Made in America: With headwinds expected, U.S. producers see domestic production as a competitive advantage – February 2025

By Jessica Chevalier

The U.S. flooring industry has a strong heritage of onshore manufacturing, and many contemporary producers are feeling particularly grateful for these investments, given increasing complexity around tariffs, ocean freight costs, and varied product quality and health standards abroad. But it isn’t simply avoiding the negatives that motivates manufacturers to invest in U.S. production. Manufacturing leaders report that there are a bevy of benefits in being close in proximity to the market that one serves: the ability to be more responsive, investment in the U.S. economy and community, product differentiation, and the promise of American-made for consumers down the line.

That said, the financials of American production are not a simple equation. The fact is that it is generally more expensive to produce products in the U.S. than in countries with lower raw material and labor costs, less regulation, lower facility costs and fewer quality and environmental standards, and these factors aren’t expected to change anytime soon. To counter this, U.S. manufacturers lean into automation as the great equalizer, enabling them to produce products using fewer hands and, thereby, with less embedded cost.

“Advances in automation and digital technologies will likely make U.S. manufacturing even more competitive, while overseas sourcing may continue to focus on specialized or artisanal products,” says Leonardo Pesce, chief executive officer of Panariagroup USA. “Ultimately, we aim to maintain a hybrid model that leverages the strengths of both domestic and international production to serve our customers effectively.” He points out that certain designs require advanced machinery available only in specific regions, and that can dictate manufacturing decisions.

Key to all of this is the fact that getting each and every finished product to market means actively managing dozens of behind-the-scenes moving parts. Nothing is static. And optimal operation means staying atop these changes. “We have a meeting to discuss global trade news and supply chain impacts every other week, and we have been doing that for at least two years now,” explains Al Boulogne, senior vice president, residential product and marketing, for Mannington Mills. “We are constantly discussing all the potential what-ifs on the horizon and what we will do when and if those things happen. We are always hopeful for trends that allow us to manufacturer more in the U.S. For now, I think that 2025 will be a year of more change. Those changes will impact the market in terms of pricing or service or maybe both. Fingers crossed that both are in a positive direction.”

For those that manufacture in the U.S., the many balls in the air are at least within arm’s reach. “We are always aware of our margins and mix,” notes Jeff Meadows, president of residential sales at Mohawk. “On imports, there have been several disruptions over the past eight to nine years, including supply problems and cost issues, that have created disruption in the market. These disruptions are another reason why we strongly believe domestic manufacturing is important to our customers.”

LOCATION MATTERS
In the business of manufacturing, it is ideal to be close to both raw material components and the end-user market, though the former varies greatly depends on what type of flooring is being produced. For instance, many U.S. ceramic manufacturers are clustered in Tennessee, due to proximity to clay, which is heavy and, therefore, inefficient to transport over long distances. Similarly, hardwood manufacturers are often located close to the forests that supply them-or, at least, those that historically supplied them. However, proximity to raw materials doesn’t play as much of a role for flooring that isn’t produced predominantly from a single natural ingredient. Chemical-based flooring-like non-wool carpet and tile and vinyl-are less often established near the chemical plants that supply them.

For U.S. manufacturers clustered in a particular area, as in Tennessee’s ceramic market or the hardwood producers based in Somerset, Kentucky, for instance, synergies can pile on. Building a skilled work force in a particular area is mutually beneficial, and suppliers of components or chemicals may follow and establish supply nearby.

An example of this is the long-established soft surface production in North Georgia. “The soft surface business as we know it in North America was born and developed here,” says Joe Young, senior vice president, residential product and marketing with Engineered Floors. “There is no better place to make soft surface floorcovering than in Dalton, Georgia, given the infrastructure and know-how that has been developed over the years. Hard surface manufacturing in the U.S. comes with a learning curve but it’s becoming more prevalent with growing supply capabilities over the last couple of years.”

