What Scotland’s offshore wind supply chain needs after AR7

INSIGHT by

Ian Milne
Head of Sales & Business Development – Renewables

With one of the largest development pipelines in the world, Scotland has the natural resources, heritage, and industrial capability to play a leading role in the global energy transition. Turning that ambition into delivered projects, however, depends on getting the conditions right today.

The scale of capacity secured in AR7 last week is a strong signal that the UK offshore wind market is moving into a delivery. While this auction provides momentum needed to unlock that capability at scale, the industry is entering a phase where success will be defined less by ambition and more by execution.

From the supply chain, the potential is real, but maintaining momentum will depend on greater visibility, coordination, and long-term thinking from government and operators alike.

Uncertainty around timing remains a persistent challenge - developers, suppliers and contractors are all investing time and capital to prepare for future projects, but without clear sight of timelines, planning becomes difficult. For manufacturers and subsea suppliers, scaling capacity is not something that can be switched on at short notice.

Much of the Scottish subsea supply chain already has the capability to support near- and medium-term offshore wind demand. In many cases, suppliers are ready to deliver today. However, moving from readiness to scale requires confidence that projects will progress on credible, deliverable timelines. When these improve, confidence follows, and with it the ability to scale efficiently and cost-effectively.

Scotland’s wider energy heritage also offers valuable lessons for offshore wind. In oil and gas, the industry learned the importance of integration, long-term planning and whole-asset-life thinking, sometimes later than ideal. Offshore wind now has the opportunity to use this knowledge, by designing infrastructure that considers installation, operation, maintenance, and eventual removal from day one.

There is also an opportunity to take a more joined-up approach across projects. Too often, different elements of offshore wind developments are progressed in isolation, with limited coordination between disciplines.

Greater collaboration across the supply chain can unlock efficiencies, reduce offshore time and improve overall project outcomes. When suppliers are engaged early and encouraged to work together. At scale, these efficiencies can have a meaningful impact on cost, capacity and delivery schedules.

At Balmoral Comtec, we are investing ahead of demand to ensure the supply chain is ready to deliver. Over the past two years, we have committed more than £4.5 million in plant, facilities, and product development to support renewable energy projects, including £1 million in wave tank and testing facilities, £500,000 in a dedicated renewables foam plant, £2 million in new bend stiffener manufacturing equipment, and more than £1 million in product and material development aligned to offshore wind applications.

These investments reflect our belief that long-term delivery depends on preparation, not reaction. By applying decades of offshore experience, investing early in capability and working closely with customers across the project lifecycle, we are focused on helping offshore wind move from ambition to execution.

Why? Because planning today is what will ensure offshore wind delivers not just in the next few years, but for generations to come. Contact us to find out how we can support yours.