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Purpose The purpose of this paper is to examine the relationship between contingency factors and reshoring drivers in the US textile and apparel industry. Design/methodology/approach Secondary data on the reshoring drivers and contingency factors for 140 US textile and apparel companies are analyzed using analysis of proportions. Findings The findings show that total annual revenue is significantly related to the reshoring driver of skilled workforce. No significant relationships are present between reshoring drivers and the region of the world reshored from not the region of the USA from which a company operates. There is a significant relationship between market segment and the reshoring driver of manufacturing process. The US production category (reshored, FDI, or kept from offshoring) exhibits a significant relationship with sustainability-related and cost-related reshoring drivers. Quality is a significant driver for reshoring from 2010 to 2016, although decreasing as a reported reason over that time period. Research limitations/implications Limitations include a focus on one industry, the lack of information to investigate the differences between companies making captive or outsourced reshoring decisions, and the use of companies who publicly announced reshoring. Practical implications This study outlines the relationships between contingency factors and reshoring drivers. The results provide companies with information about resources that will be demand (e.g. skilled workers) as well as policies and regulations that may be developed to address concerns such as sustainability. Originality/value This study adds to the limited number of studies on the relationships between contingency factors and reshoring drivers and contributes to the quantitative research on reshoring drivers.

The biggest obstacle to skills training and successful apprentice programs is recruitment-- specifically, overcoming the \"college for all\" belief that the route to career and financial success starts with a university degree. The unique asset of this series is a collection of brief bios of industry leaders who started as apprentices and achieved career success beyond that of most university graduates. I believe that, on average, they earn substantially more than the median income of those who hold Ph.Ds and professional degrees. Expanding our nation's manufacturing apprenticeship program to the level found in Germany and Switzer-land is key to reducing the workforce deficit. A properly skilled workforce will increase the rate of reshoring sufficiently to balance our trade in goods, increase global competitiveness, and develop tomorrow's industry leadership, today.

Moser discusses the best practices for strengthening the US workforce. An October 2023 Medius survey found that 69 percent of U.S. manufacturers have started to reshore and 93 percent plan to increase their pace of reshoring. To make that happen, we need a much larger and stronger skilled workforce. A skilled workforce is the nail for reshoring. A May 2023 survey by Chief Executive magazine concluded that \"labor availability\" and \"increasing costs\" were the two leading obstacles to reshoring, with more than twice as many responses as any other obstacle. Developing a larger and better trained workforce will directly overcome the availability obstacle and help overcome the cost obstacle by increasing capacity utilization and productivity.

Discover the impact of using total cost of ownership instead of the free on board price, 30 percent of products are more profitably sourced domestically. New investments in U.S. manufacturing by domestic and foreign companies surged after President Biden's Inflation Reduction Act (IRA) and Chips and Science Act were passed. Reshoring Fuels U.S. Factory Construction Boom A recent briefing from the U.S. Department of the Treasury reviews the reasons behind the \"doubling of real manufacturing construction spending since the end of 2021 and...the near quadrupling of real construction spending on computer, electronics and electrical manufacturing.\"

Moser discusses the factors, shifts, and conditions that are motivating reshoring. Shifting forces continue to drive reshoring higher, providing incentives for companies to produce at home. Supply-chain gaps and the need for greater self-sufficiency continue to be major factors driving reshoring. Destabilizing geopolitical and climate forces have exposed vulnerabilities and the need to address them. Consequently, great opportunities have emerged for an enduring and meaningful rebound of US manufacturing. Continuing the current trajectory will reduce the trade and budget deficits, add jobs and make the US safer, more self-reliant and resilient.