For economic development organizations (EDOs) of all sizes, understanding where international capital is flowing and what is driving that movement is essential for:

• Shaping effective business attraction strategies
• Targeting the right industries
• Supporting local suppliers of foreign companies

Tracking FDI data allows EDOs to identify their region’s role in the global economy and uncover opportunities to attract investment in strategic sectors. It can also help with business retention and expansion programs by revealing growing trends or specific needs of foreign companies.

At Camoin Associates, we help economic development leaders uncover and interpret FDI data relevant to their geography and goals. We have worked with states, regions, and cities to analyze global investment trends, among other economic indicators, to inform industry strategy and site readiness efforts.

This 2025 mid-year report offers a high-level snapshot of FDI investment trends in the US from January to May of this year.

If you want to translate labor market and investment data into actionable insights to help your community stand out in an increasingly competitive field, Camoin Associates can help. Contact our Director of Industry and Workforce, Alex Tranmer, CEcD, to learn more at alexandra@camoinassociates.com.

View the PDF (856 KB)

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Key Takeaways

This section was generated by AI and then edited by staff. The rest of the article is not AI-generated.

• Proof is more important than promises. Real estate developers who get projects approved consistently are the ones who provide clear, data-backed evidence of a project’s benefits, rather than just speculation.
• Economic impact analysis is now a “must-have.” The development approval landscape has shifted, and economic impact analysis is no longer a luxury. It’s an essential tool for demonstrating a project’s value to the community.
• Focus on quantifiable metrics. Municipalities want to see measurable data on three key areas: economic benefits (jobs, taxes), community impacts (infrastructure use, quality of life), and risk mitigation (market demand, financial viability).
• Communicate value through data-driven storytelling. Developers with a competitive advantage are those who can effectively use data to tell a clear and persuasive story about how their project will benefit the community.

After 15 years of experience working with public and private real estate developers, I understand that getting new projects approved can feel like navigating a maze with changing rules. However, I have also found that the developers who consistently sail through approval processes aren’t just the ones with the deepest pockets or the best-connected attorneys. They’re the ones who show up to municipal meetings with compelling data that tells a clear story about community benefits.

In 2025, that story is more important than ever. With housing shortages reaching crisis levels in communities across the country and public sentiment increasingly focused on measurable outcomes, economic impact analysis has evolved from a “nice-to-have” to a “must-have” for successful development.

The 2025 Real Estate Development Approval Landscape: What’s Changed?

The real estate development approval process has fundamentally shifted over the past few years, and if you’re still approaching it the same way you did in 2019, you’re likely experiencing more friction than necessary. Here’s what I’m seeing in our work with communities and developers across the country:

Communities are demanding proof, not promises. Municipal officials and community members want to see concrete evidence that your project will generate jobs, increase tax revenue, and improve quality of life, not just speculation about potential benefits. They’ve heard too many pitches that didn’t deliver on their promises, and the information and data are more available than ever before.

Public-private partnerships are powerful. As we discovered in our recent work with communities across the Northeast, developers have unprecedented opportunities to partner with public entities on projects that serve multiple objectives. However, these partnerships require detailed financial and economic analysis to ensure all parties understand the value proposition.

The good news is that these changes create tremendous opportunities for developers who understand how to document and communicate their projects’ value effectively.

What do Municipalities Want to See in 2025? (Hint: It’s all about the numbers)

After attending and presenting at countless municipal meetings, I can tell you that approval bodies want three things:

1. Economic benefits they can defend to their constituents.
2. Community impacts they can quantify.
3. Risk mitigation they can bank on.

Economic Benefits That Matter

When Camoin Associates conducts impact analyses for development projects, we focus on metrics that resonate with municipal decision-makers:

• JOBS: Job creation during construction and ongoing operations, including both direct employment and the ripple effect through local supply chains during the period of construction.
• TAXES: Tax revenue projections that show exactly how the project will contribute to municipal budgets.
• MULTIPLIER: Local spending multipliers that demonstrate how every dollar invested in your project circulates through the local economy.

Community Impact Quantification

This is where many developers miss the mark. It’s not enough to say your project will “improve the community.” You need to quantify exactly what that means with:

• Infrastructure utilization analysis that shows whether your project will strain or efficiently use existing services, and what you will do about it if there is not enough capacity
• Public service cost-benefit ratios that demonstrate the fiscal impact on schools, emergency services, and municipal operations
• Quality of life improvements measured through metrics like walkability scores, green space access, and housing affordability

Risk Mitigation Evidence

Municipal officials are inherently risk-averse, and for good reason—they’re accountable to voters. Solid impact analysis provides the evidence they need to confidently support your project and feel good that they are protecting public resources, including:

• Market demand validation that shows there’s genuine need for what you’re proposing
• Financial feasibility analysis that demonstrates your project’s long-term viability
• Scenario planning that addresses community concerns about potential negative impacts

Getting Started: What You Need to Know

If you’re considering impact analysis for your next project, here’s what the process typically involves:

• Project specifications and financial details: Investment amounts, construction timeline, employment projections, and operational plans.
• Market analysis data: Information about local economic conditions, comparable projects, and demand drivers.
• Community context: Understanding local priorities, concerns, and political dynamics that might influence the analysis approach.

Looking Forward: The Future of Real Estate Development Approvals

As we move through 2025, I expect to see economic impact analysis become even more central to the development approval process. Communities are getting more sophisticated about understanding and measuring economic benefits, and developers who adapt to this reality will have significant competitive advantages.

The question isn’t whether you can afford to invest in professional impact analysis; it’s whether you can afford not to. In an increasingly complex approval environment, data-driven storytelling isn’t just helpful, it’s essential.

Do you have a real estate development project where economic impact analysis could strengthen your approval prospects? I’d be happy to discuss how Camoin Associates might be able to help. Reach out to me at rachel@camoinassociates.com or 518-899-2608, Ext. 107.

Camoin Associates supports a wide range of economic development projects each year, and we understand how difficult it can be to plan and launch initiatives that achieve your team’s desired outcomes. This article is designed to help you pause, reflect, and prioritize.

Learn more about our Real Estate Development Impact Analysis Services

About the Author

Rachel Selsky, AICP, is the CEO of Camoin Associates, the nation’s only full-service economic development and lead generation consulting firm. She holds a Master of Regional Planning and a B.A. in Urban Studies and Planning from the University of Albany and is certified by the American Planning Association (APA). Rachel has more than 15 years of experience developing regional economic strategies and economic and fiscal impact analyses for clients all over the country.

