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“ Today, we’ re made up of five formerly family-owned businesses that are now all rolled up into the Morton Industries family. We’ re continuously reinvesting back into the business to improve our workforce capability, particularly through digital manufacturing systems, automation, and data integration across our operations.
“ Our longevity has been driven by our ability to stay ahead of the times – understanding what our customers’ needs are today and anticipating what they’ re going to be in the future,” Chris continues.“ I think that’ s been a struggle throughout the industry, but it’ s why our acquisition strategy has worked so well. There are thousands of fabricators out there and it’ s very difficult for all of them to have the right tools in place to communicate with large OEMs, and so our strategy of uniting these family-owned businesses and integrating business systems and processes means that we can offer more value to our customers in terms of ease.”
As Morton Industries embarks upon a new decade, it continues to uphold this operational strategy. The company’ s most recent acquisition was of another familyowned legacy business – Superior Tube – which has provided a multitude of strategic benefits to Morton Industries’ capabilities.
“ Superior Tube Products was a familyfounded company – it had actually been sold to another business but wasn’ t a strategic fit, so we arranged to purchase it,” Chris details.“ The reason for us acquiring Superior Tube was simple: it filled the gaps that we had in our tube bending capabilities. We had some blind spots that Superior Tube serviced very well with some great modern equipment and a skilled workforce that knew how to get the job done.”
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