The U.S. Takes A Huge Step In Becoming Rare Earth Independent
The U.S. is miles behind on the domestic production of rare earth metals and alloys that support its tech and defense industries, but recently it started taking big steps to meet growing demand
The rare earth issue facing the United States is not a mining story. It’s a materials story.Modern defense systems are not built on ore bodies. They are built on rare earth metals, alloys, and permanent magnets. And while the U.S. has resources in the ground, it still does not reliably control the steps that turn mined material into usable, qualified inputs for industry and defense. More from Yahoo Scout How does REalloys plan to eliminate Chinese supply dependencies? Why does mining alone fail to solve dependence? What challenges make rare earth alloying so difficult?
What makes heavy rare earths strategically different from light? That exposure sits in the middle of the supply chain, after mining and before finished components. It’s the point where separated material must be converted into metal, alloyed to tight specifications, tested, and qualified for use. It is also the part of the chain that remains overwhelmingly external, slow to replicate, and difficult to scale. Mining alone does not fix that. This is where REalloys enters the picture. REalloys (NASDAQ: ALOY) is focused on rebuilding a part of the rare earth supply chain that largely does not exist at scale in the United States: domestic production of rare earth metals and alloys that meet industrial and defense requirements.
That step sits between raw material and finished magnets, and it is where most non-Chinese supply chains still fail. To understand why this gap matters, and why it has proven so hard to close, we spoke with Andy Sherman, the Head of Research and Development of REalloys. WHAT WE DISCUSS Why the U.S. rare earth problem is not about digging more rock out of the ground Where the supply chain actually breaks once material leaves the mine Why metals, alloys, and magnet-ready inputs, and not concentrates, are what defense and industry actually need How that gap keeps the U.S. depende
nt even when domestic resources exist Why metallizing and alloying are the real choke points in the rare earth stack What customers are asking for today that current suppliers still cannot reliably deliver Why this part of the supply chain is harder, slower, and more capital-intensive than most people realize How long it really takes to qualify material for defense and industrial use What REalloys is building that does not exist at scale today What success looks like if this part of the rare earth supply chain is rebuilt correctly James Stafford: What are heavy rare earths, and why has REalloys decided to focus on heavy rare earth production rather than light rare earth production?
REalloys: Heavy rare earths (HREEs) include elements such as Dysprosium (Dy) and Terbium (Tb), whereas light rare earths (LREEs) are typically dominated by Neodymium (Nd) and Praseodymium (Pr). While both groups are critical to modern magnet technologies, their roles and strategic importance are fundamentally different. Story Continues Light rare earths, particularly Nd and Pr, form the base of most high-performance permanent magnets and are widely used in mass-market applications such as electric vehicle motors, wind turbines, consumer electronics, and industrial equipment. These materials are relatively more abundant and benefit from larger, more diversified global supply chains.
Heavy rare earths, by contrast, are far scarcer and play a specialized but indispensable role. Dysprosium and Terbium are used as dopants in neodymium-iron-boron (NdFeB) magnets to enable them to retain magnetic strength and stability at high operating temperatures and under extreme conditions. Without heavy rare earths, many high-performance magnets would suffer rapid demagnetization or failure in demanding environments. In practical terms, this is the difference between magnets used in everyday electric motors, such as those in washing machines and auxiliary automotive, versus magnets used in advanced applications like fighter jet engines, high performance traction motors, missile guidance systems, robotics, aerospace systems, defense platforms, high-efficiency industrial motors, and next-generation drones.
These applications require exceptional thermal stability, reliability, and performance, which only heavy rare earth–enhanced magnets can provide. From a market perspective, heavy rare earths are significantly less abundant, far more supply-constrained, and almost entirely controlled by China. As a result, they command substantial price premiums and are widely regarded as some of the most strategically critical materials in the global economy. REalloys (NASDAQ: ALOY) has therefore chosen to focus on heavy rare earth production because this is where the greatest strategic vulnerability exists for North America and its allies.