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read IT NOW (3 MB PDF)

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Inside the Call to Action, you’ll find actionable insights about how communities can transform abandoned mines, industrial waste, and local assets into engines of sustainable growth. You will also learn about breakthrough technologies in recycling and biomining, and get examples of some of the state-based initiatives that are beginning to reshape the rare earth landscape.

Don’t miss your chance to be at the forefront of America’s next industrial revival. Download the Call to Action now to access expert analysis, practical strategies, and a compelling roadmap for building a resilient rare earth ecosystem—one that delivers high-wage jobs, secures supply chains, and fuels long-term prosperity across the nation.

Key Takeaways

This section was generated by AI and then edited by staff. The rest of the article is not AI-generated.

• Driven by trade policy uncertainty, supply chain disruptions, and national security concerns, companies are increasingly choosing to manufacture within the US rather than rely on global production.
• Sectors like semiconductors, industrial equipment, medical devices, and automotive are driving reshoring and FDI, with semiconductor projects alone accounting for two-thirds of foreign capital investment between late 2024 and early 2025.
• Access to reliable, scalable, and renewable energy—along with workforce availability—is now a top factor in site selection, elevating regions like Phoenix, Dallas-Fort Worth, and Salt Lake City.
• Strategic, measured approaches are essential. While momentum is strong, companies must plan for long-term success by investing in workforce development, navigating logistics challenges, and balancing domestic expansion with global relationships.

In today’s rapidly shifting global landscape, reshoring and foreign direct investment (FDI) have emerged as strategically and economically significant trends for US manufacturers.

While the term “reshoring” has become a fixture in both political and cultural conversations, understanding the realities of what is happening on the ground and what is driving decision makers helps put long-term potential into perspective.

This article explores the current state of reshoring and FDI, quantifying the scale of activity, identifying the industries driving these movements, and highlighting the factors motivating companies to bring operations back to the US or expand domestically. Drawing on real-time insights and the latest market data, this article highlights reshoring and FDI trends and offers actionable guidance for firms considering these strategies.

Market Drivers

While traditional reshoring often refers to US-based companies bringing manufacturing back home after locating facilities internationally, this article also accounts for FDI and how those investments are impacting business prospects for the manufacturing industry.

A growing number of global manufacturers are adopting a “local-for-local” strategy by building facilities inside the US to serve the US market. This approach reflects a growing consensus: to sell into the US market, it’s increasingly necessary to manufacture within it.

This operational shift reduces global trade exposure, increases proximity to key customers, and fulfills many of the same strategic objectives as domestic reshoring: resilience, responsiveness, and reduced geopolitical risk. It is driven by several overlapping factors that are constantly evolving:

• Shipping cost and supply chain reliability: Ocean freight volatility, port congestion, and geopolitical uncertainty are causing firms to prioritize proximity and predictability over low-cost labor.
• Customer pressure and service responsiveness: For suppliers serving American original equipment manufacturers (OEMs), especially in auto, aerospace, and electronics, reshoring offers greater agility, just-in-time capabilities, and credibility with US buyers.
• Tariff mitigation and policy risk: Firms are explicitly citing the desire to avoid potential future tariffs. This includes Korean and Taiwanese electronics manufacturers who have experienced whiplash from shifting US-China trade policy.
• National security risks: From valuable electronic components to US intellectual property, there has been a renewed call to return sensitive materials and production to the US to secure intelligence and supply chains.

Reshoring and FDI: By the Numbers

In 2024, US manufacturers and foreign investors announced 244,000 reshoring and FDI-related jobs. This was a slight decline from the record-setting 268,000 jobs in 2023, but still the second-highest year on record. These announcements contribute to a cumulative total of more than 2.5 million jobs reshored or created through FDI since 2010.

Foreign Direct Investment Snapshot

A snapshot of FDI in the US over the last three years shows which countries are driving the activity from abroad and what types of industries tend to generate the largest capital investments. Let’s look at two key indicators for FDI.

What companies had the highest number of projects in the US over the last three years?

Individual companies from Canada, Switzerland, and Japan each had eight projects in the US between January 2022 and April 2025.

The top 10 companies in the table accounted for about 5% of all projects between January 2022 and April 2025.

What companies made the greatest capital investment in the US over the last three years?

Taiwan Semiconductor (TSMC) invested about $150 billion in the US over the past three years, approximately five and a half times more capital than Samsung Electronics, which had the second highest investment amount.

The top 10 companies in the table accounted for just over half of all capital investment between January 2022 and April 2025.

What Industries Are Driving this Activity?

A handful of industries and related supply chain elements are driving reshoring and FDI in the US. (Some quantitative data and company examples in this section are derived from fDi Markets data.)

Semiconductors

From October 2024 to April 2025, semiconductor projects represented only about 5% of all announcements. However, they accounted for a staggering $102.6 billion in capital investment, or approximately two-thirds of all foreign capital invested during that period. These investments created over 17,600 new jobs, largely due to mega-deals like TSMC (Taiwan), Samsung (South Korea), and ASML (Netherlands).

The CHIPS Act and global supply chain realignment in response to chip shortages are key drivers behind this trend. This sector exemplifies long-term strategic reshoring to reduce risk in high-value critical supply chains.

Industrial Equipment: Building the Backbone of US Manufacturing Resilience

The industrial equipment sector, encompassing machinery, components, and specialized systems used across manufacturing industries, has become one of the most active areas for reshoring among international firms. From German precision toolmakers to Italian robotics and furnace manufacturers, foreign companies increasingly choose to establish US-based operations to serve their North American customers more directly.

According to FDI data from The Financial Times, between January 2022 and April 2025, this sector saw almost 200 foreign investment projects, making it one of the most active in terms of project count. However, these projects tend to have smaller capital outlays compared to semiconductors or automotive investments. These projects typically involve:

• Machine shops and parts fabrication
• Robotics, automation, and CNC equipment
• Furnaces, heat treatment systems, and tooling
• Assembly and distribution facilities

Medical Devices and Biotechnology

Biotechnology and medical device manufacturing saw significant FDI activity between January 2022 and April 2025, particularly in the form of smaller, innovation-focused investments.

These projects, led by companies like Roche, Novartis, and Tradichem, were largely concentrated in research hubs with robust clinical trial infrastructure and regulatory alignment.

Automotive and Aerospace: Supplier Networks Localizing

The US automotive and aerospace manufacturing sectors have also attracted a steady stream of reshoring and expansion activity from international OEMs and Tier 1 suppliers.

