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PgMP PgMP

I. Strategic Program Management (11 tasks) 15%
II. Program Life Cycle (35 tasks) 44%
- Initiating (6 tasks) 6%
- Planning (9 tasks) 11%
- Executing (9 tasks) 14%
- Controlling (6 tasks) 10%
- Closing (5 tasks) 3%
III. Benefits Management (8 tasks) 11%
IV. Stakeholder Management (7 tasks) 16%
V. Governance (11 tasks) 14%

Task 1
Perform an initial program assessment by defining the program objectives, requirements, and risks in order to ensure program alignment with the organizations strategic plan, objectives, priorities, vision, and mission statement.
Task 2
Establish a high-level road map with milestones and preliminary estimates in order to obtain initial validation and approval from the executive sponsor.

Task 3
Define the high-level road map/framework in order to set a baseline for program definition, planning, and execution. Task 4 Define the program mission statement by evaluating the stakeholders concerns and expectations in order to establish program direction.

Task 5
Evaluate the organizations capability by consulting with organizational leaders in order to develop, validate, and assess the program objectives, priority, feasibility, readiness, and alignment to the organizations strategic plan.

Task 6
Identify organizational benefits for the potential program using research methods such as market analysis and high-level cost-benefit analysis in order to develop the preliminary program scope and define benefits realization plan.

Task 7
Estimate the high level financial and nonfinancial benefits of the program in order to obtain/maintain funding authorization and drive prioritization of projects within the program.

Task 8
Evaluate program objectives relative to regulatory and legal constraints, social impacts, sustainability, cultural considerations, political climate, and ethical concerns in order to ensure stakeholder alignment and program deliverability.

Task 9
Obtain organizational leadership approval for the program by presenting the program charter with its high-level costs, milestone schedule and benefits in order to receive authorization to initiate the program.

Task 10
Identify and evaluate integration opportunities and needs (for example, human capital and human resource requirements and skill sets, facilities, finance, assets, processes, and systems) within program activities and operational activities in order to align and integrate benefits within or across the organization.

Knowledge specific to Domain 1
(*Indicates knowledge is found in one other domain, shown in parentheses)
 Business strategy
 Business/organization objectives* (V)
 Economic forecasting
 Feasibility analysis
 Financial measurement and management techniques
 Funding models
 Funding processes
 Intellectual property laws and guidelines
 Legal and regulatory requirements
 Marketing
 Portfolio management
 Program and constituent project charter development* (II)
 Program mission and vision
 Public relations* (IV)
 Requirement analysis techniques
 Scenario analysis
 Strategic planning and analysis* (II)
 System implementation models and methodologies
 Trend analysis

Task 1 Develop program charter using input from all stakeholders, including sponsors, in order to initiate and design program and benefits.

Task 2 Translate strategic objectives into high-level program scope statements by negotiating with stakeholders, including sponsors, in order to create a program scope description.

Task 3 Develop a high-level milestone plan using the goals and objectives of the program, applicable historical information, and other available resources (for example, work breakdown structure (WBS), scope statements, benefits realization plan) in order to align the program with the expectations of stakeholders, including sponsors.

Task 4 Develop an accountability matrix by identifying and assigning program roles and responsibilities in order to build the core team and to differentiate between the program and project resources.

Task 5 Define standard measurement criteria for success for all constituent projects by analyzing stakeholder expectations and requirements across the constituent projects in order to monitor and control the program.

Task 6 Conduct program kick-off with key stakeholders by holding meetings in order to familiarize the organization with the program and obtain stakeholder buy-in.

Task 7 Develop a detailed program scope statement by incorporating program vision and all internal and external objectives, goals, influences, and variables in order to facilitate overall planning.

Task 8 Develop program WBS in order to determine, plan, and assign the program tasks and deliverables.

Task 9 Establish the program management plan and schedule by integrating plans for constituent projects and creating plans for supporting program functions (for example, quality, risk, communication, resources) in order to effectively forecast, monitor, and identify variances during program execution.

Task 10 Optimize the program management plan by identifying, reviewing, and leveling resource requirements (for example, human resources, materials, equipment, facilities, finance) in order to gain efficiencies and maximize productivity/synergies among constituent projects.

Task 11 Define project management information system (PMIS) by selecting tools and processes to share knowledge, intellectual property, and documentation across constituent projects in order to maximize synergies and savings in accordance with the governance model.

Task 12 Identify and manage unresolved project-level issues by establishing a monitoring and escalation mechanism and selecting a course of action consistent with program constraints and objectives in order to achieve program benefits.

Task 13 Develop the transition/integration/closure plan by defining exit criteria in order to ensure all administrative, commercial, and contractual obligations are met upon program completion.

Task 14 Develop key performance indicators (KPIs) by using decomposition/ mapping/ balanced score card (BSC) in order to implement scope and quality management system within program.

Task 15 Monitor key human resources for program and project roles, including subcontractors, and identify opportunities to Strengthen team motivation (for example, develop compensation, incentive, and career alignment plans) and negotiate contracts in order to meet and/or exceed benefits realization objectives.

Task 16 Charter and initiate constituent projects by assigning project managers and allocating appropriate resources in order to achieve program objectives.

Task 17 Establish consistency by deploying uniform standards, resources, infrastructure, tools, and processes in order to enable informed program decision making.

Task 18 Establish a communication feedback process in order to capture lessons learned and the teams experiences throughout the program.

Task 19 Lead human resource functions by training, coaching, mentoring, and recognizing the team in order to Strengthen team engagement and achieve commitment to the programs goals.

Task 20 Review project managers performance in executing the project in accordance with the project plan in order to maximize their contribution to achieving program goals.

Task 21 Execute the appropriate program management plans (for example, quality, risk, communication, resourcing) using the tools identified in the planning phase and by auditing the results in order to ensure the program outcomes meet stakeholder expectations and standards.

Task 22 Consolidate project and program data using predefined program plan reporting tools and methods in order to monitor and control the program performance and communicate to stakeholders.

Task 23 Evaluate the programs status in order to monitor and control the program while maintaining current program information.

Task 24 Approve closure of constituent projects upon completion of defined deliverables in order to ensure scope is compliant with the functional overview.

Task 25 Analyze variances and trends in costs, schedule, quality, and risks by comparing genuine and forecast to planned values in order to identify corrective actions or opportunities.

Task 26 Update program plans by incorporating corrective actions to ensure program resources are employed effectively in order to meet program objectives.