Securing an independent supply of Dysprosium and Terbium is not simply a commercial opportunity, it is a national security imperative. By building a dedicated heavy rare earth supply chain, REalloys aims to ensure that protected markets in defence, aerospace, and critical infrastructure have long-term, reliable access to the materials that underpin the most advanced technologies of the modern world. James Stafford: There has been much discussion about the need to build a non-Chinese supply chain for rare earths to support defence and commercial applications. What does it actually mean to have a non-Chinese supply chain?
REalloys: A non-Chinese supply chain is much more than simply having a rare-earth processing plant located somewhere outside China. It is well known that approximately 70% of global rare-earth production comes from China and that around 90% of the world’s rare earths are refined in China. However, what is discussed far less is that much of the remaining non-Chinese production still has a Chinese nexus. Rare-earth projects outside China today often rely, directly or indirectly, on Chinese inputs, including process technology, investment capital, and the procurement of key equipment, systems, or consumables.
Even many “non-Chinese” producers remain exposed to China somewhere in their value chain. REalloys’ strategy is to remove this nexus entirely, because any reliance on China creates strategic vulnerability and leaves supply chains open to geopolitical influence. To be even 1% reliant on China is, in practical terms, to be 100% exposed. Through our partnership with the Saskatchewan Research Council (SRC), we have developed a completely China-free processing pathway that does not rely on Chinese technology, capital, or critical inputs. This ensures long-term resilience and positions REalloys to succeed in an increasingly fragmented and geopolitically contested global supply chain.
James Stafford: The rare earth discussion in the U.S. still tends to focus on mining. Why does that framing miss the real problem? REalloys: Because mining is the visible part. It’s the part people can point to on a map. But the systems that matter, like defense platforms, industrial motors, and advanced manufacturing, don’t consume ore. They consume materials. And those materials have to meet exacting specifications. You can have rock in the ground and still be dependent if you don’t control what happens after extraction. That’s the situation the U.S. is in today. The risk doesn’t sit at the mine.
It sits in the steps that turn mined material into metal, alloy, and magnet-ready inputs. James Stafford: Where does the supply chain actually start to break once material leaves the mine? REalloys: It breaks where precision begins. Once you move beyond concentrate, every step becomes more exacting – from separation, to metal making, to alloying, and qualification. Each stage demands tighter control, specialized equipment, and time. Alloying is where that shift really shows up. You’re no longer dealing with raw material. You’re combining rare earth metals with other elements in precise ratios to create materials with specific magnetic, thermal, and mechanical properties.
At that point, you’re not optimizing for yield anymore. You’re optimizing for performance. That’s also where the supply chain narrows sharply, because very few facilities can produce those alloys consistently, batch after batch, at an industrial scale. James Stafford: Why are metals, alloys, and magnet-ready inputs fundamentally different from concentrates? REalloys: Concentrates are commodities. Materials are commitments. A defense contractor or an industrial OEM doesn’t normally care where the ore came from. They care whether the alloy behaves the same way every time it’s used. That means composition control, contamination control, and repeatability across batches.
Those requirements don’t show up in mining statistics, but they dictate who can actually supply end users. That’s why upstream availability doesn’t automatically translate into downstream security. James Stafford: Where does domestic resource ownership stop mattering? REalloys: It stops mattering the moment performance enters the equation. Once a customer needs material that has to behave the same way every time with the same magnetic strength, same thermal stability, same mechanical properties - the origin of the ore becomes secondary. At that point, what matters is whether the material has been processed, alloyed, and qualified to specification.
That’s where most domestic supply chains fall away. The U.S. can extract material, but it still lacks depth in the steps that turn that material into something an OEM or defense contractor is willing to rely on. Those buyers are not sourcing rock. They are sourcing certainty. They need alloys that meet tight tolerances, batch after batch, and they need suppliers who can prove that performance over time. If you can’t do that, domestic or not, you’re not in the supply chain that matters. That’s why dependence persists. Not because the resources aren’t there, but because the capability to turn those resources into trusted inputs at scale is still rare.
