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Collaboration empowers manufacturers to streamline document management, enhance collaboration, and unlock greater operational efficienciesCHICAGO, Jan. 29, 2025 /PRNewswire/ -- <a href="https://c212.net/c/link/?t=0&amp;l=en&amp;o=4350539-1&amp;h=3340520898&amp;u=https%3A%2F%2Fus.caddi.com%2F&amp;a=CADDi" rel="noopener noreferrer" target="_blank">CADDi</a>, a leading AI data platform for manufacturers, announced today that it has joined Google Cloud Partner Advantage as a Partner Level partner for Google Cloud in the Build Engagement Model, enabling manufacturers to streamline operations and unlock greater efficiencies through data-driven insights on Google Cloud.Since its inception, CADDi has leveraged Google Cloud's infrastructure to power its platform, CADDi Drawer, which digitizes and centralizes manufacturing data to improve cost transparency, collaboration, and supply chain efficiency. Through this collaboration, CADDi now takes a significant step as a recognized Google Cloud partner, providing advanced data solutions to manufacturers worldwide.Key benefits CADDi offers using the power of Google Cloud include:<ul><li>Document Digitization and Centralization: CADDi Drawer converts engineering drawings, technical documents, and other critical records into a fully searchable digital archive, reducing reliance on paper-based systems and improving information accessibility.</li><li>Streamlined Document Retrieval: The platform allows manufacturers to quickly locate and retrieve essential documents, reducing time spent searching for historical records and improving overall operational efficiency.</li><li>Similarity Search: Using AI image recognition, CADDi Drawer instantly finds drawing records that have similar design features, turning tedious manual lookups from hours of searching into instant results.</li><li>Secure and Scalable Data Management: CADDi Drawer offers a secure framework for storing sensitive design data, with scalable infrastructure to support manufacturers of all sizes.</li><li>Collaboration Across Teams: By centralizing critical documentation, CADDi Drawer enhances collaboration between engineering, maintenance, and procurement teams, ensuring everyone has access to up-to-date information when they need it.</li></ul>Google Cloud's AI and search capabilities align with CADDi's mission statement. Google Cloud is built to handle the deep, context-aware, natural searching that forms the core of CADDi's offerings."As a company deeply committed to transforming the manufacturing industry through data, we are thrilled to advance our work with Google Cloud," said Yushiro Kato, Co-Founder and CEO of CADDi. "Joining the Partner Advantage program reinforces our mission to make manufacturing more efficient and transparent through digital innovation, helping our customers solve their most pressing challenges."Through its work with Google Cloud, CADDi aims to accelerate digital transformation in manufacturing by providing tools that help companies improve productivity, streamline data management, and reduce operational costs.For more information on CADDi's solutions and its work with Google Cloud, please visit <a href="https://c212.net/c/link/?t=0&amp;l=en&amp;o=4350539-1&amp;h=2774352306&amp;u=https%3A%2F%2Fus.caddi.com%2F&amp;a=https%3A%2F%2Fus.caddi.com%2F" rel="noopener noreferrer" target="_blank">https://us.caddi.com/</a>.

CADDi Joins Google Cloud Partner Advantage to Drive Data-Driven Innovation in Manufacturing

The last few years have marked a turning point in manufacturing, as the industry has faced one challenge after another.The COVID-19 pandemic, supply chain disruptions, and economic fluctuations have reshaped global manufacturing—and though progress has been made, true stability has not yet been reached. Fortunately,&nbsp;these challenges also created opportunities for innovation, with a growing number of companies leaning on new technologies to chart a path through uncertainty. Among the top innovations is artificial intelligence (AI), which is unlocking untapped potential across manufacturing sectors.AI-driven solutions in additive manufacturing, robotics, and intelligent software bring a new age of agility, efficiency, and adaptability to an industry founded on constant innovation. These breakthroughs allow manufacturers to meet demand more effectively, mitigate supply chain hurdles, and future-proof their operations. Here’s how these cutting-edge technologies are setting the stage for a new era in manufacturing.<h4>1) Additive Manufacturing Powers Rapid Idea-to-Production Capabilities</h4>Additive manufacturing, including 3D printing, has brought unprecedented flexibility to production lines. AI is making the entire process even more efficient by automating complex design steps and creating a seamless path from idea to physical product. With AI, manufacturers can transform an image or concept directly into a 3D model without needing extensive manual input. This streamlined process allows for a wider variety of products and significantly shortens the timeline from design to market-ready goods.For instance, during COVID-19, when personal protective equipment (PPE) became scarce, several manufacturers pivoted to 3D printing to produce face shields and other essential supplies. AI-driven additive manufacturing allowed them to quickly iterate designs and scale up production without the traditional delays associated with retooling. The flexibility to make on-the-fly adjustments to product designs reduces production lead times and enables companies to offer a wider variety of customized products, tapping into market segments that demand tailored solutions.AI’s role in 3D printing also opens up the opportunity for more customized product offerings, allowing manufacturers to create small, unique production runs without costly retooling. This capability is especially valuable in industries where customers demand highly personalized products, where companies must pivot swiftly to maintain competitiveness.Even if additive manufacturing can’t produce a certain final product, it allows for rapid iteration in prototyping and experimentation. Rather than having to reprogram a sophisticated metalworking machine, things like size tolerances or assembling compatibility can be tested quickly by printing out parts. AI-enhanced additive manufacturing can expedite this process further by automatically iterating on design parameters.<img src="https://cdn.builder.io/o/assets%2F209ee507cedf4c298e100edae4bba2df%2Fcc35d72367074dc5b8406630fc7bc1e7?alt=media&amp;token=76cad71f-1dcc-41cc-99be-200fb765170d&amp;apiKey=209ee507cedf4c298e100edae4bba2df"><h4>2) Smarter, More Adapatable Robotics</h4>AI is also transforming robotics, enhancing their flexibility, accuracy, and capacity for autonomous decision-making. Traditionally, robots were designed for repetitive tasks, each programmed with specific parameters. Now, AI-powered robotics can “see” and interpret their surroundings through machine vision, allowing them to adapt to different scenarios on the factory floor. This contextual awareness means they can handle a broader range of tasks—making each robotic unit more valuable and adaptable.Consider a scenario on a high-volume production line where robots equipped with AI-driven vision systems can perform quality inspections. Instead of relying solely on humans to spot inconsistencies, these robots can detect subtle defects with high accuracy, enabling manufacturers to catch issues early and reduce waste. This technology also makes robots ideal for assembly tasks, where they can handle varying components without requiring reprogramming. For example, an AI-enabled robotic arm could assemble parts of different sizes and shapes, adjusting its grip and pressure based on real-time data from sensors.For manufacturers, this adaptability means less downtime, fewer changeovers, and the ability to increase production capacity when demand spikes. AI-enabled robots also make it possible to introduce more complex products into the lineup without requiring a complete reorganization of the production floor. As manufacturing continues to face labor shortages, these advanced robotics solutions are proving to be valuable, enabling manufacturers to maintain or even increase productivity as headcounts decrease.<img src="https://cdn.builder.io/o/assets%2F209ee507cedf4c298e100edae4bba2df%2F6584c399f5064e12a9d8f841e963c86e?alt=media&amp;token=e21404b5-5f69-4777-b0bb-857c44183881&amp;apiKey=209ee507cedf4c298e100edae4bba2df"><h4>3) Insightful Software Turns Data into Actionable Intelligence</h4>Manufacturers are no strangers to data, but with today’s scale of operations, managing and interpreting data can become overwhelming. This is where AI-driven software comes in, acting like a virtual expert that helps uncover insights hidden within complex datasets. Rather than requiring a specialist to comb through spreadsheets manually, AI can analyze data and provide actionable insights that support faster decision-making.Instead of sifting through endless spreadsheets, manufacturers can now rely on software that understands what they’re looking for and delivers actionable intelligence. <a href="https://us.caddi.com/" rel="noopener noreferrer" target="_blank">CADDi Drawer</a> is designed to highlight operational insights, which is especially valuable for manufacturers dealing with multiple product lines or high-output facilities. This type of AI-powered software can answer nuanced questions about production efficiency, machine performance, or supply chain variables. Managers no longer have to spend hours finding answers; instead, they get instant, data-backed insights allowing them to adjust schedules, allocate resources, and identify potential issues before they escalate.In many cases, AI-driven insights have become essential for new employees, enabling them to contribute effectively without years of experience. This technology is especially useful in today’s environment, <a href="https://www.cloud-awards.com/mastering-shifting-technology-protect-future-of-american-manufacturing" rel="noopener noreferrer" target="_blank">where experienced staff may be harder to come by</a>, allowing companies to onboard new hires more efficiently.Moreover, AI in software can adapt to changing production demands, identifying patterns and suggesting adjustments that keep operations optimized. For instance, during supply chain shortages, AI can help find alternative materials or adjust production schedules to minimize impact on the end product. The speed and accuracy with which AI processes and applies this data helps manufacturers respond to disruptions faster, reducing the time and cost of manual adjustments.<img src="https://cdn.builder.io/o/assets%2F209ee507cedf4c298e100edae4bba2df%2Fa3d7054e28c04491947479d87148f6d4?alt=media&amp;token=2e4dbe33-99ca-499b-bacb-414f6320aea9&amp;apiKey=209ee507cedf4c298e100edae4bba2df"><h4>AI’s Role in Shaping the Future of Manufacturing</h4>AI isn’t just helping manufacturers get through disruptions; it’s positioning them to emerge stronger and more competitive. Additive manufacturing, advanced robotics, and AI-driven insights are all practical applications making a tangible difference on factory floors. By reducing lead times, enhancing flexibility, and giving businesses a clearer view of their operations, AI enables manufacturers to be proactive rather than reactive, putting them in control even in uncertain times.However, the true value of AI in manufacturing lies not just in automating processes or boosting productivity; it’s about creating a more responsive, resilient industry that can weather even the most turbulent of times. Additive manufacturing driven by AI shortens product development cycles and diversifies product offerings. Robotics enhanced by AI provides adaptable, context-aware systems that augment workforce capabilities. And AI-powered software provides actionable insights, helping manufacturers harness the full potential of their data.As manufacturers continue to navigate the post-pandemic landscape, AI offers the tools they need to stay ahead. The innovations reshaping manufacturing today are already proving that AI is not just a trend but a fundamental shift—one that will define the industry’s future for decades to come. For businesses ready to move beyond survival mode, AI is the gateway to a new era of opportunity and growth.<h2>About the Author: <a href="https://www.cloud-awards.com/author/the-caddi-team/" rel="noopener noreferrer" target="_blank">The CADDi Team</a></h2><img src="https://cdn.builder.io/o/assets%2F209ee507cedf4c298e100edae4bba2df%2Fd9eaaf0ae47343ccaaf3e4882693fa20?alt=media&amp;token=bec26711-84fb-4219-82ed-0ea743e94fd2&amp;apiKey=209ee507cedf4c298e100edae4bba2df">CADDi is a digital solutions provider for manufacturers on a mission to "unleash the potential of manufacturing." The company strives to transform the manufacturing industry through its primary offering "CADDi Drawer," an AI-driven data utilization system to assetize data and streamline processes through the patented similarity search function. CADDi also supports manufacturers through "CADDi Manufacturing," the procurement and manufacturing service that optimizes quality, cost, and delivery within supply chain infrastructure.‍