Similarly, being close to the end-use market offers value for an array of reasons. In addition to the simple shipping advantages, it enables manufacturers to be more efficient, more responsive and less susceptible to risk-factors that may become more significant in coming years. “Over the last 20 or 30 years, we have been in a time of unusual stability in foreign supply chains to the U.S.,” says Brian Carson, CEO of AHF Products. “In the next five to 20 years, we will see more instability in foreign supply chains.”

The pandemic years and following have, perhaps, been something of a “test run” for the disruption to come, providing manufacturers a peek at how their supply chains function and where breakdowns are most likely. This may ultimately compel producers to bolster their onshore production or establish new onshore operations.

“Facilitating a U.S. factory as part of our global supply chain enables Nox to provide stable product supply amid any global disruption,” says Dan Koh, president and CEO of Nox. “For instance, during recent geopolitical tensions that disrupted raw material procurement globally, Nox ensured consistent on-time deliveries and maintained supply chain reliability.”

With the bulk of LVT supply coming from Asia, there have been significant hurdles for those manufacturing the material due to the Uyghur Forced Labor Prevention Act, which hobbled some importers ability to supply the market. For the industry as a whole, this has necessitated change.

“Our category has been dominated by Asian supply for many years now,” adds Thomas Baert, co-founder and president of CFL. “Even before the pandemic, we saw volatility in the market due to the cost of raw materials and shipping, affected by factors such as tariffs and inflation. These challenges persisted even through the past year and will likely continue in 2025. Having local production and supply helps shield us from some of these challenges.”

“Amidst an ever-evolving global supply chain landscape, our focus remains on our customers,” says David Morgan, executive vice president of operations for Shaw. “Our goal is ‘know more’ and ‘know before’ an event might impact our customers. That means adapting to their needs and supporting them with both domestically and internationally manufactured goods.”

THE POWER TO PIVOT
In business, the ability to react is as important as the ability to foresee. A new shade trending in the market? Being able to fulfill that trend without the delay of overseas shipping means hitting the market faster and thereby standing out as a style leader.

A pivot may also be necessary if a high-sales-volume imported line is suddenly unavailable. For this reason, some manufacturers prefer to set up onshore and offshore factories identically, such as Novalis and Interface, where production can be interchanged.

A turn-on-a-dime can also be required if supply of a chemical or component is cut off. Swiss Krono’s Tim Neitzel, vice president of product development and marketing, explains that re-evaluating his company’s production footprint is a constant. He notes, “With uncertainty comes the need to pivot, which we possess and continuously demonstrate to our customers. As overseas sourcing has been on the decline, we are also seeing shifts in raw material availability. This will lead us to pursue alternatives, which could include more eco-friendly initiatives.”

APPEAL & EXIGENCE
American-made has great appeal with American buyers. Whether that appeal translates to a willingness to pay more depends, to some degree, on whether it is a commercial or residential sale.

On the commercial side of the market, decision makers may be motivated by country of origin if they are seeking environmental certifications, such as LEED or WELL. Of course, with budget a significant consideration on all projects, the increase in cost must be balanced by real benefits-environmental or otherwise.

But the payoff is less clear on the residential side of the market. Many consumers are on tight budgets and, while they would like to buy American, find themselves driven by the value of the product itself-style or function wise.

That said, some buyers are committed to buying American, seeing the big-picture benefits of America-manufactured products. “Many consumers are increasingly conscious of where products are made,” says Pifferi. “Some prioritize cost and design over origin, while others value the transparency, ethics and local economic support that ‘Made in the USA’ signifies.”

And, of course, it isn’t consumers who are choosing what products ultimately hit the showroom floor-it’s the supply chain. “Most people don’t have unlimited resources, so the flooring they choose has to offer the right value,” explains Carson. “That being said, there are a lot of layers between the factory and the customers. Distributors and retailers are trying to run a business, and if we can supply them in two weeks out of Pennsylvania rather than four months out of Asia, that allows them to plan their business better. Local responsiveness means a lot to the supply chain.”