Task 27 Manage program level issues (for example, human resource management, financial, technology, scheduling) by identifying and selecting a course of action consistent with program scope, constraints, and objectives in order to achieve program benefits.

Task 28 Manage changes in accordance with the change management plan in order to control scope, quality, schedule, cost, contracts, risks, and rewards.

Task 29 Conduct impact assessments for program changes and recommend decisions in order to obtain approval in accordance with the governance model.

Task 30 Manage risk in accordance with the risk management plan in order to ensure benefits realization.

Task 31 Complete a program performance analysis report by comparing final values to planned values for scope, quality, cost, schedule, and resource data in order to determine program performance.

Task 32 Obtain stakeholder approval for program closure in order to initiate close-out activities.

Task 33 Execute the transition and/or close-out of all program and constituent project plans (for example, perform administrative and PMIS program closure, archive program documents and lessons learned, and transfer ongoing activities to functional organization) in order to meet program objectives and/or ongoing operational sustainability.

Task 34 Conduct the post-review meeting by presenting the program performance report in order to obtain feedback and capture lessons learned.

Task 35 Report lessons learned and best practices observed and archive to the knowledge repository in order to support future programs and organizational improvement

Knowledge Specific to Domain 2 (*Indicates knowledge is found in one other domain, shown in parentheses)
 Benchmarking
 Closeout plans, procedures, techniques and policies* (5)
 Decomposition techniques (for example, work breakdown structure (WBS))
 Financial closure processes* (V)
 Logistics management
 Performance and quality metrics* (III)
 Phase gate reviews* (V)
 Procurement management
 Product/service development phases
 Program and constituent project charter development* (I)
 Program and project change requests* (V)
 Program initiation plan
 Program management plans
 Quality control and management tools and techniques
 Resource estimation (human and material)
 Resource leveling techniques
 Root cause analysis
 Schedule management, techniques, and tools
 Scope management
 Service level agreements
 Statistical analysis* (V)
 Strategic planning and analysis* (I)
 SWOT analysis
 Talent evaluation
 Team competency assessment techniques
 Training methodologies* (IV)

Task 1 Develop the benefits realization plan and its measurement criteria in order to set the baseline for the program and communicate to stakeholders, including sponsors.

Task 2 Identify and capture synergies and efficiencies identified throughout the program life cycle in order to update and communicate the benefits realization plan to stakeholders, including sponsors.

Task 3 Develop a sustainment plan that identifies the processes, measures, metrics, and tools necessary for management of benefits beyond the completion of the program in order to ensure the continued realization of intended benefits.

Task 4 Monitor the metrics (for example, by forecasting, analyzing variances, developing “what if” scenarios and simulations, and utilizing causal analysis) in order to take corrective actions in the program and maintain and/or potentially Strengthen benefits realization.

Task 5 Verify that the close, transition, and integration of constituent projects and the program meet or exceed the benefit realization criteria in order to achieve programs strategic objectives.

Task 6 Maintain a benefit register and record program progress in order to report the benefit to stakeholders via the communications plan.

Task 7 Analyze and update the benefits realization and sustainment plans for uncertainty, risk identification, risk mitigation, and risk opportunity in order to determine if corrective actions are necessary and communicate to stakeholders.

Task 8 Develop a transition plan to operations in order to guarantee sustainment of products and benefits delivered by the program.

Knowledge Specific to Domain III (*Indicates knowledge is found in one other domain, shown in parentheses)
 Benefit optimization
 Business value measurement
 Decision tree analysis
 Maintenance and sustainment of program benefits post delivery
 Performance and quality metrics* (II)
 Program transition strategies

Task 1 Identify stakeholders, including sponsors, and create the stakeholder matrix in order to document their position relative to the program.

Task 2 Perform stakeholder analysis through historical analysis, personal experience, interviews, knowledge base, review of formal agreements (for example, request for proposal (RFP), request for information (RFI), contracts), and input from other sources in order to create the stakeholder management plan.

Task 3 Negotiate the support of stakeholders, including sponsors, for the program while setting clear expectations and acceptance criteria (for example, KPIs) for the program benefits in order to achieve and maintain their alignment to the program objectives.

Task 4 Generate and maintain visibility for the program and confirm stakeholder support in order to achieve the programs strategic objectives.

Task 5 Define and maintain communications adapted to different stakeholders, including sponsors, in order to ensure their support for the program.

Task 6 Evaluate risks identified by stakeholders, including sponsors, and incorporate them in the program risk management plan, as necessary.

Task 7 Develop and foster relationships with stakeholders, including sponsors, in order to Strengthen communication and enhance their support for the program.

Knowledge Specific to Domain IV
(*Indicates knowledge is found in one other domain, shown in parentheses)
 Customer relationship management
 Customer satisfaction measurement
 Expectation management
 Public relations* (I)
 Training methodologies* (II)

Task 1 Develop program and project management standards and structure (governance, tools, finance, and reporting) using industry best practices and organizational standards in order to drive efficiency and consistency among projects and deliver program objectives.

Task 2 Select a governance model structure including policies, procedures, and standards that conforms program practices with the organizations governance structure in order to deliver program objectives consistent with organizational governance requirements.

Task 3 Obtain authorization(s) and approval(s) through stage gate reviews by presenting the program status to governance authorities in order to proceed to the next phase of the program.

Task 4 Evaluate key performance indicators (for example, risks, financials, compliance, quality, safety, stakeholder satisfaction) in order to monitor benefits throughout the program life cycle.

Task 5 Develop and/or utilize the program management information system), and integrate different processes as needed, in order to manage program information and communicate status to stakeholders.

Task 6 Regularly evaluate new and existing risks that impact strategic objectives in order to present an updated risk management plan to the governance board for approval.

Task 7 Establish escalation policies and procedures in order to ensure risks are handled at the appropriate level.

Task 8 Develop and/or contribute to an information repository containing program-related lessons learned, processes, and documentation contributions in order to support organizational best practices.

Task 9 Identify and apply lessons learned in order to support and influence existing and future program or organizational improvement.

Task 10 Monitor the business environment, program functionality requirements, and benefits realization in order to ensure the program remains aligned with strategic objectives.

Task 11 Develop and support the program integration management plan in order to ensure operational alignment with program strategic objectives.