AI in Manufacturing turns today's challenges into tomorrow's opportunities

Building Resilient Supply Chains Through Technology-Driven ProcurementYushiro Kato, co-founder and CEO of <a href="https://us.caddi.com/" rel="noopener noreferrer" target="_blank">CADDi</a>&nbsp;As global economies experience ongoing shifts and uncertainties, U.S. manufacturers are facing a critical turning point. Tariffs, trade disruptions, and changing international relations have created a more volatile environment, making traditional supply chain models less reliable. In the past, procurement—sourcing materials and parts—could afford to be reactive, with teams able to quickly respond to issues like material shortages or price hikes.However, today’s challenges require a shift in approach. Manufacturers are realizing that reactive procurement is no longer effective in such an unpredictable world. To build resilience, they need to rethink how they source materials, manage suppliers, and ensure production continuity. Many are turning to a proactive, technology-driven approach to address unforeseen challenges effectively.This article explores how manufacturers are using technology to create resilient procurement systems that can withstand disruptions and drive long-term stability and growth in an unpredictable global landscape.A Proactive, Predictive Procurement ModelManufacturers can no longer wait for disruptions to happen before acting. Instead, they need to anticipate potential challenges and prepare for them. This shift involves using data-driven insights to predict and mitigate risks before they affect the supply chain, helping manufacturers maintain smooth operations and protect against issues like material shortages, price fluctuations, or supply chain bottlenecks.Predictive analytics play a key role in this shift. These tools help procurement teams analyze real-time data, identify patterns, and forecast potential disruptions. Rather than reacting to issues like material shortages, companies can take steps in advance to protect production timelines and costs. Predictive analytics help manufacturers answer questions like, “What alternative materials can we use if a supplier is delayed?” or “How will a surge in demand affect our lead times?” These insights allow manufacturers to stay ahead of potential issues.The challenge of predictive analytics is the large amount of historical data it requires. Many manufacturing shops are tracking procurement and supply chain data, but not always in a way conducive to analysis and comparison. Modernizing systems of generating and storing data beyond “good enough” should be thought of as an investment. If this data can make decisions more resilient and proactive, making it accessible will pay for itself. Modern data storage also empowers adoption of even more cutting edge analysis tools, such as AI assistants.How AI is Enhancing Procurement’s Role in ManufacturingArtificial intelligence (AI) extends the idea of agility and foresight in procurement. While AI can automate routine tasks, its real value lies in its ability to process large amounts of data and provide actionable insights that would have taken teams days or weeks to gather. By quickly analyzing data, AI-powered tools offer immediate insights into supplier performance, pricing changes, and lead-time adjustments, enabling manufacturers to act quickly in dynamic conditions.For instance, if tariffs raise the cost of a key material, traditional procurement processes might take days to adjust: tracking down backup suppliers, doing price and quality analysis, and reviewing product specifications with supplier capabilities. With AI, manufacturers can quickly evaluate alternative suppliers based on cost, quality, and logistics, enabling a faster response to disruptions. AI also enhances everyday procurement practices by continuously monitoring supplier performance and offering recommendations to improve efficiency. Humans naturally adjust their focus and prioritization when they arrive at a “good enough” solution, but AI can keep pushing for optimizations in parallel with human work.Digital Collaboration and the Creation of a Shared Platform for Proactive ProcurementWhile predictive analytics and AI are crucial for making procurement more agile, digital collaboration tools that connect manufacturers and suppliers bring everything together. These platforms serve as a central hub, enabling real-time communication between procurement teams and suppliers. Key data—like inventory levels, shipping schedules, and potential production bottlenecks—can be tracked and updated instantly.This connectivity is especially critical in high-stakes environments, where quick adjustments can impact profitability. For example, if a supplier signals a potential delay, the platform can immediately alert procurement teams, allowing them to address the issue or find alternative sources. This level of transparency and speed helps avoid costly downtime, especially as manufacturers face economic and geopolitical uncertainty.Collaboration is also crucial in the face of demand spikes or material shortages. Manufacturers using digital platforms can identify potential problems early and work with suppliers to resolve them. These platforms are not just tools—they lay the foundation for stronger, more effective partnerships that help navigate challenges.Adaptive Procurement and the Ability to Navigate Tariffs and Regulatory ChangesWith tariffs and regulatory changes appearing imminent after the 2024 election, manufacturers need procurement systems that can adapt quickly. Flexible, digital-first procurement systems give manufacturers a better ability to respond to these changes. A digital approach allows companies to assess the impact of tariffs and make adjustments to their sourcing and procurement strategies without delaying product launches.Rapidly adjusting sourcing or recalibrating pricing in response to tariffs helps reduce risk and also helps protect profitability. Manufacturers who respond quickly to new regulations—whether by finding new suppliers or adjusting pricing—can maintain consistency in delivery dates, pricing, and quality. Not only does this maintain the trust of the existing customer base, it can build a reputation of trustworthiness in turbulent times.How Technology-Driven Procurement Supports Middle-Class Manufacturing JobsTechnology-driven procurement does more than cut costs; it also helps support American manufacturing and its workforce. As tariffs and regulatory challenges force manufacturers to rethink their sourcing, technology provides an advantage that allows companies to keep production local and continue offering well-paying jobs.By using AI, predictive analytics, and digital collaboration, manufacturers can operate more efficiently and maintain high standards while reducing unnecessary costs. This technological edge helps offset the higher costs of domestic labor, making it possible for manufacturers to maintain and create middle-class jobs. This supports local economies and ensures the long-term viability of American manufacturing. It also offers the best protection against the impact of tariffs and supply chain disruption. Onshoring your supply chain and labor may become necessary to survive, but adopting it proactively gives you the best chance to thrive.The Shift Toward a Resilient, Tech-Forward Procurement SystemThe future of procurement requires more than quick fixes; it demands a shift to proactive, technology-driven systems. Manufacturers who invest in predictive analytics, AI, and digital collaboration are not just adapting to challenges—they are turning them into advantages.By embracing these technologies, manufacturers can better manage risks, reduce costs, and keep their supply chains running smoothly, even in the face of disruptions like tariffs. Technology-driven procurement is essential for manufacturers who want to create a resilient, sustainable supply chain that can navigate future challenges and contribute to long-term growth in the U.S. economy.To revitalize American manufacturing, technology must be used at every stage of production. By embracing digital tools, manufacturers can strengthen their supply chains and help sustain the American middle class. This approach is not just good for business—it’s an investment in the future of manufacturing and the communities it supports.‍About the AuthorYushiro Kato previously worked for McKinsey &amp; Company, where he co-led the procurement sector for the manufacturing industry. He supported large manufacturers in Chicago, Milwaukee, New Jersey, and more. In November 2017, he founded <a href="https://us.caddi.com/" rel="noopener noreferrer" target="_blank">CADDi</a> with the mission to “unleash the potential of manufacturing.” In 2023, Yushiro was selected as one of the top 10 entrepreneurs by Forbes.

A digital future: Building resilient supply chains through technology-driven procurement