The skillsets, workforce, equipment, and process knowledge and controls are 30 years behind, and are not developed overnight. James Stafford: This is where Realloys enters the picture. What gap are you trying to fill that doesn’t exist at scale today? REalloys: We’re focused on the point where availability has to turn into usability. That’s the transition most supply chains never complete. There is material in the ground. There is even material that can be separated. But once customers need alloyed metals that perform the same way every time, at industrial volumes, the field narrows very quickly.
That capability simply doesn’t exist at scale in North America today. Our objective isn’t to compete with mining. It’s to make mining matter. Alloying is where raw material becomes something a manufacturer or defense contractor can actually use. It’s where specifications, repeatability, and qualification start to dominate the conversation. If upstream supply is the foundation, alloying is the structure. Without that layer, the rest of the supply chain can’t carry a real load. REalloys is being built to fill that missing middle, with systems designed from the start around consistency, control, and long-term qualification rather than one-off batches.
James Stafford: Why has alloying been slower and more difficult to rebuild than other parts of the rare earth stack? REalloys: Because alloying is where materials stop being generic and start being specific. Once you move past separation, you’re no longer moving bulk material. You’re working within narrow tolerances that directly affect performance. Small variations matter, and consistency matters even more. Most people underestimate the scale problem. Defense and industrial customers don’t need lab batches. They need consistent output measured in tonnes, not kilograms. Our focus has been on building alloying capacity that can support sustained, repeatable production at industrial volumes, not one-off melts.
Rare earth alloying also isn’t a single process. Different end uses require different alloy systems, different melt chemistries, and different downstream handling. What we’re building is not a general-purpose plant, but a platform capable of producing multiple rare earth alloy families to defined specifications, with process control designed around repeatability rather than flexibility. That design choice is deliberate because qualification depends on locking processes down, not constantly changing them. That’s why alloying has lagged. It’s capital-intensive, it’s technically demanding, and it doesn’t lend itself to trial-and-error.
Process decisions tend to be long-lived, and changing them after the fact is expensive. At REalloys (NASDAQ: ALOY), we’ve focused on that part of the chain deliberately. Our facility in Euclid, Ohio gives us existing metallization and alloying capability. It’s a platform we can build from rather than something we have to invent. The other constraint is customer qualification. Defense and industrial customers take a long time to approve material, and once a supplier is qualified, switching isn’t trivial. That alone slows the emergence of new capacity. When you combine high capital costs, long qualification timelines, and limited tolerance for inconsistency, alloying becomes the narrowest point in the supply chain.
That’s why it hasn’t been rebuilt quickly. James Stafford: What has REalloys already solved? And what still needs to be built? REalloys: We’ve already solved the hardest part, which is proving that rare earth metallization and alloying can be done domestically to the specifications real customers require. The Euclid facility gives us scalable operating infrastructure for metalmaking, alloying, strip casting, and downstream processing. We’re not doing this for the first time. We’re starting from an established metal manufacturing platform that can be qualified by defense and industrial customers.
The remaining work is not proving the process. It’s expanding capacity and moving from qualification into programs where material supply is committed for years, not test runs. Scaling alloying capacity takes time because processes have to stay locked once customers qualify the material. You don’t add volume by changing chemistry or shortcuts. You add volume by replicating proven processes, adding equipment, and expanding throughput while keeping performance identical. At the same time, we’re focused on securing long-duration programs. The real milestone isn’t a single contract or shipment.
It’s being specified into defense and industrial platforms designed to operate for decades, where suppliers are chosen early and rarely replaced. So, this is no longer a question of whether rare earth alloying can be done in the U.S. That line has already been crossed. The work ahead is about building capacity around qualified processes and becoming unavoidable in the programs that matter most. James Stafford: What are customers asking for today that current suppliers struggle to deliver reliably? REalloys: They’re asking for consistency first, and availability second. Also, defense and automation users need the highest performance and thermal stability magnet products, which require the use of very advanced equipment and process technology.
