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A Food Dive sponsored report says competition from data centers, megaprojects and infrastructure construction is tightening the supply of skilled tradespeople for food and beverage manufacturers. It points to owner-funded training and partnerships with contractors and educators as ways to build the workforce for capital projects, while specific effects and outcomes for manufacturers remain unquantified.
Food and beverage manufacturers planning plant expansions, line additions and modernization projects face tighter competition for skilled construction workers as data centers, megaprojects and infrastructure builds draw on the same regional labor pools, according to a Food Dive sponsored report. The report says shortages can put project schedules and budgets at risk and argues that owners are increasingly funding training and workforce development directly.
The report describes a shift in capital project planning. Owners once relied on general contractors to find the tradespeople needed in local labor markets; now, it says, industrial project owners are more directly involved in developing that workforce. The latest Burns & McDonnell Construction Market Update cited in the report says owners are funding training programs and investing in the craft labor pipeline for their capital programs.
The report names Meta, Google, Micron and BlackRock among firms investing in craft workforce development and says major technology and investment companies have committed more than $265 million to training. That figure is presented as investment across those companies, not as funding specifically for food manufacturing projects. The report does not provide a breakdown by company, program or geography.
It also points to existing training infrastructure. The Associated Builders and Contractors educates more than 10,000 trainees annually in Houston, according to the report. The Burns & McDonnell Construction Academy recorded 14,245 training experiences in its first year. The report says such programs can offer skills assessments, hands-on learning and career exploration, while traditional apprenticeships and mentorship remain important for deeper, long-term craft development.
How Labor Gaps Can Delay Plant Projects
For manufacturers, scarce craft labor can affect when new capacity becomes available. If a plant expansion or production-line upgrade cannot be staffed on schedule, the project may miss its planned launch date; competition for workers can also add pressure to construction budgets. These are risks identified by the report, which gives no manufacturer-specific project examples or estimates of delay costs.
The development matters because workforce planning may need to start earlier in the capital project process. The report recommends treating labor availability as a strategic investment and coordinating forecasts among facility owners, contractors and educators. It also emphasizes retention: recruitment alone does not sustain a workforce without career paths, mentorship, ongoing skills development and supportive, safe jobsites.
Technology is presented as one part of the response. Digital learning and virtual reality can support training, while automation, modular construction and digital planning tools may improve productivity. These approaches are recommendations in the report; it does not quantify their effects on staffing needs or project performance.
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Training Models Enter Project Planning
The report links the labor squeeze to a concentration of large construction projects competing for specialized tradespeople. It also cites an Associated General Contractors of America survey in which more than 92% of construction firms said they had difficulty filling open craft positions in 2025. The figure refers to surveyed construction firms reporting hiring difficulty; it is not a measure of the number of vacant jobs or of food-sector employers alone.
Against this backdrop, the report describes owner-backed training as an entry point into construction trades and a way to prepare workers for immediate jobsite contributions. It does not frame accelerated programs as replacements for apprenticeships. Instead, it recommends connecting shorter training routes with established trade programs so workers can continue building skills and progress through a career.
““Labor availability is a critical risk affecting project schedules and industry growth.””
— Food Dive sponsored report
The Scale of Food-Sector Shortages
The supplied report does not quantify how many craft positions are unfilled specifically at food and beverage manufacturers, or how many plant projects have been delayed or made more expensive as a result. It also does not identify the locations where competition from data centers and infrastructure construction is most acute, or give a timeline for when labor supply might improve.
The reported $265 million-plus investment is not accompanied by program-by-program figures or measured outcomes, such as the number of workers trained, placed or retained. The report’s recommendations describe possible approaches; they do not establish that any single training or technology program will resolve labor constraints for manufacturers.
Build Training Into Capital Plans
The report recommends that manufacturers forecast craft labor needs alongside site, permitting and infrastructure requirements, then coordinate with contractors and training providers before projects reach peak construction demand. It calls for connected routes between accelerated programs and apprenticeships, plus ongoing mentorship, retention efforts and skills development.
No specific next announcement or implementation date is given in the supplied material. The next practical test will be whether owner-backed programs and established educators can train and retain enough workers in the regions where manufacturers have projects planned.
Key Questions
What is tightening the craft labor market?
The report attributes competition for skilled tradespeople to data centers, megaprojects and infrastructure construction drawing from overlapping regional labor pools.
What does the report say manufacturers risk?
It identifies missed production launch dates and higher project budgets as risks when food and beverage capital projects cannot secure enough skilled workers.
How much are major companies investing in training?
The report says major technology and investment firms, including Meta, Google, Micron and BlackRock, have committed more than $265 million to craft workforce development. It does not give a company-level breakdown or measured results.
Can accelerated training replace apprenticeships?
The report presents accelerated programs as an entry point that can help meet immediate needs and build foundational skills. It says apprenticeships, mentorship and hands-on training remain important for long-term craft development.
Source: rss
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