The state of American manufacturing is in dire need of improvement. For decades, the U.S. economy has been transforming into a service-based model while the manufacturing power we associate with the American postwar capacity of the 1950s and ’60s has dispersed offshore.This slow degradation of U.S. manufacturing capacity is coupled with fears of a significant labor shortage. A recent study by <a href="https://tracking.us.nylas.com/l/09d00fe7ceb04d46b567892fa66848cf/1/4e0a076f534660bbc280b8139d78f0c316854fd151268705ee3161310bc11467?cache_buster=1731446900" rel="noopener noreferrer" target="_blank">Deloitte</a> found that by 2033, U.S. manufacturers will need about 3.8 million new workers, and half of those jobs might go unfilled. As an industry, we can’t remain on the same path and risk falling behind to an irreversible degree.A popular narrative right now is that automation and our advancements in machine learning will help mitigate the effects of this predicted labor shortage. However, with global competitors also making strides in these areas, the U.S. faces losing ground in the global landscape.It’s surprising that we didn’t hear much about any of that during the campaigns leading up to the 2024 elections last November.Discussing these trends and challenges with Quality Digest is Yushiro Kato, CEO and co-founder of <a href="https://us.caddi.com/" rel="noopener noreferrer" target="_blank">CADDi Inc.</a>, a globally operating Japanese company that provides a one-stop procurement solution for fabricated parts and components. Here’s what he had to say in a recent interview.Quality Digest: Please tell us a little more about yourself and your company.Yushiro Kato: At CADDi, we’re on a mission to revolutionize the manufacturing supply chain by harnessing the power of technology and data. Our platform connects manufacturers with suppliers in ways that eliminate inefficiencies, reduce costs, and unlock new opportunities. We believe manufacturing should be smarter, more transparent, and better connected—and we’re building the tools to make that happen.As someone who’s deeply immersed in the challenges facing global manufacturing, I see firsthand how these trends—offshoring, labor shortages, and global competition—are playing out. The manufacturing industry is at a crossroads, and our decisions will define its future.At CADDi, we’re not just responding to these challenges; we’re creating solutions that empower manufacturers to thrive in this new landscape. Whether it’s leveraging data to optimize procurement or using AI to bridge skill gaps, our focus is on enabling resilience and growth for manufacturers everywhere.The future of manufacturing isn’t about choosing between human talent and technology—it’s about making them work together seamlessly. And while these challenges are real, I’m optimistic. With the right mix of innovation, strategic thinking, and collaboration, we can build a stronger, more sustainable future for this industry. That’s what CADDi is here to do.QD: To what do you attribute a decline in U.S. manufacturing in the past few decades?YK: The idea that U.S. manufacturing is in a steep decline isn’t entirely accurate. Sure, industry revenue has dipped slightly—about 0.4% annually over the past five years—but that’s not the full story. Over the last two decades, manufacturing of durable goods has grown by 45.4%, while nondurable goods have seen a small decline. What’s happening isn’t a universal collapse but a shift that’s hitting some sectors harder than others. And these sector-specific trends have profound implications for jobs, global competition, and geopolitics.What’s happening isn’t a universal collapse but a shift that’s hitting some sectors harder than others.The disappearance of manufacturing jobs is undeniable, driven by automation, offshoring, and relentless cost pressures. But it’s not just the jobs we’ve lost—it’s the skilled workforce. As work moved overseas, many people left the industry entirely, creating a talent void. At the same time, global competitors—bolstered by decades of U.S. investment—are thriving. China’s middle class, for example, owes a lot to offshore American manufacturing. Now, those same factories compete with us, producing electric vehicles and other goods for global markets. Add geopolitical instability—wars in Europe and the Middle East, tensions with China—and manufacturers face a perfect storm of rising costs and uncertainty.Fixing this is no small task. Offshoring created structural dependencies on global supply chains that can’t just be unwound. Building domestic capacity takes time, political coordination, and significant capital. Even if companies reshore production, who’s going to run the machines? Addressing the skilled labor gap isn’t something we can solve overnight—it requires massive investment in training and rethinking how we position manufacturing as a career.But the clock is ticking. The longer we wait, the harder it will be to reverse these trends and secure the future of U.S. manufacturing.QD: How does America’s ability to fill open jobs compare to other countries?YK: America has at least one glaring advantage over most of the rest of the world when it comes to filling open jobs: our educational system. The U.S. education system is the envy of the world and represents an amazing delivery mechanism for the skills necessary to stimulate new growth in American manufacturing. However, that will take time.In the short term, we’re likely to see a stampede of OEMs rushing to a small number of viable fabricators to fill orders. Production is likely to be constrained by the labor shortage until fabricators can more fully automate their manufacturing processes.QD: What can the U.S. do to reverse these trends?YK: Reversing the trends hollowing out U.S. manufacturing requires a strategic, long-term commitment to rebuilding our economic and industrial base. The first step is realigning incentives. Tax policies must penalize offshoring while rewarding domestic investment in advanced manufacturing, automation, and clean energy infrastructure. Companies that benefit from access to the American market should be held accountable for reinvesting in the American economy. This isn’t about isolationism; it’s about ensuring a balanced, resilient economic framework that prioritizes national interests.Addressing the skilled labor crisis is equally critical. Decades of offshoring gutted the talent pipeline as workers left the sector for more stable opportunities. Restoring this pipeline will take years of investment in education, vocational training, and partnerships between industry and academia. A comprehensive approach—ranging from subsidized reskilling programs to a nationwide push to elevate the trades as respectable and well-paying careers—is essential. Without a robust, skilled workforce, efforts to rebuild manufacturing will stall before they even begin.Trade policies must also evolve. While free trade has its benefits, the U.S. can’t afford to outsource critical industries like semiconductors, green energy, and defense. Strategic protectionism, aligned with national priorities, is necessary to safeguard these sectors. Trade agreements should prioritize partnerships with nations that uphold similar labor and environmental standards, ensuring competition doesn’t come at the cost of American jobs or values.Finally, a significant reinvestment in infrastructure and manufacturing capacity is required. Federal initiatives, akin to Roosevelt’s New Deal or Eisenhower’s Interstate Highway System, should fund the development of modern factories, resilient supply chains, and energy independence. This will not only drive job creation but also reestablish the U.S. as a leader in the global economy. Rebuilding U.S. manufacturing is a complex, multidecade challenge, but with coordinated action and strategic focus it is achievable, and it’s critical to the nation’s long-term prosperity.Federal initiatives, akin to Roosevelt’s New Deal or Eisenhower’s Interstate Highway System, should fund the development of modern factories, resilient supply chains, and energy independence.QD: What effects do you think AI will have in filling the labor gap?YK: AI is going to be a game-changer in U.S. manufacturing, but not in the way people usually think. It’s not about replacing humans with robots; that’s science fiction. The real power of AI right now is as a partner to human workers. It fills the gaps where there aren’t enough skilled people or where workers are stretched too thin. Think about it: AI can analyze production data faster than any human, flag potential problems before they happen, or even guide someone step-by-step through complex tasks. It’s like giving every worker a super-intelligent assistant that makes them better at their job.In the long run, AI could transform the entire workforce. But it’s not going to happen overnight. The key is creating hybrid roles where humans and AI work together—people handle judgment calls and creativity, while AI crunches the numbers and optimizes processes. But here’s the catch: Companies need to invest in training people for these roles. AI isn’t going to magically create a skilled workforce. If manufacturers don’t step up to reskill and upskill their teams, they’re just going to dig themselves deeper into the labor gap.And here’s the controversial bit: I think AI can actually save smaller manufacturers that are struggling to compete with big guys offshoring their operations. AI makes it possible to do more with fewer people and less money. It democratizes high-tech efficiency. If smaller companies adopt AI the right way, they can stay competitive without moving jobs overseas. But we have to remember that AI isn’t a silver bullet—it’s a tool. The companies that win will be the ones that figure out how to make humans and AI work together, not replace one with the other.QD: Does the U.S. trail other countries in this regard?YK: There isn’t a simple answer to that. The U.S. may trail some other countries in very specific respects. For instance, countries like Germany and Japan have built highly advanced, integrated manufacturing ecosystems. The sheer scale of China’s manufacturing is unprecedented, thanks to years of foreign direct investment and relentless focus on cost efficiency. In comparison, the U.S. has allowed areas of its manufacturing sector to be hollowed out through decades of offshoring and underinvestment in workforce development.One major difference is the way these countries have embraced long-term strategies to address challenges. Germany has invested heavily in vocational training and apprenticeships, ensuring a steady pipeline of skilled labor. Japan has excelled in lean manufacturing and integrating technology into production processes.The U.S., by contrast, has seen a decline in its manufacturing workforce and expertise as workers shifted to other industries, and it’s paying the price now in the form of a massive skilled labor shortage. But the U.S. still has unique strengths. Its innovation ecosystem is unmatched, with cutting-edge research and development in automation, AI, and advanced manufacturing technologies. If these tools are harnessed strategically, they can help close the gap, especially in areas where labor shortages are most acute. We’ve barely scratched the surface of AI’s ability to act as a force multiplier, helping smaller manufacturers optimize their operations and supplement human labor in critical ways.The U.S. still has unique strengths.The bottom line is the U.S. has fallen behind in certain aspects of manufacturing. But we can close the gap. With smart investments in technology, a recommitment to workforce development, and a willingness to rethink its reliance on global supply chains, the U.S. can reclaim leadership in this space. The key is treating this as a national priority—not just for economic competitiveness, but for long-term resilience and security.QD: How do you think the recent election will affect the labor market?YK: The idea that the election will drastically change the labor market is probably overstated. While elections can set the tone for policy and priorities, labor market conditions are shaped far more by macroeconomic forces and geopolitics than by who’s in office. Factors like inflation, interest rates, global supply chain disruptions, and energy markets will probably play a much larger role in determining job growth, wages, and overall labor demand.Of course, if you anticipate the new president having strong influence over the Federal Reserve’s interest rate policy, then the election will absolutely have an impact on the labor market.It’s worth also mentioning how ongoing conflicts in Europe and the Middle East, as well as U.S.-China tensions, have already reshaped global supply chains and driven up costs for manufacturers. These pressures have as much influence on trends like reshoring and automation as U.S. trade policy or the specter of tariffs.The other thing worth acknowledging is how conditions aren’t likely to sustainably improve for labor in the absence of strong unions. Without stronger unions, workers are going to struggle to secure higher wages, better benefits, and improved working conditions, regardless of the demand created by a push for onshoring work.It’s easier said than done. Without broader structural changes, such as better support for workforce development and training, even the most well-organized labor movements will struggle to counterbalance the larger economic forces at play. Improving labor market conditions will take more than an election cycle—it will require sustained effort to address systemic issues and adapt to global realities.QD: How do you think American companies will react to or benefit from a change in the political climate?YK: American companies are likely anticipating a reduction in corporate taxes from the incoming administration. Historically, companies have taken advantage of these moments to repatriate cash from overseas. We’re likely to see managers fall into one of two camps: 1) those who take the opportunity to return capital to investors or shareholders, or 2) those who choose to make longer-term capital investments to fuel long-term growth.Either way, this is likely to be a period of exuberance for companies that have been languishing under the interest rate regime of the prior administration. Of course, if inflation returns, or if global supply chains are further disrupted, that exuberance will turn to anguish pretty fast.QD: What do you think the future holds for American manufacturing?YK: America’s manufacturing sector is at a complicated crossroads. What sectors should live on shore? What does the future of our labor force look like? How should profits be divided between labor and management? None of these questions have simple answers. How we decide to answer them will have profound consequences for the manufacturing sector and for the daily lives of average Americans.Whatever we decide, these things are unavoidable: AI is here, and its impact is increasing exponentially. The global order is shifting under our feet, and America’s role in that order may evolve significantly over the next 50 years. We are facing an intense period of rapid transformation that we all need to embrace.Buckle up.

