In the UK, manufacturing has long been the 'engine room' of our economy. However, one persistent issue that remains which we observe from time to time is the reluctance among firms to collaborate with similar companies. For a range of reasons—some historical, some competitive—many manufacturers view their peers as rivals rather than potential partners. This mindset not only limits the potential of individual businesses but also undermines the collective strength of the industry. The reality is, the scope of capabilities even within niche sectors is far broader than the national capacity of the UK manufacturing landscape. It’s time to recognise the untapped opportunities that collaboration can bring, both for individual firms and the industry as a whole.
A Misunderstood Competitive Advantage
Manufacturers in the UK often receive inquiries for work they simply cannot fulfil. Whether it’s a technical challenge, a lack of resources, or insufficient scale, there are plenty of instances where firms turn away potential clients. But here's the key: these same firms could be recommending others—local businesses who may be perfectly equipped to handle the job. Unfortunately, many choose not to, as the instinct to protect their patch often overrides the potential for collaboration.
This competitive, siloed mindset has limited the industry's ability to scale efficiently. Instead of referring clients to competitors, companies often let opportunities slip away, leaving both potential work and relationships untapped. While this might seem like protecting their business in the short term, it ultimately hampers the growth of the sector and, in the long run, their own sustainability.
A Sector Wider Than the Sum of Its Parts
The UK’s manufacturing capability, especially within niche sectors, often isn’t big enough to handle every request or every product variation. Many manufacturers could benefit from collaboration, pooling resources to expand their reach, capabilities, and expertise. When firms are more receptive to collaborating with others—whether it's sharing facilities, resources, or knowledge—they unlock the potential to take on larger projects and cater to a wider range of customer needs.
Take, for example, the automotive, aerospace, or precision engineering sectors, where the array of technologies, skill sets, and specialisms required is vast. No single firm can be an expert in everything. By working together, these firms can ensure they don't have to turn away lucrative opportunities but instead provide solutions that would otherwise be beyond their individual scope.
Overcoming Historical Barriers
A lot of the resistance to collaboration comes from a longstanding fear of competition. The manufacturing industry in the UK, much like other sectors, has been conditioned by a history of intense competition, particularly in smaller and more specialist markets. Businesses often believe that by collaborating with others—especially those in similar fields—they might give away their trade secrets or lose their competitive edge.
But that mindset is increasingly outdated. In today’s global market, protection from external threats—whether it’s low-cost labour from overseas, rising material costs, or supply chain vulnerabilities—means that collaboration on a local level is not just a luxury; it’s a necessity. The ability to offer comprehensive solutions to clients is far more important than protecting individual fragments of business. Companies need to evolve beyond viewing their local competitors as threats and instead, see them as partners who can help them survive and thrive in a challenging economic climate.
The Strength of Unity: The Made in Group's Approach
The Made in Group is a shining example of how collaboration can drive the UK manufacturing sector forward. With hundreds of like-minded company leaders working together, the Made in Group fosters an environment where businesses focus on shared goals rather than competing against each other. This community-driven approach has allowed manufacturers to diversify, expand their capabilities, and collectively drive innovation in ways that wouldn’t be possible in isolation.
By encouraging companies to collaborate, share resources, and recommend one another for specific jobs, the Made in Group strengthens the sector as a whole. It’s not about undermining individual success, but about acknowledging that when businesses work together, everyone benefits. This sense of unity is essential for overcoming the challenges posed by international competition, volatile markets, and ever-evolving customer demands.
Moving Forward: How the UK Manufacturing Sector Can Thrive
To truly unlock the potential of the UK manufacturing sector, companies need to start thinking less about competition and more about collaboration. The national manufacturing ecosystem is not a zero-sum game; when one firm grows, it helps lift others along the way. Manufacturers who open themselves up to collaboration will find that working together can often be more rewarding than working against each other.
It’s time to set aside old rivalries and focus on common goals: maintaining high standards, driving innovation, and ensuring the resilience of the sector in the face of international challenges. By embracing collaboration and seeing competitors as potential allies, the UK manufacturing community can build a more robust, interconnected, and successful future.
Conclusion
The UK’s manufacturing sector has the opportunity to lead the world in innovation, quality, and efficiency—but only if it embraces collaboration. By overcoming the fear of working alongside competitors and recognising the strength in unity, businesses can not only expand their own capabilities but strengthen the entire sector. The Made in Group is a perfect example of this approach in action, and it’s time for more manufacturers to join the movement. The future of UK manufacturing depends on it.