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‘GROWTH OPPORTUNITIES’: Meramec Group, a global leader in footwear component manufacturing based in Sullivan, Missouri, is positioning itself for future growth amid renewed interest in U.S.-based footwear production.
Since it was founded in 1962, the company has been a pioneer in integral skin polyurethane technology, manufacturing outsoles, midsoles and insoles as well as providing custom polyurethane systems to the domestic footwear industry.
“At Meramec, we aren’t just expert molders, we are an innovative polyurethane developer,” said President Jeff Dieckhaus, a third-generation member of the family-owned business. “Our state-of-the-art blending facility allows us to create unique and exceptional materials that meet the demands of an ever-changing industry. We don’t buy ‘off the shelf’ systems, we tailor them to the needs of our customers, which makes us very unique”.
With manufacturing facilities in the United States, China, and soon Vietnam, Meramec’s international footprint enables it to serve as a strategic partner to both domestic and global footwear brands.
“We’re optimistic that the resurgence of U.S. manufacturing will create growth opportunities for our domestic operations,” Dieckhaus told us.
USFMA: What would you say is Meremec’s competitive advantage?
JD: Our greatest competitive advantage lies in our vertical integration. This agility allows us to respond rapidly to customer needs. If a customer requires production volumes that demand new equipment, we can design, develop, and install that machinery at a speed virtually unmatched in the industry. Not only do we possess the technical know-how to execute quickly, but we also have the infrastructure and capacity to scale.
USFMA: What do you believe it would take to spur greater domestic production?
JD: Domestic footwear production relies heavily on a skilled and dependable labor force. As such, any meaningful increase in U.S.-based manufacturing will require companies to invest in automation and attract talent with expertise in advanced technologies. At Meramec, our growth is closely tied to the ability of brands to expand their production capacity here in the United States.
One particularly promising area for rapid domestic growth is molded footwear—a sector in which we have experience. We’ve been manufacturing molded footwear in the U.S. for over 25 years, and that long standing expertise positions us well to support brands looking to reshore or scale that type of production quickly.
USFMA: Have you seen impacts from new tariffs?
JD: Yes, the new tariffs are definitely having an impact—pricing pressures have increased noticeably, even for materials sourced domestically. What used to be typical increases of 3% to 5% have now jumped to 8% to 10%, which is well outside the norm. We're also finding ourselves competing in the U.S. market with major global players sourcing raw materials from domestic sources.
While these shifts present challenges, they’re also pushing the industry to reevaluate long-standing supply chain models. There’s growing momentum around sourcing closer to home, and while that transition brings some short-term cost volatility, it also creates long-term opportunities for innovation, resilience, and local investment.
USFMA: What do you see as the biggest impediment to domestic growth?
JD: Meramec can manufacture your outsoles, midsoles, and insoles. You can source uppers, laces, and all the components that go into making a shoe. What’s still difficult—and really the biggest hurdle for domestic footwear production—is finding someone with enough scale and skilled labor to actually assemble the shoe.
Assembly is where things get challenging. It takes experienced hands to put all the parts together consistently and efficiently, and that kind of skilled labor is in short supply here in the U.S. Over the years, much of that expertise has shifted overseas, and we’re now in a position where the infrastructure exists in pieces, but not yet in a way that supports large-scale domestic production.
That said, there’s growing momentum. More brands are exploring reshoring options, and there’s a renewed interest in rebuilding this capacity locally. With the right investment in workforce development and training, I think we can get there—but it will take time and commitment from industry partners.
USFMA: Can more advanced manufacturing processes or new technologies alleviate this?
JD: To some degree, yes. As an example, we’re constantly looking ahead to how we can streamline production and enhance efficiency. To that end, we’re currently in the process of installing a machine that will cut our labor requirements by 50%. Our focus is on reducing reliance on certain types of labor through innovation, allowing us to stay competitive in a changing market.
Ultimately, our goal is to reach a point where we’re hiring more people who can harness these advanced technologies. We’re investing more in robotics, and other cutting-edge tools like cameras and laser cutting machines to improve precision, speed, and overall efficiency. By embracing these technologies, we can not only reduce costs but also elevate the capabilities of our workforce, ensuring we remain at the forefront of industry advancements.
USFMA: Does that also mean developing new materials?
JD: Absolutely. As a vertically integrated company, we develop 100% of our polyurethane materials in-house to meet the precise requirements of our customers. We don’t use off-the-shelf systems or generic formulations. Every solution we deliver is purpose-built from the chemistry up, tailored to achieve the exact balance of performance, comfort, and durability needed for each customer.
Because we work exclusively with polyurethane, we’ve developed expertise in pushing the limits of what this versatile material can do. Our R&D teams are continuously innovating across formulation, processing, and testing to create PU systems that offer advanced energy return, cushioning, and lightweight strength.
For outsoles exposed to extreme environments—such as high abrasion, harsh temperatures, or prolonged wear—we engineer specialized PU systems with enhanced durability, thermal stability, and resistance to hydrolysis and chemical degradation.
Our vertical integration gives us full control over the development cycle—from raw material selection to final performance testing—which enables us to quickly prototype, iterate, and scale tailored solutions for our customers across the footwear industry.
USFMA: How is USFMA a force multiplier for domestic footwear growth?
JD: For several decades the domestic footwear industry has been a “survival-of-the-fittest” environment. With the new desire to make shoes close to home, we are eager to collaborate with other suppliers and brands who share a commitment to U.S.-made footwear. The question is, how can we help each other? How can we connect with the industry in new and meaningful ways?
The work that USFMA is doing on Capitol Hill is invaluable—championing our cause, bringing suppliers together, driving key messaging, and advocating for research and development support. Their efforts are helping to shape a positive environment for domestic growth.
At the end of the day, we all share the same goal: to incrementally grow U.S.-made footwear. If we were to achieve just 5% domestic production, the job creation and innovation that would follow would be remarkable. And that innovation wouldn’t be confined to footwear; it would ripple across a wide range of industries, benefiting the economy as a whole.
While we can’t control the pace of reshoring in the footwear industry, we can say one thing with certainty—Meramec is ready.
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