Knowledge Specific to Domain V
(*Indicates knowledge is found in one other domain, shown in parentheses)
 Archiving tools and techniques
 Business/organization objectives* (I)
 Closeout plans, procedures, techniques and policies* (II)
 Composition and responsibilities of the program management office (PMO)
 Financial closure processes* (II)
 Go/no-go decision criteria
 Governance models
 Governance processes and procedures
 Metrics definition and measurement techniques
 Performance analysis and reporting techniques (for example, earned value analysis (EVA))
 Phase gate reviews* (II)
 Program and project change requests* (II)
 Statistical analysis* (II)

Benefits measurement and analysis techniques
 Brainstorming techniques
 Budget processes and procedures
 Business environment
 Business ethics
 Business models, structure, and organization
 Change management
 Coaching and mentoring techniques
 Collaboration tools and techniques
 Communication tools and techniques
 Conflict resolution techniques
 Contingency planning
 Contract negotiation/administration
 Contract types
 Cost-benefit techniques
 Cost management
 Cultural diversity/distinctions
 Data analysis/data mining
 Decision-making techniques
 Emotional intelligence
 Human resource management
 Impact assessment techniques
 Industry and market knowledge
 Information privacy
 Knowledge management
 Leadership theories and techniques
 Management techniques
 Motivational techniques
 Negotiation strategies and techniques
 Organization strategic plan and vision
 Performance management techniques (for example, cost and time, performance against objectives)
Planning theory, techniques, and procedures
 PMI Code of Ethics and Professional Conduct
 Presentation tools and techniques
 Problem-solving tools and techniques
 Project Management Information Systems (PMIS)
 Reporting tools and techniques
 Risk analysis techniques
 Risk management
 Risk mitigation and opportunities strategies
 Safety standards and procedures
 Social responsibility
 Succession planning
 Sustainability and environmental issues
 Team development and dynamics Active listening
 Analytical thinking
 Capacity planning
 Communicating
 Critical thinking
 Customer centricity/client focus
 Distilling and synthesizing requirements
 Employee engagement
 Executive-level presentation
 Facilitation
 Innovative thinking
 Interpersonal interaction and relationship management
 Interviewing
 Leveraging opportunities
 Managing expectations
 Managing virtual/multicultural/remote/global teams
 Maximizing resources/achieving synergies
 Negotiating/persuading/influencing
 Prioritizing
 Problem solving
 Stakeholder analysis and management
 Time management
 Vendor management

PgMP
PMI PgMP availability
Killexams : PMI PgMP availability - BingNews https://killexams.com/pass4sure/exam-detail/PgMP Search results Killexams : PMI PgMP availability - BingNews https://killexams.com/pass4sure/exam-detail/PgMP https://killexams.com/exam_list/PMI Killexams : Manufacturing PMI® at 52.8%; July 2022 Manufacturing ISM® Report On Business®

New Orders and Employment Contracting; Production and Backlogs Growing; provider Deliveries Slowing at a Slower Rate; Raw Materials Inventories Growing; Customers' Inventories Too Low; Prices Increasing at a Slower Rate; Exports and Imports Growing; Record-Long Lead Times for Production Materials and MRO Supplies

TEMPE, Ariz., Aug. 1, 2022 /PRNewswire/ -- Economic activity in the manufacturing sector grew in July, with the overall economy achieving a 26th consecutive month of growth, say the nation's supply executives in the latest Manufacturing ISM® Report On Business®.

The report was issued today by Timothy R. Fiore, CPSM, C.P.M., Chair of the Institute for Supply Management® (ISM®) Manufacturing Business Survey Committee:

"The July Manufacturing PMI® registered 52.8 percent, down 0.2 percentage point from the studying of 53 percent in June. This figure indicates expansion in the overall economy for the 26th month in a row after a contraction in April and May 2020. This is the lowest Manufacturing PMI® figure since June 2020, when it registered 52.4 percent. The New Orders Index registered 48 percent, 1.2 percentage points lower than the 49.2 percent recorded in June. The Production Index studying of 53.5 percent is a 1.4-percentage point decrease compared to June's figure of 54.9 percent. The Prices Index registered 60 percent, down 18.5 percentage points compared to the June figure of 78.5 percent; this is the index's lowest studying since August 2020 (59.5 percent). The Backlog of Orders Index registered 51.3 percent, 1.9 percentage points below the June studying of 53.2 percent. The Employment Index contracted for a third straight month at 49.9 percent, 2.6 percentage points higher than the 47.3 percent recorded in June. The provider Deliveries Index studying of 55.2 percent is 2.1 percentage points lower than the June figure of 57.3 percent. The Inventories Index registered 57.3 percent, 1.3 percentage points higher than the June studying of 56 percent. The New Export Orders Index studying of 52.6 percent is up 1.9 percentage points compared to June's figure of 50.7 percent. The Imports Index grew again in July, up 3.7 percentage points to 54.4 percent from 50.7 percent in June."

Fiore continues, "The U.S. manufacturing sector continues expanding — though slightly less so in July — as new order rates continue to contract, provider deliveries Strengthen and prices soften to acceptable levels. According to Business Survey Committee respondents' comments, companies continue to hire at strong rates, with few indications of layoffs, hiring freezes or headcount reduction through attrition. Panelists reported higher rates of quits, reversing June's positive trend. Prices expansion eased dramatically in July, but instability in global energy markets continues. Sentiment remained optimistic regarding demand, with six positive growth comments for every cautious comment. Panelists are now expressing concern about a softening in the economy, as new order rates contracted for the second month amid developing anxiety about excess inventory in the supply chain. Demand dropped, with the (1) New Orders Index contracting again, (2) Customers' Inventories Index remaining at a low level but approaching 40 percent and (3) Backlog of Orders Index decreasing but still in growth territory. Consumption (measured by the Production and Employment indexes) was mixed during the period, with a combined positive 1.2-percentage point impact on the Manufacturing PMI® calculation. The Employment Index contracted for the third month in a row after expanding for eight straight months (September 2021 through April), but panelists again indicated month-over-month improvement in hiring ability in July. Challenges with turnover (quits and retirements) and resulting backfilling continue to plague efforts to adequately staff organizations. Inputs — expressed as provider deliveries, inventories and imports — continued to constrain production expansion, but to a significantly lesser extent compared to June. The provider Deliveries Index indicated deliveries slowed at a slower rate in July, which was supported by an increase in the Inventories Index. The Imports Index continued to expand in July after one month of contraction preceded by six straight months of growth. The Prices Index increased for the 26th consecutive month, at a much slower rate compared to June.

"Four of the six biggest manufacturing industries — Petroleum & Coal Products; Computer & Electronic Products; Transportation Equipment; and Machinery — registered moderate-to-strong growth in July.

