-person with clients (depending on their location), something that might be tricky to arrange with an offshore firm in a foreign locale.

During the COVID pandemic of the early 2020s, North American manufacturers realized the folly of being too reliant on overseas suppliers. When the pandemic hit, oceanic transport slowed to a crawl and ports became jammed. Hiring a domestic fabricator is a good way to avoid many of these pitfalls in the future. Going local can also mean dodging extra expenses associated with tariffs. And, while metal fabricators already make extensive use of recycled steel, going forward, fabricators are becoming increasingly fond of low-carbon steel, which is even more environmentally friendly—an important consideration in an era of government-mandated green regulations.

Given all this, the outlook for the domestic steel fabrication sector is positive. By adopting automation, integrating new technologies, and emphasizing homegrown strengths, metal fabricators in Canada and the United States can more than hold their own against the biggest offshore players.

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“Our area of expertise is bulk material handling equipment, so conveyors, apron feeders and belt feeders, and other related equipment,” explains IEM President Chuck Walls. “We design and build spile bar systems which act as isolation gates in mining operations. We also design and manufacture ball handling systems for mining operations and we build rotary de-barkers for forest product manufacturers. We build the biggest rotary de-barkers in the world.”

A spile bar system enhances safety in ore bins and transfer chutes at mines, while ball handling systems are used to store steel grinding balls for mining applications. As their name implies, de-barkers remove bark from logs. IEM has made de-barkers that can process 450 cubic meters of wood per hour or more.

The company’s main markets include mines, oil and gas operations, and forestry/wood handling. Cement and aggregate plants, port infrastructure, and grain handling facilities represent other sectors for which IEM has built products.

Forging a strong team
The business was founded in 1953 under the name Industrial Equipment Company (IECO). Half a century after the launch, John Hards and Joe Wurz purchased the machinery design and manufacturing division of IECO. The new owners changed the name of their acquisition to Industrial Equipment Manufacturing Ltd. and introduced an employee-ownership plan. At present, “maybe 95 percent,” of IEM staff own shares, Walls explains, with ownership of shares limited to employees only.

IEM has roughly 55 employees at present, up from around 50 at this time last year, and about half of these workers belong to the United Steelworkers (USW) union. The company typically hires newly graduated or junior engineers who can be trained in the company’s practices, such as its hands-on approach. “Our engineers can walk into the shop, see what they’ve designed, see how it’s being built,” says Walls. Here, shop floor staff can directly approach the engineers to refine designs or suggest ideas, a collaborative setup that gives IEM a competitive advantage over companies that perform engineering work in one country and manufacturing in another, notes Walls.

IEM is Engineering and Manufacturing ISO 9001:2015 certified and the company’s welding services are certified by the Canadian Welding Bureau (CWB) to CSA W47.1 and CSA W47.2 standards, for steel and aluminum respectively. The IEM Vice President of Manufacturing is tasked with ensuring that quality benchmarks are met, while the company’s welding supervisor, who is certified in non-destructive testing procedures, conducts extensive weld-related tests.

Safety-wise, IEM employs toolbox talks and strict hazard-avoidance procedures, says Walls. Employees also rely on the company’s close-knit spirit to keep them safe. This is “not a big operation,” so everyone knows everyone else, as well as their spouses and children, says Walls. “We believe that the most important aspect of safety in any operation is—and it sounds corny—how much you care about the people you’re working beside. We find that our senior folks are always looking out for our junior people, making sure they’re doing things right, not taking shortcuts,” he continues.

Competing on quality
The company is based out of a 50,000-square-foot facility conveniently located near both Vancouver International Airport and major ports. While many of its clients are Canadian, IEM has sold equipment to companies with operations in Mongolia, Indonesia, and South America as well. It has also done “a little bit in Europe, and the U.S. of course,” adds Walls. “We specialize in mechanical design, while anything structural or electrical, we would subcontract out.”

IEM also stocks a huge number of spare parts, primarily to provide replacements for its own equipment. For example, it designs and manufactures specialized equipment for surface mining operators in Fort McMurray, Alberta, the epicenter of that province’s oilsands industry. Among other items, IEM supplies specialty equipment including plows, belt cleaners, and pulley cleaners. IEM uses a welding robot built to create wear parts that address the challenges of working with bitumen. Spare parts for such gear might be hard to find outside of IEM.