Companies such as Kia Motors, Hansae Mobility, and Vulcanair have launched or expanded operations in the US to reduce lead times and be closer to final assembly lines and end users. From 2022 through early 2025, these companies leveraged US infrastructure and workforce availability, particularly in the South and Midwest.

Food and Packaging: Consumer-Driven Localization

The food processing and packaging sectors are seeing a reshoring wave primarily among European companies seeking regulatory alignment with the USDA and FDA, and to reduce transportation and spoilage costs.

Notable examples include investments by Lactalis and Schar USA, which emphasize localized production to meet American consumer preferences and regulatory expectations. These projects, often medium-sized in scope, play a critical role in strengthening US food security and regional supply chains. The broader reshoring trend in this space is also influenced by rising global logistics costs and growing demand for sustainable packaging solutions.

Where Is the Most Investment Happening in the US?

As manufacturers rethink their global footprint, they face the lofty task of identifying where their company is best suited to thrive in the US. While geopolitical factors are contributing to the acceleration of reshoring and FDI activity, the next layer of decision-making comes down to site readiness and the infrastructure to support it.

The availability of reliable and cost-effective power is now the top competitive factor for site location decisions. From semiconductors and electric vehicles (EVs) to data centers and chemicals, many of today’s biggest reshoring projects are massive energy users. In the 2024 Site Selectors Guild: State of Site Selection report, electric power capacity was ranked as the #1 most critical site selection factor for industrial projects—a shift from traditional cost-based models.

The regions’ winning projects have one thing in common: proactive utilities that can deliver on:

• Megawatt availability
• Grid access speed and transparency
• Renewable energy integration

It is worth noting that workforce/labor force availability continues to be top of mind as well in industrial projects across the US.

Locations that have been able to prove their ability to provide power, along with other attractive competitive factors, include:

Phoenix, AZ: The epicenter of US semiconductor reshoring, massive investment in chip fabrication facilities has positioned Phoenix as a leading destination for high-tech manufacturing.

Houston, Plano, Fort Worth, and Dallas, TX: Numerous communities in Texas have attracted developments in semiconductor, life sciences, and electronic component technologies.

Salt Lake City, UT: Known for clean energy and advanced materials, Salt Lake City is attracting green manufacturing and tech-related reshoring.

Memphis, TN: The city’s status as a logistics and distribution hub is drawing investment from companies looking to shorten supply chains and streamline US market access.

Duncan, SC: Located in the Upstate South Carolina region, Duncan is benefiting from strong momentum in automotive, aerospace, and EV supply chain reshoring.

Insights and Observations from the Field

Through Camoin Associates’ business intelligence and lead generation work, our staff collects real-time information from thousands of C-suite executives on their site location and investment priorities, which helps bring additional context to the data presented above.

Our team has seen a notable increase in overseas prospects, particularly from Canada, Germany, and South Korea, stating upfront that their interest in a US location is driven in part by pre-empting future trade restrictions.

• In a recent discussion we had with a Canadian advanced materials firm, executives explicitly mentioned US steel and aluminum tariffs as part of their rationale for establishing a domestic production footprint.
• Similarly, in the Southeast, two German automotive suppliers emphasized their concern over “Buy America” provisions and the need to secure long-term access to US federal contracts.
• LS Electric (South Korea) and Inventec (Taiwan) identified US tariff policy as a key reshoring driver.
• Hansae Mobility (Korea) noted it was reshoring to be near its US customer (Stellantis) to reduce exposure to shifting US tariffs.

While the recent surge in reshoring and FDI in US manufacturing signals a promising shift, it is critical to view these trends with measured optimism. Much of this movement is driven by trade policy uncertainty and the imperative for more resilient supply chains, rather than purely by cost advantages or customer preference.

Advances in automation and other advanced manufacturing technologies have made reshoring more viable and sustainable, yet significant risks remain. Geopolitical tensions, shifting trade dynamics, and deeply entrenched global supply chains all present potential headwinds that could slow or even reverse current momentum.

For businesses considering reshoring or new investment, success will hinge on proactive strategies related to:

• Identifying and developing critical workforce skills in partnership with local education and training providers
• Gaining a deep understanding of new markets and customer bases
• Navigating complex transportation and logistics networks

In the end, it is critical that businesses and industries, along with the economic developers who support them, avoid “all or nothing” approaches and instead take an “and/both” approach to growing manufacturing domestically while maintaining connections and advancing opportunities globally.

This article was originally published on the Manufacturers Alliance website on July 16, 2025.

About the Authors

Alexandra Tranmer, CEcD, is the Director of Industry and Workforce at Camoin Associates. She has an Honors Bachelor of Arts degree and a Master of Science degree in Planning (MScPl) from the University of Toronto in Ontario, Canada. As a senior project manager, Alex has led complex strategic planning efforts in geographies ranging from bustling urban centers to pastoral tourist destinations, requiring adept stakeholder management and collaboration. She works with clients to balance the competing interests of stakeholders while ultimately helping them develop an ambitious yet achievable plan under their current organizational climate.

Dillion Roberts is the Director of ProspectEngage at Camoin Associates. He has a Bachelor of Science degree in Technology Systems with an emphasis in Technical Management from from Utah State University and a minor in Business Management and Leadership through the Huntsman School of Business. With over 16 years of versatile expertise in project management, sales, marketing, and client account stewardship, Dillion is a seasoned professional adept at fostering economic development and driving transformative change. Drawing upon his extensive industry experience, he goes beyond the conventional, spearheading business attraction initiatives that fuel growth and innovation.

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In the last several years, Camoin Associates has worked on a wide variety of food and agribusiness projects across the US, gaining insight into factors impacting the industry and the related programs and policies that support the sector. The industry’s evolution is being fueled by the latest consumer preferences, new technologies, and a growing interest in building more resilient supply chains.

Growth in the beverage sector, along with a broader shift toward local food systems and investment in logistics infrastructure, continues to reshape the landscape. These trends are creating new opportunities for communities, small producers, and supply chain partners while also raising important questions about how to support the industry’s continued success.

Consumer Trends in the Beverage Industry

The beverage industry is booming. In the last five years, Beverage Manufacturing added more jobs than any other food and beverage manufacturing subsector in the US, growing by almost 52,000 jobs, an increase of 18%. To put that figure in perspective, the next-fastest growing industry was Bakeries and Tortilla Manufacturing, which added about 36,000 jobs (Source: Lightcast).

Breweries currently make up the largest share of the beverage industry, accounting for about one-third of all employment in Beverage Manufacturing in 2024 and growing by nearly 24,000 jobs in the last five years.

