The conversation around reshoring has evolved dramatically over the last decade — and for manufacturers navigating shifting supply chains, cost pressures, and geopolitical realities, the principles guiding those decisions are more important than ever.
In a recent article for Design 2 Part Magazine, Miles Parker — a respected manufacturing strategist and longtime chronicler of reshoring, design innovation, and industrial policy — explored the challenges and opportunities ahead for American industry, with commentary from Lampin President John Biagioni. Biagioni’s perspective draws on decades of experience — from the shop floor to the boardroom — and offers an unflinching look at the economic realities that shape successful reshoring strategies.
The following article excerpt is republished on the Lampin blog with permission from Design 2 Part Magazine.
Original article: “Can We Hit Goals for Reshoring American Manufacturing?” by Miles Parker (published September 2025
John Biagioni is president of Lampin Corporation, a supplier of precision parts and components for major OEMs in aerospace, telecommunications, robotics, defense, renewable energy, and more. He has played a unique role in applying DFMA and TCO principles over the last two decades. Author of “America’s Offshoring Debacle—Accounting for What Happened,” which appeared in IndustryWeek, Biagioni has been a machinist, executive, and “agnostic” accounting hawk.
Today, Biagioni approaches the topic of reshoring with the same tools and dedicated focus as he did years ago. But the strategic and tactical emphasis at Lampin is different now; it’s on high-end product innovation, agility, skills training, and the productivity growth, and business sustainability possible through an Employee Stock Ownership Plan (ESOP). These elements, Biagioni feels, are their keys to success—and a roadmap potentially for other domestic industrial companies.
But there is another interrelated, dual-purpose role at Lampin. It’s that of helping the U.S. Department of Defense (DoD) ready for foreign conflicts through the preparation of a better-prepared U.S. industrial base.
That Lampin role, set through both advice and example, holds lessons for American manufacturers. Biagioni is addressing the domestic skilled-labor crisis through deep training and a generous shared-profit incentive (historically, a strong business model). In advising the DoD on using excess American manufacturing capacity, he and others are working to create a stronger, more resilient manufacturing base. This is good for both defense and GDP.
The DoD has created many programs to support and utilize American industry. The Organic Industrial Base (OIB), Defense Digital Engineering Strategy, and Defense Production Act, to name a few. Biagioni and invited industry leaders are working with the National Transportation Defense Association, U.S. Transcom, and National Defense University in Washington, D.C., to help design an improved manufacturing ecosystem for the re-industrialization and mobilization of the industrial base. The effort, said Biagioni, comes in the face of planning for a hypothetical attack from China on Taiwan sometime after December 31, 2026, when the PLA celebrates its 100th anniversary.
Has this kind of war scenario impacted reshoring efforts? Harry Moser’s 2025 survey reveals that 77 percent of OEMs are concerned about an Asian conflict, and 49 percent have identified products to reshore now as insurance against such an event. American industry is preparing, and using TCO in many cases, to stay ahead of this threat.
According to Biagioni, “Mobilization of the industrial base is a deterrent to China. Even if the U.S. achieves a 10 percent renewed industrial capacity that can shift from commercial to military production, China might not make a move on Taiwan.”
Toward this goal, the DoD looks to tap idle and deferred process capacity through a “variable capacity model,” which identifies, networks together, and funds small-to-large shops ranging from CNC to casting specialists.
“Consume existing capability,” said Biagioni. “Some of this emphasis should carry over to reshoring. Not with the same imperative as the DoD, but felt in similar ways.”
A Potential Roadblock: The Skilled-Worker Deficit
With the push from national security concerns, trade deficits, and tariffs, reshoring could indeed take on a new life. The number one barrier, however, according to Moser’s survey, is the crisis in skilled workers. Nearly a half-million manufacturing jobs are currently unfilled. Up to 2.1 million could be unfilled by 2030.
The job flight from manufacturing is due to many factors: an aging demographic, career trends, offshoring, pay dissatisfaction, level of required skills, and regional population shifts and other societal-related causes.
Lampin Corporation and Biagioni are finding their own solutions to workforce recruiting and training. One that, at the least, small- and medium-sized shops that are not already shareholder-owned could implement.
Lampin is a growing company focused on using high-precision, innovative processes. It is demanding, knowledge-oriented work. But they are meeting the recruitment challenge though use of their ESOP.
“We’re finding people that have the right attitude and mechanical leaning—not necessarily the right starting skills—and we’re training them to be machinists,” said Biagioni.
“Profit-sharing is a key motivator and method of employee retention for our company,” he continued. “Lampin contributes approximately 15 percent of employees’ pay into their ESOP retirement plan, while also providing a match contribution on their 401K contributions. This has resulted in more than a million dollars in distributions and diversifications over the previous three years—all to employee owners. In addition to these longer-term incentives, Lampin does quarterly profit sharing determined by the previous quarter’s gross margins.
“Who are our new employees? One worked in a junkyard, another had a degree in criminal science, and another had a custodial background. Where else is the average high-school graduate going to earn that type of a living?
“This is how we are filling our pipeline of talent,” Biagioni said. “That’s a path to hiring for any reshoring surge. Look for people with the right attitude, that want to learn and grow, and create a situation where they can have equity and involvement, without the educational debt.”
To read the full article, please visit d2pmagazine.com.
Turning Insight Into Action
Reshoring isn’t just about cost — it’s about building a resilient, future-ready manufacturing ecosystem. At Lampin, that means looking beyond traditional accounting metrics and integrating TCO into every stage of decision-making, from sourcing to workforce development. It means investing deeply in training and creating opportunities for new machinists to grow into highly skilled careers. And it means building a company where employees are not just contributors but owners, with a direct stake in the outcomes they help create.
As global supply chains continue to evolve and national priorities shift, these principles will become increasingly critical. Lampin is proud to be part of the movement reshaping American manufacturing — not just preparing for the future, but helping to build it.
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Connect with Lampin’s team to explore how TCO analysis, workforce innovation, and precision manufacturing expertise can support your reshoring strategy.
