By Alan Belinky
The global and local supply chain disruptions have been at the forefront of many conversations since the COVID-19 outbreak in 2020. Such fragility has made it difficult for companies to operate as they once did, causing many to look inward for new ways to solve the issues.
From the post-pandemic increase in demand to environmental and political factors like the war in Ukraine to shortages of qualified truck drivers, many companies have had to work around new or often ignored obstacles. However, with the evolving workforce, such as corporate buy-in of the hybrid work culture, the normalization of remote meetings, and process automation, some positive light has been shining during difficult times. What have we learned throughout these last few years? Disruption will occur, and we, as a company, and a society, need contingency planning to handle the interference. Examples include how and when to contact customers with good and bad news, how much and which inventory to stockpile, an emphasis on financial health, and a strong focus on upskilling employees.
The manufacturersupplier-customer relationship has become demanding, but there are steps to take to reach a more resilient state. For example, R.S. Hughes Co., Inc., a distributor of specialized adhesives, abrasives, safety, and MRO (maintenance, repair, and operations) products for the manufacturing sector, has taken a solid approach to become more flexible and able to withstand unforeseen challenges by investing in technology, training, and inventory control. We’ve found the need to deal with adversity while adapting, and accelerating has provided a more straightforward path for action.
The effects of 2020 have helped us all identify our strengths and weaknesses and have even fast forwarded those points by five to ten years. We’ve focused on disciplined decision-making and a high level of customer communication to determine the correct path for us long-term. From creating a supply chain risk management team to more investment in cyber security, the decisions being made today are meant to shape the company of tomorrow.
As we question the globalized market and practices such as JIT (justin-time) inventory control, the process of nearshoring has been cited frequently in articles to illustrate local, self-sustainable supply chains within direct reach of production facilities and end-users. The U.S. and Mexico are two markets starting to see investments supporting this idea. With more than 50 locations in North America, R.S. Hughes Co., along with Saunders Corp, a specialty manufacturer of films, adhesives and die-cut solutions, is positioned to participate in the local markets to serve our clients’ immediate needs.
About Alan Belinky
Alan Belinky is the general manager of Mexico for R.S. Hughes Co., Inc., an industrial distributor specializing in adhesives, abrasives, safety apparel, and other OEM and MRO consumables.
His tenure within RS Hughes and the industrial market spans over 15 years. During that time, he has been instrumental in growing the company’s footprint within Mexico by focusing on the company’s core values and its reputation among its North American clients and vendors.
Outside of his work at RS Hughes, Alan is a bi-national board member for the U.S.-Mexico Chamber of Commerce. Alan holds a Bachelor of Science in Business Administration from California State University, Long Beach.