According to IBISWorld, the sector’s growth is driven by flavored malt and beverages like hard seltzers, which appeal to younger consumers. The industry is characterized by heavy competition, which creates a difficult market for both existing producers and new businesses because continual innovation is critical to maintaining interest and remaining relevant in the market.

The industry is undergoing a significant transformation, driven by consumer demand for sustainability, health-conscious products, and evolving social norms. These shifts present opportunities and considerations for economic developers and industry stakeholders looking to support growth and innovation within the sector.

A leading trend is the widespread adoption of eco-friendly packaging. As environmental concerns become more central to consumer decision-making, beverage companies are rethinking their approach to packaging. From compostable materials to recyclable alternatives and reduced plastic usage, businesses are investing in sustainable packaging innovations that align with shifting regulatory frameworks and public expectations.

This trend creates openings for local manufacturing, materials innovation, and recycling infrastructure development. For example, the Coca-Cola Company, Keurig Dr Pepper, and PepsiCo have implemented the “Every Bottle Back” initiative to focus on creating a circular economy. Companies implementing the “Every Bottle Back” initiative are creating 100% recyclable plastic bottles and focusing on limiting the use of new plastic in bottles.

Simultaneously, there is a growing emphasis on health, wellness, and alternative beverage options. Consumers—particularly younger generations—are looking for products that support healthier lifestyles, better sleep, and fewer hangovers. This demand is reshaping the product landscape.

Non-alcoholic beverages are no longer niche but are entering the mainstream, with a surge in offerings from companies like Athletic Brewing Co., Do Soi, and Curious Elixirs. These brands capture market share by catering to a demographic that values moderation without sacrificing flavor or experience.

The momentum behind non-alcoholic beverages is best demonstrated by venture capital (VC) funding for these brands in the last decade. In the three years from 2022-2024, the total reported VC funding for startups with “non-alcoholic” in their descriptions was over $457 million, compared to $267 million in the six years from 2015-2021.

Another critical shift is the rise of functional beverages. These beverages incorporate ingredients such as prebiotics, probiotics, vitamins, and electrolytes to support hydration and overall wellness. PepsiCo’s acquisition of Poppi in March 2025 was a major milestone in this space, demonstrating strong market confidence in gut-health-oriented beverages.

Other brands like Liquid IV and Liquid Death are gaining ground through strong positioning at the intersection of health and lifestyle branding. Influential voices, such as celebrities creating their own beverage lines, are shaping consumer perceptions and fueling demand through targeted media and digital platforms.

Shift to Local Foods

Over the past five years, the United States has faced significant disruptions in its food supply chains, exposing vulnerabilities in the way food is produced, distributed, and consumed.

Major global events, such as the COVID-19 pandemic and the Russian invasion of Ukraine, have triggered widespread supply chain shocks, leading to food shortages, price volatility, and logistical bottlenecks. These disruptions have highlighted the fragility of the global food system and the need to improve supply chain resiliency.

In response, there has been growing enthusiasm for strengthening local and regional food systems. By reducing dependence on long, complex supply chains, locally sourced food often provides more stable access to fresh produce, dairy, and meat products, even during supply shocks. Shorter supply chains also help mitigate risks associated with transportation disruptions, trade restrictions, and global commodity price fluctuations.

As a result, both policymakers and industry leaders are increasingly advocating for investments in local food infrastructure, such as regional distribution hubs and cooperatives, and the development of local and regional food brands and marketing campaigns.

Beyond concerns about resilience, a broader shift in consumer and institutional preferences has fueled the movement toward local food sourcing. Many consumers prioritize sustainability, seeking food grown using environmentally friendly practices with a lower carbon footprint.

Meanwhile, institutions such as schools and hospitals are also incorporating more locally sourced foods into their procurement strategies.

Institutions can play a major role in creating a new market for small-scale producers, allowing them to directly market to wholesale customers rather than navigate the complex, expensive process of creating retail market relationships and marketing to consumers. For example, the PA Beef to PA Schools program connects Pennsylvania beef producers to Pennsylvania school districts, which, in the 2022-2023 school year, connected over 6,400 pounds of local beef to schools across five counties.

Rural and Small-Scale Distribution

How do rural areas compete in food and beverage manufacturing and distribution? Rural areas face distinct challenges in distributing goods and scaling operations, particularly for small and mid-sized producers who often lack the infrastructure, market access, and support needed to grow. However, countless case studies from across the country highlight how collaborative models—many driven by nonprofits and regional partnerships—effectively address these barriers and enable rural producers to compete in broader markets.

One of the most effective strategies is the development of shared-use infrastructure. In regions where capital investment is a significant hurdle, facilities such as commercial kitchens, storage spaces, and processing centers are made available to multiple producers. This approach lowers overhead costs and allows businesses to scale without requiring substantial upfront investment.

Another key factor is the creation of aggregation and distribution networks. Small producers in rural areas typically operate at volumes too low to reach institutional or retail markets on their own. These models facilitate access to larger markets by pooling products through centralized hubs. In addition, they offer flexible, cost-effective distribution solutions that make logistics feasible for lower-volume producers.

Business support services also play a critical role. Many rural producers benefit from targeted advice, technical assistance, and product development support that help them improve quality, meet regulatory requirements, and grow strategically. These services are often tailored to the unique needs of rural enterprises, ensuring they are both practical and impactful.

Logistics, Distribution, and Transportation for the Food and Beverage Industry

As supply networks for food and beverages become more complex and the industry faces increased competition, the logistics side of the industry has become increasingly critical to the sector’s growth.

From 2014-2024, the fDI Markets Database tracked 531 cross-border investment projects related to logistics, distribution, and transportation for the Food and Beverage industry, totaling an estimated $33.6 billion in investment. Texas attracted the most investment, with $441 million of capital expenditures across 51 projects.

Investment in Food and Beverage logistics is critical for ensuring a resilient domestic food supply chain and is a strong indication of the system’s modernization. Take, for example, Walmart’s three-pronged approach to making transformative modernization investments in its grocery network:

1. Building five new high-tech perishable distribution centers (DCs)
2. Expanding four existing DCs to add 500,000 square feet (SF) of automation per site
3. Retrofitting one DC with high technology integration as a pilot to determine how best to retrofit others

These investments are taking place across the country in California, Texas, South Carolina, Illinois, New Jersey, Minnesota, North Carolina, Indiana, Tennessee, and Florida.

