Steve Westfall explains why even the smallest mistake can be costly for this organization as well as its customers.

Although it had been in business for 60 years prior, it wasn’t until the 1980s that Farmer’s Marine Copper Works expanded into another niche market. The family-owned and operated ship repair metal fabricating company, located at Texas’ Port of Galveston, started when two brothers, Les and Sid Farmer, coppersmiths from England, decided to go into business together. As refineries and petrochemical plants moved into the Houston area, the brothers’ business diversified.

Les and Sid soon found they needed to increase their inventory as their business now also included emergency repairs. When other companies discovered the diversity of materials the brothers had in stock, they started selling to those other companies.

In 1980, Bruce Farmer Sr. was instrumental in setting up the metal service center, branching out from Farmer’s Marine Copper Works, Inc. to form Farmer’s Copper, Ltd., specializing in the distribution of copper-based alloy products. “The high demand and the company’s strong financial standing from its fabrication services gave us the opportunity to create another business,” said Robert Farmer, co-president of Farmer’s Copper, grandson to Les and son to Bruce.

Robert and Richard Farmer

“We bring in large plates or bars and cut them to customer requirements,” said Robert. “The water jets allow us to pre-process materials by custom cutting to close tolerances, saving time and money.”

Farmer’s Copper has also branched out to a location in San Antonio run by an additional 15 employees. “We opened the San Antonio location about 15 years ago,” said Richard, co-president with his brother. “We moved into a 20,000-square-foot building, completing the transition from a small rental location to a comprehensive service center taking care of customers in the San Antonio, Corpus Christi, and Southern Texas region.”

Value-add
For nearly 30 years, Farmer’s Copper has done nothing but grow and, according to Richard, that includes adding a number of new customers each week. Part of the growth can be attributed to the trust the Farmer’s name carries in Texas and throughout the country.

In the 1960s and 1970s, Farmer’s Marine Copper Works was well known for the high-pressure piping used in the manufacturing of polyethylene, gaining the company recognition from national and international plastics companies. However, high quality and satisfied customers play the biggest role in the company’s reputation. Most of Farmer’s customers come from referrals of current customers.

“Many either know us from another job we did for them or from another customer,” said Robert. “We recently received an ISO 9001 certificate, and that’s enhanced our reputation.”

Still a family business, which spans four generations, the true value add of working with Farmer’s Copper is in its ability to service customers beyond the scope of metal cutting. Under holding company Four Winds Investments are Farmer’s Copper and Great Western Metals, both supply companies; Farmer’s Alloy Fabricating; and Farmer’s Marine Copper Works.

“We can offer functions for customers beyond cutting,” said Richard. “We can have their materials plated, bent, or fabricated.”

“And recently we had a major chemical company call us to repair a weld job on a solid copper spool piece that Farmer’s Marine Copper Works originally built in 1952,” added Robert.

Delegating power
The level of growth Farmer’s Copper experienced hasn’t come without challenges. As the company’s processing capabilities and inventory levels have grown, so have the levels of management. Since their father’s passing in 2006, Richard and Robert have taken on the presidency, sharing the responsibilities of the role.

From there, the co-presidents’ two brothers have taken on vice president roles, Bruce Farmer Jr. as vice president of information technology and Keith Farmer as vice president of the San Antonio location. Another vice president, Greg Harrington, handles the Galveston plant operations, including manpower, warehouse equipment, and the truck fleet.

“We delegate the power so these managers can carry on without checking in with us for every move they make,” said Robert. “If we’re not around to take care of a detail, our other managers have enough authority to handle the projects coming in.”

Richard, who runs the sales department, found developmental middle management has allowed him to expand the company’s sales and marketing efforts. He now has three inside sales managers to handle everyday issues, freeing him to review reports, analyze where some weaknesses are in the sales structure, and look for new opportunities.

“I’ve focused more on the marketing side of things lately,” he said. “I’ve evolved out of the sales side into more of a president/co-president position overlooking new prospects.”

Staying on the path
Although their positions in the company may be higher up in the food chain, Robert and Richard remain steadfast in sticking to the values set forth by their grandfather and great uncle.

They continue to focus on building long-term relationships by diversifying their product mix, providing a one-stop shop warehouse of products cut to customer requirements, and investing in the latest processing equipment.

“It’s also about respecting the people you work around, following the Golden Rule, and taking care of customers when they need it, not when it’s convenient for you,” said Robert.

“It’s a matter of taking care of the customer, showing your fellow employees respect, and working in harmony,” concluded Richard.