The Present State of American Manufacturing

Harrigan to help expand global partnerships and alliances for CADDi, a leading manufacturing digital solutions provider and creator of CADDi DrawerCHICAGO, Sept. 24, 2024 /PRNewswire/ --‍<a href="https://c212.net/c/link/?t=0&amp;l=en&amp;o=4261196-1&amp;h=1550852461&amp;u=https%3A%2F%2Fus.caddi.com%2F&amp;a=CADDi" rel="noopener noreferrer" target="_blank">CADDi</a>, a leading digital solutions provider for manufacturers, is pleased to announce the appointment of Patrick Harrigan as Vice President of Partnerships. Harrigan, a seasoned technical sales leader and consultant, will lead CADDi's global partnerships and alliances, focusing on delivering innovative digital transformation solutions to the manufacturing industry.With over 15 years of experience working with global manufacturing clients, Harrigan brings deep expertise in leveraging cutting-edge technologies—such as AI, cloud computing, and edge computing—to enable smart connected factories and enhance manufacturing workflows. He joins CADDi following his tenure as Head of Global Partnerships and Alliances at Tulip Interfaces, where he successfully scaled strategic alliances and delivered transformative solutions to leading manufacturing organizations."We are thrilled to welcome Patrick to CADDi at a time when partnerships are critical to driving our global growth and supporting our vision for digital transformation in manufacturing," said Yushiro Kato, CEO and Co-Founder of CADDi. "His extensive experience in building strategic alliances and expertise in enterprise integration will be invaluable as we continue to expand the reach and impact of CADDi Drawer."Prior to joining Tulip Interfaces, Harrigan spent several years at Hexagon AB, overseeing business development for the Xalt Framework. In this role, he was instrumental in delivering Industry 4.0 solutions that empowered manufacturing customers to implement smart connected factory solutions and drive operational efficiencies across their businesses. Harrigan's experience spans key emerging technologies such as mobility, AR/VR, cloud, and AI—making him a critical addition to the CADDi leadership team as the company looks to deepen its ecosystem of partners."Today, manufacturers find themselves in a complex, ever-changing environment, and establishing a robust partner ecosystem is critical to providing solutions to these challenges," said Harrigan. "I'm excited to join CADDi, a company at the forefront of this evolution. I look forward to collaborating with our partners to drive innovation and deliver value to our customers."Harrigan's appointment reinforces CADDi's commitment to expanding its global footprint and building strategic alliances to further solidify its standing as a leader in manufacturing innovation. With Harrigan at the helm of partnerships, CADDi is well-positioned to continue driving disruption in the industry and supporting manufacturers in their digital transformation journeys.About CADDi Inc.<a href="https://c212.net/c/link/?t=0&amp;l=en&amp;o=4261196-1&amp;h=2363553842&amp;u=https%3A%2F%2Fcaddi.com%2Fen-us%2Fdrawer%2F&amp;a=CADDi" rel="noopener noreferrer" target="_blank">CADDi</a> is a global manufacturing company on a mission to "unleash the potential of manufacturing." The company strives to transform the manufacturing industry through its primary offering, "CADDi Drawer," an AI-enabled drawing management system, helping further unlock the potential of manufacturing by significantly improving the efficiency of procurement teams. CADDi was recently named to <a href="https://c212.net/c/link/?t=0&amp;l=en&amp;o=4261196-1&amp;h=1326079320&amp;u=https%3A%2F%2Fwww.fastcompany.com%2F91033684%2Fcaddi-most-innovative-companies-2024&amp;a=Fast+Company%27s+2024+Most+Innovative+Companies" rel="noopener noreferrer" target="_blank">Fast Company's 2024 Most Innovative Companies</a> list as the only manufacturing technology company.

CADDi Appoints Patrick Harrigan as Vice President of Partnerships

American manufacturers aren't seeing the future through rose-tinted glasses.About 49% of U.S. manufacturers expect a recession to hit in 2025, with 84% predicting it will happen within the next two years, according to new research conducted and released today by software development company <a href="https://us.caddi.com/" rel="noopener noreferrer" target="_blank">CADDi</a>.However, the proprietary research, which is based on a survey of more than 330 U.S. manufacturing professionals, suggests that manufacturers are making financial decisions based off incomplete information.The research said 60% of procurement professionals have sourced a part at a higher cost than what they knew was possible because they didn't have access to sufficient supplier data to negotiate effectively. The same percentage of respondents said they've missed an opportunity to consolidate suppliers and/or negotiate a volume discount because they didn't have access to historical cost data associated with similar parts.Additionally, 71% of sales professionals have quoted or sold an unprofitable deal for their company because they didn't have access to the historical engineering and procurement data they needed."American manufacturers are feeling pressure from every angle – the economy, talent shortage, rising competition from China and Mexico and more," CADDi CEO Yushiro Kato said. "Our research indicates that data and collaboration issues are exacerbating the pressure. Internal teams can't access the information they need to do their jobs and make smart and profitable decisions fast enough, which increases the stakes for manufacturers that don't take steps to address the inefficiencies."Key findings from CADDi's research, <a href="https://us.caddi.com/resources/whitepaper/the-american-manufacturing-pressure-and-productivity-index?utm_source=Website-Referral&amp;utm_medium=PR&amp;utm_content=White-Paper&amp;utm_campaign=Market-Research-Report&amp;utm_term=Bear" rel="noopener noreferrer" target="_blank">The American Manufacturing Pressure and Productivity Index</a>, includes:<ul><li>Talent challenges remain top pressure drivers, including a lack of access to skilled labor (56%) and equipping current employees to step into strategic roles (50%).</li><li>Speed to market, which 23% of manufacturers say is a 2025 priority, is at risk.</li><li>77% of procurement professionals say that every few projects they need to find a new part, product or supplier because the one they found didn't meet engineering's specifications.</li><li>68% believe at least half of their institutional knowledge will be lost forever in the next decade when senior executives retire.</li><li>27% of manufacturers fear they aren't transforming fast enough to survive (27%).</li><li>45% of senior management leaders cite digitally transforming their operations as a top business pressure.</li><li>51% said navigating political demands to bring more production onshore is a top three pressure point.</li></ul><h3>Pervasive Data Issues Undermine Productivity and Competitiveness</h3>Sales, procurement and engineering teams generally spend at least 25% to 50% of their workdays tracking down critical information to do their jobs and ensuring the accuracy of this information.When asked about their biggest frustrations, inadequate documentation (73%) – missing part numbers, dimensions and material properties – topped the list for procurement. Sales professionals cited long quotation processes due to needing to track down relevant information (67%) and poor collaboration and communication with procurement and engineering that leads to delays and misunderstandings (33%).

84% of U.S. Manufacturers Anticipate a Recession in Next Two Years

<ul><li>CADDi Drawer recognized for its exceptional capabilities in enhancing business intelligence and engineering management</li><li>The AI-driven software solution stands out for user-friendly design and impactful results, achieving top rankings in both Business Intelligence and Engineering Management categories</li></ul>CHICAGO, Aug. 13, 2024 /PRNewswire/ -- <a href="https://c212.net/c/link/?t=0&amp;l=en&amp;o=4232011-1&amp;h=833083802&amp;u=https%3A%2F%2Fcaddi.com%2Fen-us%2Fdrawer%2F&amp;a=CADDi" rel="noopener noreferrer" target="_blank">CADDi</a>, a leading global procurement solutions provider for the manufacturing industry, is a winner of the <a href="https://c212.net/c/link/?t=0&amp;l=en&amp;o=4232011-1&amp;h=4031215862&amp;u=https%3A%2F%2Fwww.cloud-awards.com%2Fsoftware-as-a-service-awards%2F&amp;a=2024+SaaS+Awards" rel="noopener noreferrer" target="_blank">2024 SaaS Awards</a>. CADDi Drawer, the company's innovative AI software, has been recognized in two key categories: Best SaaS Product for Business Intelligence or Analytics and Best SaaS Product for Engineering Management, PLM, or CAD. These prestigious awards highlight CADDi's commitment to driving excellence and innovation in manufacturing.<img src="https://cdn.builder.io/api/v1/image/assets%2F209ee507cedf4c298e100edae4bba2df%2Fe0ec6b25ae014d44a3d7d326874e46d9">2024 SaaS AwardsThe SaaS Awards is a long-established program that recognizes the best software-as-a-service solutions from around the world. Past winners include Intuit Quickbooks, Blue Yonder, Last Pass and SAP SE. This year's competition was particularly fierce, with entries from organizations of all sizes spanning North America, Europe, and APAC. CADDi's success in two critical categories is a testament to the software's powerful capabilities and its impact on the manufacturing industry."When we first developed CADDi Drawer, we were trying to find a solution for categorizing the hundreds of millions of drawings our manufacturing customers were sending us. It was just too great a volume of data for us to reliably process competitive quotes at speed," said Yushiro Kato, CEO and Co-Founder of CADDi. "Drawer allowed us to extract and organize data from drawings and use it to interlink those designs with POs, quality defect reports, PLM files, or CAM data from across the rest of our customer's entire tech stack."CADDi Drawer's recognition in the Best SaaS Product for Business Intelligence or Analytics category highlights its advanced capabilities in simplifying and streamlining manufacturing data management. By integrating data from various production systems, CADDi Drawer ensures that complex engineering information is easily accessible and actionable. Its patented similarity search feature facilitates the efficient retrieval and comparison of engineering drawings, enhancing procurement and engineering processes with real-time insights and streamlined workflows."By giving all our customers an easily accessible and intractable data model on Day One, we make it possible for them to leverage their entire historical record in ways they never could," Kato added. "That's true whether you're trying to deploy AI in your business or just trying to up-skill folks to help address labor shortages. It's been amazing to watch our customers standardize the use of Drawer across procurement, engineering, manufacturing, and sales. The speed with which these companies are starting to make hard, data-driven decisions is incredible. It's precisely why we built Drawer in the first place. We're going to keep pushing the boundaries of what people can do with manufacturing data. That's just what we do."In the Best SaaS Product for Engineering Management, PLM, or CAD category, CADDi Drawer was celebrated for its user-friendly interface and powerful engineering capabilities. The software's AI-driven tools streamline engineering management, making it easier for teams to access, share, and analyze technical drawings and data. This has led to significant improvements in efficiency, cost control, and overall project management for manufacturers."CADDi has demonstrated an unwavering commitment to innovation and excellence and is a more than deserving winner of its categories. The caliber of the finalists this year was particularly high, which is a testament to this wonderful achievement," said James Williams, CEO of The Cloud Awards. "A huge congratulations to CADDi, and to all of 2024's winners. We are extremely excited to see how they continue to drive the industry forward in the coming years."‍Visit CADDi's official <a href="https://c212.net/c/link/?t=0&amp;l=en&amp;o=4232011-1&amp;h=4172683496&amp;u=https%3A%2F%2Fcaddi.com%2Fen-us%2Fdrawer%2F&amp;a=website+" rel="noopener noreferrer" target="_blank">website </a>for more information about its innovative solutions. Explore its latest partnerships, news, and resources <a href="https://c212.net/c/link/?t=0&amp;l=en&amp;o=4232011-1&amp;h=271165031&amp;u=https%3A%2F%2Fus.caddi.com%2Fresources%2Fcategory%2Fnews&amp;a=here" rel="noopener noreferrer" target="_blank">here</a>.To view the full list of winners across all categories, please visit: <a href="https://c212.net/c/link/?t=0&amp;l=en&amp;o=4232011-1&amp;h=982005014&amp;u=https%3A%2F%2Fwww.cloud-awards.com%2F2024-saas-awards-winners&amp;a=https%3A%2F%2Fwww.cloud-awards.com%2F2024-saas-awards-winners" rel="noopener noreferrer" target="_blank">https://www.cloud-awards.com/2024-saas-awards-winners</a>.‍‍About CADDi Inc.<a href="https://c212.net/c/link/?t=0&amp;l=en&amp;o=4232011-1&amp;h=833083802&amp;u=https%3A%2F%2Fcaddi.com%2Fen-us%2Fdrawer%2F&amp;a=CADDi" rel="noopener noreferrer" target="_blank">CADDi</a> is a global manufacturing company on a mission to "unleash the potential of manufacturing." The company strives to transform the manufacturing industry through its primary offering, "CADDi Drawer," an AI-enabled drawing management system, helping further unlock the potential of manufacturing by significantly improving the efficiency of procurement teams. CADDi was recently named to <a href="https://c212.net/c/link/?t=0&amp;l=en&amp;o=4232011-1&amp;h=4065164528&amp;u=https%3A%2F%2Fwww.fastcompany.com%2F91033684%2Fcaddi-most-innovative-companies-2024&amp;a=Fast+Company%27s+2024+Most+Innovative+Companies" rel="noopener noreferrer" target="_blank">Fast Company's 2024 Most Innovative Companies</a> list as the only manufacturing technology company and G2's "<a href="https://c212.net/c/link/?t=0&amp;l=en&amp;o=4232011-1&amp;h=2459306543&amp;u=https%3A%2F%2Fwww.g2.com%2Fcategories%2Fmanufacturing-intelligence&amp;a=Best+Manufacturing+Intelligence+Software" rel="noopener noreferrer" target="_blank">Best Manufacturing Intelligence Software</a>" list.‍About the Cloud AwardsThe<a href="https://c212.net/c/link/?t=0&amp;l=en&amp;o=4232011-1&amp;h=336500282&amp;u=https%3A%2F%2Fwww.cloud-awards.com%2Fcloud-computing-awards%2F%2522%2520%2Ft%2520%2522_blank&amp;a=%C2%A0Cloud+Awards" rel="noopener noreferrer" target="_blank"> Cloud Awards</a> is an international program which has been recognizing and honoring industry leaders, innovators and organizational transformation in cloud computing since 2011. The Cloud Awards comprises five awards programs, each uniquely celebrating success across cloud computing, software-as-a-service (SaaS), cloud security, artificial intelligence (AI), and financial technologies (FinTech).Winners are selected by a judging panel of international industry experts. For more information about the Cloud Awards, please visit<a href="https://c212.net/c/link/?t=0&amp;l=en&amp;o=4232011-1&amp;h=1490551721&amp;u=https%3A%2F%2Fwww.cloud-awards.com%2F&amp;a=%C2%A0" rel="noopener noreferrer" target="_blank"> </a><a href="https://c212.net/c/link/?t=0&amp;l=en&amp;o=4232011-1&amp;h=3251203655&amp;u=https%3A%2F%2Fwww.cloud-awards.com%2F&amp;a=https%3A%2F%2Fwww.cloud-awards.com%2F" rel="noopener noreferrer" target="_blank">https://www.cloud-awards.com/</a>.‍About The SaaS Awards<a href="https://c212.net/c/link/?t=0&amp;l=en&amp;o=4232011-1&amp;h=2218348341&amp;u=https%3A%2F%2Fwww.cloud-awards.com%2Fsoftware-as-a-service-awards%2F&amp;a=The+SaaS+Awards" rel="noopener noreferrer" target="_blank">The SaaS Awards</a> focuses on recognizing excellence and innovation in software solutions. Categories range from Best Enterprise-Level SaaS to Best UX or UI Design in a SaaS Product.

