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Saica’s Hamilton record shows how quickly the company is strengthening its position in the US

28.07.2026
in All News, Analytics, Articles, Company news, News North America
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Saica Pack’s first-shift team in Hamilton, Ohio, produced 2.92 million square feet of corrugated board in a single shift — approximately 271,000 m². Behind this production achievement is a much larger story: Saica is steadily turning its first American plant into the foundation of a broader manufacturing network in the United States.

The Saica Pack Hamilton first-shift corrugator team celebrates a new production record of 2.92 million square feet of corrugated board in a single shift.
The Saica Pack Hamilton first-shift corrugator team celebrates a new production record of 2.92 million square feet of corrugated board in a single shift.

A record worth celebrating

Saica described the result as a new production record for the first shift at its Hamilton plant. To mark the achievement, the company organised a celebratory lunch and presented the team with a symbolic corrugated trophy.

We congratulate the Saica Pack Hamilton team on this result. Records of this kind are not created by machine speed alone. They depend on the coordinated work of operators, planners, maintenance specialists, quality teams and internal logistics.

The 2.92-million-square-foot shift was effectively a test of the entire production chain — from stable paper supply and corrugator performance to the movement of board into converting operations. The timing of the achievement makes it particularly important.

From one plant to an American manufacturing network

The Hamilton facility was Saica’s first corrugated packaging plant in the United States. The company invested approximately $72 million in the project, and production began in 2022. The 360,000-square-foot site was designed for annual output exceeding 1.5 billion square feet of corrugated board.

In only a few years, the operation has moved from start-up to setting its own production records. This suggests that Saica is no longer simply present in the American market. It is building local experience, developing a manufacturing culture and preparing the base for further growth.

A second plant backed by more than $110 million

The next stage is Saica Pack’s second US facility in Anderson, Indiana. Investment in the project exceeds $110 million. The nearly 350,000-square-foot plant is designed to produce more than 1.2 billion square feet of corrugated packaging annually, with production scheduled to begin in the fourth quarter of 2026.

Once both sites are operating, Saica’s combined US capacity could exceed 2.7 billion square feet per year.

The Anderson plant will also have rail access, allowing paper rolls to be delivered directly to the site. This can reduce logistics costs, improve supply reliability and strengthen the company’s position across the Midwest.

The new facility is also expected to provide backup capacity for customers currently served from Hamilton. This means Saica is no longer building two isolated factories, but a more resilient regional production network.

Saica Pack’s Hamilton facility in Ohio, the company’s first corrugated packaging plant in the United States. Photo: Saica Pack
Saica Pack’s Hamilton facility in Ohio, the company’s first corrugated packaging plant in the United States. Photo: Saica Pack

The larger $800 million US strategy

In 2021, Saica announced plans to invest approximately $800 million in the United States over several years.

The two most visible projects so far — Hamilton and Anderson — represent around $182 million in announced investment. The difference does not mean that the remaining amount has already been allocated to specific projects. The programme may include additional plants, acquisitions and other forms of expansion.

But the scale of the original commitment points to one clear conclusion: Saica is probably still at an early stage of its American expansion.

The group has already established its first production base in Ohio, is building a second in Indiana and has previously discussed further growth, including the possible development of its own paper-making capacity.

If Saica follows the vertically integrated model it uses in Europe, a future step could involve not only additional corrugated converting capacity but also recycled containerboard production. That would give the company greater control over the chain from raw material to finished packaging.

Why the Midwest matters

The US Midwest is one of the country’s most important manufacturing and logistics regions. It is home to producers of food, beverages, household goods, automotive components, e-commerce products and many other sectors that consume large volumes of transport and retail corrugated packaging.

It is also a highly competitive market. International Paper, Packaging Corporation of America, Smurfit Westrock and other major producers already operate across the region.

Saica is therefore not entering an empty space. Its competitiveness will depend not only on installed capacity but also on service quality, supply reliability, equipment efficiency, logistics costs, recycled paper grades and the ability to adapt quickly to the expectations of American customers.

Stacks of corrugated board illustrate the scale of industrial production behind Saica Pack Hamilton’s new shift record
Stacks of corrugated board illustrate the scale of industrial production behind Saica Pack Hamilton’s new shift record

What the record means for the market

The Hamilton record should be viewed as part of Saica’s wider US strategy. It shows that the company’s first American plant is developing operationally as well as physically. The team is learning how to use installed capacity, improve productivity and establish internal benchmarks for future growth.