"Manufacturing performed well for the 26th straight month. There are signs of new order rates softening — cited in 16 percent of general comments, compared to 17 percent in June — as panelists are increasingly concerned about excessive inventories and continuing record-high lead times. Employment activity remained strongly positive in spite of the uncertainty with new order rates," says Fiore.

Eleven manufacturing industries reported growth in July, in the following order: Apparel, Leather & Allied Products; Nonmetallic Mineral Products; Petroleum & Coal Products; Printing & Related Support Activities; Computer & Electronic Products; Transportation Equipment; Machinery; Textile Mills; Primary Metals; Plastics & Rubber Products; and Electrical Equipment, Appliances & Components. The seven industries reporting contraction in July compared to June, in the following order are: Wood Products; Furniture & Related Products; Paper Products; Miscellaneous Manufacturing; Fabricated Metal Products; Food, Beverage & Tobacco Products; and Chemical Products.

WHAT RESPONDENTS ARE SAYING

  • "Material extended lead times still affecting business, and the challenging labor market is a huge factor too. Backlog is healthy; we just cannot deliver to customers due to material issues." [Computer & Electronic Products]

  • "Inflation is slowing down business. Overstock of raw materials due to prior supply chain issues and slowing orders." [Chemical Products]

  • "Chip shortages remain; however, the COVID-19 lockdowns in China are presenting even worse supply issues." [Transportation Equipment]

  • "Growing inflation is pushing a stronger narrative around pending recession concerns. Many customers appear to be pulling back on orders in an effort to reduce inventories." [Food, Beverage & Tobacco Products]

  • "New order entry has slowed down slightly; however, logistical issues have yet to improve. Long lead times for materials and labor shortages are still a major problem." [Machinery]

  • "Our markets are still holding up; however, I believe a slowdown is coming. We are cautious about going out too far with orders. Also, I believe the general market is in the beginnings of a recession." [Fabricated Metal Products]

  • "All markets are extremely busy but face headwinds that will eventually take a toll. Lead times and costs make large projects very challenging to budget, plan and execute. Routine work is also very difficult." [Nonmetallic Mineral Products]

  • "Current order books are full, but there have been signs of a slowdown beginning in the fourth quarter." [Plastics & Rubber Products]

  • "Slight improvement projected for our business for the next quarter." [Primary Metals]

  • "Continuing delivery and staffing issues have eaten away the bottom line." [Textile Mills]

MANUFACTURING AT A GLANCE
July 2022

Index

Series
Index

Jul

Series
Index

Jun

Percentage

Point
Change

Direction

Rate of
Change

Trend*
(Months)

Manufacturing PMI®

52.8

53.0

-0.2

Growing

Slower

26

New Orders

48.0

49.2

-1.2

Contracting

Faster

2

Production

53.5

54.9

-1.4

Growing

Slower

26

Employment

49.9

47.3

+2.6

Contracting

Slower

3

Supplier Deliveries

55.2

57.3

-2.1

Slowing

Slower

77

Inventories

57.3

56.0

+1.3

Growing

Faster

12

Customers' Inventories

39.5

35.2

+4.3

Too Low

Slower

70

Prices

60.0

78.5

-18.5

Increasing

Slower

26

Backlog of Orders

51.3

53.2

-1.9

Growing

Slower

25

New Export Orders

52.6

50.7

+1.9

Growing

Faster

25

Imports

54.4

50.7

+3.7

Growing

Faster

2

OVERALL ECONOMY

Growing

Slower

26

Manufacturing Sector

Growing

Slower

26

Manufacturing ISM® Report On Business® data is seasonally adjusted for the New Orders, Production, Employment and Inventories indexes.
*Number of months moving in current direction.

COMMODITIES REPORTED UP/DOWN IN PRICE AND IN SHORT SUPPLY

Commodities Up in Price 
Adhesives and Paint (8); Aluminum* (26); Caustic Soda (5); Corrugate (6); Corrugated Packaging (21); Crude Oil (3); Diesel Fuel* (19); Electrical Components (20); Electricity (2); Electronic Components (20); Freight (21); Labor — Temporary (15); Logistics Services; Maintenance, Repair and Operating (MRO) Supplies; Natural Gas* (13); Petroleum Based Products (3); Plastic Resins* (7); Polyethylene; Rubber Based Products (12); Solvents; and Steel Products* (23).

Commodities Down in Price 
Aluminum* (3); Aluminum Products; Copper; Diesel Fuel*; Lumber (2); Natural Gas*; Plastic Resins* (2); Steel (3); Steel — Carbon; Steel — Hot Rolled (3); and Steel Products*.

Commodities in Short Supply 
Adhesives and Paints; Aluminum; Electrical Components (22); Electronic Components (20); Hydraulic Components (3); Labor — Temporary (15); Plastic Resins (3); Resin Based Products; Rubber Based Products (2); Semiconductors (20); and Steel Products (4).

Note: The number of consecutive months the commodity is listed is indicated after each item. 
*Indicates both up and down in price.

JULY 2022 MANUFACTURING INDEX SUMMARIES

Manufacturing PMI® 
The U.S. manufacturing sector grew in July, as the Manufacturing PMI® registered 52.8 percent, 0.2 percentage point lower than the June studying of 53 percent. "The Manufacturing PMI® continued to indicate sector expansion and U.S. economic growth in July. Three of the five subindexes that directly factor into the Manufacturing PMI® (Production, provider Deliveries and Inventories) were in growth territory. Of the six biggest manufacturing industries, four — Petroleum & Coal Products; Computer & Electronic Products; Transportation Equipment; and Machinery — registered moderate-to-strong growth in July. The Production Index decreased 1.4 percentage points but remained in expansion territory. The provider Deliveries Index slowed at a slower rate while the Inventories Index increased, indicating at least a slight easing of supply chain congestion. Eight of the 10 subindexes were positive for the period; a studying of 'too low' for the Customers' Inventories Index is considered a positive for future production," says Fiore. A studying above 50 percent indicates that the manufacturing economy is generally expanding; below 50 percent indicates that it is generally contracting.

A Manufacturing PMI® above 48.7 percent, over a period of time, generally indicates an expansion of the overall economy. Therefore, the July Manufacturing PMI® indicates the overall economy grew in July for the 26th consecutive month following contraction in April and May 2020. "The past relationship between the Manufacturing PMI® and the overall economy indicates that the Manufacturing PMI® for July (52.8 percent) corresponds to a 1.4-percent increase in real gross domestic product (GDP) on an annualized basis," says Fiore.