Kim Hill, vice president of product and marketing for Novalis, agrees. “Proximity to American customers means shorter lead times, expedited shipping and a reduction in the amount of inventory that customers need to house,” she adds. Working with a manufacturer providing these benefits can set a retailer apart from the competition.

And there are motivators for parties who prioritize sustainability. “Domestically sourced products are preferred by many customers because they have a reduced carbon emissions impact via travel,” says John McElroy, merchant for MSI.

STRATEGIC INVESTMENT
Investment in American communities and workers bolsters the American economy long term, but some also believe manufacturing is a more stable model for the business itself.

“The more enduring businesses tend to manufacture,” says Carson. “It’s not the easy way to do it. It takes more investment, but I believe it’s more enduring. As the industry shifted more to hard surface, for many businesses, it was easier and faster to source. At AHF, we are trying to build a business for employees and customers that is enduring. We have centuries of knowledge; the companies we have acquired are rooted in manufacturing. We believe we are doing the best long-term for our customers and the business.”

Another value in operating one’s own manufacturing is the ability to balance risk across multiple production locations, ensuring continuity in case of disruptions.

DOING THE RIGHT THING
We have, thankfully, moved into an era in which corporate responsibility is expected, and some number of end-users in both the commercial and residential markets prioritize doing business with companies who are truly committed to doing their best for the Earth and the communities in which they exist.

“As a manufacturer, a fair labor wage and environmental responsibility are inevitable factors when it comes to decision-making,” says Koh. “These considerations could have an impact on our margins; however, Nox is persistent in prioritizing the practice of moral consideration and sustainability in all aspects of our business and operations because we believe that investing in fair labor practices and being environmentally responsible in manufacturing will eventually benefit all of us in long-term aspects.”

Adds Pesce, “Moral considerations are at the core of our decision-making process. We prioritize fair-labor practices, ensure compliance with stringent environmental regulations and actively work to reduce our carbon footprint. While these commitments may increase costs in the short term, we believe they align with our values and resonate with our customers, ultimately fostering long-term loyalty and trust.”

Astute buyers do understand that there is opportunity for greenwashing in this regard, and that the values espoused must be based in practice. For MSI, this means “verifying and vetting our supply chain. Each of our purchase orders is accompanied by tracing documents that are hundreds of pages, meant to safeguard against any unethical practices, including environmental. We also commission the world’s leading third-party audit firms, such as Bureau Veritas, SGS, Intertek, EuroFins and AQF, to conduct on-going and consistent audits of our factories to ensure that our supply chain operates at the highest level of moral and ethical standards.”

Similarly, Meadows notes, “We have boots on the ground here and with our manufacturing partners to make sure everything-from the products to the people-are maintaining our high standards of manufacturing.”

THE MANUFACTURERS
AHF PRODUCTS
U.S. manufacturing facilities: Crossville and Only, Tennessee; Lancaster and Beech Creek, Pennsylvania; Kankakee, Illinois; Somerset, Kentucky; Beverly, West Virginia; West Plains, Missouri; Warren, Arkansas
U.S.-made products: ceramic tile, solid and engineered hardwood, vinyl sheet, VCT, vinyl plank and tile

AHF has a significant domestic footprint and, overwhelmingly, manufactures what it sells. “The company is, at its heart, a maker,” says Carson. “The items we bring in from Asia, are made at our own factilites. We do source some things, but that is more the exception than the rule.”

Last year, the company invested $30 million into its North American assets-some in hardwood, some in vinyl, some in ceramic and almost all geared around new products. The company hopes to hit some new price points in ceramic as well as rolling out new products in hardwood and different formats in vinyl.

Carson adds, “We know two things: that we are in the building products business, which is cyclical, and that flooring is one of the more cyclical products within the building products business. We know that residential flooring has been on the downside for longer than is typical, and so we know that it’s due to inflect up. Because of this, we are adding capability and capacity.”