For most customers, especially in defense and advanced industrial applications, the issue isn’t whether rare earth material exists somewhere upstream. It’s whether the same alloy, with the same properties, can be delivered repeatedly over long periods, from a secure and reliable source. That’s where the current supply chain struggles. A lot of material can be produced, but not all of it can be produced at the performance levels required, consistently, or at the volumes customers need once a program moves beyond prototypes. What we hear consistently is that customers want at the performance levels required, consistently magnets and alloy-ready metals that behave predictably in their downstream processes.
That means tight compositional control, repeatable metallurgy, and traceability from input to finished alloy. For national security needs, production cannot be reliant on foreign supply chains, technology, or materials That’s why qualification takes so long. Customers aren’t just testing a batch. They’re testing whether a supplier’s process is stable enough to trust over years, and that they have full control over their supply chains, process, and materials technology. Our approach has been to design around that expectation. The work at Euclid is focused on producing specific alloy systems, under controlled conditions, that can be scaled without changing the underlying process.
Over the last decade, we have collaborated with leading technical organizations to develop and prove manufacturing technologies capable of producing high performance rare earth metals, alloys, and magnets from secure and reliable sources, including industrial waste, recycled magnets, and purified oxides from ore concentrates. In other words, customers aren’t asking for more material. They’re asking for material that they can trust to build with. James Stafford: How long does it actually take to qualify material for defense or industrial use? REalloys: It takes much longer than most people expect, and that reality shapes the entire market.
For defense and high-reliability industrial customers, qualification isn’t a lab exercise. It’s a multi-stage process that can stretch across several years. Material is tested, incorporated into components, stressed, retested, and then evaluated again after changes in scale. Any variation along the way–chemistry, microstructure, processing conditions–can reset that clock. That’s why customers are cautious. Once a material is qualified and integrated into a system, switching suppliers isn’t a commercial decision. It’s a technical and regulatory one. This creates inertia in the supply chain.
Existing suppliers tend to stay in place, not because they’re perfect, but because replacing them is costly and slow. For us, that reality is central to how we think about building the business. The objective isn’t to rush volume. It’s to establish processes that can pass qualification once, and then stay stable. If you get that part right, scale follows naturally. If you don’t, scale doesn’t matter. That’s also why rebuilding this part of the supply chain takes time. You’re not just building capacity. You’re building trust in the output. James Stafford: What does success look like for REalloys if this supply chain is rebuilt properly?
REalloys: Success means being specified into defense and industrial platforms designed to operate for decades. Once you’re qualified at that level, you’re no longer a discretionary supplier. You’re embedded in programs where materials decisions are locked in early and rarely revisited. That’s how supply chains stop being theoretical and start being durable. That’s how you move from capacity existing on paper to supply chains that actually hold under stress. James Stafford: If REalloys succeeds, what actually changes for defense and industrial supply chains? REalloys: What changes is that the U.S.
stops planning around uncertainty in the middle of the supply chain. Right now, defense and industrial programs are designed with the assumption that certain materials will remain external, slow to replace, and difficult to qualify domestically. That shapes everything from sourcing strategy to risk buffers. If we succeed, alloying stops being a question mark. It becomes a domestic, repeatable capability that program managers can design around with confidence. That doesn’t eliminate upstream or downstream challenges. But it removes one of the most fragile links in the chain: the step where material has to transition from availability into qualified, usable input.
From the Department of Defense’s perspective, the concern is pretty clear: Critical weapons systems rely on materials the United States cannot guarantee access to in a conflict scenario. Modern platforms are designed around magnet performance, not raw material availability. If alloy supply is disrupted, production lines do not slow gracefully. They stop. Substitutions are rarely possible, requalification takes years, and readiness gaps appear immediately. That’s why the U.S. government has stepped directly into parts of the rare earth supply chain in recent years. Not to influence pricing, and not to pick winners, but because certain capabilities cannot be left to offshore dependencies once tensions rise.
