Uncertainty is the new normal in the building materials distribution industry. From labor shortages and raw material volatility to supply chain disruptions and economic fluctuations, companies face mounting pressure to be resilient, responsive, and reliable—no matter what the market throws their way.
But in the rush to “be more resilient,” many businesses make costly mistakes that undercut their ability to adapt when it matters most. Resilience isn’t built overnight—or by accident. It requires thoughtful planning, investment, and alignment across people, process, and technology.
Here are the most common mistakes distributors make when trying to build operational resilience in uncertain times—and how to avoid them.
❌ 1. Confusing Resilience With Redundancy
The Mistake:
Stockpiling inventory or duplicating resources without a strategic plan.
Why It Fails:
Excess inventory can tie up working capital and increase carrying costs, while redundant processes add complexity—not agility.
What to Do Instead:
Focus on flexibility, not just backups
Use demand forecasting and safety stock modeling for critical SKUs
Streamline processes to adapt faster—not just build buffers
🧠 Resilience is about being agile—not bloated.
❌ 2. Relying on Single Points of Failure
The Mistake:
Over-dependence on one supplier, key employee, or system.
Why It Fails:
When one critical element fails, the entire operation stalls.
What to Do Instead:
Develop dual sourcing strategies for essential materials
Cross-train employees for role coverage
Invest in cloud-based systems with failover capabilities
🔗 A resilient business has no weak links.
❌ 3. Ignoring Frontline Insight
The Mistake:
Building plans from the top down without input from those closest to daily operations.
Why It Fails:
Leadership misses real-world friction points and fails to address practical gaps.
What to Do Instead:
Include warehouse, logistics, and sales teams in resilience planning
Set up feedback loops to capture real-time issues and suggestions
Pilot process changes before company-wide rollout
👷 Your best ideas often come from the loading dock—not the boardroom.
❌ 4. Focusing Only on Technology
The Mistake:
Investing heavily in tools without aligning people and processes.
Why It Fails:
Tech won’t help if teams aren’t trained or if processes don’t adapt alongside it.
What to Do Instead:
Combine training, process mapping, and system integration
Ensure end users understand why changes are happening
Use KPIs to measure adoption and outcomes—not just implementation
💻 Resilience is built by culture and capability—not just software.
❌ 5. Delaying Action Until After the Next Disruption
The Mistake:
Putting off planning because things are “stable—for now.”
Why It Fails:
When disruption hits, it’s too late to build resilience in real time.
What to Do Instead:
Conduct regular risk assessments and scenario planning
Identify vulnerabilities before they become emergencies
Invest in resilience as a competitive differentiator, not a reaction
⏳ You don’t rise to the occasion—you fall to the level of your preparedness.
❌ 6. Lacking Clear Ownership of Resilience Strategy
The Mistake:
Assuming “someone” is managing risk without clear roles or responsibilities.
Why It Fails:
Without ownership, no one is truly accountable—and gaps are missed.
What to Do Instead:
Assign a cross-functional resilience task force
Make resilience a recurring topic in leadership meetings
Align KPIs to risk mitigation and continuity planning
🎯 If resilience is everyone’s job, it ends up being no one’s priority.
❌ 7. Overlooking Supplier and Partner Readiness
The Mistake:
Focusing internally while assuming suppliers will “figure it out.”
Why It Fails:
A fragile supply base can disrupt your business—no matter how prepared you are.
What to Do Instead:
Conduct supplier risk assessments
Build relationships with multiple vendors across key categories
Collaborate on contingency plans and forecast sharing
🔄 Your resilience is only as strong as your supply chain.
✅ Conclusion: Resilience Comes From Avoiding the Wrong Moves as Much as Making the Right Ones
Operational resilience isn’t built in crisis—it’s built before it. And it’s as much about avoiding common mistakes as it is about making bold moves.
By steering clear of these pitfalls and approaching resilience as a strategic, cross-functional initiative, distributors can prepare not only to survive uncertain times—but to lead through them.
