Editor’s note: For the September issue of Portable Plants, members of the Editorial Advisory Board were asked the following questions: Given the ongoing challenges of labor shortages, inflation and shifting demand in the construction materials industry, what has been the most significant adaptation your company has made in 2025?
A core value at Superior has always been a culture of opportunity. As 2025 approached, we doubled down on more personal growth opportunities for those employees who are willing to learn and have a desire to grow. Those investments in people have greatly allowed us to retain high-level talent and build an environment where people have a desire to work, helping cushion the blow of labor challenges our industry is facing. Continuing to adapt with evolving automation, robotics and AI trends supplements our servant mentality to build innovative products that best serve our customers.
– Riley Arndt, strategic account manager, Superior Industries, Morris, Minnesota
In 2025, our most significant adaptation has been optimizing our manufacturing and supply chain strategy to strengthen the resilience of our Cedarapids, Simplicity and Canica product lines. Faced with labor challenges, rising costs, inflationary pressures and shifting demand, we’ve expanded flexible manufacturing capabilities, diversified sourcing and invested in new equipment to reduce lead times and improve production efficiency. These changes allow us to better match output with market demand while maintaining the high quality our customers expect.
We’ve also leveraged our distribution network to collaborate and anticipate market needs, align inventory and proactively support aftermarket demand. This focus was driven primarily by necessity, ensuring we could deliver consistently despite external pressures, but enabled by our global footprint and manufacturing capabilities to improve our visibility and agility. The result is a more adaptable, responsive operation that continues to serve the construction materials industry with reliable, high-performance and cost competitive solutions.
– Russ Burns, sales director, Terex MPS, Perry, Michigan
Since the year began, amid inflation and tariff challenges, we’ve refocused on what we can control, which led us to double down on two pillars: Efficiency with technology and quality with customer success investments. We are focused on boosting efficiency with AI where data allows, instead of hiring more. Additionally, we aim to deepen relationships with clients and OEMs by tailoring support programs to each specific need. Tariffs and supply chain disruptions have driven us to evolve faster than planned, ensuring we remain the ideal partner by adapting to client needs with custom engineering solutions and technology.
– Clement Cazalot, CEO, Machinery Partner, Boston, Massachusetts
Faced with the ongoing challenges of labor shortages, we have strategically adapted by investing in larger equipment to improve our efficiency with a leaner workforce. Our strong partnership with Powerscreen has enabled us to upgrade to their 480 SR, allowing us to produce materials for a significant highway project in Indiana. Additionally, the effects of tariffs and rising interest rates have impacted our workload and increased the costs of equipment and repairs. Fortunately, our team has risen to the challenges with an open mindset, showcasing remarkable resilience and a willingness to embrace new responsibilities.
– Darian Houssain, president, Pro Lawn, Richmond, Indiana
In 2025, our most significant adaptation centered on addressing the ongoing labor shortage. While there’s been great progress with automation and autonomous equipment, the reality is when a plant goes down, you still need boots on the ground. Historically, our Midwest operations have benefited from a reliable pipeline of workers who grew up on family farms. However, with the steady decline of family farms over the past 15 to 20 years, coupled with broader generational shifts, that dynamic has changed. In response, we doubled down on developing the talent we have by formalizing an internal mentorship program focused on retention and accelerated growth.
The program is a two-way commitment between mentors and mentees. Mentors are expected to guide, challenge and support, share real-world wisdom and offer honest feedback and track progress. Mentees are expected to set clear development goals, stay engaged and open to growth and follow through and own their journey.
This initiative was driven by necessity, not regulation or emerging technology. Our hope is that by investing in mentorship, we not only improve retention but also shorten the time it takes for motivated individuals to find success in our industry.
– Jamie Jones, COO, Capital Aggregates, Jefferson City, Missouri
In late Q3 last year, we finished installing Loadrite loader scales in all of our material load-out units and have seen this change fully mature in 2025. Secondly, earlier this summer, we installed an air particulate monitoring system at one of our plants. Previous loader scales required an on-site download to have accurate load sheets and data. Newer models can push that data remotely to our office, where it can be assessed and handled.
Additionally, earlier in the summer of 2025 we installed an air particulate monitoring system at one of our plants. This has allowed us to monitor dust levels as a whole as well as track its dispersal into the surrounding area based on density and wind conditions. With the changing industry regulations coming into effect 25-26 we wanted to get ahead of the curve when it comes to monitoring these conditions on truly portable plant sites, like we operate.
– Bryan Scepaniak, quarry development manager, WD Scepaniak, Holdingford, Minnesota
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Related: June 2025 Editorial Advisory Board: Clement Cazalot, Machinery Partner