The results show that reshoring is a strategic manufacturing priority, but one that is advancing selectively rather than universally. Companies are pursuing U.S. capacity where resilience, lead-time improvement, policy alignment, and customer access justify the economics.

• Reshoring is more likely to be selective than absolute. The center of gravity is partial transfer, not full repatriation of offshore output.
• Expansion and reconfiguration outperform greenfield investment. Companies with an existing U.S. footprint are more likely to scale current assets than start from zero.
• The case for reshoring is strategic before it is purely financial. Resilience, customer responsiveness, and tariff
  exposure rank ahead of direct unit-cost reduction.
  

• Labor, automation, power, and permitting form the core execution bottleneck. The question is no longer only whether companies want to reshore, but whether they can staff, automate, power, and launch new capacity on time.
• Policy matters materially. Tariffs, tax credits, grants, procurement preferences, and faster approvals all
  influence project timing and financial feasibility.
• Supplier localization remains incomplete. Even where plants return, dependence on imported components,
  electronics, and raw materials persists.