CADDi Wins Best Business Intelligence and Engineering Management Software at 2024 SaaS Awards

These days, incessant pings and buzzes from your workspace’s preferred team management software may seem like a fact of life. But not too long ago, the idea of having software beyond emailing to manage teams was beyond imagination. Then one of the market’s leaders stumbled into creating the perfect product.Many people think that entrepreneurship is about building a new product. Although this can be the case, the most transformative businesses start by creating an entirely new market.Undoubtedly, that is a lofty proposition. How can you think about a market that doesn’t even exist? The secret is finding a problem that isn’t seen as one, an inconvenience that is seen as being “just the way things are.” Slack’s development serves as a perfect case study for finding these problems.<h3>Solving user problems and building better communication</h3>When Stewart Butterfield founded his first company, team management was merely a means to an end. The end in question? Making a video game called Glitch. When Glitch failed to capture a large enough user base, Butterfield had to shut the game down. However, he didn’t close the company. Instead, he renamed the company Slack and made a new solution-oriented software its product.As his team was developing Glitch, they encountered inefficiencies in their internal communication that led them to create a more streamlined system for their use. They developed a communication tool that allowed for better, more efficient, and easily searchable conversations compared to email. The software that would eventually become Slack began life as a means to this end. Seeing how well the system worked internally and noticing the vacuum in the market, Butterfield rebuilt his entire company around the product.The core takeaway from the Glitch-to-Slack story is the importance of following your end user’s pain points and being flexible about what your product provides. Slack stumbled into discovering a new market because its employees were its customers. Without knowing it, they were designing a system that appealed perfectly to professionals working as a team to create a product.As Slack cemented itself as a market leader in the space, it has continued to be curious about finding ways it can address users’ pain points. For instance, by adding features like Slack Atlas, an employee directory system, Slack demonstrated its continuous willingness to enhance its functionality and cater to the evolving needs of its users. This focus on continuous improvement and user-centric design has been key to its success.<h3>Applying Slack’s strategies to manufacturing procurement</h3>To get a deeper understanding of how Slack’s methodology can be used to identify new markets, let’s look at a totally different example: procurement systems in the manufacturing industry.Factories need to order many parts to produce whatever product they are making. A procurement department’s job is to order the right parts at the right price. That may seem straightforward on paper. In reality, today’s procurement departments are plagued with countless problems.Procurement departments often have databases where they store documents with parts drawings and prices. However, these databases are frequently outdated, poorly organized, or incompatible with other systems, making it difficult to retrieve accurate and timely information. As a result, obtaining new parts can still become a matter of guesswork, with orders sometimes being made based on scant descriptions over the phone. Furthermore, when employees leave their companies, critical knowledge is often lost, leading to inefficiencies and errors.Critical knowledge in procurement includes detailed information about suppliers, pricing histories, negotiation tactics, and specific technical requirements for parts. For instance, experienced employees often have personal relationships with suppliers and a deep understanding of which vendors provide the best quality or most reliable delivery times. They also know the nuances of past orders, such as which parts required special handling or which suppliers were more flexible on pricing.When these employees leave, much of this invaluable information goes with them if it hasn’t been properly documented and stored. This loss can cause several issues.• Delays in procurement: New or remaining employees might not know which suppliers to contact or what specific details to ask for, leading to delays in obtaining necessary parts.• Inaccurate orders: Without detailed descriptions and historical knowledge, there is a higher risk of ordering the wrong parts, which can lead to production delays and increased costs.• Repetitive mistakes: Knowledge about previous issues with certain suppliers or parts might be lost, causing the same mistakes to be repeated.• Increased costs: Lack of historical pricing information can lead to paying higher prices for parts, because new employees might not be aware of previous negotiations or discounts.An experienced procurement officer might know that a particular component needs to be sourced from a specific supplier due to unique material requirements that aren’t documented in the database. If this knowledge isn’t transferred, a new procurement officer might choose a different supplier based on price alone, resulting in receiving a part that doesn’t meet the necessary specifications. This not only wastes time but also incurs additional costs as the correct part must be reordered, and production timelines are disrupted.These problems only scratch the surface of procurement’s inefficiencies. Yet, until recently, no one in the industry was solving these problems. The reason why? No one knew they were problems in the first place.Autodesk, renowned for developing AutoCAD, a staple in engineering design, attempted to extend its success into procurement solutions for manufacturers. However, its offering failed to gain broad adoption. The challenge was in the misalignment with procurement professionals’ specific needs, such as centralized supplier management and detailed cost analysis. Engineering software like AutoCAD, while excellent for design, often lacks seamless integration with procurement workflows. This disconnect, coupled with market perception issues, hindered Autodesk’s penetration into the procurement sector.<h3>Prioritizing widespread adoption and problem-solving</h3>Perhaps it’s not surprising that another company is now trying to solve these problems. CADDi is addressing fundamental challenges faced by procurement departments through its innovative software solution, CADDi Drawer. Central to its approach is a centralized digital database that houses all procurement-related documents, including parts drawings and pricing information. This searchable database is meticulously designed for easy integration with existing systems, ensuring real-time updates and comprehensive accessibility.Using advanced AI algorithms, CADDi enables procurement professionals to swiftly locate specific parts with precision. This capability is crucial because it replaces traditional manual searches, which are often time-consuming and prone to errors. With AI, users can input search criteria like part numbers, specifications, or descriptions, and CADDi’s algorithms can quickly retrieve the exact documents needed. This not only streamlines the procurement workflow but also ensures that suppliers receive accurate information promptly, leading to improved communication and faster decision-making in sourcing and purchasing processes.CADDi plays a pivotal role in mitigating knowledge drain within organizations. By digitizing and centralizing critical documents, including historical drawings and procurement records, CADDi ensures that valuable institutional knowledge remains accessible over time. This proactive approach is particularly crucial as experienced employees retire or move on from the company. Instead of losing critical information that resides only in the minds of departing employees, CADDi stores it in a structured digital format that can be accessed and used by current and future team members. This preservation of institutional knowledge not only reduces the risks associated with personnel changes but also facilitates continuity in operations and decision-making. It empowers organizations to retain and leverage years of accumulated expertise, thereby maintaining productivity and efficiency across different departments.Another significant feature of CADDi is its ability to foster collaboration between engineering and procurement teams. The platform allows engineering teams to annotate drawings with specific requirements or modifications directly within the system. These annotations can include details such as material specifications, dimensional adjustments, or quality standards that are crucial for procurement professionals when sourcing parts or materials. By integrating these annotated drawings into the procurement process, CADDi enables seamless communication and alignment between departments. Procurement teams can easily interpret engineering requirements and translate them into actionable sourcing decisions, ensuring that purchased parts meet exact specifications and quality standards.While the markets of Slack and CADDi may initially seem distant from your industry, they exemplify a fundamental principle: Challenging assumptions about user pain points can lead to groundbreaking market creation. By identifying and addressing these pain points effectively, both companies have redefined industry standards and demonstrated the transformative power of innovation rooted in genuine user needs.By digitizing and centralizing critical documents, including historical drawings and procurement records, CADDi ensures that valuable institutional knowledge remains accessible over time.