ATLAS CONCORDE
U.S. manufacturing facilities: Franklin, Tennessee
U.S.-made products: ceramic tile

The Atlas Concorde USA brand is committed to being made in the United States, from grinding raw material to final packaging. From the outset, the brand and its manufacturing processes were developed to address the issues of cost efficiency and freight logistics and to ensure consistent availability for its customers. The U.S.-based manufacturing allows the company to cater specifically to the preferences of North American consumers while ensuring quick availability.

“It is particularly advantageous for products with high demand or those tailored to regional design preferences, as it enables faster adaptation to customer needs,” says Pifferi. “Additionally, U.S. production supports local economies and mitigates risks associated with international shipping disruptions, especially on projects.

“Moral considerations such as fair labor wages and environmental factors were an integral part of our decision-making process when we decided to establish a manufacturing plant in the U.S. compared to lower-cost countries.” The company is committed to fair-labor wages for its employees; sustainability based on minimal impact, energy conservation and the use of eco-friendly materials; and making decisions that both uphold its moral values and support its long-term view of its business.

BENTLEY MILLS
U.S. manufacturing facilities: City of Industry, California
U.S.-made products: carpet tile, broadloom (6’ and 12’)

“The carpet industry is similar to the fashion industry in its reliance on predicting and producing the collections of styles and colors people want to buy,” explains Jay Brown, Bentley president and COO. “And as a boutique mill, our products are essentially made to order. To make them and hold inventory anywhere else would add complexity.”

Brown adds, “Bentley is very selective in choosing who we do business with. We have a robust supply chain screening program to ensure moral conflicts, for example, are non-issues. Further, Bentley is part of a European company, so we abide by very stringent ESG guidelines.”

CFL
U.S. manufacturing facilities: Calhoun, Georgia
U.S.-made products: rigid LVT, including SPC

“Considering the increasingly volatile environment we find ourselves in, the key strategic focus for CFL over the past few years has been to lay a groundwork that fundamentally transforms our organization away from a primary production hub to a more globalized approach, with multiple smaller factories producing around the world,” explains Baert. “In 2019, we started shipping SPC and laminate from Vietnam, and, in the following year, we broke ground on what has since become the largest SPC and multi-layer rigid core factory in the U.S. Again, this year, we just opened another factory in North Vietnam that ships a wide range of our product portfolio to support our clients who want to diversify their stock.”

The company reports that, as it grows its team and capabilities in the U.S., being in the heart of the market will allow it to focus on what the market needs. As such, it is investing heavily in novel capabilities like digital printing and embossing in the U.S.

With geopolitical uncertainty and cost fluctuations likely to continue, the company is preparing to ensure it has the right products (i.e. value-added products and not price killers); is striking a balance with different sources of supply; and is positioned to support its partners with enhanced stock programs.

DAL-TILE
U.S. manufacturing facilities: El Paso and Sunnyvale, Texas; Fayette and Florence, Alabama; Muskogee, Oklahoma; Dickson, Tennessee; Gettysburg, Pennsylvania
U.S.-made products: ceramic tile, mosaics, quarry tile, trim, engineered stone countertops

“Dal-Tile’s U.S. production today can outfit most program needs in our segment with both tile and quartz countertops,” says Caselli. “Fast and reliable service to customers is critical for this market. Producing in the U.S. also means being closer to the market and the tastes of the market. As far as what makes sense to produce versus source, it is a very complicated equation that has to balance economy of scale and breath of product offering.”

Adds Dan Butterfield, vice president of new residential, “There are countries known for quality and certainly the opposite. All things close, I believe most of us want U.S. manufacturing to break the tie.”

ENGINEERED FLOORS
U.S. manufacturing facilities: Dalton, Georgia
U.S.-made products: broadloom, carpet tile, rigid LVT

“Manufacturing domestically gives us the ability to control our service and quality as well as the chance to innovate within each category as we see new technologies develop, which gives us the ability to move with the marketplace quicker,” says Young. “The more specialized the product, the more likely we are to make it here at home.”

