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Job outlook for manufacturing leaders in the United States
Manufacturing leader job and salary trends over time
Manufacturing leader jobs over time
Manufacturing leader job growth rate over time
| Year | # of jobs | % of population |
|---|---|---|
| 2021 | 26,162 | 0.01% |
| 2020 | 24,778 | 0.01% |
| 2019 | 26,057 | 0.01% |
| 2018 | 25,987 | 0.01% |
| 2017 | 25,478 | 0.01% |
Average manufacturing leader salary over time
Manufacturing leader salary by year
| Year | Avg. salary | Hourly rate | % Change |
|---|---|---|---|
| 2025 | $89,761 | $43.15 | +2.5% |
| 2024 | $87,561 | $42.10 | +1.5% |
| 2023 | $86,290 | $41.49 | +2.6% |
| 2022 | $84,077 | $40.42 | +1.9% |
| 2021 | $82,520 | $39.67 | +2.6% |
Manufacturing leader jobs by state
Most common states for manufacturing leaders
| Rank | State | Population | # of jobs | Employment/ 1000ppl |
|---|---|---|---|---|
| 1 | District of Columbia | 693,972 | 255 | 37% |
| 2 | Massachusetts | 6,859,819 | 2,307 | 34% |
| 3 | North Dakota | 755,393 | 219 | 29% |
| 4 | Rhode Island | 1,059,639 | 275 | 26% |
| 5 | Nebraska | 1,920,076 | 449 | 23% |
| 6 | South Dakota | 869,666 | 195 | 22% |
| 7 | Montana | 1,050,493 | 205 | 20% |
| 8 | New Hampshire | 1,342,795 | 257 | 19% |
| 9 | Washington | 7,405,743 | 1,357 | 18% |
| 10 | Alaska | 739,795 | 135 | 18% |
| 11 | Minnesota | 5,576,606 | 936 | 17% |
| 12 | Iowa | 3,145,711 | 471 | 15% |
| 13 | Ohio | 11,658,609 | 1,480 | 13% |
| 14 | Indiana | 6,666,818 | 897 | 13% |
| 15 | Wisconsin | 5,795,483 | 733 | 13% |
| 16 | Kentucky | 4,454,189 | 585 | 13% |
| 17 | Vermont | 623,657 | 80 | 13% |
| 18 | Michigan | 9,962,311 | 1,171 | 12% |
| 19 | Alabama | 4,874,747 | 577 | 12% |
| 20 | Connecticut | 3,588,184 | 420 | 12% |
Most common cities for manufacturing leaders
| Rank | City | # of jobs | Employment/ 1000ppl | Avg. salary |
|---|---|---|---|---|
| 1 | Albany | 2 | 3% | $88,747 |
| 2 | Bangor | 1 | 3% | $100,161 |
| 3 | Cambridge | 2 | 2% | $116,328 |
| 4 | Atlanta | 4 | 1% | $90,342 |
| 5 | Carlsbad | 1 | 1% | $99,972 |
| 6 | Los Angeles | 3 | 0% | $101,604 |
| 7 | Boston | 2 | 0% | $116,413 |
| 8 | Chicago | 2 | 0% | $90,177 |
| 9 | Phoenix | 2 | 0% | $82,483 |
| 10 | San Diego | 2 | 0% | $99,576 |
| 11 | San Francisco | 2 | 0% | $112,230 |
| 12 | Baltimore | 1 | 0% | $94,662 |
| 13 | Birmingham | 1 | 0% | $86,398 |
| 14 | Chandler | 1 | 0% | $82,475 |
| 15 | Denver | 1 | 0% | $82,966 |
| 16 | Detroit | 1 | 0% | $94,189 |
Manufacturing Leader job outlook: Expert opinions
Our panel of manufacturing leader experts
University of Michigan
Wichita State University
University of California
California State Polytechnic University, Pomona
Loyola Marymount University
MANA
Bethel University
Michael Buechler
Professor Manufacturing TechnologyWhat will help Manufacturing Leaders increase their earning potential?
Michael Buechler: I would suggest beginning career individuals maintain an open mind as to where their carrer leads, they may find interest in areas of manufacturing not previously known or explored by them. Also work especially hard early in your career and try and find an employer that gives you the best opportunity to grow professionally and learn new skills.
Lonnie Shea
William and Valerie Hall Chair, Steven A. Goldstein Collegiate ProfessorUniversity of Michigan
Biomedical Engineering Department
Are there any particularly good places in the United States for Manufacturing Leaders to find work opportunities?
Lonnie Shea: -Minneapolis, Boston, and Southern California are the first areas mentioned. Florida, Illinois, and New York are also very active. States like Michigan, Indiana, and Pennsylvania have a lot of med device activity, even though they are not the first that come to mind.
-We surveyed our alumni working in medtech and the large majority indicated that it is likely that they will return to their company's office location when pandemic-related restrictions are lifted. But a large number (about 70%) indicated that they would continue to work at least partly from home; most said 3 days a week in the office (see graphs below). So it would seem that remote work will continue, and geographical location may be of somewhat lower importance.
What are the biggest trends we'll see in the Manufacturing Leader job market given the pandemic?