THE LAST 12 MONTHS

Month

Manufacturing
PMI®

Month

Manufacturing
PMI®

Jul 2022

52.8

Jan 2022

57.6

Jun 2022

53.0

Dec 2021

58.8

May 2022

56.1

Nov 2021

60.6

Apr 2022

55.4

Oct 2021

60.8

Mar 2022

57.1

Sep 2021

60.5

Feb 2022

58.6

Aug 2021

59.7

Average for 12 months – 57.6

High – 60.8

Low – 52.8

New Orders
ISM®'s New Orders Index dropped to 48 percent in July, a decrease of 1.2 percentage points compared to the 49.2 percent reported in June. This indicates that new order volumes contracted again after growing for 24 consecutive months. "Only one of the six largest manufacturing sectors — Computer & Electronic Products — increased new orders at a moderate level. Lead times remain at elevated levels, and fundamental raw material prices continue to persuade buyers to remain on the sidelines. Also contributing to order-placement pauses are concerns about future economic growth slowing and the impact to manufacturing inventories caused by additional order placements, which could impact working capital in the near-to-moderate term. Backlogs continued to sag due to the weakness in new orders," says Fiore. A New Orders Index above 52.9 percent, over time, is generally consistent with an increase in the Census Bureau's series on manufacturing orders (in constant 2000 dollars).

Of the 18 manufacturing industries, four reported growth in new orders in July: Nonmetallic Mineral Products; Printing & Related Support Activities; Primary Metals; and Computer & Electronic Products. Seven industries reported a decline in new orders in July, in the following order: Wood Products; Furniture & Related Products; Fabricated Metal Products; Miscellaneous Manufacturing; Plastics & Rubber Products; Chemical Products; and Machinery. Seven industries reported no change in new orders in July as compared to June.

New Orders

%Higher

%Same

%Lower

Net

Index

Jul 2022

17.2

63.0

19.8

-2.6

48.0

Jun 2022

17.8

65.1

17.1

+0.7

49.2

May 2022

28.2

58.5

13.3

+14.9

55.1

Apr 2022

25.1

64.0

10.9

+14.2

53.5

Production
The Production Index registered 53.5 percent in July, 1.4 percentage points lower than the June studying of 54.9 percent, indicating growth for the 26th consecutive month. "Of the top six industries, three —Petroleum & Coal Products; Computer & Electronic Products; and Transportation Equipment — expanded in July. Materials availability continues to show signs of recovery, but factories are still struggling to hit optimum output rates, primarily due to high levels of employee turnover," says Fiore. An index above 52.4 percent, over time, is generally consistent with an increase in the Federal Reserve Board's Industrial Production figures.

Five industries reported growth in production during the month of July: Apparel, Leather & Allied Products; Petroleum & Coal Products; Computer & Electronic Products; Transportation Equipment; and Plastics & Rubber Products. The six industries reporting a decrease in production in July — in the following order — are: Wood Products; Textile Mills; Miscellaneous Manufacturing; Fabricated Metal Products; Electrical Equipment, Appliances & Components; and Food, Beverage & Tobacco Products. Seven industries reported no change in production levels in July as compared to June.

Production

%Higher

%Same

%Lower

Net

Index

Jul 2022

24.9

58.5

16.6

+8.3

53.5

Jun 2022

27.4

60.9

11.7

+15.7

54.9

May 2022

23.9

59.2

16.9

+7.0

54.2

Apr 2022

27.5

61.0

11.5

+16.0

53.6

Employment
ISM®'s Employment Index registered 49.9 percent in July, 2.6 percentage points above the June studying of 47.3 percent. "The index contracted for the third straight month after an eight-month period of expansion. Of the six big manufacturing sectors, three (Transportation Equipment; Petroleum & Coal Products; and Machinery) expanded. Although an overwhelming majority of survey panelists again indicate their companies are hiring, they are still struggling to meet labor management plans. Improvement signs are mixed: A smaller share of comments (7 percent in July, down from 14 percent in June) noted greater hiring ease, and among respondents whose companies are hiring, 35 percent expressed difficulty in filling positions, down from 42 percent in June. Turnover rates remain elevated, with 39 percent of comments citing backfills and retirements, an increase from 29 percent in June. Employment levels, driven primarily by turnover, remain the top issue affecting production growth," says Fiore. An Employment Index above 50.5 percent, over time, is generally consistent with an increase in the Bureau of Labor Statistics (BLS) data on manufacturing employment.

Eight of 18 manufacturing industries reported employment growth in July, in the following order: Apparel, Leather & Allied Products; Nonmetallic Mineral Products; Printing & Related Support Activities; Transportation Equipment; Petroleum & Coal Products; Plastics & Rubber Products; Machinery; and Electrical Equipment, Appliances & Components. The six industries reporting a decrease in employment in July — in the following order — are: Textile Mills; Paper Products; Primary Metals; Miscellaneous Manufacturing; Food, Beverage & Tobacco Products; and Chemical Products.

Employment

%Higher

%Same

%Lower

Net

Index

Jul 2022

22.0

59.4

18.6

+3.4

49.9

Jun 2022

17.9

63.7

18.4

-0.5

47.3

May 2022

21.8

55.4

22.8

-1.0

49.6

Apr 2022

21.0

61.9

17.1

+3.9

50.9

Supplier Deliveries
The delivery performance of suppliers to manufacturing organizations was slower in July, as the provider Deliveries Index registered 55.2 percent, 2.1 percentage points lower than the 57.3 percent reported in June. Of the top six manufacturing industries, five (Petroleum & Coal Products; Computer & Electronic Products; Transportation Equipment; Machinery; and Chemical Products) reported slower deliveries. "This indicates the best provider deliveries performance since July 2020, when the index registered 55.9 percent as business began to resurface after the initial pandemic lockdowns. Deliveries slowed at a slower rate compared to the previous month — 21.4 percent of panelists reported slower deliveries in July, compared to 27.4 percent in June. Panelists' comments indicate that suppliers, despite their labor problems, performed better in July compared to previous months," says Fiore. A studying below 50 percent indicates faster deliveries, while a studying above 50 percent indicates slower deliveries.

