How can the UK industrialise small modular reactor delivery?

The UK's small modular reactor (SMR) ambitions are moving from policy intent to practical delivery. The challenge is no longer whether nuclear will feature in the UK's energy mix. It’s now about how to deliver the first SMR fleet fast, with budget and on time.  

Learning from traditional programme delivery 

Major programmes are inherently complex. They’re often delivered in highly-regulated environments, involving advanced technologies and extensive supply chains. This complexity naturally introduces delivery challenges, particularly where projects are first-of-a-kind and delivered alongside other major infrastructure priorities.  

Experience from past major delivery programmes can provide strong foundations to build on. Factors such as evolving design maturity during construction, constrained supply chains and one-off delivery models have shaped delivery outcomes.  

These shouldn’t be seen as shortcomings, but as part of the reality of delivering ambitious, large-scale infrastructure for the first time. Crucially, they offer valuable insight into how greater standardisation, earlier design maturity and repeatability can improve performance over time. 

With the UK at the forefront of energy transition, the focus now turns to how the first SMRs fleet will be delivered. SMRs offer the opportunity to apply these lessons in a more controlled and industrialised way. Their smaller scale and modular design enable a shift towards repeatable manufacturing, improved predictability and more efficient programme execution.  

“This represents a change in the delivery approach.” 

By moving from one-off, large-scale projects to a fleet-based model, SMRs can unlock the benefits of continuous learning, standardisation and replication across multiple units.   

Broadly, the opportunity for the UK is substantial. Through programmes such as Hinkley Point C, Sizewell C, SMRs, Advanced Modular Reactors and Fusion, the UK has the potential to build world-leading capability in nuclear delivery. Skills, knowledge and data can be developed to secure long-term energy security, supporting the transition to clean power and also positioning the UK to export this expertise globally.  

Realising this opportunity will require a clear focus on fleet deployment from the outset, ensuring that the lessons learnt of first-of-a-kind delivery are captured and embedded early.  

Done efficiently, this approach can deliver greater certainty, stronger supply chains and long-term value for both the UK economy and its energy system.  

How can industrialisation unlock SMR potential?  

Industrialisation means treating SMRs as a manufactured product, not a series of bespoke construction projects. It requires locking the design in place, standardised interfaces, centralised programme intelligence and digital tools that enable learning to transfer between units and sites.  

“We need to look at other sectors for the best examples: data centres, oil and gas solutions and manufacturing.”  

These sectors have proven that repeatability drives down cost, accelerates delivery and improves quality. The same principles apply to SMRs, but only if the delivery model is structured to support them.  

A clear and disciplined approach to programme delivery will be critical to the success of the UK’s SMR ambitions. Processes need to be well-defined, interfaces carefully managed and changes governed in a coordinated way. Without this level of alignment, local project optimisation could weaken the broader benefits of a fleet approach. 

Centralise programme intelligence can enable learning transfer  

A fleet model only works if lessons from one unit inform delivery of the next. This requires centralised governance, standardised reporting and digital infrastructure that captures performance data in real time.  

Traditional project structures don't support this. Typically, each site operates independently, with its own reporting systems, risk registers, and commercial arrangements. Learning is anecdotal, not systematic. By the time insights are documented, the next project is already underway.  

“Industrialised delivery flips this model.”  

Programme intelligence sits at the centre, with visibility across all units. Performance metrics, construction sequences, supply chain bottlenecks and quality trends are tracked digitally and fed back into planning for subsequent sites.  

This approach has proven effective in offshore wind, where centralised programme teams coordinate delivery across multiple turbine installations. The same logic applies to SMRs.  

Centralised control doesn't slow decision-making. It ensures decisions are informed by the best available data and aligned with fleet-level objectives.  

Creating standard designs that any supplier can build 

Supply chain issues, like fragmentation, are among the biggest risks to industrialisation. If each SMR uses different suppliers, with custom interfaces and non-standard parts, standardisation benefits disappear.

“The solution is to design interfaces that are supplier-agnostic.” 

This means specifying performance requirements, dimensional standards and connection protocols that multiple suppliers can meet. It allows competition, reduces dependency on single vendors and protects the programme if a supplier exits or underperforms.  

This approach is more commonplace in sectors like car manufacturing where components are designed to fit interchangeable supply chains. It requires discipline in specification and early engagement with the market to ensure feasibility.  

But once established, it creates resilience and flexibility that bespoke arrangements can't match.  

Smart tools for managing the system  

Industrialised delivery doesn't remove complexity. It shifts where complexity is managed. Instead of individual projects wrestling with design changes, supply chain issues and interface coordination, an intelligent customer function addresses these challenges centrally.    

“This function actively directs the whole delivery system, setting standards, managing interfaces, coordinating suppliers and ensuring alignment across the fleet.”  

It requires deep technical capability, commercial acumen and the authority to enforce decisions that protect programme outcomes.  

The UK’s SMR programme will benefit from building this capability early. It should be well resourced and well placed to support fleet-wide decision-making.  

This will help move beyond traditional mega-project governance approaches. It will enable a more integrated, learning-led delivery model that fully captures the advantages of repeatability and continuous improvement.  

What does this mean for the UK’ SMR programme?  

The window to embed industrialisation is narrow. Once production and implementation begins, the model is largely locked in.  

If the first units are delivered using traditional project structures, with fragmented governance and ad hoc learning capture, the opportunity to industrialise the fleet is lost.  

Decision makers must recognise that industrialisation isn't a technological challenge. It’s a delivery model challenge.   

To succeed, organisations will need to prioritise these key steps from day one:   

• design discipline  
• centralised intelligence  
• supplier-agnostic interfaces  
• intelligent client capability 
• data strategy 
• automation and AI. 

For developers, this means accepting tighter control upfront to enable more flexibility on cost and timing further down the line. For suppliers, it means adapting to standardised specifications and performance-based accountability. For policymakers, it means supporting the creation of an intelligent customer function. This should have the authority and ability to coordinate a fleet.  

The UK has the technical capability, policy support and supply chain foundations to deliver SMRs at scale.  

What it needs now is the discipline to industrialise delivery. Those who get this right won't just deliver the first SMR fleet. They'll set the standard for how nuclear programmes are delivered globally.