Lonnie Shea: -Hospitals and companies have suffered from a decrease in elective procedures, while healthcare resources have been directed toward COVID treatment. Certain areas, such as diagnostics and PPE, have been especially active and will likely see an increase after the current crisis subsides.
-The demand for healthcare will continue to increase, and, of course, the pandemic has put a huge emphasis on certain sectors. This impact may be transient, but it may last several years. Overall, there will be a renewed emphasis on detection, diagnosis, prevention, and treatment of viral diseases, as well as the offering of healthcare in a pandemic environment. BMEs are well placed to help meet these needs.
-We do not yet know what the mid- to long-term effects of the pandemic on human health will be. We expect there will be some, and BMEs are good people to address these issues from an engineering perspective
-We expect there will be more remote job interviews and more remote jobs. Virtual design and testing will also become more prevalent, though we doubt it will supplant physical prototyping and testing (at least for a while).
Dr. Atul Rai Ph.D.
Associate ProfessorWichita State University
School of Accountancy, Barton School of Business
What experience really stands out on Manufacturing Leader resumes?
Dr. Atul Rai Ph.D.: Employers are looking for people who can integrate in multi-disciplinary environments to solve complex problems. They are looking for resumes that show quick learning. Such resumes will permanently be in great demand. Because the world is interconnected much more than it ever was, employees today will deal with customers, supply-chains, and fellow employees who are spread all over the world. It means that an experience that showcases the global perspective will be in demand over the long-term.
What experience really stands out on Manufacturing Leader resumes?
Lorenzo Valdevit Ph.D.: As the pandemic has made it harder for students to secure these invaluable internships and other industrial experience, we expect the gap between the most marketable students (those who succeeded in securing these experiences against all odds) and everyone else to grow even deeper this hiring season.
What are the biggest trends we'll see in the Manufacturing Leader job market given the pandemic?
Dr. Kamran Abedini: For those graduating this academic year, and maybe next, students are almost in the same category as others who graduated in the years before. They have had their hands-on experiences in labs, and the senior-level courses were more theoretical and model analysis, and it should have been the same to them, whether virtual or in person. As such, the industry expectation should be about the same. However, since the pandemic, many have decided to work virtually; the industry will focus on those who are self-motivated and can work alone or with online interactions. This means less supervision, possibly less mentoring for new engineers, and still the same expectations. Recruiters could possibly focus more on the psychological state of the interviewees for jobs than before.
Virtual manufacturing and Industry 4.0 is becoming a reality. Virtual offices for engineers will become norms in the future, and as such, universities should also try to participate in training engineers who are expected to interact online. This means familiarity with communication software, such as Zoom and others, that connects designers, engineers, and management for an entire working day. As computers took the place of common tools of engineers, such as slide rules, virtual 3D tools will be developed to test the quality of manufactured products at the virtual manufacturing plants. Thus, better perception and visual Imagineering are needed for engineers, in addition to their intelligence. In other words, cognitive skills should be more developed in engineering schools and should be more on wisdom and decision making virtually (the same as when an airplane pilot has to learn new skills if he/she is asked to control a flying drone remotely). Productivity standards will be set for virtual work as it was done for manual and office workers in the past.
What Manufacturing Leader skills would you recommend for someone trying to advance their career?
Dr. Kamran Abedini: First of all, I do not recommend a gap year or any interruptions in education as it could require additional warm-up and setup for starting it again in the future. However, if they "need" to do so, I recommend they at least take one course so that they understand the trend and the expectations of students in an educational environment. For example, in the last couple of semesters, both faculty and students have learned and experienced new methods of virtual learning and assessment. If you just plan on coming to school after a few semesters, you would be highly surprised by the changes, taking you much time to prepare, and it would cause falling behind your coursework.
What general advice would you give to a Manufacturing Leader?
Dr. Kamran Abedini: Larger corporations might have more mentors and give you more time to get familiar with the processes; however, smaller ones need your undivided attention from day one to prove your worth. Both have their own advantages. Learn why you are being hired and work toward satisfying that purpose. Graduates need to be tech-savvy and know how to work remotely. This means a formal work setting at home or taking advantage of remote offices, recently becoming popular for those who want to get out of their homes to feel they are in a working environment. Furthermore, they need to spend more time thinking and taking advantage of cognitive skills as artificial intelligence can substitute natural intelligence, but still, pattern recognition and feeling interpretation is still made by humans. Engineers are tasked to imagine and make a better world. That is what they should wake up thinking every day.
Dr. Gianna McMillan
Research Ethics Faculty and Program AdministratorLoyola Marymount University
Bioethics Institute
Are there any particularly good places in the United States for Manufacturing Leaders to find work opportunities?
Dr. Gianna McMillan: Bioethics is multidisciplinary -- so a "bioethicist" can work anywhere. Disease-specific organizations need patient advocates, health literacy experts, and community organizers, as do local and state public health services. Clinical ethics (on-site at hospitals) requires a lot of training, but some ethics committees need non-scientists and community representatives. Research is done at most major hospitals, and there are large teams of research analysts and administrators to handle the paperwork and the ethical review of each study. There are good entry-level opportunities there.
