Rethinking the Supply Chain

The supply chain used to be something many of us in the glass and glazing industry could take for granted. You had your core vendors, your trusted logistics partners, your regular lead times, but over the last few years—and especially in today’s tougher economic environment—that kind of predictability has gone out the window. 

From shifting tariffs to fluctuating demand to ongoing material constraints, we’re operating in a more volatile environment than ever before. That’s why now is the time to double down on how we manage, assess and build our supply relationships. 

How to do so

It starts with getting to know your partners better. Go beyond the quote. Who are they sourcing from? What are their contingency plans? How transparent are they when things go sideways? These are the questions that separate a reactive partner from a proactive one—and they can make or break your project schedule.

Let’s be honest, it is not "if" there is a problem on a job, but "when" and "how" your supplier reacts. Are they a partner or just a supplier at that point? You will know pretty quickly who is on your team by how you both work to get to a solution.  You want a supplier who does not look at you as just a commodity. As long as you do not look at your supplier as a commodity, you can have a great, long-term relationship. 

In parallel, diversifying your supplier base has become less of a luxury and more of a necessity. That doesn’t mean chasing the lowest price or working with anyone with stock. It means being intentional about exploring additional options—regionally, nationally, or even in adjacent product categories—so that when disruptions hit, you’re not left without a path forward. 

It’s also worth considering how new products or capabilities could help diversify your own business. Are there product lines that align with your core strengths, but come from different supply routes? Are there complementary offerings you can bring in to better serve your customers while easing your reliance on any one category? 

Takeaways

As an industry, we must stop thinking of supply chain strategy as just a back-office function. It’s a competitive advantage—or a liability, depending on how much attention we give it. 

There’s no perfect roadmap, and no one is immune to delays or disruptions. But those who lean in, build stronger relationships and stay curious about new sourcing opportunities will be in a better position to thrive—not just survive—through whatever comes next. 

The supply chain isn’t something we should take for granted. It’s something we should treat like the lifeline it is.