According to the fDi Markets database (from the Financial Times Ltd, 2025), $3.4 billion of cross-border capital was invested in logistics, distribution, and transportation projects for the Food and Beverage industry in 2024 alone. Adjusting for gross domestic product (GDP), states like North Dakota, Delaware, South Carolina, and Illinois saw the most momentum from these investments in 2024. Meanwhile, another $1.5 billion was invested in cross-border projects that include cold storage or refrigerated shipping.

Other key projects in the last year include:

• November 2024: Minnesota-based CHS, a farmer-owned cooperative, will expand and upgrade its grain terminal in Kindred, NC. Upon completion, the facility will support a capacity of 5.2 million bushels. The facility has on-site rail access that connects it to new and existing grain processing plants in North Dakota.
• September 2024: Georgia-based Americold announced it will expand its cold storage warehouse in Fort Worth, TX, investing $123 million in the project.
• February 2024: Chick-fil-A announces it has opened a new distribution facility in Hutchins, TX, representing $100 million of investment and spanning nearly 290,000 SF of space. The major distribution facility will service 200 restaurants in the region.

Implications for Economic Development

The beverage industry’s rapid growth, particularly in health-conscious, functional, and sustainable product lines, offers significant opportunities for economic developers to support innovation, attract investment, and create quality jobs.

Shifting consumer preferences are driving demand for alternative beverages, eco-friendly packaging, and wellness-oriented ingredients and fueling growth in advanced manufacturing, research partnerships, and circular economy initiatives.

Communities that invest in adaptable infrastructure, research and product development capacity (R&D), and talent pipelines in food science and packaging technology will be better positioned to support business attraction and expansion in a competitive market.

At the same time, the movement toward local food systems and supply chain resilience is opening new pathways for rural and regional economic development. Shared-use infrastructure, aggregation and distribution networks, and institutional procurement create more inclusive market access for small and medium-sized producers.

Coupled with large-scale investment in logistics and distribution facilities, there is a growing need for transportation improvements, workforce training, and coordinated support services.

Economic developers have a critical role to play in aligning local assets with these evolving industry dynamics to strengthen food system resilience, spur rural innovation, and build long-term regional competitiveness.

Camoin Associates is a trusted economic development and business prospecting consulting firm that helps communities and organizations achieve sustainable and equitable growth through expert analysis, effective strategies, and intentional connections.

By providing valuable insights, best-in-class data, and personalized, actionable strategies, we empower our clients to make well-informed decisions that drive economic success and foster strong, competitive markets.

Learn more about our Industry Analytics and Strategy services

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About the Authors

Victoria “Tori” Conroy is a Senior Project Manager at Camoin Associates. She has a Master of Public Administration degree and a graduate certificate in local government management from Virginia Tech, as well as a B.A. in Political Science from Virginia Commonwealth University. Before coming to Camoin Associates, Tori worked for several different economic development authorities and has experience managing publicly owned industrial properties, building community partnerships to support workforce development, and developing and executing business retention and expansion programs. Tori has also led and implemented business attraction campaigns nationally and abroad.

Angela Hallowell is a Senior Economic Data and Research Analyst at Camoin Associates. She holds Master of Science and Bachelor of Science degrees in Economics from the University of Maine. Angela’s work spans diverse topics across the country, including economic and fiscal impact studies, real estate market analyses, workforce gap assessments, housing needs studies, and targeted industry strategies. She is passionate about leveraging data and research to craft compelling narratives that create economically healthy, vibrant, and sustainable communities.

When it comes to strategic planning and implementation, economic development professionals—like many others—are feeling increased pressure to make the most of limited funding and staff resources.

In today’s uncertain environment, the growing demand for economic development insights reflects a collective desire for clarity and direction. Yet, navigating market realities while preparing for the future can often feel overwhelming.

For economic development organizations (EDOs) with many priorities and partners, it can be difficult to know where to start.

While we can’t plan for everything—as John Steinbeck famously wrote, “The best-laid plans of mice and men often go awry”—EDOs can meet the moment by rethinking what the first step to an organizational, community, or regional initiative looks like.

Sometimes, this may simply mean collecting data to establish a starting point. Other times, a community has already put in years of analysis and engagement and is ready to launch a bold, transformative initiative.

Camoin Associates supports a wide range of economic development projects each year, and we understand how difficult it can be to plan and launch initiatives that achieve your team’s desired outcomes. This article is designed to help you pause, reflect, and prioritize.

It includes sample scenarios we’ve encountered in our work and a decision tree to help you consider how best to scope your next economic development initiative. While there are many ways to approach prioritization, this article offers one method to guide your thinking.

What and Who is Driving Your Initiative?

Whether an economic development initiative is prompted by an external influence or driven by a desire for improved internal organization, clearly defining your team’s intent and desired outcomes is essential.

Start by identifying your primary motivation: Are you seeking information, setting high-level priorities, or outlining specific actions? In many instances, it may be a combination of all three. When that’s the case, it’s helpful to determine which priorities are most time-sensitive—whether due to urgency or broader regional momentum.

Another valuable step is to consider your audience and the decisions they need to make with your support. Are you gathering data, establishing shared direction, or recommending actions? Think about who will use that information—internal colleagues, community leaders, funders, or elected officials—and tailor your efforts to meet their needs.

Initiative drivers might include:

• Justifying public investment
• Creating a roadmap for community or regional growth
• Identifying “what could be” and understanding potential outcomes to guide goal-setting
• Aligning internal priorities and capabilities

Choose the Right Initiative

At Camoin Associates, we often think of an economic development strategic plan as “the whole enchilada”—part data analysis, part consensus building, part engagement, and part strategy (both organizationally and across partners). Sometimes, it makes sense for EDOs to take a bite-sized approach to strategic planning by building on analyses and engagement over a longer time period.

Below is a selection of common economic development initiatives that EDOs might be considering for their next undertaking.

Economic Development Strategic Plan

Best for regions, municipalities, or EDOs seeking to stimulate growth, attract businesses, and enhance quality of life.

Ideal when there is a need to align stakeholders, set long-term goals, and coordinate economic development efforts across sectors and jurisdictions.

Key Questions

• “Are you aiming to diversify your economy?”
• “Do you need to attract new industries or retain existing ones?”
• “Are you looking to enhance workforce development?”
• “Are you attempting to revitalize a particular area?”
• “Does the community need an overall economic vision?”

Outputs: Economic development priorities, action items, and partner and resource considerations.

Corridor Plan

Best for regional planning organizations, community development corporations, or developers focusing on developing and managing a specific geographic development corridor.