How Slack Created a New Product Category, and how you can too

CADDi, a leading global procurement solutions provider for the manufacturing industry, announced that its innovative AI software, CADDi Drawer, has been named a “Best Manufacturing Intelligence Software” by G2. As manufacturers navigate a rapidly changing landscape, efficient procurement processes and real-time data analysis have become critical to maintain competitiveness. This recognition underscores CADDi Drawer’s essential role in enabling manufacturers to optimize procurement, reduce costs, and streamline operations.“Being recognized by G2 as a leading manufacturing intelligence software is a testament to the value we provide to our customers,” said Yushiro Kato, CEO and Co-Founder of CADDi. “CADDi Drawer has been instrumental in transforming how manufacturers approach procurement, enabling smarter, data-driven decisions. We are proud of this achievement and remain committed to delivering innovative solutions that drive efficiency and cost savings.”As the world’s largest and most trusted software marketplace, G2 is visited by 90 million software buyers each year. To qualify for inclusion in the Manufacturing Intelligence category, a product must:<ul><li>Gather manufacturing data from all systems and locations involved in production.</li><li>Provide features to clean and structure manufacturing data for easier use.</li><li>Deliver relevant information to employees and managers involved in production.</li><li>Analyze production data in real-time and alert users based on predefined rules.</li><li>Monitor KPIs and metrics for quality management, productivity, and cost control.</li></ul>CADDi Drawer addresses procurement challenges by allowing users to visualize the costs associated with each product clearly. With its patented similarity search feature, users can effortlessly locate similar engineering drawings, enabling easy review and consolidation of designs. The AI system ensures that all data on each drawing is searchable, providing accessible information across departments.In addition to being named a top manufacturing intelligence software, CADDi Drawer ranked in the following categories:<ul><li>#1 in Easiest To Use Manufacturing Intelligence Software</li><li>#1 in Manufacturing Intelligence Tool for Driving Results</li></ul>A product’s usability score is calculated by a proprietary algorithm that factors in user satisfaction ratings of how easy the product is to administer and meet business requirements, among other ratings. This recognition highlights CADDi’s commitment to providing a user-friendly interface alongside powerful capabilities, ensuring seamless integration into manufacturing workflows.CADDi Drawer earned G2’s 2024 Best Manufacturing Intelligence Software because of customer feedback, including:<ul><li>“Very Fast &amp; Efficient Referencing”: “CADDi Drawer allows me to revisit past drawings that are critical to my weekly workflow. From what would usually take one to two hours to complete, an extensive quote brings it down to an average hour.”</li><li>“We can finally make the most of all the data we’ve collected”: I like being able to improve search speed in Drawer by combining keyword and advanced search.”</li><li>“Huge progress towards resolving long-term problems”: I am so impressed with the amazing application and staff. I highly recommend <a href="https://caddi.com/en/" rel="noopener noreferrer" target="_blank">CADDi</a> Drawer.”</li></ul>

CADDi Named a 2024 “Best Manufacturing Intelligence Software” by G2

<h6>CADDi Drawer addresses time-intensive quoting and drawing management woes for a leading Illinois-based global manufacturer of mold &amp; die components</h6>CHICAGO — <a href="https://caddi.com/en/" rel="noopener noreferrer" target="_blank">CADDi Inc.,</a> a global procurement solutions provider for the manufacturing industry, announced a strategic partnership with <a href="https://punch-us.com/about-us.html" rel="noopener noreferrer" target="_blank">PUNCH INDUSTRY USA INC</a>, a prominent supplier of mold and die components in the medical, consumer, and automotive industries. This partnership marks a significant milestone as PUNCH INDUSTRY USA <a href="https://caddi-drawer.wistia.com/medias/j7093a975a" rel="noopener noreferrer" target="_blank">adopts CADDi Drawer</a>, an AI-enabled drawing management system designed to revolutionize efficiency and productivity.PUNCH INDUSTRY USA, a small yet forward-thinking company focused on sales to mold and dye makers, plastic injection molding companies, and metal stampers, faced challenges in its daily operations that threatened to impede its growth. The quoting process had become time-consuming, drawing information management was complex, and concerns arose about the impending knowledge gap due to international team members moving. Recognizing these challenges as common roadblocks in the manufacturing sector, CADDi stepped in to implement CADDi Drawer.“We recognize that many players, like PUNCH INDUSTRY USA, grapple with common pain points. CADDi Drawer was designed to address these challenges head-on,” said Yushiro Kato, co-founder and CEO of CADDi. “By leveraging technology and innovation, CADDi Drawer is not just a solution tailored for one company; it's a transformative tool designed to elevate the efficiency and productivity of procurement teams across the entire manufacturing landscape.”With a strategic decision to integrate CADDi Drawer into its operations, PUNCH INDUSTRY USA aims to streamline its quoting processes and optimize drawing data management. CADDi Drawer’s proprietary "similar drawing search" function utilizes advanced algorithms to analyze and identify drawings with similar shapes, facilitating efficient data utilization. The company anticipates a significant reduction in turnaround time, enabling the team to deliver quotes efficiently and with newfound speed.“In the face of challenges, we saw an opportunity for growth,” said PUNCH INDUSTRY USA President Hiroshi Noguchi. “CADDi Drawer has the potential to address our current pain points and propel us forward in the competitive manufacturing market. We believe this partnership will redefine how we operate and position us for greater success.”CADDi Drawer emerged as the transformative solution to help streamline quoting processes, optimize drawing data management, and facilitate knowledge transfer within the organization.###AboutAbout CADDi Inc.:<a href="https://caddi.com/en/" rel="noopener noreferrer" target="_blank">CADDi</a> is a global manufacturing company on a mission to "unleash the potential of manufacturing." The company strives to transform the manufacturing industry through its primary offering, "CADDi Drawer," an AI-enabled drawing management system, helping further unlock the potential of manufacturing by significantly improving the efficiency of procurement teams.About PUNCH INDUSTRY USA INC.:PUNCH INDUSTRY USA INC. supplies high-quality standard and custom mold &amp; die components, such as pins, punches, dies and accessories to our customers in the Americas. Customers include mold &amp; die makers, plastic injection molding companies and metal stampers in industries including medical, consumer and automotive. Established in 2017, PUNCH INDUSTRY USA INC. is a subsidiary of PUNCH INDUSTRY CO., LTD.

CADDi Partners with PUNCH INDUSTRY USA to Solve Industry Challenges with CADDi Drawer Implementation

