The Department for Business, Energy and Industrial Strategy (BEIS) has announced its selection of the National Manufacturing Competitiveness Levels (NMCL) programme as the mechanism to deliver the government’s national supplier competitiveness and productivity improvement initiative, as outlined in its Industrial Strategy, and Automotive and Aerospace Sector Deals.
NMCL is designed to improve competitiveness, raise workforce capacity and increase productivity of UK manufacturers, thereby boosting the nation’s exports and economic growth.
Led and match-funded by industry, and with the backing of 25 of the UK’s largest manufacturers, NMCL has been jointly developed by the automotive and aerospace sectors for application across all areas of manufacturing.
NMCL Automotive, delivered by the Society of Motor Manufacturers and Traders (SMMT), is the programme for the automotive sector and will make use of the £16m of government funding to develop sustainable and internationally competitive UK supply chains.
The new NMCL approach has already been successfully piloted by companies in the North West of England.
NMCL is designed to help manufacturers of all sizes and stages of development understand how competitive they currently are and develop the specific business capabilities they need to boost their performance.
The programme includes an in-depth competitiveness assessment based on company capabilities and the views of key customers.
This data is then applied to investment decisions across six areas of competitiveness;
- customer experience
Projects are tailor-made for each manufacturer and focus on boosting competitiveness, increasing ‘value-add’ and winning more orders.
NMCL projects will typically last from six months for smaller initiatives to up to three years for entire business transformations.
NMCL’s approach is also ideally suited to other manufacturing sectors such as rail and defence.
Companies are invited to declare an initial expression of interest in participating in NMCL by completing the short form here.
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