Alloy-grade material sits high on that list. Separated material (oxides) that still has to leave the country for conversion, or relies on foreign technical support, expertise, or reagents is not secure supply. From a defense standpoint, it is an exposed loop. The objective is to shorten that loop until it disappears. This is the context REalloys operates in. The value isn’t novelty. It’s certainty. Being able to deliver qualified alloy material domestically, under locked processes, to programs that cannot tolerate disruption. That’s what makes this part of the supply chain strategic. What changes if this gap is closed isn’t efficiency.
It’s control. Control over whether defense production continues when timelines compress, trade routes narrow, and assumptions fail. Control over whether platforms can be built, repaired, and sustained under stress. Or, whether production halts because a single upstream material cannot be replaced or rerouted. At that point, the question is no longer economic. It is operational. If alloy supply breaks, systems do not degrade gradually. They go offline. In practical terms, it’s about control over whether the country can fight a war once conditions stop being orderly. James Stafford: You’ve described alloying as capital-intensive and process-locked.
Once a supplier does get qualified, how does that change the competitive landscape over time? Does success in one alloy system make it easier to expand into others, or is each one a reset? REalloys: It’s not a reset, but it’s not automatic either. Once a supplier has demonstrated the ability to control chemistry, microstructure, and process stability at scale, that capability transfers. The infrastructure, the controls, the workforce, and the quality systems don’t start from zero each time. What changes from alloy to alloy are the specific parameters, not the underlying discipline. That shortens development timelines and reduces risk for customers evaluating new material systems.
From the customer’s perspective, that matters. If a supplier has already proven they can hold performance constant over years of production, qualification becomes an extension of an existing relationship rather than a leap of faith. That’s where compounding occurs. Each qualified alloy doesn’t just add revenue. It reduces the friction and time required to qualify for the next one. Over time, that creates a platform effect that is difficult to replicate without having gone through the same process history. James Stafford: If REalloys or a comparable domestic alloying platform does not get built at scale, what are the practical consequences?
Not in theory, but in terms of what defense programs and industrial platforms can or cannot do over the next decade. REalloys: The practical consequence is that critical systems remain dependent on external processes that cannot be replaced quickly. Defense and advanced industrial platforms are designed around specific magnetic and material performance. If alloy supply is disrupted, production doesn’t slow gradually. It stops. Substitution is rarely possible without years of redesign and requalification. Without domestic alloying capacity, program managers are forced to assume that certain materials will always be externally sourced, even in scenarios where access cannot be guaranteed.
That assumption shapes design choices, risk buffers, and readiness planning. Over time, that becomes a structural limitation. You can mine domestically and even separate domestically, but if the material still has to leave the country to become usable, control has not actually been achieved. If a platform like REalloys does not exist at scale, that exposure remains. And once timelines compress, whether due to geopolitical stress or surge demand, there is no fast way to close that gap. James Stafford: Thanks for your time Andy. Here are some other companies involved in the space that people should keep an eye on.
General Motors Company (NYSE: GM) General Motors has expanded its upstream exposure as access to battery raw materials increasingly dictates EV scaling timelines. The automaker continues to secure direct stakes and long-term contracts across the lithium, nickel, and cobalt value chains to underpin its Ultium platform. Its investment in Lithium Americas’ Thacker Pass project provides priority access to Phase 1 lithium supply, supporting full U.S. tax credit eligibility under current IRA guidelines. GM has also expanded nickel and cobalt supply arrangements with global miners to diversify sourcing.
Downstream integration continues through cathode joint ventures in North America and battery recycling partnerships designed to recover high percentages of lithium, nickel, and cobalt from scrap and end-of-life packs, reducing long-term primary material exposure. Caterpillar (NYSE: CAT) For 2026, Caterpillar is focusing on the electrification of the mining site, delivering all-electric haul trucks and loaders that allow mines like Thacker Pass or Elk Creek to meet stringent ESG and carbon-neutrality goals. Their "Cat consoles" and remote operator stations allow a single technician to manage multiple machines from a safe, off-site location, dramatically reducing the operational risks associated with deep-pit or high-altitude mining.
