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Something you sell here is made somewhere else, by your own plant or by a supplier, and the case for bringing it home arrives as two unit costs on a slide: what the supplier charges and what the unit would cost to make here. The second is higher and the move loses. That comparison is wrong twice. The supplier's price is one figure in one ledger, and freight, duty, inventory in transit, expediting, and quality sit in four others that no one adds up, because procurement is measured on the price; counted in full, the unit frequently saves money made at home. And the unit is not what decides the move. The plant is. In the nine sourced decisions none of the three reversals turned on the unit: one plant never ramped, one line made a product that did not sell, and one cost window closed. TSMC's first Arizona fab went from $12bn to $20bn and held, announced with US government support and making chips for US customers by 2025; Stanley Black & Decker's Fort Worth plant never ramped, and its tooling had no other use. This pack turns that into arithmetic. The full landed cost of a unit, less what it costs to make at home from a line that has run, times the volume sales will sign, plus what interruptions have cost and what being made here earns, is what the move saves a year. Against it: the plant, less what others pay toward it, plus the ramp and ending the current supply. The whole decision reduces to the break-even build cost, the most the plant can cost before supplying it from abroad is cheaper, and its distance from the capital request, how far over its estimate the plant can run, read beside how far the last plant the company built actually did. It stops on two halts: no one has added up what getting it here adds, and no line has made the unit.
What is the Reshoring Decision Strategy Pack
The Reshoring Decision Strategy Pack is a complete decision-support kit for one question: what does bringing production home cost against what it buys, and how far can the cost run over its estimate? It is built around one organizing claim: a reshoring case is argued a unit at a time and decided a plant at a time, and the plant is what runs over. Sixteen files carry it: the foundations, a concept deck, a scored decision wizard, a reshoring model blank and worked, the moves at each position, nine sourced decisions, a fit worksheet, a roadmap template, a practitioner manual, a field checklist, and an orientation page.
The test that runs through every file
whether the saving on each unit, counted in full, survives the plant that has to make it, at the cost the plant comes in at and the volume it runs. It is the argument in the deck, it becomes the wizard’s axes, it drives the model’s inputs, and it reappears as lines on the checklist. That is what makes 16 files a product rather than 16 documents.
The model resolves to one number you can negotiate with: The break-even build cost — the most the plant can cost before supplying it from abroad is cheaper. It ships blank and worked, and every input is a named cell rather than a figure buried inside a formula, so the number arrives with its assumptions attached rather than on its own authority.
Why the reshoring decision is decided by the plant, not the unit
Every reshoring meeting starts with two numbers: what the supplier charges a unit and what the unit would cost to make here. The second is higher and the move loses. That comparison is wrong twice. The supplier's price is one figure in one ledger, and freight, duty, inventory in transit, expediting, and quality sit in four others that no one adds up, because procurement is measured on the price. Counted in full, the unit frequently saves money made at home.
And the unit is not what decides the move. The plant is. In the nine sourced decisions, none of the three reversals turned on the unit: one plant never ramped, one line made a product that did not sell, and one cost window closed. TSMC's first Arizona fab went from $12bn to $20bn and held, announced with US government support and making chips for US customers by 2025. Stanley Black & Decker's Fort Worth plant never ramped, and its tooling had no other use.
This pack turns that into arithmetic. The full landed cost of a unit, less what it costs to make at home from a line that has run, times the volume sales will sign, plus what interruptions have cost and what being made here earns, is what the move saves a year. Against it: the plant, less what others pay toward it, plus the ramp and ending the current supply. Then the whole decision reduces to one figure: the break-even build cost, and its distance from the capital request, which is how far over its estimate the plant can run.
Should you bring manufacturing back to the US?
Sometimes, and the cases say when. Caterpillar's $200m Texas excavator plant, placed near its demand on machines heavy enough for freight to be the case, held through a trade war and was still hiring thirteen years on. Apple assembled the one Mac made in numbers small enough for American assembly to cost almost nothing, and left the supply chain where it was. Master Lock's Milwaukee return was made on a cost window and undone when that window closed. The answer is not a verdict on the country. It is a distance: how far over its estimate the plant can run, set beside how far the last plant your company built actually did. Nearshoring is the same arithmetic with smaller numbers on both sides, and the model runs it with the same inputs.
