Global Competitiveness of Powder Metallurgy Part Manufacturing in North Central Pennsylvania

Abstract

Provided in this report is information summarizing the global competitive dynamics and pressures on the PM part manufacturing industry in north central Pennsylvania. Information is provided about the geographic/economic region in which the industry operates. A brief description of PM manufacturing materials and processes is presented. Then, an analysis is reported of the economic and workforce structure of PM part manufacturing industry in north central Pennsylvania. Last, evidence of competitive forces affecting the industry is drawn from structured face-to-face and telephone meetings, gleaned during plant tours and over informal lunches, linked by following trends and themes in documents, and captured in confidences revealed in unstructured personal conversations. These competitive forces are summarized around five themes: the threat of entry of new competitors; bargaining power of customers; bargaining power of suppliers; the threat (and opportunity) posed by substitute products; and the nature of competitive rivalry within the PM part manufacturing industry. The kernel of competition in the PM part manufacturing industry is summarized in the following simple statements:• The north central region of Pennsylvania is an economic region that is the locus of PM part manufacturing industry activity in the United States. It generates much economic good in the region for individuals and institutions. The industry is both a jewel and a bellwether for the Pennsylvania economy. The competitiveness of the PM part industry is a lynchpin economic driver in Pennsylvania, in general, and the north central region, in particular.• The PM part manufacturing industry brings unique and specialized manufacturing know–how from Pennsylvania to the world through its economic and technological contribution and potential.• New competitors can enter the industry at the low end with modest capital and knowledge of PM parts manufacturing. However, to play at the high end, new market entrants require deeper pockets. • Foreign involvement and ownership are diffusing around the world the specialized knowledge and human capital that formerly was localized to north central Pennsylvania. Competition is not local any more. It is global.• PM part manufacturers compete aggressively and almost solely on the basis of price.• Poor understanding and inaccurate perceptions held by customers about the materials, processes, and end-products of PM part manufacturing affect the competitive position of the industry.• The PM industry deals with a small number of large suppliers and customers who have the power to dictate the ability of PM part manufacturing firms to cover their costs and make a profit. • The PM part manufacturing industry is small relative to the entire manufacturing sector and, in particular, within the fabricated metal product manufacturing subsector. Just on these scale factors alone, opportunities probably are large for capturing metal fabrication opportunities from other industries or for finding ways to create complementary products with other metal fabrication industries.• Competition among firms in the fabricated metal products industry for PM part markets is intense. The struggle for the connecting rod market between the PM part manufacturing industry and the steel forging industry is a case in point.• The automotive market is a dominant force in the PM part manufacturing industry. The culture of supplier discipline followed by the automobile industry guarantees a cost–frugal, price–competitive environment for PM part manufacturing.• Metal commodity prices are volatile and rising, adding risk, uncertainty, and rising costs to metal powder inputs to PM part manufacturing. • Mistakes made in the past by incorrectly specifying PM for parts for which PM is not suited led to credibility problems which still affect the competitive stance of the industry.• The PM part manufacturing industry has difficulty recruiting workers with skills adaptable to the industry. Part of this problem is due to deficiencies in the pipeline for skill creation; some of this problem lies with the relative geographic isolation of the industry in north central Pennsylvania.• PM part manufacturing firms compete vigorously with each other, almost entirely on the basis of price, but rarely against other processes.