For customers, it is a sign that Saica is strengthening its ability to handle larger order volumes. For competitors, it confirms that the European group intends to build a long-term position in the American market. For suppliers of equipment, automation, logistics and services, it is another reason to watch the company’s next investments.

From Hamilton to Anderson — and beyond

The story began with a $72 million plant. That plant is now setting production records, while Saica prepares to launch a second site backed by more than $110 million.

Together, the two facilities will provide more than 2.7 billion square feet of annual capacity, yet they still represent only part of the company’s announced $800 million US strategy.

The main significance of Hamilton’s 2.92-million-square-foot shift is therefore not the number alone. It shows that Saica is turning investment plans into an operating American manufacturing system.

We congratulate the Saica Pack Hamilton team on this achievement. The next record may come from Ohio again — or from the new Anderson team after production begins.

Either way, the bar has been raised, and Saica’s continued growth in the United States is becoming one of the most interesting stories in the North American corrugated packaging market.

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Tags: corrugated boardHamilton OhioSaica PackSaica USUS packaging market

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Delays appeared. Questions multiplied. Trucks waited. Installation teams stood idle. Production schedules slipped. And every extra day cost money. Over many years of work and experience, we understand a simple truth: machinery relocation should not be a drama. What changed — and why it matters During these years, MachineryAssist has handled nearly 5,000 truckloads of industrial equipment. Dozens of corrugators, FFGs, RDCs, and many other types of oversized, specialized machinery. Every project taught us something new. Every challenge forced us to improve. Today, we complete many projects in nearly half the time that was considered normal a decade ago. For a manufacturer running a corrugator at full capacity, every month of downtime can represent $300,000–$600,000 in lost production. Getting back online two weeks faster is not a logistics detail. It is a financial decision. The case that changed how we think about equipment A few years ago, we relocated a BOBST die-cutter from a plant in Austria to a facility in Belgium. Standard job, on paper. The machine weighed in sections that exceeded what our equipment at the time could lift in a single pick. We had to break it down further than necessary — adding two full days of dismantling, complicating the reassembly sequence, and extending the commissioning phase. Projects like these pushed us to invest in portable high-capacity lifting equipment rated to 20 tonnes — four times the 5-tonne standard units. The difference in practice: large machine sections and complete sub-assemblies that previously required full disassembly can now be moved intact. On every comparable relocation since, we have recovered 10 to 15 working days per project. At a daily downtime cost of $15,000–$20,000 for a mid-sized corrugated plant, that is a difference of $150,000 to $300,000 — per project. The problems nobody warns you about Heavy machinery relocation is not just a logistics challenge. It is a minefield of invisible risks that hit from every direction — and usually hit hard. Licensing. In several European countries, crane operators require local certification to work legally on-site. We have seen projects where a contractor arrived with a qualified crew — only to discover that their licences were not recognised in that jurisdiction. The result: work stopped, a certified local operator had to be sourced on short notice, and the customer paid three days of idle time across an eight-person installation team. Cost: roughly $40,000 in delays and emergency sourcing fees. This is entirely avoidable — if you know to check. Opportunistic upgrades. A disassembled machine looks like an opportunity. Owners think: while it is in pieces, let us replace the worn parts, upgrade the drive system, add the sensors we always wanted. Sometimes that logic is sound. Very often it is not. We have seen upgrade decisions made mid-relocation that extended the project by four to six weeks, because the replacement components were not in stock, the modified machine required re-engineering of the installation footprint, or the new systems simply were not compatible with the existing line. The cost of one poorly timed upgrade can exceed the entire relocation budget. The rule we follow: if an upgrade was not planned, budgeted, and sourced before the machine left its original location — it does not happen during transit. What experience actually means There is a saying that moving is like experiencing two fires. We have spent the last decade learning how to make it feel like something far calmer — a well-planned journey with known checkpoints, documented risks, and people who have seen almost every failure mode before it happens. Experience is not only knowing how to do something. Experience is knowing what will go wrong before it does — and having already solved it. If you are planning a machinery relocation, we are happy to walk through your specific project: the equipment, the route, the timeline, the risks. No obligation. Because the best relocation is the one nobody remembers as a problem. MachineryAssist specialises in the relocation of heavy industrial and corrugated packaging equipment across Europe and beyond.

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