What is in the Reshoring Decision Strategy Pack
- Foundations. The framework: why a reshoring case is argued a unit at a time and decided a plant at a time, the arithmetic, the six endings that actually happen, and the conditions that stop the analysis.
- Concept deck. Twenty-two slides for a board or a capital committee, with nine sourced decisions and what each does not establish.
- Decision wizard. Eight scored questions returning the band, the weakest answer, and either of the two halt conditions.
- Reshoring model. Eleven candidate build costs across the columns, from ten percent under to three times over, and the break-even build cost that decides it.
- Strategies and tactics. The moves at each position, what to do when the model halts, and four ways to make the next plant cheaper to judge.
- Case studies. Nine sourced decisions — two plants that held, three reversed, two pledges that shrank, one that moved the least, and one borrowed mirror.
- Fit worksheet. The single page of record: the volume, the full landed cost, the home unit cost and the line that made it, the plant against its history, and what the move is worth.
- Roadmap template. Five phases with gates and owners, the assumptions register, a reporting change and a periodic review line.
- Practitioner manual. The volume, the full landed cost, the interruption, the home unit cost from a line, the plant against its history, the board paper, six failure modes.
- Field checklist. The one-pager that survives outside the binder.
- About the package. What each file does and the order in which to run them.
Who the Reshoring Decision Strategy Pack is for
A chief executive with a reshoring case that has been argued for two quarters on a unit price and costed in full for none of them; a chief financial officer being asked to approve a plant against a capital request with no line for how far the last one ran over; a head of operations or supply chain who knows the home unit cost is a model; a procurement director measured on the price and not on the landed cost; a board member reading a unit saving with no plant beside it; a private equity operating partner underwriting a business whose footprint is about to move; and the adviser who would otherwise start from a blank page. It is worth buying when a real decision is in front of you. It is not worth buying to read.
An honest note on fit
This is a kit for running a decision, not a research report and not a forecast. Worked examples use an explicitly fictional company with numbers tuned to teach rather than to flatter. In the worked case a unit that costs $410 from the supplier and $498 to make in Ohio turns out to save $29 made at home once the $117 that getting it here adds is counted, the move saves $4.44m a year and costs $24.7m once, and it is worth $3.8m over ten years. That is the fact that gets it onto an agenda. It is not the decision: the plant can run 15.8 percent over its $24m estimate before the move stops paying, the company's last plant ran 41 percent over, at which the move loses $6m, and a 2 percent miss on a home unit cost no line has made ends the case on its own.
Four limits are stated on the page rather than worked around. The model does not forecast the plant's cost; the overrun is swept across the columns because no one can settle it in advance, and your own last plant is entered as an input. It holds the saving a unit flat for the life of the plant, which is a simplification the Sensitivity tab exists to test. It does not price what a plant here does to your standing with the customers who asked for it beyond the revenue you enter. And it says nothing about what the plant abroad becomes. Case evidence is the smaller share of the pack and framework content the larger, and each page marks which is which.
Questions about the Reshoring Decision Strategy Pack
- What numbers does the reshoring model produce?
- Two headlines and twelve supporting rows. What the move is worth at the plant's estimated cost, and the break-even build cost, stated as a distance: how far over its estimate the plant can run. Around them: the full landed cost of a unit, what a unit saves made at home, what supplying it from abroad and making it at home each cost a year, what the move saves a year, what it costs once, what it is worth at the overrun on the last plant you built, whether making it at home still pays, the years to earn the move back, the move in years of profit, and the plant against revenue. The Model tab sweeps the plant's cost from ten percent under to three times over, and one row turns from Yes to No where supplying it from abroad becomes cheaper.
- How does the pack compare reshoring vs offshoring cost?
- Per unit, in full, and then per plant. The supplier's price plus freight, duty, inventory in transit, expediting, and quality is the full landed cost; the home unit cost has to come from a line that has run. In the worked case a unit the meeting believed cost $88 more at home saves $29 once getting it here is counted, and the move pays by $3.8m, but the plant can run only 15.8 percent over before it stops paying and the company's last plant ran 41 percent over.
- Does it cover nearshoring?