Walls acknowledges that competition within the bulk equipment handling space can be brutal. “We compete against some very, very large companies [including some] that manufacture all over the world, where the wages are much lower and it’s much cheaper to produce equipment… We can compete with them because of the custom engineering facet of our business,” he shares.

For example, “If you want an overland conveyor, to go from A to B, you go to [the competition]. But if you want three or four kilometers of underground conveyor that’s going to be attached to the ceiling of your mineshaft, you will come to us.”

IEM’s longevity also stems from its reputation for making quality products. “We can’t afford to produce sub-par equipment,” says Walls. “Our quality standards are very high, and we provide excellent after-sales service. What we find is, once we get a customer, they keep coming back. We’re not generally the cheapest when it comes to sticker price, but we compete very well on total cost ownership.”

Wins and challenges
Clearly, clients like what IEM has to offer, as the team has taken on a number of major projects over the decades. The company was hired to build conveyors and galleries—the enclosed structures that go around conveying systems to provide protection from the elements—for a company operating in Nunavut, Canada. Construction was done in sections, which were fitted together in IEM’s shop then painstakingly shipped to the client via barge and ice highway, among other methods. “That was a pretty cool project and quite challenging,” recalls Walls.

IEM has also built cable reel structures for storing ship cables for a major maritime company in British Columbia building supply ships for the Canadian navy. IEM has also designed and manufactured massive de-barkers for a forestry business in Michigan and a pulp and paper companies in Alberta and B.C. Company engineers frequently attend mining and other industry trade shows to meet existing and potential customers face-to-face.

Given the nature of IEM’s work, it is no surprise that Walls cites “the cyclical nature of the natural resources business,” as the company’s biggest challenge while, interestingly, tariffs imposed by the White House have benefitted IEM in some ways. The company has taken on some non-American customers that are eager to find suppliers elsewhere. “We just signed a contract with a small company that builds water treatment systems. They were looking for an alternative tank supplier [to their normal U.S. supplier], because they sell both into the U.S. and Canada, and it’s much simpler for them to have [their systems for Canadian customers] built in Canada,” says Walls.

Embracing the future
Going forward, the company is looking into using artificial intelligence (AI) in its operations. Design work is currently performed with 3D design software, and IEM is open to new technology. “We’ve contracted an AI expert to come in this summer and train some of our people,” Walls shares. “They will look at some of our manufacturing processes and our drafting to see if there are some opportunities to improve quality and efficiency.”

As for the business itself, he personally would like to see the company grow over the next five years, perhaps through acquisitions. One plan would be to buy a fabrication firm, then incorporate IEM’s engineering methodologies into the work practises of the new purchase. Vertical integration is another possibility under consideration. “We spend a lot of money on painting, for instance. As the company starts to build some capital, I wouldn’t mind seeing us invest in a paint company or another kind of supplier to us, and running the companies separately, but owned by IEM.”

Given the company ownership model, any decisions regarding the future must be endorsed by an employee-run board. Naturally, the board is averse to risky ventures that might jeopardize the future of the business if things do not go as planned, notes Walls—and he is fine with this, viewing employee-ownership as a strength.

“It’s nice to work for a company where, when we succeed, all the employees succeed with us—not on a figurative level, but on a very real financial level.”

The post A Reputation for Quality Products and Custom Work<p class="company">Industrial Equipment Manufacturing (IEM)</p> appeared first on Manufacturing In Focus.

Pucci, before becoming Lands & Economic Development Manager at the City of Terrace, built a reputation for strategic engagement in business development. A skilled and passionate negotiator, his résumé includes work with government and Indigenous partners, serving as CEO of Prince Rupert International Airport, and working at Prince Rupert’s Port, Canada’s fastest-growing container terminal. His current role is generating municipal revenue and acquiring and developing municipal lands for the City of Terrace.

A prime location
“We are the Fort McMurray of the 1990s,” says Pucci, referring to the Albertan city which became legendary for its powerful petroleum sector. To Michael Pucci, and many others, the City of Terrace is similarly on the brink of overwhelming success, for a variety of reasons. The city’s population of just 13,000 is small, but its economic and service draw is closer to 40,000. The business, investment, and growth potential of the area is enormous.