Ten of 18 manufacturing industries reported slower provider deliveries in July, in the following order: Textile Mills; Paper Products; Nonmetallic Mineral Products; Primary Metals; Miscellaneous Manufacturing; Petroleum & Coal Products; Computer & Electronic Products; Transportation Equipment; Machinery; and Chemical Products. Five industries reported faster provider deliveries in July as compared to June: Wood Products; Electrical Equipment, Appliances & Components; Furniture & Related Products; Plastics & Rubber Products; and Fabricated Metal Products.

Supplier Deliveries

%Slower

%Same

%Faster

Net

Index

Jul 2022

21.4

67.6

11.0

+10.4

55.2

Jun 2022

27.4

59.8

12.8

+14.6

57.3

May 2022

37.1

57.2

5.7

+31.4

65.7

Apr 2022

38.7

57.0

4.3

+34.4

67.2

Inventories
The Inventories Index registered 57.3 percent in July, 1.3 percentage points higher than the 56 percent reported for June. "Manufacturing inventories expanded at a faster rate compared to June, registering their highest level since July 1984, when the index registered 57.8 percent. Of the six big manufacturing industries, five (Computer & Electronic Products; Petroleum & Coal Products; Machinery; Transportation Equipment; and Chemical Products) grew their inventories of manufacturing raw materials in July. Companies are showing the most concern about their inventory levels since the start of the pandemic in 2020, when a slowing of the manufacturing economy was anticipated," says Fiore. An Inventories Index greater than 44.4 percent, over time, is generally consistent with expansion in the Bureau of Economic Analysis (BEA) figures on overall manufacturing inventories (in chained 2000 dollars).

Of 18 manufacturing industries, the 13 reporting higher inventories in July — in the following order — are: Apparel, Leather & Allied Products; Textile Mills; Computer & Electronic Products; Nonmetallic Mineral Products; Printing & Related Support Activities; Electrical Equipment, Appliances & Components; Wood Products; Petroleum & Coal Products; Machinery; Plastics & Rubber Products; Transportation Equipment; Fabricated Metal Products; and Chemical Products. The three industries reporting contracting inventories in July are: Paper Products; Primary Metals; and Food, Beverage & Tobacco Products.

Inventories

%Higher

%Same

%Lower

Net

Index

Jul 2022

25.5

61.8

12.7

+12.8

57.3

Jun 2022

25.4

59.8

14.8

+10.6

56.0

May 2022

24.3

62.5

13.2

+11.1

55.9

Apr 2022

21.4

61.4

17.2

+4.2

51.6

Customers' Inventories
ISM®'s Customers' Inventories Index registered 39.5 percent in July, 4.3 percentage points higher than the 35.2 percent reported for June, indicating that customers' inventory levels were considered too low. "Customers' inventories are too low for the 70th consecutive month, a positive for future production growth, but customer inventory requirements are easing compared to previous months," says Fiore.

Three industries (Wood Products; Food, Beverage & Tobacco Products; and Chemical Products) reported customers' inventories as too high in July. The 12 industries reporting customers' inventories as too low — listed in order — are: Nonmetallic Mineral Products; Transportation Equipment; Miscellaneous Manufacturing; Petroleum & Coal Products; Furniture & Related Products; Primary Metals; Plastics & Rubber Products; Computer & Electronic Products; Machinery; Paper Products; Fabricated Metal Products; and Electrical Equipment, Appliances & Components.

Customers'

Inventories

%
Reporting

%Too
High

%About
Right

%Too
Low

Net

Index

Jul 2022

78

12.4

54.2

33.4

-21.0

39.5

Jun 2022

75

11.1

48.1

40.8

-29.7

35.2

May 2022

75

12.8

39.7

47.5

-34.7

32.7

Apr 2022

76

10.5

53.2

36.3

-25.8

37.1

Prices 
The ISM® Prices Index registered 60 percent in July, 18.5 percentage points lower compared to the June studying of 78.5 percent, indicating raw materials prices increased for the 26th consecutive month, at a much slower rate. The Prices Index has been at or above 60 percent for 23 straight months. The month-over-month decline of 18.5 percentage points is the fourth biggest decline on record (since 1948) and the steepest since a 22.1-percentage point drop in June 2010. "The slowing in price increases is being driven by (1) volatility in the energy markets, (2) softening in the copper, steel, aluminum and corrugate markets and (3) a significant decrease in chemical demand. Notably, 21.5 percent of respondents reported paying lower prices in July, compared to 8.3 percent in June," says Fiore. A Prices Index above 52.6 percent, over time, is generally consistent with an increase in the Bureau of Labor Statistics (BLS) Producer Price Index for Intermediate Materials.

In July, 12 of 18 industries reported paying increased prices for raw materials, in the following order: Nonmetallic Mineral Products; Printing & Related Support Activities; Paper Products; Plastics & Rubber Products; Textile Mills; Computer & Electronic Products; Food, Beverage & Tobacco Products; Chemical Products; Miscellaneous Manufacturing; Machinery; Furniture & Related Products; and Transportation Equipment. The three industries reporting paying decreased prices for raw materials July are: Petroleum & Coal Products; Fabricated Metal Products; and Wood Products.

Prices

%Higher

%Same

%Lower

Net

Index

Jul 2022

41.5

37.0

21.5

+20.0

60.0

Jun 2022

65.2

26.5

8.3

+56.9

78.5

May 2022

70.2

24.2

5.6

+64.6

82.2

Apr 2022

73.5

22.1

4.4

+69.1

84.6

Backlog of Orders
ISM®'s Backlog of Orders Index registered 51.3 percent in July, a 1.9-percentage point decrease compared to the 53.2 percent reported in June, indicating order backlogs expanded for the 25th straight month. Of the six largest manufacturing sectors, three — Petroleum & Coal Products; Machinery; and Transportation Equipment — expanded their order backlogs. "Backlogs expanded in July at a slower rate, as new order levels remain low and panelists' customers prepare for a slowing in general manufacturing activity. A slowing in price increases is a positive for future new orders growth and backlogs expansion," says Fiore.

Five industries reported growth in order backlogs in July: Nonmetallic Mineral Products; Petroleum & Coal Products; Printing & Related Support Activities; Machinery; and Transportation Equipment. The seven industries reporting lower backlogs in July — in the following order — are: Furniture & Related Products; Wood Products; Fabricated Metal Products; Chemical Products; Primary Metals; Computer & Electronic Products; and Miscellaneous Manufacturing. Six industries reported no change in backlogs of orders in July as compared to June.