Engineered Floors is the first domestic manufacturer to produce digitally printed/digitally embossed LVP on a rigid core, which is calls PureGrain High Def DLVT. This new process allows it to create vivid wood visuals with up to five times more color clarity, realistic wood texture and 35 unique planks. “When considering what we wanted to produce here in the U.S., we always look for ways to differentiate from the market, and this makes the most sense compared to the traditional film products that we import,” Young adds. “EF will continue a balanced approach to our domestic production and overseas sourcing. As new technologies that are game-changers become available, we will look at the feasibility to utilize them in the U.S.”

INTERFACE
U.S. manufacturing facilities: LaGrange, Georgia
U.S.-made products: carpet tile

“As a global company, we aim to produce products as close to the customer as possible,” explains Bill Blackorby, chief supply chain officer. “Currently, we operate six carpet tile manufacturing locations on four continents. This proximity helps facilitate quick delivery to customers, while minimizing shipping costs and reducing the carbon emissions associated with transportation and delivery of our carpet tiles. At the same time, we also work hard to develop local supply chains that support our manufacturing facilities. In today’s volatile environment, creating redundancies while sourcing material and manufacturing close to customers allows us to manage many risks associated with tariffs, natural disasters and disruptions.

“In today’s global economy, seemingly local challenges can have a butterfly effect around the world, so it’s essential that we consider all factors that could potentially influence Interface’s success ” says Blackorby

Sustainability has been a core aspect of Interface for more than 30 years and is a constant consideration for the firm. Interface contends that its ability to prioritize both the planet and its business performance has shown others-both within the flooring industry and outside of it-that sustainability and financial success are not mutually exclusive.

MANNINGTON
U.S. manufacturing facilities: Salem, New Jersey; Calhoun and Madison, Georgia; McAdenville, North Carolina; Eustis, Florida
U.S.-made products: broadloom, carpet tile, LVT, vinyl sheet, rubber

Approaching its 110th anniversary, Mannington started as a U.S. manufacturer and will continue to produce in its own U.S. facilities as often as possible. The company notes there is a delicate balance in the decision to produce or source a product with cost, competitive set and the current political environment having significant influence on those decisions. “It’s fluid and nebulous-one of the most difficult challenges for our business leadership teams today,” says Boulogne. “For a percent of our customers, there is a high preference for made in the U.S. We promote our company legacy and our made-in-the-U.S. story wherever it applies. We prefer to support our local communities and control our own destiny (one of our core values), though sometimes, the dynamics of the market make it impossible to compete with U.S. production.”

MIRAGE
U.S. manufacturing facilities: Stuart, Virginia
U.S. made products: solid hardwood

In 2019, Saint-Georges, Quebec-based Mirage purchased Ten Oaks. Ten Oaks produces solid hardwood in Stuart, Virginia, and, as such, Mirage established its first U.S. production. In 2021, the company invested almost $10 million in the plant.

Mirage, which celebrated 40 years of business in 2023, sells under four brands Mirage, Vintage, Ten Oaks, and Parquets Alexandra, which it acquired in 2022.

MOHAWK
U.S. manufacturing facilities: Thomasville, North Carolina; Hillsville, Glasgow and Lynchburg, Virginia; Chatsworth, Dalton, Calhoun, Summerville, Sugar Valley, Tifton, Adairsville, Rome and Eton, Georgia; Roanoke, Alabama; Lewisville, Dallas, Wylie and Allen, Texas; Johnstown, Ohio; Middleton, Connecticut; Chehalis, Washington
U.S.-made products: broadloom, carpet tile, laminate, resilient, area rugs

As a supplier, Mohawk believes in taking a blended approach. While manufacturing carpet, laminate, area rugs and resilient flooring products in the U.S., it also has offshore manufacturing partners in the hardwood, resilient and area rug category to strengthen its product assortments.

“We always lean into domestic manufacturing first,” says Meadows. “We think controlling all aspects of the supply chain is important to customer service and superior quality. We have the same strategy with our manufacturing partners as well.”