How do you envision technology impacting Manufacturing Leaders in the next 5 years?
Dr. Gianna McMillan: Evaluating internet sources critically will be necessary, as will the ability to create credible content. Large databases will become increasingly important, so having a good grasp on that skill set would be a good idea. Technology, either as "assistance" or as "evaluate and report," will become increasingly popular. Peripheral fields in engineering, medical device design, and patient interface systems might seem like a stretch -- but there are many bioethical issues to be considered as these become integrated into daily life and the care of the sick or elderly. One of the biggest challenges ahead is how our global society will deal with the intersection between health, privacy, and technology, significantly, as it impacts personal and communal health. Consistent parameters, regionally, nationally, and internationally will be crucial.
What type of skills will young Manufacturing Leaders need?
Dr. Gianna McMillan: They will need to have computer skills and be willing to adapt creatively to work remotely. Bioethics is a changing field with three main categories: medical ethics, public health ethics, and research ethics. Young graduates will need to be up to date in all three areas since they overlap, but with particular attention to their field of interest. The legal landscape continues to evolve, in all areas, and is different from state to state, so basic knowledge of current issues is needed. I tell my students they might have to do some things for free to prove their commitment and skill set. Volunteering and unpaid internships are a great way to build a resume and network within the field. Creativity is important. Sometimes a couple of hours of service at a local health clinic or writing for a blog can turn into a job or generate ideas for where bioethics is needed.
What general advice would you give to a Manufacturing Leader?
Jerry Leth: We are the Manufacturers' Agents National Association, a trade association of independent manufacturers' representative businesses. We will address this question from that perspective.
To a recent college graduate, a question I pose is, "Am I going to be happier and more satisfied working for someone? Or would I be more satisfied if I embarked on a path that leads me to own my own business?"
If the answer is owning your own business, consider looking for employment as an outside salesperson for an existing manufacturers' representative business. Our average member employs six outside salespersons, and the largest employs 160. Starting out as an employee provides an opportunity to learn about the business while earning an income. When you are ready, many manufacturers' representative firms offer ownership opportunities to employees, or you may choose to move on and start your own business. Either way, you achieve your goal of owning and running your own business.
Jessica Tangen Daniels Ph.D.
Associate Provost - Innovation and Partnerships, Program Director/Professor, Ed.D. Leadership in Higher EducationBethel University
Education Leadership
What skills stand out on Manufacturing Leader resumes?
Jessica Tangen Daniels Ph.D.: The skills that "stand out" on an educational leader's resume are those that synergize into a coherent story. So not necessarily the skills that are self-identified and listed under a "skills" heading, but those that are evidenced through outcomes achieved appointments/promotions, or other demonstrated successes. For example, in an educational institution, being elected to a chair or moderator position within a senate structure might indicate characteristics of diplomacy, advocacy, collaboration, and wisdom. The resume reader can imagine how those attributes might translate to a new employment space, with much more confidence than if those same characteristics were merely listed as skills. So first, on a resume, prioritize representing your skills through a story, experience, and evidence (rather than self-described adjectives) in a way that reflects your unique narrative.
Now, regarding the specific skills. Some of the skills desired in an educational leader change, based on the institutional context, the previous leader, unique internal or external challenges, etc. However, I would suggest two interminable and foundational skills that will always stand out on a resume and differentiate the applicant: working hard and working with others. Employers want to hire a hard worker, determined, responsible, trustworthy, and strong work ethic. And employers want to hire someone who others want to work with, someone who is collaborative, thoughtful, or in Ingnation or Jesuit language, someone who is for and with others.
Those two skills form a foundation for professional success.
What soft skills should all Manufacturing Leaders possess?
Jessica Tangen Daniels Ph.D.: With the rapid rate of change, accelerating information turnover, and boundless access to knowledge, certain new soft skills may now be prioritized in our current society. So we all have to be learners, seeking new information, anticipating that we will need to change our mind, and striving for a disposition of curiosity. The specific skill of asking good questions cannot be underestimated.
Employers may be seeking skills like imaginative bridging, humbly and curiously connecting dots. Or the skills of facilitation and curation, with so many different perspectives and lived experiences, and an overabundance of information, an educational leader, must manage people, perspectives, and content like never before.
Employers are looking for skills that relate to not only the day-to-day tactical aspects of educational leadership but also imaginative problem-solving for a thriving future.
What hard/technical skills are most important for Manufacturing Leaders?
Jessica Tangen Daniels Ph.D.: Many hard/technical skills are incredibly context-specific, so importance varies by role and/or industry. But for educational leaders, generally applicable skills might be related to teaching and learning constructs, finance and budgeting, and basic legal issues awareness. Perhaps familiarity with specific content management systems or learning management systems, but again, this use varies by institution.
What skills will help Manufacturing Leaders earn the most?
Jessica Tangen Daniels Ph.D.: For educational leaders, I'm not convinced discrete skills equate to salary. Working hard and working well with others, with a disposition of humility and curiosity, is really powerful. Perhaps the combination of soft and hard skills gained through diverse experiences, positions, and institutional contexts results in the highest earning potential.