Ideal when a corridor is experiencing decline or growth pressure, infrastructure investment is planned or needed, or there is a desire to guide redevelopment activity.

Key Questions

• “Are you planning infrastructure improvements along a specific route?”
• “Do you need to manage land use and development along a corridor?”
• “Are you looking to enhance connectivity and accessibility?”
• “Are you attempting to increase economic activity along a specific thoroughfare or neighborhood?”
• “Is there a need to improve the aesthetics of a specific area?”

Outputs: Land use recommendations, design guidelines, infrastructure priorities, economic development strategies, and implementation roadmaps.

Market Assessment

Best for local governments, developers, business improvement districts, and EDOs evaluating commercial, residential, or industrial growth opportunities.

Ideal when you need to understand current market conditions, gaps, and opportunities to inform investment, policy, or programmatic decisions.

Key Questions

• “What is the demand for specific types of development (e.g., retail, housing, office)?”
• “What are the demographics, income levels, and consumer behaviors in the area?”
• “Where are there mismatches between supply and demand?”
• “What types of businesses are likely to succeed here?”
• “How does the area compare to peer markets?”

Outputs: Market trends, supply-demand analysis, target sectors, opportunity sites, and feasibility recommendations.

Facilitation Services

Best for communities, organizations, or partnerships needing neutral guidance to align stakeholders, build consensus, or navigate complex decisions.

Ideal when multiple stakeholders need to collaborate on vision, strategy, or conflict resolution, and an external facilitator can help create a productive, inclusive environment.

Key Questions

• “Are stakeholders struggling to find common ground?”
• “Do you need help managing difficult conversations or decision-making processes?”
• “Is your group trying to develop a shared vision or strategy?”
• “Do you need a structured process to move from ideas to action?”
• “Would an external voice help guide or mediate your planning process?”

Outputs: Vision, mission, and organizing principles.

Organizational Plan

Best for EDOs setting internal priorities and aligning team efforts.

Ideal when leadership transitions, funding shifts, or organizational growth require a reset.

Key Questions

• “Are you experiencing internal inefficiencies or bottlenecks?”
• “Do you need to restructure your organization or redefine roles?”
• “Are you looking to improve internal and external communication and collaboration?”
• “Are you looking for ways to improve your organization’s impact?”

Outputs: Vision, mission, goals, KPIs, and resource allocation strategies.

Economic Impact Analysis

Best for assessing the value or effects of a specific project or investment.

Ideal when making the case for funding or public support.

Key Questions

• “What are the direct, indirect, and induced economic effects of this project?”
• “How many jobs will be created or supported?”
• “What are the fiscal benefits (e.g., tax revenues)?”
• “What is the return on investment for public or private stakeholders?”
• “How will this project affect the local or regional economy?”

Outputs: Jobs created, additional tax revenue, and GDP contribution.

Economic Scenario Modeling

Best for exploring “what-if” questions and testing assumptions about future economic conditions.

Ideal when planning around uncertainty (e.g., automation, environmental concerns, demographic shifts).

Key Questions

• “What happens if current trends accelerate or reverse?”
• “How resilient is our economy to major shocks?”
• “What are the long-term implications of policy changes?”
• “Which economic sectors are most vulnerable or adaptable?”
• “How might different investment strategies affect outcomes?”

Outputs: Multiple future scenarios and sensitivity analyses.

If you’re more of a visual person, our team developed a decision tree to help you scope your next economic development initiative. Consider your most urgent need—information, priorities, or action—as a starting point.

Here is a handy decision tree you can use to help determine what type of economic development strategic planning initiative will best meet your needs:

View the full-size PDF

Does this article resonate with you? We understand that planning an economic development initiative is complex, and a straightforward guide (or decision tree) can only capture so many scenarios in an interconnected world.

If an outside perspective would help your team take the right next steps, consider contacting our Strategic and Organizational Planning Team to discuss possibilities by using the link below.

Learn more about our Strategic Planning services

As economic developers, it is crucial that we understand the trends that foster economic growth. How does immigration drive entrepreneurial activity locally and regionally? What happens when immigration slows? And how can communities support immigrant entrepreneurs outside of policy debates?

This article explores the role of immigration in entrepreneurship, the risks of slowing immigration, and the actionable strategies economic developers can use to support inclusive business development in their communities.

How Immigrants Impact Entrepreneurship and the Economy

According to the American Immigration Council, immigrants start new businesses at higher rates than native-born individuals, driving economic vitality in communities nationwide. Despite making up just 14.3% of the US population in 2023, immigrants accounted for 23.6% of entrepreneurs and 25% of all new businesses. In 2023 alone, immigrant-owned businesses generated $116.2 billion in business income.

The economic contributions of immigrants extend beyond business ownership. According to the US Bureau of Labor and Statistics, foreign-born workers made up nearly 19% of the US labor force in 2023, filling critical roles in healthcare, construction, hospitality, and technology industries.

Immigrants also contribute significantly to the US economy, paying over $600 billion in taxes and holding $1.7 trillion in spending power in 2023.

Immigrants play a vital role in both high-growth startups and local small businesses, but their contributions in each sector differ in scale, impact, and industry.

Immigrants are vital to the startup ecosystem, particularly in sectors that drive innovation and economic transformation. These sectors often utilize global business connections to expand market opportunities, boost trade, and attract investment. This strategy not only enables rapid scaling but also generates numerous jobs and propels economic growth on a larger scale.

Immigrant-owned small businesses play a crucial role in local economies. Immigrant businesses in various sectors, such as restaurants, personal service businesses, etc., often fill gaps in local markets. In many declining urban and rural areas, immigrant entrepreneurs bring economic activity and foster local employment opportunities for both immigrants and native-born workers.

Many immigrant entrepreneurs start with limited access to capital but build successful businesses through community support, informal lending networks, and hard work.

The Economic Risks of Slowing Immigration

The decline in immigration presents a significant economic risk that impacts various sectors of our local and regional economies. One immediate effect is the emergence of labor shortages. Industries such as agriculture, healthcare, and technology are particularly vulnerable, as they rely heavily on immigrant labor to sustain their operations. Without a steady influx of workers, these sectors may face production slowdowns and increased operational costs, ultimately affecting efficiency and profitability.

Immigrants play essential roles by filling critical jobs, starting businesses, and contributing to consumer demand, all of which are vital to a thriving economy. Research shows a decline in immigration can lead to slower Gross Domestic Product (GDP) growth as the economy loses the dynamism and entrepreneurial spirit that immigrants bring. This drop in economic activity can have long-term consequences, stifling innovation and diminishing the economy’s overall competitiveness.

