By: Casey Bowes, CEO Finish Thompson

For decades, cost efficiency drove the global offshoring trend, reshaping how and where industrial components were made. But recent years have cast a harsh spotlight on the vulnerabilities of offshore production. From pandemic-related port shutdowns to tightening export controls on critical materials, the risks of relying on international supply chains have grown more visible and urgent. Manufacturers across the United States are rethinking how they source components and build products, with many finding their way back to domestic suppliers.

This renewed interest in "Made in the U.S." isn't a political talking point. It's a response to real economic and operational challenges. And, increasingly, it's a strategic move to build resilient, responsive supply chains for high stakes industries like semiconductors, advanced manufacturing, and clean energy. The companies best positioned to serve this demand are not just U.S.-based. They're vertically integrated, technologically agile, and willing to act as long-term partners in innovation for their customers.

The Trend Toward Reshoring: A Three-Decade Evolution
The decision to reshore reflects a broader transformation that has been unfolding over decades. Offshoring first gained significant momentum in the 1980s and early 2000s as manufacturers sought to reduce costs and tap into global labor markets. The promise of lower overhead and favorable trade conditions, particularly after China's entry into the World Trade Organization in 2001, made overseas production highly attractive.

But as markets evolved, the cracks began to show. By the 2010s, quality control concerns, longer lead times, and rising wages abroad began to chip away at the economic advantages of offshoring. The launch of the Reshoring Initiative in 2010 further amplified concerns around environmental compliance, fair labor standards, and intellectual property protection.

The tipping point came in 2020, when the pandemic and its cascading supply-chain disruptions exposed the fragility of complex, globalized sourcing strategies. From factory shutdowns to shipping gridlocks and raw material shortages, the vulnerabilities were impossible to ignore. On top of that, escalating geopolitical tensions and shifting tariff landscapes introduced new uncertainties.

This convergence of risk factors has redefined how companies evaluate cost versus control. More businesses are now weighing the long-term value of resilience, agility, and reliability. And the result shows increasing favor toward reshoring as a core supply chain strategy.

Benefits of Reshoring
Reshoring reduces the risk of disruptions and improves supply chain reliability. By eliminating long distance shipping delays and reducing exposure to global political and economic instability, domestic sourcing offers a more predictable and responsive production environment. These efficiencies are especially important for manufacturers working in regulated or time-sensitive industries where supply interruptions can quickly lead to lost revenue or safety concerns.

It also allows for closer collaboration with suppliers, enabling stronger partnerships, better communication, and cultural alignment. This proximity facilitates real-time design iteration, easier site audits, and more agile responses to engineering changes. For specialized products that require customization and innovation, this level of coordination is difficult to achieve when sourcing from overseas.

Reshoring also unlocks strategic advantages through access to government incentives, such as tax credits and grants for domestic production. At the same time, companies benefit from growing consumer and B2B preference for U.S. made goods.

Domestic production ensures adherence to higher environmental and labor standards, which resonates with customers, investors, and stakeholders who are prioritizing ESG (Environmental, Social, and Governance) accountability in procurement and investment decisions. Ultimately, reshoring is not just a matter of managing risk. It enables greater control, agility, and trust across the entire value chain.

Domestic Manufacturer Success Metrics
Reshoring success depends on two factors: responsiveness and resilience. Customization is key. Companies that are reshoring are looking for partners who can adapt to highly specialized and ever evolving needs. Manufacturers must invest in rapid prototyping to iterate, test, and refine products.

Alongside prototyping, manufacturers must invest in advanced manufacturing technologies to scale production efficiently. Rapid prototyping, especially with 3D printing, has dramatically accelerated product development. Components that once required outside machine shops or overseas prototyping partners can now be built and tested in-house, reducing both cost and development time.

But prototyping is only one piece of the puzzle. Manufacturers who combine this capability with in-house injection molding, machining, tooling, and quality control gain another level of flexibility. They're not only able to iterate quickly, but also to scale production without sacrificing oversight. When customers need a custom engineered solution, not just a catalog SKU, this level of control becomes a major differentiator.

Customization Meets Collaboration
While many companies claim to offer customization, the true differentiators are speed, precision, and willingness to pivot. OEMs (original equipment manufacturers—companies that build the systems used by semiconductor fabricators and other industries) reshoring production want more than just a quote. They want a partner who will engage deeply, refine the design in real time, and deliver a reliable product without protracted timelines or overseas guesswork. This combination of technological agility and strategic commitment is what sets companies like Finish Thompson apart in today's reshoring landscape.

Based in Erie, Pennsylvania, Finish Thompson manufactures centrifugal and drum pumps for handling corrosive fluids, serving industries including semiconductors, water treatment, and chemical processing. Over the past several years, the company has doubled down on its domestic operations, investing in vertical integration and advanced prototyping to support increasingly complex OEM demands.

One recent collaboration illustrates this approach. An OEM previously sourcing from Europe needed a custom pump with high plastic purity, simplified design, and a fast turnaround. Finish Thompson's in-house engineering and prototyping capabilities enabled the company to deliver a fully custom solution in less than a year. This timeline would have been nearly impossible with a fragmented or offshore supply chain.

Finish Thompson maintains more than 95% U.S. components in its products, as well as long-term inventories of critical materials such as rare earth magnets, insulating it from export shifts and geopolitical instability. In a market still dominated by just-in-time practices and overseas sourcing, this approach positions the company as a stable, resilient partner for OEMs ready to reshore.

Conclusion

Reshoring offers more than risk mitigation. It enables stronger supply chains, improves sustainability and transparency, supports local economies, and creates skilled career opportunities for the next generation of workers. The perception of manufacturing as outdated or low tech is giving way to a new reality, one where software, automation, and advanced materials intersect with hands-on problem solving. For a generation of workers seeking meaningful, long-term careers, modern manufacturing offers a compelling path forward.

Done right, reshoring is not a nostalgic return to the past, it's a forward-looking investment in innovation and long-term growth.

This mindset has directed Finish Thompson's strategy around what it takes to support successful reshoring: vertical integration, rapid prototyping, advanced manufacturing technologies, and proactive inventory management. The company is committed to being a collaborative partner that is resilient, responsive, and ready to help customers bring production home.


About the Author
Casey Bowes is the owner/CEO of Finish Thompson Inc. in Erie, PA. Finish Thompson was founded in 1951 in Erie and is a leading designer and manufacturer of chemical transfer pumps.
Casey's previous roles at Finish Thompson included VP of Sales and Marketing and Director of International Sales. Prior to joining Finish Thompson, Casey was an associate attorney with Anstandig, McDyer, Burdette & Yurcon in Pittsburgh, PA.
Casey lives in Erie, PA, with his wife and four children, where he serves as Chair of the Finish Thompson annual United Way fund drive.