When discussing Terrace, a word frequently used is “hub.” The city is easily accessible by the Skeena River and multiple highways (16, 113, and 37) and is just 144 km east of Prince Rupert. Terrace is also linked to passenger rail, bus service, the CN mainline—the only rail line in northern British Columbia—and the Northwest Regional Airport Terrace-Kitimat. Annually, the CN rail line moves about $65 billion worth of Canadian economic value to and from the Port of Prince Rupert through the City of Terrace.

Northern BC is sparsely populated, with about 100,000 residents in a 1,000 km range from Prince Rupert to Prince George. However, Terrace lies along the Trans-Canada corridor, making it a centre for shopping, healthcare, financial services, and other amenities that many similar communities lack. People drive hundreds of kilometres to visit Terrace. In 2024, a study showed that 1,000 regional inhabitants visit the city in any given week, year-round, because of its hub status.

“Tourism accounts for about $84 to $86 million worth of our economy,” says Pucci, “and that includes local tourists who come to see their doctor or optometrist, or go to the grocery store, those kinds of things.” Every year, millions of additional dollars flow into the city thanks to its year-round tourism market. In summer, many are drawn by ocean fishing, boating, and fly-fishing for trout and salmon. In winter, with some of the deepest snowpacks in Canada, they flock to Terrace for skiing and heli-skiing.

Despite its many attractions, the City of Terrace knows success doesn’t happen overnight, and understands that local government must also make an effort at every level. Pucci and his team have exchanged views with Prime Minister Mark Carney three times in the past few months concerning development initiatives. And despite comparisons of Terrace’s emergence with that of Fort McMurray in the 1990s, Pucci understands the importance of proceeding strategically.

“We know from lessons learned where we need to jump over the puddle instead of walking through, and we may need help doing that,” he says. “But we have that type of opportunity here that’s outside of our taxable jurisdiction to the same level of federal economic mover and shaker in a small town. And again, 15 or 20 years from now, we will hopefully have done it better.” He notes that in the ’90s, owing to the oil industry, Fort McMurray’s high local wages also created inflated prices for everything from housing to groceries, and he says measures need to be put in place to ensure this doesn’t happen in Terrace.

Welcoming diverse industries
Many years ago, people and goods such as logs were transported along the Skeena River. In time, this led to the development of railways, roads, and a strong forestry industry. And then, to meet the needs of forestry companies, Terrace transformed itself into a service hub as truck-servicing facilities and heavy industrial groups, like Caterpillar, established themselves in the area. Every day, about 200 Class A forestry trucks roll through.

In the past few years, intent on not focusing too narrowly, Terrace has modernized, invested, and expanded wherever opportunities arise, and sees a future serving multiple industries. Truck drivers need places to sleep and eat, prompting investment in new hotels. And while the forestry industry is growing and evolving, Pucci says Terrace is well-suited to helping related businesses expand locally. Wood mills need forklifts to move product, and manufacturers to make forklifts.

“There are many different industries, but the idea is to look at the core things we do well and ask, ‘How do we participate in those industries?’” he says. “That’s an important reason why we’re able to create and maintain our hub status.”

Together with forestry, the City of Terrace is promoting itself to the mining industry. After Northern Ontario, Northern BC is the hottest mining hub in North America. One of the world’s largest gold deposits was uncovered nearby, and 60 percent of BC’s critical minerals are found within a few hours of Terrace. Some mines are at the permitting stage, while others are in operation, and as these mines develop, they will need more equipment and local labour.

“It’s very top-of-mind right now, and the federal government has highlighted that area as a key revenue source for the Canadian economy,” Pucci shares. “That is beyond the fact that it means a lot to the local economy, because mineral extraction provides a lot of royalties to the federal government. It’s an important component.”

One mine in BC’s Golden Triangle, Red Chris, is on Canada’s Major Projects Office list, and Terrace is well-equipped to meet the logistical needs of this mine site and many others across BC. These sites, along with other major energy projects such as wind, oil, gas, and ports, are estimated to bring $230 billion in affordability, security, and diversification.

