​​Andrew Brower, President — World Manufacturing Corporation 
 

My background is an uncommon mix in the manufacturing world. I spent my early years working in a body shop through high school and college, then earned degrees in economics from South Dakota State University and spent over a decade in banking; building data and reporting models for multi-billion dollar institutions — tracking loans, deposits, and business banking performance across large, complex portfolios. I also served on WMC's advisory board for more than ten years before purchasing this business.
 

That discipline is what we brought to WMC. We apply financial discipline to how inventory is tracked, how future demand is monitored, and how supply‑chain data is reported — so customers always know what inventory exists, what is coming, and when action is required. This is how we deliver stable supply and predictable costs.





 

Built Around Accountability
 

Customers have clear visibility into inventory, movement, and exposure. Potential disruptions are identified early, communicated directly, and addressed before they become production problems. The objective is simple: no ambiguity, no surprise escalations, and no reactive decision-making.

Over time, we’ve learned that stability in production supply comes from structure and discipline — not from more layers, more tools, or more people. Discipline doesn’t require excess cost. It requires clarity, accountability, and restraint. Our systems, reporting, and release controls are designed so decisions are deliberate, auditable, and repeatable, supported by defined processes and external oversight rather than ad‑hoc intervention.

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That same standard governs quality. Every custom production run is subject to independent third-party inspection — conducted by inspectors with no supplier relationship, operating under WMC direction and reporting standards. When inspection results require interpretation, we engage our customer's engineering team before proceeding. 

Dimensional performance is monitored across runs. When trends approach tolerance limits, we intervene early — including investing in tooling on significant long-term programs when needed to protect continuity. We recently added in-house 3D printing for fit, form, and function validation before overseas tooling is ever committed.

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Protecting Customers from External Pressure
 

Global manufacturing introduces cost pressures most OEM teams shouldn't have to manage directly. We use a bonded warehouse structure to help buffer tariff volatility and give us more flexibility. We retain a customs attorney and consulting team to verify classifications and compliance on every imported part before shipment.
 

When cost pressures emerge — from tariffs, supplier pricing, international freight, or market shifts — we identify options early and work collaboratively with our customers to minimize the overall impact.

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What We're Here to Do
 

We're built for OEMs running repeat, production-scale programs — parts with established annual volumes, recurring demand, and the need for a supply partner who treats continuity and risk management as non-negotiable.
 

If that's what you're looking for, we should talk.

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— Andrew Brower

President, World Manufacturing Corporation

Sioux Falls, South Dakota