战略本土化：平衡航空航天与国防供应链中的风险、价值与技术主权

MethodologyStakeholder selection criteriaLocalization strategy framework A balanced approach for localizationKey drivers of localization strategiesBalancing the trade-offs Strategic models and degrees of localizationMulti-country shoring modelRegional hybrid shoring model Executive summary Supply chain executives emphasize the continuedrole of global sourcing, friendshoring, and globalpartnerships as complementary strategies, which hadled to a consistent US trade surplus within theirevolving operating models. The practice itself —Policy clarity and alignment.Create a unifiedDOW framework, and publish criteria for awardingmanufacturing and R&D support. Aligning withsuch frameworks also reinforces firms’ ability to —Government–industry coordination.Adopt unifiedcybersecurity standards, expand DefenseProduction Act (DPA) Title III, maintain strategic A new joint study by Kearney and the AerospaceIndustries Association (AIA) examines reshoring andonshoring initiatives within the US aerospacemanufacturing sector, focusing on how companiesapproach localization to support a more sustainable,secure, and competitive supply chain network. Theresearch found that, faced with rising exposure toglobal supply chain shocks, nearly 60 percent of —Small business support.Expand Small BusinessAdministration (SBA) financial tools, strengthenDOW–small business partnerships, and create aDOW–SBA ombudsman. Local supplier ecosystems —Domestic investment and advanced manufacturing.Streamline permitting, expanddual-use tech investments, scale innovationmodels for the Defense Advanced ResearchProjects Agency (DARPA) and Air Force Research The role of government in —Cost mitigation and financial support.Alleviatesupply chain pressures, adopt multiyearagreements, provide contractor tax credits, and Industry leaders point to seven areas where —Workforce development.Expand training grants,tax credits, and apprenticeships, and developpublic–private partnerships to recruit and reskill —Critical minerals strategy.Expand reserves,scale recycling and urban mining, utilize tradeagreements, and launch a national demandstudy with an action plan. Securing upstream Risk–value–sovereignty in practice Executives underscored three reinforcing dynamics —Risk reduction.Dual sourcing, regional proximity,and policy leverage all emerge as embedded —Value creation.Localization reshapes whereinnovation happens and how costs are stabilized.Dual sourcing and modular design provide —Technology sovereignty.By localizing sensitiveproduction, firms protect IP, invest in advancedautomation, and rebuild upstream tooling capacity. Geopolitics and the rising costs of material and laborare fueling the need for reindustrialization, requiringsome degree of domestic onshoring. However,stakeholders say that without targeted government Strategic localization is not simply reshoring; it is adynamic continuum with trusted allies thatsimultaneously reduces risk, creates value, andsecures technological sovereignty. Coordinated action Strategiclocalizationis not simplyreshoring; itis a dynamic Localizing manufacturing isn’ta binary decision to onshore ornot. It’s a dynamic operating modeldesigned to deliver long-termcompetitiveness and national Introduction A&D supply chains have undergone severalevolutions of efficiency and resiliency strategies.Trade liberalization in the late 1990s resulted inmanufacturing capacity shifts, paving the way formore efficient global supply chains. This enabledcompanies to access specialized capabilities, lower Over the past five years, major events such as theCOVID-19 pandemic and escalating geopoliticalconflicts, particularly in Europe and the Indo-Pacificregion, have exposed the vulnerability of globalsupply chains. Overreliance on a limited number ofcountries for critical components, such as rare earth According to Kearney’s2025 Reshoring Index, thepercentage of CEOs planning to reshore part of theiroperations within the next three years grew by 15percent compared with the prior year. Our study alsoreveals a shift in motivations, with geopolitical risk This shift has intensified the debate betweenonshoring and offshoring. Offshoring remainsattractive for cost and specialization, while globalmodels offer advantages such as scale, access toadvanced technologies, and diversified talent pools.At the same time, the risks associated with tariffs, Technology and AI are playing pivotal roles in thistransition. By supporting smarter decision-makingand more agile supply chain structures, these toolshelp companies build hybrid shoring models thatintegrate global reach with localized resilience. Inpractice, this approach is less about choosing Methodology The section outlines the criteria used to select studyparticipants, the localization strategy framework, anda business case evaluation to shed light on the factors Localization is facing significant headwinds. Cost-driven offshore decisions, historically justified bylower