Another major concern is our aging workforce. A study from the National Foundation of American Policy concluded, “Without continued net inflows of immigrants, the US working-age population will shrink over the next two decades, and by 2040, the United States will have over 6 million fewer working-age people than in 2022.”

“Without continued net inflows of immigrants, the US working-age population will shrink over the next two decades, and by 2040, the United States will have over 6 million fewer working-age people than in 2022.” – National Foundation of American Policy study

Immigrants help balance a country’s age demographics, ensuring a healthy ratio of working-age individuals to retirees. Many smaller communities rely on immigration to offset population decline and labor shortages.

With fewer immigrants, the workforce may age more rapidly, leading to higher dependency ratios and increased pressure on social services. This demographic shift can strain public resources and necessitate higher spending on healthcare and pensions, further complicating fiscal planning.

What Economic Developers Can Do in Response

Understanding the characteristics of immigrant entrepreneurship is important for economic developers when discussing levers to grow economies and create jobs.

Economic developers and community leadership are crucial in implementing workforce initiatives and entrepreneurship strategies that foster a supportive environment. We can take proactive steps to address the challenges posed by slowing immigration trends and/or mass deportations. These steps will allow us to address current and future workforce needs effectively.

Workforce-Related Initiatives

Monitor Immigration Data in Your Community. Establish clear metrics to track the impact of immigrant participation on the workforce and entrepreneurial activities. Data-driven approaches help justify resource allocation and demonstrate a return on investment for supportive programs. Documenting and sharing success stories provide powerful examples that can shift public perception and inspire future initiatives.

Resources:

• Welcoming Economies Program
• US Census Foreign-Born Population

Encourage Workforce Development Programs that Support Immigrant Workers. Implement, advocate, and champion workforce development programs that support immigrant workers. These programs include language training, vocational education, and business management courses to help acquire the necessary skills.

Identify At-Risk Industries in Your Community. Assess which industries and business sectors in your community are most vulnerable to the impacts of reduced immigration. This helps prioritize support and resources where they are most needed.

Work with Policymakers to Advocate for Business-Friendly Policies. Champion community-wide efforts to directly influence policy changes that will positively impact immigrant populations. These initiatives might include streamlining licensing, public education campaigns, and integration programs.

Entrepreneurship Strategies

Strengthen Local Business Support Programs. Enhance programs that provide financial resources, mentorship, and technical assistance to immigrant entrepreneurs to help them overcome barriers and succeed. Tailored support can make a difference in their ability to thrive.

Resources:

• Toolkit: Supporting Immigrant and Refugee Entrepreneurs
• Boundless Immigration Resources for Businesses and HR Leaders

Camoin Associates Project Example: City of Essex, MD: Retail Market Analysis and Business Retention and Recruitment Plan

Foster Inclusive Business Environments. Partner with local organizations that serve immigrants to create inclusive business environments that attract and retain diverse entrepreneurs. This can promote inclusiveness and provide crucial support.

We can also foster valuable partnerships and growth opportunities by organizing networking events, workshops, and forums that connect immigrant entrepreneurs with mainstream business networks.

Camoin Associates Project Example: City of Albany, NY – Central Improvement District Opportunity Study

Connect Immigrant Entrepreneurs to the Greater Entrepreneurial Ecosystem. Connect immigrant entrepreneurs with essential business resources to create a robust support network. This includes industry-specific knowledge, networking opportunities, and local business and organization partnerships. A comprehensive ecosystem helps people tackle the complex nature of starting and growing a business.

Support Access to Capital. Financial barriers hinder immigrant entrepreneurs from realizing their business potential. Community-based lending programs, micro-loans, and credit-building initiatives can provide the necessary capital to start and expand a business.

Camoin Associates Project Example: City of Hartford, CT – Arrowhead Gateway Small Business Assessment

Mentorship and Business Incubators. Mentorships and business incubator programs tailored to immigrant entrepreneurs can accelerate business growth. These programs provide guidance on regulatory requirements, marketing strategies, and operational best practices.

For more information about the impact of immigration on the economy at the national, state, county, metro area, and district levels, visit the American Immigration Council’s Map the Impact interactive data tool.

Learn about our entrepreneurship and innovation services

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Related Article: Data Tool Shows How Immigrants Contribute to Economic Growth and Prosperity

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Whether you are a business leader, policymaker, or economic development professional, one of the most important tools you can use to make sense of uncertainty is a risk assessment. This is not about predicting the future or trying to game the system. It’s about identifying where you are most exposed, understanding the implications of that exposure, and developing a plan to adapt and, when the time is right, emerge stronger.

At Camoin Associates, we’ve spent the last 25 years helping communities across the country respond to and recover from a wide range of disruptions—from plant closures and environmental disasters to pandemics, supply chain breakdowns, and evolving trade policies.

These events all underscore a fundamental truth: Economic shocks are inevitable, but the ability to respond quickly and strategically can make all the difference.

Risk assessments are at the heart of resilience planning. With the right data, a willingness to collaborate, and an understanding that uncertainty is here to stay, businesses and communities can prepare for a range of possible futures. This approach enables not just survival, but transformation—identifying new market opportunities, reducing reliance on vulnerable systems, and building long-term economic strength.

As economic development organizations (EDOs) work to support the complex web of industries, businesses, and communities in their regions, understanding the impact of shifting trade policies is critical. Are local businesses heavily involved in exports? Do you know what products are being shipped, where they’re going, and how they get there?

Without this foundational knowledge, it’s nearly impossible to assess how changes in tariffs or global demand could ripple through your local economy.

This article marks the beginning of a series focused on Camoin Associates’ approach to risk assessment. The four components we will consider are:

1. Trade and tariffs
2. Foreign direct investment
3. Supply chain
4. Industry trends and emerging technologies

In this first installment, we examine risks in the context of trade and tariffs.

Across the series, we’ll demonstrate why a risk assessment is imperative for any community, EDO, or economic developer looking to get their house in order so they can weather uncertain economic times.

Tools to Track Domestic and International Trade

Access to recent and reliable data is a critical component to properly assessing a location’s risks. One component of Camoin Associates’ data toolbox includes IBISWorld’s US Trade Tariff Exposure tool.

This tool provides a model that helps clarify the geographical impacts of tariffs and potential risks to the supply chain and market access. It also provides industry-level analysis that measures an industry’s reliance on both foreign suppliers and foreign buyers as a share of total demand and total sales in key trade partner countries such as Mexico, Canada, China, the European Union, and others.