He adds, “Customers and consumers alike want authenticity. They want realistic wood looks with character and a story. They care about sustainability and origin stories, so domestic production and responsibly sourced products are a bigger factor in their decision-making process.”

MSI
U.S. manufacturing facilities: Cartersville, Georgia
U.S.-made products: rigid core LVT

When deciding where to manufacture a product, MSI considers the unique capabilities of its factories. As an example, its American plant can do small-batch production, which enables it to specify exclusive, luxury products that are crafted with a higher degree of care and exacting standards than standard rigid core from overseas.

“We foresee growing demand for domestic production,” says McElroy. “The PVM facility in Cartersville, Georgia has recently undergone a massive upgrade and expansion investment to gear up for large-scale growth in the future.”

MULLICAN
U.S. manufacturing facilities: Holland, New York; Ronceverte, West Virginia; Norton, Virginia; Johnson City, Tennessee
U.S.-made products: 3/4” solid prefinished and unfinished hardwood, engineered hardwood

Mullican has made a significant investment in the production of engineered flooring utilizing sawn, sliced and rotary pealed veneers. This includes unfinished sawn engineered available in 3”, 5” and 7” widths across white oak, red oak, maple and hickory.

The company notes that domestic production enables access to domestic raw materials, a reliable and experienced work force, short production lead times and efficient shipment to its customers as well as a higher degree of confidence and control related to chain of custody and compliance challenges than imports present.

“We will continue to invest in our U.S. manufacturing facilities to provide our distribution partners with the highest quality, on-trend hardwood flooring products and create great customer experience,” says Oakley.

NOVALIS
U.S. manufacturing facilities: Dalton, Georgia
U.S.-made products: SPC

Novalis’ U.S. operation is one piece of a global puzzle, and each manufacturing facility across five continents plays an important role in its business. From a cost perspective, the company reports that it is more expensive to produce in the U.S. but feels strongly that the investment in America’s economy and its customers is important.

The company’s Novalis Innovation Center ensures that it can quickly service customers in the North American market and avoid potential supply chain disruptions that can quickly become complex due to a variety of economic and geopolitical global factors.

“Our factories can cross-function seamlessly, producing the same products to the same quality standards, which requires rigorous quality standards across every product component,” says Hill. “We are a very conscientious company and have been since our inception in the ’80s. Environmentally, we have ambitious goals, including a 50% share of renewable energy by 2030, heavily reducing our dependence on fossil fuels, and designing more circular, easily recyclable products, just to name a few. While these kinds of initiatives require significant financial investments-i.e. solar energy panels, more updated energy-efficient equipment, etc.-we feel it is our responsibility to build a more sustainable future.”

NOX
U.S. manufacturing facilities: Fostoria, Ohio
U.S.-made products: dry back LVT, looselay LVT

Nox has three global operation sites-South Korea, Vietnam and Ohio. Each of its production facilities is prioritizing customers’ needs by optimizing its regional benefits. Vietnam is a large-scale production facility equipped with cutting-edge technology mainly focused on mass production. South Korea, where the company’s research and design center is located for developing new products, deals mostly with complex manufacturing processes. Its U.S. operation specializes in the production of high-end products with premium quality.

“In 2015, Nox became the first Asian flooring manufacturer to establish a production facility in the U.S., allowing us to closely serve our customers and ensure a highly stable supply chain,” says Koh. “Looking ahead, we are actively developing a recycling program in collaboration with major U.S.-based companies, aiming to reduce waste and promote circularity in our production processes. Additionally, we are expanding the use of sustainable raw materials and investing in cutting-edge technology innovations to strengthen our commitment to environmental responsibility while delivering premium-quality products.”

The company reports that manufacturing in the U.S. ensures supply chain stability, faster delivery and premium quality due to advanced processes of U.S. manufacturing facilities and the value of the “Made in USA” label.