Indeed, Northern British Columbia is known as the powerhouse of the province’s mining industry, and it is projected that the construction of 24 mines in the area could realize $69 billion in economic activity for British Columbians from gold, copper, silver, zinc, and other minerals. More mines, of course, mean greater opportunities for related businesses, like depots to serve trucks, commercial vehicle inspection stations, food services, and accommodation.

“We might not see Caterpillar making new diggers here, but will they have a service shop?” asks Pucci. “It makes a lot of sense to have some sort of service depot or affiliation. Will they need certain styles of flatbed trucks to move equipment in the area? One hundred percent.”

Industrial opportunities
When he became Lands & Economic Development Manager, Michael Pucci was intrigued by one of Terrace’s key assets, the Skeena Industrial Development Park (SIDP). The park is remarkable for many reasons, including its size. With over 1,200 acres of continuous greenfield industrial-zoned land, SIDP is larger than Vancouver’s 1,000-acre Stanley Park.

Representing a joint venture and revenue-sharing partnership with Kitselas First Nation, SIDP is ideal for operations large and small. It is close to the Port of Prince Rupert, which is Canada’s third-largest container terminal and the home of the nation’s newest liquefied petroleum gas (LPG) terminal.

“The involvement of First Nations in British Columbia’s economic development, and where that’s going, is something that large and global companies don’t have the strongest understanding of,” says Pucci. “And so, this is a fantastic way to put industry at comfort; that there’s a way to positively engage, as well as contribute to the overall benefit of our region.”

On the highway and adjacent to the Northwest Regional Airport, SIDP is accessible to every part of British Columbia. And with both the transmission and distribution of natural gas and electricity, it has all the base assets for petroleum, manufacturing, logistics, and transportation businesses. Just 10 minutes from nearby communities, it’s conveniently placed. “It is the future of Terrace,” says Pucci, “and it doesn’t have that urbanization concern.”

The Skeena Industrial Development Park may be the clearest expression yet of Terrace’s ambitions. With its scale, strategic location, infrastructure, and partnership with Kitselas First Nation, it offers the city an opportunity to attract investment while building on the strengths that have made Terrace a regional hub. More importantly, it reflects a broader vision that is not dependent on any single industry or project.

For Pucci and the City of Terrace, the goal is not simply to capitalize on a moment of economic momentum, but to build an economy capable of sustaining that momentum for decades to come. Forestry, mining, energy, transportation, tourism, manufacturing, and logistics all present opportunities, but the real advantage lies in the connections between them—and in the businesses and services that emerge around them. By identifying what Terrace does well and positioning itself to support a diverse range of industries, the city is working to turn its geographic and infrastructural advantages into lasting economic value.

That approach also means learning from the experiences of other resource-driven communities. Terrace has an opportunity to welcome major investment without losing sight of affordability, livability, Indigenous partnership, or the needs of the residents and businesses that already call the region home. The ambition is considerable, but so is the opportunity: to grow strategically rather than simply quickly. Terrace has the chance to chart its own course—one that embraces its role as a northern hub, welcomes diverse industries, and creates prosperity that extends well beyond any single boom.

The post The Hub of British Columbia<p class="company">City of Terrace, British Columbia </p> appeared first on Manufacturing In Focus.

Half of the $1 billion will go to R&D to accelerate product development activities, while the remaining half will be dedicated to capital expenditures to strengthen its manufacturing footprint for the long term. An additional $60 million will be given to its DEWALT Grow the Trades initiative through 2030, of which $27 million has already gone into action to expand training programs and career pathways for the skilled trades.

“Our U.S. investment strategy has multiple dimensions and goes far beyond expanding manufacturing—it’s about igniting innovation, building world-class capabilities and redefining the future of work in America,” Stanley Black & Decker’s President and CEO Chris Nelson said in an August 12 news release.”

“By leaning into research and development and investing in the future of our U.S. operations, we are setting the benchmark for next-generation products and solutions. These investments will empower America’s tradespeople to work safer, reach new levels of productivity and rise to help solve the nation’s toughest challenges.”