This technology is particularly vital for the rare earth industry, where the ability to move massive amounts of overburden efficiently determines the economic viability of a project. The company’s influence extends into the "Battery Belt" through its collaboration with lithium and graphite developers to test next-generation power systems. By integrating AI-driven "Operator Assist" functions across its entire product line, CAT is lowering the barrier for smaller, junior mining companies to reach commercial scale. As the world enters a period of structural mineral deficits, Caterpillar’s role is that of a "force multiplier," providing the automated muscle and electric brains required to dig out the materials for the next generation of global infrastructure.
FMC Corporation (NYSE: FMC) FMC Corporation, headquartered in Philadelphia, Pennsylvania, is a global agricultural sciences company that delivers innovative technology to farmers worldwide. While FMC is not a traditional mining company, its significant stake in lithium, a critical component in rechargeable batteries and other high-tech applications, sets it apart. Lithium is a strategic mineral in the transition to a clean energy future, and FMC's involvement in this sector positions the company for growth in the years to come. FMC's commitment to innovation and sustainability is commendable.
The company's agricultural products, such as crop protection solutions and plant nutrition technologies, contribute to increased crop yield and quality, addressing global food security challenges. In recent years, FMC has benefited from robust demand for its crop protection products, driven by higher commodity prices and strong agricultural market fundamentals. Looking ahead, FMC is well-positioned to capitalize on several key trends. The growing global population and rising middle class are expected to drive increased demand for food, which will necessitate higher crop yields. Additionally, the transition to sustainable agriculture practices, such as precision farming and the adoption of biological crop protection solutions, presents significant opportunities for FMC.
The company's commitment to innovation and sustainability, coupled with its strong product portfolio and geographic reach, make it well-positioned to navigate the challenges and seize the opportunities ahead. Albemarle Corporation (NYSE: ALB) Albemarle remains the largest publicly traded lithium producer globally, with a geographically diversified asset base spanning Australian hard-rock spodumene operations, Chilean brine production in the Salar de Atacama, and the Silver Peak facility in Nevada , currently the only active U.S. lithium brine operation. That diversification provides operational resilience across pricing cycles and regulatory regimes as lithium demand remains structurally tied to EV and stationary storage deployment.
Following the lithium price correction that extended through 2024–2025, Albemarle has shifted decisively toward capital discipline. The company has slowed portions of its expansion pipeline, reduced operating costs, and prioritized high-margin conversion capacity rather than pure volume growth. Management continues to evaluate the potential restart of the Kings Mountain project in North Carolina, which could materially expand domestic lithium supply if market conditions support redevelopment. Downstream integration remains central to strategy. Albemarle is expanding lithium hydroxide conversion capacity in the U.S.
and abroad, positioning itself to deliver battery-grade chemicals directly to cell manufacturers and automakers. While near-term earnings remain exposed to commodity volatility, Albemarle’s scale, technical processing expertise, and jurisdictional diversity anchor it as a core supplier within Western battery supply chains. Teck Resources Limited (NYSE: TECK) Teck Resources is a major international base- and battery-metals producer with significant exposure to copper, a metal central to electrification and battery manufacturing. Its world-class operations in the Americas and resource expansion projects position it to benefit from structural growth in electrified transport, renewable infrastructure, and industrial decarbonization.
While Teck doesn’t operate in rare earths per se, copper’s role as the most critical conductive metal in EVs, charging networks, and grid expansion makes Teck a key upstream supplier to the broader critical minerals ecosystem. Teck has also been advancing initiatives to lower the carbon intensity of its mining and smelting footprint, aligning with the demand from customers and policy frameworks that increasingly prefer low-emission metal supply. Its diversified portfolio and long-lived reserves give Teck leveraged exposure to tightening copper markets that underpin battery and electric motor deployment at scale.
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