- Yes. Nearshoring is the same decision with a neighboring country and smaller numbers on both sides: less freight and duty, a smaller unit saving, and frequently a plant someone else builds. The model runs it with different inputs, and the third position in Strategies and Tactics is where a unit that does not save at home is compared with a nearer supplier and with buying the resilience some other way.
- What if a customer or the state is paying for the plant?
- The model has a reading for it: where what others pay covers the plant, the ramp, and ending the current supply, the move costs nothing once, and the page says so and then asks about the conditions. Foxconn's available Wisconsin credits fell from $2.85bn to $80m when the jobs did not arrive, and $62.9m had been earned by the end of 2024. A plant priced net of a pledge is priced wrong.
- Are the reshoring case studies real companies?
- Yes. Nine sourced decisions: TSMC in Arizona, Caterpillar in Texas, Master Lock in Milwaukee, GE Appliances in Louisville, Stanley Black & Decker in Fort Worth, Apple's Mac Pro, Foxconn in Wisconsin, Walmart's pledge, and BASF at Ludwigshafen. Each is dated, read through what was decided and what happened, and each states what its evidence does not establish. BASF is borrowed from a pricing decision and labeled as the mirror: a plant kept at home on a cost that moved. The worked model, wizard, and worksheet use an explicitly fictional company, labeled as such on every file.
- Is this a subscription?
- No. One payment, one download, sixteen files, yours to keep and to use inside your organization under the license included in the pack.
- What is the Reshoring Decision Strategy Pack?
- The Reshoring Decision Strategy Pack is a decision-support kit for one question: What bringing production home costs, and how far the plant can run over before it stops paying? It contains 16 files — foundations, concept deck, decision wizard, reshoring model, strategies and tactics, case studies, fit worksheet, roadmap template, practitioner manual, field checklist, about the package — built around a single organizing test: whether the saving on each unit, counted in full, survives the plant that has to make it, at the cost the plant comes in at and the volume it runs. It is what a leadership team uses to run the decision and leave a record of what they assumed, rather than a report about the topic.
- Who is the Reshoring Decision Strategy Pack for?
- Anyone who has to make this call and answer for it: an operator or owner facing the decision, the executive team running it, the board or investor testing the reasoning, or an adviser who would otherwise build the framework from a blank page. It is worth buying when a real decision is in front of you. It is not worth buying to read.
- What is in the Reshoring Decision Strategy Pack?
- 16 files in Word, PDF, PowerPoint and Excel: Foundations (Word + PDF) — The framework: why a reshoring case is argued a unit at a time and decided a plant at a time, the arithmetic, the six endings that actually happen, and the conditions that stop the analysis. Concept deck (PowerPoint + PDF) — Twenty-two slides for a board or a capital committee, with nine sourced decisions and what each does not establish. Decision wizard (Excel) — Eight scored questions returning the band, the weakest answer, and either of the two halt conditions. Reshoring model (Excel, blank and worked) — Eleven candidate build costs across the columns, from ten percent under to three times over, and the break-even build cost that decides it. Strategies and tactics (Word) — The moves at each position, what to do when the model halts, and four ways to make the next plant cheaper to judge. Case studies (Word) — Nine sourced decisions — two plants that held, three reversed, two pledges that shrank, one that moved the least, and one borrowed mirror. Fit worksheet (Word, blank and worked) — The single page of record: the volume, the full landed cost, the home unit cost and the line that made it, the plant against its history, and what the move is worth. Roadmap template (Word) — Five phases with gates and owners, the assumptions register, a reporting change and a periodic review line. Practitioner manual (Word + PDF) — The volume, the full landed cost, the interruption, the home unit cost from a line, the plant against its history, the board paper, six failure modes. Field checklist (PDF) — The one-pager that survives outside the binder. About the package (PDF) — What each file does and the order in which to run them.
- What number does the Reshoring Decision Strategy Pack produce?
- The break-even build cost — the most the plant can cost before supplying it from abroad is cheaper. The model ships blank and worked, and every input is a named cell rather than a figure buried inside a formula, so the number you take into a room arrives with its assumptions attached and can be argued with rather than merely believed.
- How is the Reshoring Decision Strategy Pack delivered?
- As a single download of all 16 files, immediately after payment, with the same link sent by email. It can be downloaded 3 times and the link is valid for 30 days. There is nothing to install and no account to keep.