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The biopharmaceutical company will produce small molecules, biologics, and antibody drug conjugates for a range of diseases at the campus, which boasts a modular and multimodal design, giving it the flexibility to adapt and reconfigure to meet shifting demand. The project is part of the company’s greater plan to invest $40 billion in the U.S. through 2030. As technology, automation, and digital integration advance, so too will the campus.

“We’re building the domestic manufacturing capabilities needed to deliver the next generation of medicines and support future scientific breakthroughs,” Chairman and CEO Christopher Boerner said in a statement. “Houston and the state of Texas offer the talent, infrastructure, and partnership needed to help bring that vision to life.” The Houston campus will expand Bristol Myers Squibb’s operational footprint incorporating “speed, quality and resilience into every stage of how medicines are made and delivered to patients,” the company said.

Texas was selected for its strength as a life sciences hub, home to a qualified and available workforce as well as government incentives and proximity to utilities and transportation infrastructure. The project received $4.89 million through the Texas Enterprise Fund and qualifies for incentives under the Texas Jobs, Energy, Technology and Innovation program as it is expected to create 500 new jobs. Construction is slated to run from 2027 to 2030.

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Ebm-Papst, which was established in 1963 and has more than 13,000 employees in 40 countries worldwide, is anticipated to make about $2.8 billion in revenue and about $343 million in adjusted earnings before interest, taxes, depreciation, and amortization in 2026, according to the press release.

“As a longstanding Ebm-Papst customer, we have a deep appreciation for its integrated airflow technology, custom engineering expertise and talented team, which complement our expertise in mission-critical applications and market reach,” said President and CEO Jill Wyant.

She said the strategy is “built around three core strengths that work together to deliver better air, stronger customer outcomes, and attractive long-term returns,” which she believes the acquisition will strengthen. “Its differentiated, integrated airflow technology further strengthens our return on air capabilities,” she said. “It broadens our ability to scale in mission-critical applications and attractive growth markets, and it gives us another strong platform where we can apply our commercial capabilities, operating discipline, and 80/20 approach to accelerate value creation.”

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The announcement comes after a strategic partnership was signed with the federal government, Telesat, and Canadian satellite manufacturer MDA Space in December.

Telesat CEO Dan Goldberg said the contract will enable the firm to increase the size of its planned low-Earth orbit satellite network with the addition of another 69 satellites. “We’re massively expanding the size of the constellation, which just makes it more competitive, higher performing, more resilient—just a much more powerful network,” he said, which will enable the firm to compete with the likes of Starlink.

Telesat currently has one satellite prototype in orbit undergoing testing, but the plan is to launch its new low-Earth orbit network satellites next year, one year before the federal government contract is set to begin.

The deal comes with two five-year option periods that could see the contract value grow to $2.7 billion over 15 years. There are currently few options for satellite communications in the Arctic, which can be used to support the government’s network of fighter jets, drones, ships, icebreakers, and forward-operating bases in remote locations.

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With nearly $23.9 million in reported liabilities, the majority of which can be accounted for by the judgement, Rebel Creamery is seeking a break as it appeals a decision related to the dispute which originated over packaging.

U.S. District Judge Eric Komitee ruled that Rebel had intentionally infringed and diluted Van Leeuwen’s trade dress through its ice cream packaging, distinguished by pastel colors and distinctive branding including black script lettering and monochromatic pints with matching lids. Komitee found that Rebel’s packaging was similar and that the evidence supported findings of consumer confusion and bad faith. The judge ordered Rebel to stop selling its products and to redesign its packaging.

Rebel’s one saving grace was the fact that many of its sales were driven by demand for keto ice cream offerings rather than its packaging, which is why Van Leeuwen didn’t receive the full $36.4 million it was seeking. The ruling of $23.785 million was Rebel’s profits from sales of ice cream pints bearing the infringing trade dress.

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The company says the furnace was automatically taken offline after an abnormality was detected, a problem it believes resides in the generating station. While operations are down, the company will conduct a maintenance outage that was originally planned for later in the quarter, which will result in less downtime in the long run.

The Independent Electricity System Operator (IESO), which helps manage the power system in Ontario, is aware and trying to help find a solution and in the meantime, finishing operations will continue. There is no expectation that customer orders will experience a disruption, though there may be challenges if the outage persists beyond the estimated three weeks.

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