制造业的复苏：2026年欧洲和美国的再工业化战略

Reindustrialization strategiesin Europe and the US – 2026 Table of contents Europe turns to friendshoring amidgeopolitical instability, labor and energyissues, and regulatory hurdles Reindustrialization is a boardroom priority,but investments are on the wane 04 Who should read thisreport and why? Executive summary05 US receives a reshoring boost withgovernment policies and sovereigntyagenda playing a significant role Organizations are reconfiguring,not redrawing their globalsupply chain ecosystems 20 Recommendations: How can organizationsbuild a resilient, adaptive manufacturingand supply chain ecosystem Organizations prioritize long-term strategicvalue in reindustrialization decisions Conclusion 90 Reindustrialization and technologicaladvances are symbiotic forces Research methodology 72 This report is the third edition in an annualresearch series offering critical insight intoreindustrialization in Europe and the US. Itexamines the evolution of organizationalstrategies and initiatives over the past 12months, while also exploring new drivers ofreindustrialization, such as sovereignty, traderestrictions/tariffs, national and economicsecurity, and rising energy challenges. It alsolooks at the role of technology in enabling andaccelerating reindustrialization. Who shouldread thisreportand why? It will also be of interest to CEOs and Europeanand US policymakers, as well as investors andanalysts who want a holistic view of this highlyrelevant topic. This report draws on findings from anindustrysurvey of more than 1,200 senior executives(director level and above) from organizationswith annual revenue above $1 billion, across 13sectors and 11 countries in the US and Europe,as well asin-depth interviews with seniorexecutivesfrom these industries. We conductedthe global survey between January 2 andFebruary 3, 2026. For more details, please referto the research methodology section at the endof the report. Business and technology leaders acrossmanufacturing, operations, supply chain,procurement, R&D/innovation, finance, andhuman resources will find value in this report. Executive summary Organizations are prioritizing strategic benefits ofreindustrialization ‑ such as resilience, enhancedmarket access, sustainability and improvedoperational flexibility, over pure cost savings.In fact,seven in ten organizations believeimproved supply-chain resilience justifiestheir reindustrialization investments,anda similar share believes reindustrialization willimprove sustainability. Notably,sustainabilityis emerging as a reinforcing outcome ofreindustrialization,with practices such ascircular manufacturing strengthening supply‑chainresilience and operational sovereignty. The approach to reindustrialization varies byregion Reindustrialization remains a strategicpriority to strengthen sovereignty andresilience, even as planned investments wane •Nearly half (48%) of US organizations haveinvested in reshoringin 2026, compared with30% in 2025, with federal policies, tariffs, andincentives further shaping reindustrializationdecisions toward domestic production. Since 2024, the case for reindustrializationhas strengthened steadily as crises in variousforms – from COVID‑19 to the Russia–Ukrainewar and, more recently, the tensions in theMiddle East – expose supply‑chain fragility andestablish uncertainty as a norm. Organizationsare increasingly shifting from cost optimization topragmatic sovereignty, resilience, and long‑termcompetitiveness. Non‑US organizations (notably from Europe,Japan, Korea, and Taiwan) are also significantlyscaling US investments to secure market accessand stability. However, tariffs can have bothpositive and negative implications for reshoringbusiness cases. While some organizations maybenefit from domestic shoring by avoidingtariff‑related costs, others may experiencesignificant increases in input costs. In 2026, nearly three‑quarters of organizationshave a reindustrialization strategy in place orare developing one, reflecting a strong pivottoward greater sovereignty and control overmanufacturing and supply chains. However, despite strong reindustrializationpriorities in place, the planned investments(outside a few highly strategic areas such assemiconductors and defense) show a decline inthe face of policy and tariff uncertainty, bleakeconomic climate, and tighter capital allocation. Executive summary and consumer goods pursue “China‑plus‑one”strategies. reindustrialization destinations. For example,82% of surveyed organizations are eitherplanning to expand or maintain investmentsin India. •European organizations are more inclinedtoward friendshoring, with 64% using thisapproach.This preference is driven by elevatedenergy prices, higher labor costs, modestproductivity growth, and complex, fragmentedregulatory requirements within their domesticmarkets. •Chinese firms are also expanding their presencein the West, to stay close to end‑markets,mitigate trade and tariff risks, and em