US Trade Tariff Exposure Tool in Action

To demonstrate how trade dynamics influence local economies and business resiliency, we chose three industries that are highly interconnected with national and global markets. They serve as valuable examples of how trade policy, supply chain shifts, and domestic market access can affect production, distribution, and business growth:

Pharmaceutical and Medicine Manufacturing (NAICS 3254)

This industry includes the development and production of prescription and over-the-counter medications, biological products, and therapeutic preparations.

With globalized supply chains for raw ingredients and heavy reliance on regulatory compliance across markets, it is sensitive to changes in international trade policy and supply chain disruptions.

Plastics Product Manufacturing (NAICS 3261)

This industry produces a wide range of plastic goods used across industries, including packaging, construction materials, consumer products, and components for medical and automotive equipment.

Its trade exposure stems from both the import of raw inputs, like natural gas, crude oil, and cellulose and the export of finished products, making it a key indicator of how industrial supply chains react to shifting domestic and international demand.

Medical Equipment and Supplies Manufacturing (NAICS 3391)

This industry produces surgical instruments, orthopedic devices, hospital furniture, and other medical and dental equipment.

Due to its role in public health and dependence on domestic distribution networks and global supply chains, it highlights the importance of timely trade logistics, regulatory alignment, and flexible sourcing and market strategies.

Table 1 below shows varying levels of risk within import and export markets of subindustries. Red indicates high risk, yellow, medium risk, and green, a lower risk.

• Pharmaceutical Preparation Manufacturing: There is a high to very high risk of trade exposure with the European Union, and lower risks of exposure with Mexico, Canada, and China.
• Plastics Product Manufacturing: There is high import exposure primarily with China across three products, and very high export exposure with Canada in Plastics Bottle Manufacturing.
• Medical and Equipment and Supplies Manufacturing: It will be important to monitor the industry’s inputs and outputs because import and export exposure to the European Union is rated as high.

Table 2 below quantifies the United States’ 2024 trade performance across these major global trade partners. The data reveals varied trade dynamics, underscoring where the US holds competitive advantages and where vulnerabilities exist.

Pharmaceutical and Medicine Manufacturing (NAICS 3254)

The US maintains strong trade surpluses across most partners, especially with the European Union, where exports far exceed imports by over $100 billion.

Canada and China also show positive balances, though at a much smaller scale, reflecting steady demand for US pharmaceutical products.

The only notable deficit in this industry is with Mexico, where imports surpass exports by approximately $2.5 billion.

Plastics Product Manufacturing (NAICS 3261)

The trade picture shifts significantly in the plastics products industry. Here, the US faces substantial trade deficits with China and Mexico, most notably a $15.5 billion gap with China, highlighting the dominance of Chinese plastic goods in the US market.

Only modest surpluses are recorded with Canada and the EU, suggesting limited global competitiveness or insufficient domestic production in this category.

Medical Equipment and Supplies Manufacturing (NAICS 3391)

In contrast, the medical equipment and supplies industry is more favorable for US trade. The US has stronger surpluses with Mexico and Canada, indicating a robust export market for US-produced medical technologies and devices.

However, a significant deficit with China persists, suggesting reliance on Chinese medical equipment imports.

The European Union reflects a relatively balanced trade relationship, with a small surplus in favor of the US.

States with Potential Trade Risks

With the national perspective of imports/export activity, let’s dive further into a state-by-state analysis of where these industries employ the greatest proportion of people across the US using employment concentration data.

Employment concentration is a measure of industry concentration within a region. An employment concentration of 1.0 means that an industry is as concentrated within the region as it is on a national level. An employment concentration greater than 1.0 indicates that an industry is more concentrated in a region than at the national level.

The three chosen industries contribute significantly to employment, innovation, and overall economic activity across the country. Disruptions in any one of these industries could have cascading effects across health systems, manufacturing networks, and consumer markets.

With additional data, we can better understand what parts of the US are at risk based on the concentration of these industries across the nation.

Pharmaceutical and Medicine Manufacturing

New Jersey, Indiana, and North Carolina are twice as concentrated in Pharmaceutical and Medicine Manufacturing as the US.

For example, in New Jersey, Indiana, and North Carolina, about 1% of total employment within the state is in Pharmaceutical and Medicine Manufacturing, compared to less than 0.5% of total employment throughout the US.

Plastics Manufacturing

Wisconsin, Michigan, Indiana, and Ohio have twice the concentration of plastics manufacturing employment as the US. In Wisconsin and Indiana, for example, about 1% of total employment is in Plastics Manufacturing, compared to 0.3% of total employment for the nation as a whole.

Overall, concentration in Plastics Manufacturing is in line with the Midwest’s historical manufacturing legacy. Legacy manufacturing economies in Wisconsin, Indiana, Ohio, Michigan, Kentucky, Illinois, and Pennsylvania are among the nation’s leaders, alongside states like Alabama, Kentucky, and New Hampshire.

Medical Equipment and Supplies Manufacturing

Utah, Minnesota, and Indiana are twice as concentrated in Medical Equipment and Supplies Manufacturing employment as the US.

About 0.7% of Utah’s employment is concentrated in the Medical Equipment and Supplies Manufacturing industry, compared to 0.2% on average across all states in the US.

This article is just the first step in unpacking the layers of data needed to understand and address risk across industries in the US economy. While national trade data offers a critical starting point, it’s only one part of the picture.

For economic development organizations and professionals, the next move is to dig deeper—exploring county- or MSA-level data to assess the specific local and regional implications of industry shifts and trade policy changes.

Equally important is incorporating real-time intelligence from the ground. Conversations with local employers can reveal risks and opportunities not captured in national datasets. These insights highlight the strategic value of strong, ongoing relationships between EDOs and their business communities.

Proactively engaging with employers, especially those in vulnerable or trade-exposed industries, can help economic developers identify and address potential challenges before they escalate into crises.

At Camoin Associates, we believe that knowledge is power—and with the right data, economic development leaders can make informed decisions that support both resilience and growth. Whether your community is facing uncertainty or navigating stable times, we’re here to help you understand your risks, strengthen your position, and explore opportunities.

Stay tuned for the next installment in this series, where we’ll examine the next layer of risk assessment—diving into topics like foreign direct investment (FDI), supply chain vulnerabilities, and the impact of emerging technologies.

Need help building a business retention and expansion (BRE) program that supports this kind of proactive engagement? Here’s a resource to get you started: Build a Business Retention and Expansion Program.

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