Yushiro Kato — the 32-year-old co-founder and CEO of manufacturing platform CADDi — offers his most valuable leadership learnings.Key Takeaways:<ul><li>It’s critical to identify and solve pain points to move forward in an industry and provide real value to those within it.</li><li>Saying yes to opportunities that others might decline is key to making an impact, even if it isn’t the easiest path to take.</li><li>Embrace basic principles, seek truths in history, and return to core values.</li></ul>From the early days of my career, I’ve been driven by a passion for innovation and a desire to make a meaningful impact. My journey began with a deep dive into the world of entrepreneurship during university, where I honed my skills and cultivated a mindset geared towards problem-solving — isolating big-picture issues that hamstring entire industries.After college I joined global management consultancy McKinsey, where I explored major pain points in traditional industries. On a personal level, I wanted to take on challenging work that would help me uncover a new creative business idea. I’m an entrepreneur at heart. However, transitioning from university to the fast-paced environment of consulting presented its own set of hurdles: For example, the demands of client expectations and the need to deliver tangible results.I embraced opportunities to lead and drive change, even when it meant stepping out of my comfort zone, and became the youngest McKinsey manager at the age of 25. In fact, I think it is only when you truly stretch yourself that you learn the life and professional lessons you need to really succeed.Now, as the CEO of CADDi, a SaaS manufacturing company I co-founded in 2017 with more than 600 employees worldwide, I’m mentoring others looking to lead and grow. Here are the top lessons I’ve learned along the way:<h2># 1. Hone in on the pain points</h2>Choosing to become a McKinsey consultant was a strategic decision to prepare myself for future entrepreneurial endeavors. I was upfront with my mentor at McKinsey and shared my goal of starting my own business after working at the firm for a few years. He supported my choice (it’s not often you get to tell your boss you’re planning on starting a business in a few years and have them accept that!).At McKinsey, I quickly realized that making the most of my experience meant tackling meaningful challenges, not just repeatable tasks. McKinsey is often jokingly referred to as an “exercise” or “physical workout” in the industry because of its demanding nature. Despite the long hours, I had the chance to truly connect with my work and the industry I focused on. Working closely with manufacturers, I learned some of the struggles they deal with, particularly the technical limitations within procurement. These findings were the impetus for CADDi Drawer, our flagship software.On a broader level, I learned that it’s critical to identify pain points in traditional industries. Identifying those — and then solving those pain points — is how to move forward in an industry and provide real value to those within it. By selecting problems that matter and focusing on the most impactful issues, I gained valuable insights and skills. Balancing short-term demands with long-term goals, especially in startups where revenue is crucial, required strategic prioritization. I learned to put all my attention into the #1 pain point that would make a significant impact, a lesson that has been instrumental in my career and one I would encourage anyone at any level in their career to focus on.<h2>#2. Drive your own projects</h2>From my early days at McKinsey, I quickly learned the importance of driving my own projects. When I was put on my first big project as a business analyst for a large manufacturing company in Milwaukee, Wisconsin, I took on a leadership role that other managers declined. This was because the two partners on the project — one a former U.S. Navy SEAL officer and the other, a Stanford graduate who supported former President Barack Obama with his presidential speeches as a university student — had very strict managerial styles. Several managers even left the project mid-way because they were too demanding. However, I stepped up, embracing the opportunity despite the uncertainty of how it would turn out, and I gained a lot of value from the experience.It’s crucial to “manage up” when you’re starting out in your career. This guidance shaped my leadership style and instilled in me the confidence to be the driving force behind projects.The partners emphasized to me how crucial it is to think of myself as two levels higher than my current role and encouraged me to raise the bar. Even in rooms filled with intimidating individuals who had years more experience than me, I needed to handle all questions and delegate tasks effectively to my supervisors — in short, it’s crucial to “manage up” when you’re starting out in your career. This guidance shaped my leadership style and instilled in me the confidence to be the driving force behind projects, regardless of my position. I could truly “own” the projects because I was the one driving them.Additionally, saying yes to opportunities that others might decline became a principle I continue to live by. I learned that being proactive and identifying problems that matter was key to making an impact, even if it wasn’t the easiest path to take.<h2>#3. Follow industry trends but also differentiate</h2>Focusing on a major pain point helps to sharpen your vision when differentiating the marketplace. In the fast-paced world of manufacturing, staying ahead of the curve is crucial. Our team at CADDi has always believed in the importance of understanding industry trends, but we also know that simply following the crowd isn’t enough. When the industry started shifting from 2D CAD analysis to 3D CAD, we didn’t just jump on the bandwagon. Instead, we took the time to understand the underlying pain points and challenges that our customers were facing.A lot of startups — not manufacturing companies — begin with 3D solutions right from the get-go because they are machine-friendly (better fit with “tech”) and fancier. However, the reality is that manufacturers still use 2D for supply chain (downstream funnels) and 3D for designs. We noticed that a lot of parts are designed in 3D CAD, but 2D is the predominant format used in procurement and manufacturing. Starting from the pain points rather than the solutions allowed us to realize we need to focus on 2D in order to truly address our customer’s needs.While it’s tempting to chase every trend, I’ve learned that true innovation comes from focusing on real problems and delivering meaningful solutions. By balancing our knowledge of market trends with a commitment to differentiation, our company has been able to stay true to our roots while continuously pushing the boundaries of what’s possible.<h2>#4. Have a clear mission statement</h2>A focus on “unleashing the potential of manufacturing” drives my company’s direction. This mission ensures that all products, services, and strategies align with transforming manufacturing industries. For startups and scaleups, revenue is of paramount importance. While immediate revenue opportunities are tempting, there’s a constant tradeoff between short-term gains and long-term impact.Learning from history has provided valuable insights. I’ve found inspiration in understanding benchmarks like the shipping container, which transformed the global economy.To navigate this balance, our strategy at CADDi is carefully aligned with our mission. By prioritizing initiatives that contribute to our mission, we aim to grow sustainably without sacrificing our long-term vision. Our mission serves as our North Star, providing clarity and guidance in our decision-making processes. It simplifies complex choices and ensures that we remain focused on our overarching goals. To keep our team aligned with our mission, we emphasize its importance in all our communications. Regular team meetings, workshops, and training sessions are used to reinforce our mission and values, ensuring that everyone understands and works towards our common objective.<h2>#5. Embrace foundational principles</h2>As I reflect on my journey so far, I realize that returning to foundational principles has been a guiding force throughout my career. Resources like Dale Carnegie’s books and teachings offer timeless principles for success, reminding me to return to the basics and focus on simplicity. Even though How to Win Friends and Influence People was written nearly 90 years ago, the core lessons in it continue to ring true. As leaders, we’re all simply trying to win over more people to our side and influence them to act, whether it is encouraging a team member to be better or a customer to buy more of your product or service.Learning from history has provided valuable insights. I’ve found inspiration in understanding benchmarks like the shipping container, which transformed the global economy. Malcolm McLean, a U.S. trucking magnate, invented the steel shipping container in 1956 after he bought a steamship company. He was looking for a way to simplify moving goods between trucks and ships (he identified an obvious pain point within his business). He patented this transportable container, revolutionized logistics, and began its mass production. Years later, his invention is probably one of the first things you think about when someone says “supply chain.”By embracing basic principles, seeking truths in history, and returning to core values, I’ve likewise been able to navigate challenges and make informed decisions. This commitment to foundational principles has not only shaped my leadership style but also guided CADDi’s direction. As we’ve faced various challenges and opportunities, these principles have remained constant, helping us stay grounded and focused on our mission.Looking ahead, I’m confident that by continuing to embrace these basics, we’ll navigate future challenges successfully and continue to make a meaningful impact in the manufacturing industry.

The young CEO: 5 essential lessons for emerging leaders

Growing a global business is not for the faint of heart. Operating internationally puts under a microscope a CEO’s ability to develop a strategic vision, drive relentless execution, and, most importantly, build a stellar team. I’m not going to shock anyone by saying something like, “The foundation of any successful enterprise lies in its people.” But as it’s said, cliches become that way for a reason: they hold some modicum of human truth.During my time leading CADDi, our greatest successes have all come on the other end of herculean efforts from our people. That was true when it was just three of us living together in a small apartment. It remains true now, with a team of over 600 across two continents. The cliche has contained far more than just a modicum of truth. So, lest you begin to think that all your many successes are entirely of your own doing, just remember assembling the right team is crucial to driving innovation, ensuring adaptability, and achieving sustained growth on a global scale.That is not to say that attracting and developing great people is easy. If it was easy, everyone would do it. In this article, I’ll share insights from years of experience building and cultivating a high-performing team for international success.Optimizing for Capacity Over ExperienceWhen building an international business, it’s essential to prioritize capacity over experience. While experience can provide valuable insights and context, an individual’s capacity to rapidly acquire the new skills needed to meet their evolving challenges is what will drive innovation within your team. If you take nothing else away from this piece, remember this. It is not a probability that your team will encounter challenges they’re unprepared for—It is a certainty. Experience is good, but eventually, you will reach the edge of the map and will be operating in uncharted territory. Hire accordingly.Hiring for capacity means looking beyond a candidate’s resume to assess their core skills, adaptability, and growth potential. This approach is particularly important in international business, where navigating diverse markets and cultures is crucial. For instance, candidates with strong analytical skills, a knack for creative problem-solving, and the ability to learn quickly will likely excel in new and challenging environments, even if they lack direct experience in the specific market or industry.A team with diverse capabilities brings a wealth of perspectives, fostering creativity and innovation. When expanding internationally, this diversity becomes even more critical. Employees with different cultural backgrounds and experiences can provide unique insights into local markets, helping to tailor products and strategies to effectively meet regional demands.Prioritizing capacity also forces you to commit to your team’s continuous development. If you’re not hiring explicitly for deep experience, you need to find ways to shorten learning curves. Training courses, coaching programs, cultivating a rich learning environment, and establishing a culture of risk-taking and psychological safety all are good approaches, so long as you fully commit. If you’re only paying lip service to developing the team while prioritizing capacity over experience, then you’re likely to do significant harm to the company. This investment in your team’s growth not only enhances their capabilities but also demonstrates your commitment to their professional development, boosting morale and retention.The Importance of Problem-Solving ExpertiseProblem-solving expertise is another critical component when building a team for international success. Identifying, analyzing, and solving problems quickly and effectively is invaluable in navigating the complexities of global markets (See above, “uncharted territory”). A problem-solving approach is one of the trickier things to evaluate because it forces the evaluator to find the line between challenging cross-examination and full-blown railroading. Only the very best managers I’ve worked with have been able to do this consistently.At CADDi, we’ve approached this by putting candidates through practical interviews intended to put their problem-solving and decision-making on display. We make them domain-specific, so the candidate is operating in a sphere where they have some expected mastery, and our interviewers prepare questions meticulously to get underneath the candidate’s decision-making.&nbsp;Behavioral interviews focusing on past experiences and specific challenges the candidate has faced are also useful, but there’s no substitute for confronting someone with a new challenge in real-time. This approach offers you insight into how candidates approach and resolve real-world problems. Always look for individuals who demonstrate creativity, critical thinking, and a proactive approach to problem-solving.Empowering employees to make decisions is crucial for fostering a culture of innovation and agility. In an international business, where time zones and geographic distances can create barriers, having team members who are confident and capable of making informed decisions is essential. This autonomy speeds up the decision-making process and encourages a sense of ownership and accountability among employees.Encouraging collaboration and knowledge sharing across your teams enhances problem-solving capabilities. In an international context, this means leveraging technology and communication tools to facilitate collaboration across different locations and time zones. By fostering a culture where employees feel comfortable sharing ideas and seeking input from their colleagues, you can harness your team’s collective expertise to tackle complex challenges.Building a Team Aligned with Organizational Goals and ValuesThe importance of aligning new hires with the organization’s goals and values cannot be overstated. This alignment goes beyond merely assessing technical competencies; it involves a deep understanding of the cultural and strategic fit of each candidate. Ensuring that team members resonate with the company’s core principles creates a cohesive and high-performing environment that is essential for navigating the complexities of global markets.To attract and retain top talent who embody these values, a multi-layered hiring process is essential. This process should be rigorous and comprehensive, ensuring that only the best candidates move forward. The first step is to define clear hiring criteria that align with your organization’s mission, values, and strategic objectives. This should include both technical skills and cultural attributes such as adaptability, teamwork, and alignment with the company’s vision.Cultural fit is particularly crucial in an international business context, where employees must navigate diverse cultural norms and practices. It’s about finding individuals whose values, work styles, and communication preferences align with the company’s culture. For example, at CADDi, we emphasize principles such as radical candor, extreme ownership, and exchanging autonomy for mastery that solicit these outcomes.Radical candor involves providing honest, direct feedback that fosters transparency and continuous improvement. Hiring candidates who are comfortable with and can thrive in an environment where open communication is encouraged is vital. Extreme ownership, popularized by Jocko Willink and Leif Babin, ensures that team members take full responsibility for their roles and the overall success of the organization, promoting a culture of accountability and proactive problem-solving. Additionally, we believe in giving employees the autonomy to manage their work while continuously striving for excellence, a concept we term exchanging autonomy for mastery. This approach empowers individuals to take initiative and drive their professional development, aligning personal growth with organizational success.Bringing these concepts into practice, we have seen firsthand the benefits of hiring individuals who align with our core principles. The hiring process itself should be continuously evaluated and refined. Gathering feedback from candidates and hiring managers allows for ongoing improvements, ensuring the process remains effective and aligned with the evolving needs of the organization.As we navigate the complexities of international business, one truth stands paramount: success hinges on the caliber of your team. Beyond mere qualifications, the fusion of capability, problem-solving acumen, and cultural alignment propel organizations to new heights. Cultivating a team that embodies these traits requires a multi-faceted approach to hiring—one that prioritizes potential over pedigree and champions diversity of thought. By embracing these principles, we fortify our organizations against the uncertainties of a global marketplace and pave the way for transformative growth and innovation. Your team is more than a workforce; they are the architects of our global vision and the driving force behind enduring success.

