The UK’ s new manufacturing proposition
EDITOR’ S CHOICE FROM HIGH-COST TO HIGH-VALUE
ALEXANDER BATTERY TECHNOLOGIES
The UK’ s new manufacturing proposition
By Mark Rutherford, CEO at Alexander Battery Technologies
For years, the assumption has been that large-scale manufacturing belongs in Asia. China in particular accounts for nearly 30 % of global manufacturing output( World Bank, 2023), dominating as the go-to option for cost-conscious supply chains. The UK, by contrast, was long seen as high cost and only suited to niche or specialist production but recent developments suggest that picture is beginning to change.
Some supply chain leaders are beginning to view the UK as a surprisingly cost-effective base, especially when producing for the US and EU. The change is not driven by sudden efficiency gains at home but by the steady erosion of advantages elsewhere.
The calculus that once made offshore production inevitable is looking more fragile. Lengthy lead times, advance payment terms and the friction of shipping goods halfway across the world are becoming harder to justify when tariffs and geopolitical disputes keep adding layers of uncertainty. Products made in China can sit on the water for 12 weeks or more, a vulnerability brought into focus during COVID, when some global shipping costs rose by more than 400 %, according to the Drewry World Container Index in 2021. Those increases were once tolerable when the savings from offshore production were dramatic, but with shipping rates still around 60 – 70 % above pre-pandemic levels( FreightWaves, 2025) and wages rising steadily in low-cost regions, the total cost gap is narrowing. What used to be an overwhelming
Some supply chain leaders are beginning to view the UK as a surprisingly cost-effective base, especially when producing for the US and EU.
cost advantage now looks less compelling once risk, delay, and volatility are factored in.
The UK occupies an unusual position in this picture. It is not the top prize in the eyes of the world’ s largest economies, but that may work to its advantage. Relations with both the US and EU remain comparatively stable, which makes the UK a practical base for serving both. In a more protectionist era, when governments on both sides of the Atlantic are watching supply chains more closely, this counts for more than it used to. A senior supply chain manager recently remarked to me that the UK was starting to look like“ a low-cost manufacturing centre” for the first time in her career. Her view was not that Britain is cheaper than Asia in absolute terms, but that the combination of trade access, resilience and reduced risk is tipping the balance.
Cost dynamics inside the UK matter too. Regions such as the North East combine long-standing manufacturing expertise with lower property and labour costs than the South. Strong transport links and an established industrial base mean companies setting up there are not starting from scratch. For supply chain leaders, this shifts the calculation from simple cost comparison to risk management. A UK base can reduce exposure to shipping delays, tariffs and currency shocks. These are the factors that are now front of mind when weighing up potential suppliers.
10 PECM Issue 77