Backlog of

Orders

%Reporting

%Higher

%Same

%Lower

  Net

Index

Jul 2022

92

26.6

49.4

24.0

+2.6

51.3

Jun 2022

93

25.6

55.3

19.1

+6.5

53.2

May 2022

91

31.6

54.3

14.1

+17.5

58.7

Apr 2022

92

27.9

56.3

15.8

+12.1

56.0

New Export Orders
ISM®'s New Export Orders Index registered 52.6 percent in July, 1.9 percentage points above the June studying of 50.7 percent. "The New Export Orders Index grew for the 25th consecutive month, at a faster rate in July. Gains were achieved in the month as the European economy stabilizes and China recovers from its exact COVID-19 lockdowns. Of the six big industry sectors, four — Petroleum & Coal Products; Food, Beverage & Tobacco Products; Transportation Equipment; and Computer & Electronic Products — expanded," says Fiore.

The four industries reporting growth in new export orders in July are: Petroleum & Coal Products; Food, Beverage & Tobacco Products; Transportation Equipment; and Computer & Electronic Products. The six industries reporting a decrease in new export orders in July — in the following order — are: Wood Products; Paper Products; Plastics & Rubber Products; Electrical Equipment, Appliances & Components; Miscellaneous Manufacturing; and Chemical Products. Seven industries reported no change in exports in July as compared to June.

New Export
Orders

%
Reporting

%Higher

%Same

%Lower

  Net

Index

Jul 2022

73

16.6

72.1

11.3

+5.3

52.6

Jun 2022

72

12.3

76.8

10.9

+1.4

50.7

May 2022

73

14.6

76.6

8.8

+5.8

52.9

Apr 2022

73

10.7

84.1

5.2

+5.5

52.7

Imports
ISM®'s Imports Index registered 54.4 percent in July, an increase of 3.7 percentage points compared to June's figure of 50.7 percent. "Imports grew in July; activity improved as Asia ports started to clear their backlogs. The index reached its highest level since February (55.4 percent)," says Fiore.

The 10 industries reporting growth in imports in July — in the following order — are: Textile Mills; Printing & Related Support Activities; Petroleum & Coal Products; Primary Metals; Electrical Equipment, Appliances & Components; Transportation Equipment; Computer & Electronic Products; Fabricated Metal Products; Plastics & Rubber Products; and Machinery. Three industries reported lower volumes of imports in July: Paper Products; Miscellaneous Manufacturing; and Chemical Products.

Imports

%
Reporting

%Higher

%Same

%Lower

  Net

Index

Jul 2022

85

19.6

69.5

10.9

+8.7

54.4

Jun 2022

84

14.4

72.5

13.1

+1.3

50.7

May 2022

85

13.4

70.6

16.0

-2.6

48.7

Apr 2022

83

13.2

76.5

10.3

+2.9

51.4

The provider Deliveries, Customers' Inventories, Prices, Backlog of Orders, New Export Orders, and Imports indexes do not meet the accepted criteria for seasonal adjustments.

Buying Policy
The average commitment lead time for Capital Expenditures in July was 183 days, a decrease of three days compared to June. Average lead time in July for Production Materials remained at its all-time high of 100 days. Average lead time for Maintenance, Repair and Operating (MRO) Supplies increased by seven days, to an all-time high of 51 days. (ISM® began tracking lead times data in 1987.)

Percent Reporting

Capital Expenditures

Hand-to-
Mouth

30 Days

60 Days

90 Days

6 Months

1 Year+

Average
Days

Jul 2022

14

3

10

13

29

31

183

Jun 2022

15

6

7

9

31

32

186

May 2022

17

5

8

10

30

30

178

Apr 2022

18

4

6

14

30

28

173

Percent Reporting

Production Materials

Hand-to-
Mouth

30 Days

60 Days

90 Days

6 Months

1 Year+

Average
Days

Jul 2022

8

21

21

28

13

9

100

Jun 2022

8

19

23

25

18

7

100

May 2022

9

21

21

26

15

8

99

Apr 2022

9

16

26

24

18

7

100

Percent Reporting

MRO Supplies

Hand-to-
Mouth

30 Days

60 Days

90 Days

6 Months

1 Year+

Average
Days

Jul 2022

22

36

21

15

5

1

51

Jun 2022

25

39

19

12

5

0

44

May 2022

27

35

19

12

6

1

48

Apr 2022

24

33

23

15

4

1

49

About This Report
DO NOT CONFUSE THIS NATIONAL REPORT with the various regional purchasing reports released across the country. The national report's information reflects the entire U.S., while the regional reports contain primarily regional data from their local vicinities. Also, the information in the regional reports is not used in calculating the results of the national report. The information compiled in this report is for the month of July 2022.

The data presented herein is obtained from a survey of manufacturing supply executives based on information they have collected within their respective organizations. ISM® makes no representation, other than that stated within this release, regarding the individual company data collection procedures. The data should be compared to all other economic data sources when used in decision-making.

Data and Method of Presentation
The Manufacturing ISM® Report On Business® is based on data compiled from purchasing and supply executives nationwide. The composition of the Manufacturing Business Survey Committee is stratified according to the North American Industry Classification System (NAICS) and each of the following NAICS-based industry's contribution to gross domestic product (GDP): Food, Beverage & Tobacco Products; Textile Mills; Apparel, Leather & Allied Products; Wood Products; Paper Products; Printing & Related Support Activities; Petroleum & Coal Products; Chemical Products; Plastics & Rubber Products; Nonmetallic Mineral Products; Primary Metals; Fabricated Metal Products; Machinery; Computer & Electronic Products; Electrical Equipment, Appliances & Components; Transportation Equipment; Furniture & Related Products; and Miscellaneous Manufacturing (products such as medical equipment and supplies, jewelry, sporting goods, toys and office supplies). The data are weighted based on each industry's contribution to GDP. According to the BEA estimates for 2020 GDP (released December 22, 2021), the six largest manufacturing subsectors are: Computer & Electronic Products; Chemical Products; Transportation Equipment; Petroleum & Coal Products; Food, Beverage & Tobacco Products; and Machinery. Beginning in February 2018 with January 2018 data, computation of the indexes is accomplished utilizing unrounded numbers.

Survey responses reflect the change, if any, in the current month compared to the previous month. For each of the indicators measured (New Orders, Backlog of Orders, New Export Orders, Imports, Production, provider Deliveries, Inventories, Customers' Inventories, Employment and Prices), this report shows the percentage reporting each response, the net difference between the number of responses in the positive economic direction (higher, better and slower for provider Deliveries) and the negative economic direction (lower, worse and faster for provider Deliveries), and the diffusion index. Responses are raw data and are never changed. The diffusion index includes the percent of positive responses plus one-half of those responding the same (considered positive).