Building an International Business: It Starts with the Right Team

Funding will accelerate the global expansion of CADDi’s next-generation Manufacturing AI Data Platform CHICAGO, Sept. 16, 2026 — <a href="/en-us/?ref=US-PR-2026-Q4-CADDi-Series-D-Funding-NPI" rel="noopener noreferrer">CADDi</a>, the global technology company that develops the CADDi Manufacturing AI Data Platform, today announced that it has entered into definitive agreements for $114 million at a $1.2 billion valuation in Series D funding, with eight new and existing investors participating, including Moore Strategic Ventures and Coreline Ventures. This funding brings CADDi's total funding to $234 million. Funding overview:● Series D Round Size: $114 million● New Investors: Moore Strategic Ventures, Coreline Ventures, HR Tech Fund LLC*, Woven Capital, and Salesforce Ventures● Existing Investors: Atomico, Globis Capital Partners, JPS Growth Investment Limited Partnership** <h2>Fueling what’s next for manufacturing in the AI era</h2>CADDi is headquartered in Chicago and Tokyo, and is led by Yushiro Kato, co-founder and CEO. In an essay recently published on CADDi's corporate website, titled <a href="https://caddi.com/en-us/essay/2609" rel="noopener noreferrer" target="_blank">"Materialization — Making Things in the Age of AI,"</a> Kato wrote, "Over thirty years we made the world of bits more than a hundred times faster. The world of atoms moved at roughly the same speed in most industries. In the AI era, the gap widens further. Even if AI makes thinking ten thousand times faster and produces ten thousand times the theory, the upside from AI gets diluted in the physical world if it still takes four years to mass-produce cars. Solving physical limits means solving this asymmetry."Kato believes the key lies in transitioning manufacturing from sequential execution to parallel processing. In a world where processes that were once executed step-by-step now run simultaneously, a common platform that enables humans and AI across departments to draw on the same information and context becomes indispensable. However, manufacturing data contains highly complex semantics, relationships, and constraints that general-purpose AI cannot adequately address. Domain-specific vertical AI capable of mapping data semantics is essential. The funds raised will be allocated across four areas:● Proprietary AI and technology development● Expansion of the Manufacturing AI Data Platform● Enhancement of global business operations centered on North America● Investment in talent acquisition and development "AI only delivers where a data layer and a semantic layer already exist. In manufacturing that layer is buried in information fragmented across departments and in records that were never digitized at all, which is why horizontal tooling never reaches it,” said Ken Hara, partner at Coreline Ventures. “CADDi has spent four years building it, with some of the most demanding manufacturers in the world as its first customers. Knowledge that lived only in individual experience is becoming an asset the organization, and in time the industry, can use.”“Eighteen months ago, we backed CADDi because we believed they had the potential to build one of the defining AI companies in manufacturing. Since then, that conviction has only grown,” said Luca Eisenstecken, Partner at Atomico. “CADDi is evolving from solving individual manufacturing workflows to building the intelligence layer for the entire manufacturing lifecycle. Its new AI-native data platform connects engineering, procurement, production and quality through a shared semantic data foundation, giving AI agents the context to reason across decades of fragmented manufacturing knowledge. The ambition is enormous, the execution has been exceptional and we’re thrilled to deepen our partnership with Yushiro, Aki and the team for the decade ahead.” <h2>CADDi previews next-generation platform technology</h2>Kato emphasized, “As artificial intelligence pushes past the boundaries of intelligence, the gap between what is conceptualized and what is implemented in the physical world widens. We see this as a broader human challenge that goes well beyond manufacturing: ʻphysical limits.’"CADDi announced the next-generation Manufacturing AI Data Platform in Japan in August 2026 to serve as this foundational platform, initiating the global products release. “At our CADDi Unleash 2026 event, we presented a renewed vision: to overcome physical limits and accelerate physical innovation tenfold. That is our priority from here on, and this commitment is what guided both our recent product rebrand and the development of new products we are bringing to our U.S. customers,” said Kato.Designed as a manufacturing operating system, <a href="/en-us/platform/?ref=US-PR-2026-Q4-CADDi-Series-D-Funding-NPI" rel="noopener noreferrer">CADDi</a> provides a semantic structure to fragmented data, enabling human and AI workflows to run on shared data without manual handoffs. The new product, CADDi Explorer, is a manufacturing discovery engine and the next-generation version of CADDi Drawer. CADDi Agent is a new AI agent that analyzes manufacturing data, makes decisions, and takes action within each company's operating context. CADDi will also offer six domain-specific Workflow Products spanning the manufacturing value chain, enhancing decision-making and execution to drive business-critical impact.The platform's official U.S. launch signals CADDi's full-scale expansion into the United States, the world's second-largest manufacturing market. <h3>About CADDi</h3>CADDi is a global manufacturing technology company driven by the vision to accelerate physical innovation tenfold. Headquartered in Chicago and Tokyo, the company was founded in 2017 by industry veterans Yushiro Kato and Aki Kobashi, formerly of McKinsey and Apple, respectively. CADDi currently serves manufacturing businesses in more than 20 countries, including many of the largest publicly traded companies in Japan and the United States. Total funding stands at $234 million, valuing the company at $1.2 billion.CADDi’s Manufacturing AI Data Platform analyzes, structures, contextualizes, and connects data that has historically been fragmented across the manufacturing value chain. With a proprietary AI model, CADDi offers domain-specific Workflow Products spanning the manufacturing value chain, enhancing decision-making and execution to drive business-critical impact. To learn more, visit <a href="/content/caddi.com/en-us" rel="noopener noreferrer">caddi.com</a>. <h3>Media Contact</h3>Milbien MedinaSenior Manager, Brand Marketing at CADDi<a href="mailto:milbien_medina@caddi.com" rel="noopener noreferrer">milbien_medina@caddi.com</a> View digital copy of this release, including a full list of investor comments on CADDi’s news page: <a href="/en-us/news/?ref=US-PR-2026-Q4-CADDi-Series-D-Funding-NPI" rel="noopener noreferrer">caddi.com/en-us/news</a> *HR Tech Fund LLC is a corporate venture capital entity under Recruit Holdings Co., Ltd.*JPS Growth Investment Limited Partnership and JPS Growth II Investment Limited Partnership, managed by a subsidiary of Japan Post Bank Asset Management Co., Ltd. <img src="https://cdn.builder.io/api/v1/image/assets%2F209ee507cedf4c298e100edae4bba2df%2F7cde983fcf1d441e947366100e384172"> <h4>Michiko Kato, Chief Investment Officer &amp; Partner, Woven Capital</h4>Manufacturers hold decades of engineering knowledge in their specifications, past project records, and the day-to-day decisions of design, sourcing, and production. Much of it is hard to draw on at the moment it is needed, and as experienced engineers retire, that knowledge becomes harder to pass on.CADDi has built the platform to structure that knowledge and make it retrievable and usable at scale, with the accuracy required to inform real engineering decisions. As AI becomes more capable of handling the complexity and precision these workflows demand, it is this kind of domain-specific intelligence that we believe will define the next era of manufacturing. The company is already helping leading global manufacturers address some of the industry’s most enduring priorities, from reducing defects to shortening lead times and lowering cost, and we are excited to support CADDi on their journey. <h4>Kenichiro Hara, Co-Founder Managing Partner at Coreline Ventures</h4>Coreline is investing in CADDi again at scale. My history with the company goes back further than the firm does. I led CADDi's seed, Series A, and Series A extension, three consecutive rounds, and served on the board through the company's early years. I was in the boardroom when CADDi decided to make the data platform the whole company, setting aside the business it was founded on. Few companies make that call, and fewer make it work. AI only delivers where a data layer and a semantic layer already exist. In manufacturing that layer is buried in information fragmented across departments and in records that were never digitized at all, which is why horizontal tooling never reaches it. CADDi has spent four years building it, with some of the most demanding manufacturers in the world as its first customers. Knowledge that lived only in individual experience is becoming an asset the organization, and in time the industry, can use. What gets built on that foundation, in pursuit of accelerating physical innovation tenfold, is what will make CADDi a global company. <h4>Luca Eisenstecken, Partner at Atomico</h4>Eighteen months ago, we backed CADDi because we believed they had the potential to build one of the defining AI companies in manufacturing. Since then, that conviction has only grown. CADDi is now deeply embedded with many of the world’s most sophisticated manufacturers across Japan, the US and Europe, with customers expanding the platform across teams, workflows and geographies, while the company continues to grow at exceptional speed and efficiency.What excites us even more is what comes next. CADDi is evolving from solving individual manufacturing workflows to building the intelligence layer for the entire manufacturing lifecycle. Its new AI-native data platform connects engineering, procurement, production and quality through a shared semantic data foundation, giving AI agents the context to reason across decades of fragmented manufacturing knowledge. The ambition is enormous, the execution has been exceptional and we’re thrilled to deepen our partnership with Yushiro, Aki and the team for the decade ahead. <h4>Emre Hidekazu Yuasa, Partner, Globis Capital Partners</h4>Since our Series A investment in 2018, this Series D marks our fourth investment in CADDi. World-class growth, proven traction in the U.S. market, and the bold vision behind the AI data platform unveiled recently all give us confidence that CADDi's rapid growth is far from over. Having now become a unicorn, we see this as merely a waypoint toward decacorn and beyond, and we will continue to fully support CADDi's ambitious challenge in the global manufacturing industry.

CADDi Raises $114 Million in Series D at $1.2 Billion Valuation

CADDi leverages AI to digitize drawings and procurement data, making manufacturing insights searchable by shape, text, dimensions and part names.