PANARIAGROUP USA
U.S. manufacturing facilities: Lawrenceburg, Kentucky
U.S.-made products: ceramic tile

“Manufacturing in the U.S. allows us to respond quickly to market demands, reduce lead times and ensure consistent quality control,” says Pesce. “It also enables us to build closer relationships with our customers through localized service.” Panariagroup USA is part of Italy’s Panariagroup and owns the U.S. brand Florida Tile.

The company reports that certain products, such as custom or high-volume tiles, are particularly advantageous to produce domestically because they require faster turnarounds or adherence to specific U.S. standards. Meanwhile, some decorative or highly specialized items might be better suited to production overseas, depending on design complexity and cost efficiency.

SHAW
U.S. manufacturing facilities: Adairsville, Bainbridge, Calhoun, Cartersville, Chatsworth, Chickamauga, Dalton, Lafayette, Ringgold and Thomson, Georgia; Aiken and Columbia, South Carolina; Andalusia, Alabama; South Pittsburg, Tennessee
U.S.-made products: broadloom, carpet tile, engineered hardwood, resilient flooring, synthetic turf

Shaw has invested approximately $1.5 billion in its U.S. manufacturing operations in recent years. The company reports that these investments have allowed it to be the largest modular resilient manufacturer in the U.S., the largest carpet tile manufacturer in North America and the largest carpet manufacturer in the world.

“We prioritize manufacturing or sourcing locally whenever possible to better serve the markets we support,” says Morgan. “By centralizing Shaw’s operations, we enhance both efficiency and innovation, fostering agile workflows and collaboration across our diverse teams.”

This approach allows Shaw Industries to respond swiftly to market demands, ensuring high-quality products that meet customer expectations while fostering job creation and sustainability. Additionally, products made in the U.S. offer our North American customers quicker lead times, thanks to our strong logistics network and elite fleet of Shaw truck drivers.”

With over 55 years of experience in U.S. manufacturing, the company continues to see immense value in producing many of its products domestically.

STONEPEAK
U.S. manufacturing facilities: Crossville, Tennessee
U.S.-made products: ceramic floor, ceramic slabs

“Manufacturing in the U.S. aligns with our core values of sustainability and innovation,” says Hector Narvaez, executive vice president of Stonepeak. “By producing locally, we significantly reduce our carbon footprint, enhance supply chain efficiency and provide faster lead times for our customers. Additionally, local production supports American jobs and allows us to meet stringent quality standards. Certain product lines, however, benefit from unique technologies and expertise available at our parent company’s facilities in Italy, enabling us to deliver the best of both worlds.”

In addition, the company considers design trends for end-user customers and produces locally the specific styles that might not be made in its European facilities.

The company’s Crossville plant utilizes locally sourced raw materials within 250 miles of the facility. Stonepeak’s parent company, the Iris Ceramica family of brands, has factories in Italy and Germany, as well, and only utilizes material made in these countries. “We are not sourcing material from country to country looking to exploit lower costs from developing countries,” says Narvaez.

SWISS KRONO USA
U.S. manufacturing facilities: Barnwell, South Carolina
U.S.-made products: private-label laminate flooring

Swiss Krono USA, part of Swiss Krono Global, manufactures product for key retail partners. Its capabilities offer flexibility to support category alternatives and sizes when it best makes sense. The Swiss Krono Group has different capabilities by site globally and leans on specific factories per customer, depending on the category they wish to pursue.

“We consistently monitor global events-such as economic shifts, geopolitical developments, and supply chain dynamics-to proactively adapt our production strategies,” says Neitzel. “Over the past 40 years, we have navigated significant change and challenges, making this approach an integral part of how we operate. By maintaining a strong global presence, we ensure the flexibility to adapt as needed, and we take pride in being a reliable partner for our customers, even when their needs change unexpectedly.”

Copyright 2025 Floor Focus 

Related Topics:Novalis Innovative Flooring, Engineered Floors, LLC, The International Surface Event (TISE), Mirage Floors, Mannington Mills, Interface, Stonepeak Ceramics, Crossville, Daltile, Mohawk Industries, CERAMICS OF ITALY, AHF Products, Shaw Industries Group, Inc.