The resulting single index number for those meeting the criteria for seasonal adjustments (Manufacturing PMI®, New Orders, Production, Employment and Inventories) is then seasonally adjusted to allow for the effects of repetitive intra-year variations resulting primarily from normal differences in weather conditions, various institutional arrangements, and differences attributable to non-moveable holidays. All seasonal adjustment factors are subject annually to relatively minor changes when conditions warrant them. The Manufacturing PMI® is a composite index based on the diffusion indexes of five of the indexes with equal weights: New Orders (seasonally adjusted), Production (seasonally adjusted), Employment (seasonally adjusted), provider Deliveries, and Inventories (seasonally adjusted).

Diffusion indexes have the properties of leading indicators and are convenient summary measures showing the prevailing direction of change and the scope of change. A Manufacturing PMI® studying above 50 percent indicates that the manufacturing economy is generally expanding; below 50 percent indicates that it is generally declining. A Manufacturing PMI® above 48.7 percent, over a period of time, indicates that the overall economy, or gross domestic product (GDP), is generally expanding; below 48.7 percent, it is generally declining. The distance from 50 percent or 48.7 percent is indicative of the extent of the expansion or decline. With some of the indicators within this report, ISM® has indicated the departure point between expansion and decline of comparable government series, as determined by regression analysis. The Manufacturing ISM® Report On Business® survey is sent out to Manufacturing Business Survey Committee respondents the first part of each month. Respondents are asked to report on information for the current month for U.S. operations only. ISM® receives survey responses throughout most of any given month, with the majority of respondents generally waiting until late in the month to submit responses to give the most accurate picture of current business activity. ISM® then compiles the report for release on the first business day of the following month.

The industries reporting growth, as indicated in the Manufacturing ISM® Report On Business® monthly report, are listed in the order of most growth to least growth. For the industries reporting contraction or decreases, those are listed in the order of the highest level of contraction/decrease to the least level of contraction/decrease.

Responses to Buying Policy reflect the percent reporting the current month's lead time, the approximate weighted number of days ahead for which commitments are made for Capital Expenditures; Production Materials; and Maintenance, Repair and Operating (MRO) Supplies, expressed as hand-to-mouth (five days), 30 days, 60 days, 90 days, six months (180 days), a year or more (360 days), and the weighted average number of days. These responses are raw data, never revised, and not seasonally adjusted.

ISM ROB Content
The Institute for Supply Management® ("ISM") Report On Business® (both Manufacturing and Non-Manufacturing) ("ISM ROB") contains information, text, files, images, video, sounds, musical works, works of authorship, applications, and any other materials or content (collectively, "Content") of ISM ("ISM ROB Content"). ISM ROB Content is protected by copyright, trademark, trade secret, and other laws, and as between you and ISM, ISM owns and retains all rights in the ISM ROB Content. ISM hereby grants you a limited, revocable, nonsublicensable license to access and display on your individual device the ISM ROB Content (excluding any software code) solely for your personal, non-commercial use. The ISM ROB Content shall also contain Content of users and other ISM licensors. Except as provided herein or as explicitly allowed in writing by ISM, you shall not copy, download, stream, capture, reproduce, duplicate, archive, upload, modify, translate, publish, broadcast, transmit, retransmit, distribute, perform, display, sell, or otherwise use any ISM ROB Content.

Except as explicitly and expressly permitted by ISM, you are strictly prohibited from creating works or materials (including but not limited to tables, charts, data streams, time-series variables, fonts, icons, link buttons, wallpaper, desktop themes, online postcards, montages, mashups and similar videos, greeting cards, and unlicensed merchandise) that derive from or are based on the ISM ROB Content. This prohibition applies regardless of whether the derivative works or materials are sold, bartered, or given away. You shall not either directly or through the use of any device, software, internet site, web-based service, or other means remove, alter, bypass, avoid, interfere with, or circumvent any copyright, trademark, or other proprietary notices marked on the Content or any digital rights management mechanism, device, or other content protection or access control measure associated with the Content including geo-filtering mechanisms. Without prior written authorization from ISM, you shall not build a business utilizing the Content, whether or not for profit.

You shall not create, recreate, distribute, incorporate in other work, or advertise an index of any portion of the Content unless you receive prior written authorization from ISM. Requests for permission to reproduce or distribute ISM ROB Content can be made by contacting in writing at: ISM Research, Institute for Supply Management, 309 West Elliot Road, Suite 113, Tempe, Arizona 85284-1556, or by emailing kcahill@ismworld.org. Subject: Content Request.

ISM shall not have any liability, duty, or obligation for or relating to the ISM ROB Content or other information contained herein, any errors, inaccuracies, omissions or delays in providing any ISM ROB Content, or for any actions taken in reliance thereon. In no event shall ISM be liable for any special, incidental, or consequential damages, arising out of the use of the ISM ROB. Report On Business®, PMI®, and NMI® are registered trademarks of Institute for Supply Management®. Institute for Supply Management® and ISM® are registered trademarks of Institute for Supply Management, Inc.

About Institute for Supply Management®
Institute for Supply Management® (ISM®) serves supply management professionals in more than 90 countries. Its 50,000 members around the world manage about US$1 trillion in corporate and government supply chain procurement annually. Founded in 1915 as the first supply management institute in the world, ISM is committed to advancing the practice of supply management to drive value and competitive advantage for its members, contributing to a prosperous and sustainable world. ISM leads the profession through the ISM® Report On Business®, its highly regarded certification programs and the ISM® Advance Digital Platform. This report has been issued by the association since 1931, except for a four-year interruption during World War II.

The full text version of the Manufacturing ISM® Report On Business® is posted on ISM®'s website at www.ismrob.org on the first business day* of every month after 10:00 a.m. ET.

The next Manufacturing ISM® Report On Business® featuring August 2022 data will be released at 10:00 a.m. ET on Thursday, September 1, 2022.

*Unless the New York Stock Exchange is closed.

Contact:    

Kristina Cahill

Report On Business® Analyst

ISM®, ROB/Research Manager

Tempe, Arizona

+1 480.455.5910

Email: kcahill@ismworld.org

Institute for Supply Management logo. (PRNewsFoto/Institute for Supply Management)

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SOURCE Institute for Supply Management

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