The next phase of offshore wind will be won on delivery

The offshore wind sector has achieved significant progress over the past decade. Markets have scaled rapidly, ambition has increased, and offshore wind is now a central pillar of the global energy transition. But the next phase will be defined by something different.

As projects increase in size, geographic spread, and complexity , the challenge is shifting from ambition to delivery. And across global markets, many of the same pressure points are emerging within the supply chain.

Capacity constraints, cost inflation, risk allocation, and coordination challenges are becoming increasingly visible. Whether in the UK, Europe, the US or Asia-Pacific, these issues are shaping project outcomes and influencing how quickly the sector can scale.

From what I see across projects, a significant proportion of delivery risk now sits at the interfaces between key stakeholders. Between developers, lenders, insurers, OEMs, and the wider supply chain.

This is where misalignment can occur, where accountability can become blurred, and where delays and cost pressures often originate.

Additionally, limited investment in the DEVEX phase can lead to uncertainty, resulting in high levels of risk contingency to protect businesses from potential downsides.

That is not unique to offshore wind. It is a characteristic of large-scale energy infrastructure. What is different here is the pace and sustained duration of deployment and the level of coordination required across multiple stakeholders, often operating across different markets and regulatory environments. And this is why the supply chain perspective is becoming more important than ever.

It brings a practical understanding of how projects are delivered, not just how they are designed or financed. It highlights where risk actually sits within the system, and where greater alignment is needed to improve outcomes.

As the sector matures, there is a clear opportunity to evolve how projects are delivered. Traditional contracting approaches can lead to fragmented responsibility, with risk pushed through the supply chain rather than managed collectively. In practice, this often results in inefficiencies, increased cost, and behaviours that are not aligned with successful project delivery.

I believe that here lies an opportunity to move towards more collaborative delivery models.

Earlier engagement across the supply chain, clearer and fairer allocation of risk, and shared ownership of outcomes can all support better project performance. Each party should take responsibility for the risks they are best placed to manage or mitigate, supported by greater transparency and more integrated ways of working.

These are not new ideas, but they are becoming increasingly important as offshore wind moves into a phase of industrial-scale deployment. Alongside delivery, there is a broader strategic opportunity emerging across global markets. Offshore wind is not only about generating clean energy. It is also a catalyst for industrial development.

Countries that are able to align policy, investment and supply chain capability have the potential to create long-term value through manufacturing, innovation and workforce development. This has implications not just for energy security and affordability, but for economic growth and competitiveness. However, this requires a more coordinated approach.

Long-term industrial strategies, supported by stable policy frameworks and investment conditions, will be critical in attracting manufacturing and building resilient supply chains. Without this, there is a risk that supply constraints continue to limit the pace of deployment.

In addition, the race to clean, secure, and affordable energy is on.

The supply chain sits at the centre of this opportunity. It is where much of the long-term value is created, and where innovation and efficiency gains can be realised. Ensuring that this perspective is more consistently reflected in industry discussions will be key.

The offshore wind industry has built a strong foundation globally. The next step is to evolve how the sector works together, across markets, across organisations and across the full value chain, to deliver not only projects, but a sustainable and competitive energy system for the long term.

Bringing the supply chain perspective more fully into that conversation is an important part of making that happen.