Made in China

BY Kate Fazzini

The recent Mattel toy recall dramatically exposes the high stakes of retail and poses questions to executives at all levels of supply chain management.

First, there is the issue of children’s toys colored with lead-based paint, which has been banned—and has been the source of heavy litigation—in the United States for the past 30 years. Then, the news reports that Cheung Shu-hung, co-owner of toy manufacturer Lee Der Industrial, hanged himself in his Shenzhen-based warehouse. Lee Der had been held responsible for exporting many of the tainted toys, and just days prior to Shu-hung’s suicide, the company had been temporarily banned from exporting products.

The toy problems flared after a string of Chinese-product recalls in the home channel.

Earlier this month, 140,000 wood blinds manufactured in China and sold at Lowe’s stores were recalled for repair because of a strangulation hazard. In May, Lowe’s had another China-made product cited by the Consumer Products Safety Commission—36,500 “Perfect Flame” four-burner gas grills were recalled because of a missing hose that posed a risk of fire and burn injuries. No injuries were reported in either case.

Earlier this year, Pier 1 recalled 180,000 items from a decorative glassware collection that were made in China and posed a laceration hazard because they cracked or broke too easily. Similarly, Home Depot this year recalled 9,500 children’s accent lamps because of a reported laceration hazard—the lamps, manufactured in China, also broke too easily. Black & Decker recalled 420,000 branded coffee makers in 2006, 200,000 Lowe’s GardenPlus Industrial Garden Carts were recalled in 2004 and a whopping 2.2 million oscillating fans were recalled by Home Depot, also in 2004. All were made in China.

Of course, there have been plenty of recalls from products made in the United States, Mexico, South Korea, Eastern Europe and other locales. But given that 40 percent of all consumer goods in the United States are manufactured in China, problems there will be magnified, and more scrutiny will be placed there when quality controls fail.

“You’ve seen an evolution in the way retailers treat offshore sources, in terms of integrating them into their business models,” said Jeff Pluto, managing director of Stout Risius Ross Asia (SRR), a retail and manufacturing operational advisory firm. “Those relationships have become very integrated.”

With such a long supply chain in manufacturing products in China, companies are learning the value of setting up fail-safes at every step.

“The problem isn’t always with the manufacturer specifically, but maybe one of the sub-suppliers had changed where they were getting raw material from,” Pluto explained. “A lot of issues are occurring now through the supply chain. Having that transparency at every level is key to avoiding problems.”

Pluto said retailers and manufacturers must examine all intangible costs associated with developing and managing an effective supply chain when making products in China. “That really is what I think more and more U.S. businesses are doing—examining what’s the associated risk and cost. They have to ask whether they’ll say, ‘Alright, I’m going to have some people on the ground there who are going to manage the entire supply chain, and their goal is to mitigate these risks.’”

Mitigating “risk,” in the case of product recalls, can be a gray area. There are, of course, financial risks, but also risks to the brand name and the most important risk of actually harming consumers. One way of ascertaining whether a plant or manufacturer is at greater risk for producing a defective product, Pluto said, is to view the subject’s workload.

“A very good barometer for companies that are buying offshore…is to know whether within that supplier there has been a significant increase in volume. That’s one of the greatest risks in poor quality, because they either don’t have enough capacity to do it and they outsource, or they shift it from one manufacturing facility to another,” he said.

Home Depot has a team of 180 associates in China for the purpose of identifying suppliers that meet federal and individual state product regulations, as well as the company’s own quality standards, according to a statement issued to HCN by the retailer.

“All China factories and direct import products go through numerous toll gates during new product development and product evaluation,” the statement said. “We have also added these controls to domestically sourced, branded product.”

Home Depot implements numerous controls, including audits and factory quality testing, pre-purchase testing, in-process product reviews, pre-shipment inspections, post purchase testing and others.

Such measures are invaluable if they mean avoiding a public relations calamity, such as the one that now faces Mattel. The trade-off is difficult, however, in light of one factor exemplified in the above-mentioned recalled items—all of them share, other than being manufactured in China, the distinction of being lower priced compared to other similar products in the marketplace.

“That is a bottom line, the demand in this country that we create for products that are as cheap as possible,” said Vin Coluccio, a lead risk management expert with TRC Cos. Coluccio lectures on foreign sources of lead exposure at the Lead Poisoning Prevention Training Center at the Centers for Disease Control and Prevention in Atlanta.

Coluccio said lead paint has slipped into the supply chain at several points, from cheap, typically Chinese-made jewelry found in vending machines to folk pottery, made in Mexico and glazed with lead.

“[Lead paint] is durable. It provides a brilliant color,” he said. “It’s smooth. It’s easy to use. And it’s the cheapest alternative product they can use” to satisfy the demands of American consumers.

Coluccio said some major big-box retailers have done an exemplary job of setting up a transparent supply chain for their house-brand goods manufactured in China. Smart companies employ in-house quality personnel who examine all aspects of the supply chain, he said.

“They don’t trust anybody to verify that the product they’re importing is safe,” he explained. “They have the resources to have their own representatives in these developing countries and actually monitor the facilities where these products are being made. They go as far back to the manufacturer of the paint used in the product.”

Whether consumers will, because of the negative press Mattel and other companies have received, curb their enthusiasm for inexpensive Chinese-made products remains to be seen. While most manufacturers understand the need to create a contract by which costs of a recall would be passed back to an at-fault supplier, Pluto noted that necessary quality controls will always lead to higher charges.

“It certainly tacks on costs. But manufacturers must be able to build costs into their business models when developing these other suppliers,” Pluto said.

In the immediate future, it’s clear that avoiding recalls will be an even more sensitive issue than in the past, particularly when it comes to China-made goods. Quality controls likely will become a matter of ever-increasing high stakes in terms of overseas investment and brand recognition.

That’s not to mention the personal consequences that exist for the people involved in a recall. Prior to his death, Cheung Shu-hung maintained the lead paint used on Mattel toys came from Lee Der’s paint supplier, the owner of which was one of Shu-hung’s best friends, according to local news reports. Chinese officials and Mattel executives continue to investigate the source of the lead paint contamination.


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How much credit should be given to the co-op business model for the success of the independent hardware and building supply dealer over the last half century?

Mansfield named chairman at Valspar


Minneapolis-based paint and coatings company Valspar has named current president and CEO William Mansfield as chairman of the company’s board of directors, effective immediately.

Mansfield succeeds Thomas McBurney, who has served as chairman for the past two years. McBurney will remain chair of the board’s governance committee and lead director.

Mansfield, 59, joined Valspar in 1984. After working in lead roles at most of Valspar’s businesses, he was named COO in April 2004. He has served as president and CEO since February 2005.

Mansfield holds a B.S. degree in engineering from Drexel University and an M.B.A. from Lehigh University.


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How much credit should be given to the co-op business model for the success of the independent hardware and building supply dealer over the last half century?

Top 350 pro dealers cope in a difficult housing market


When the Chinese Year of the Dog came to an end on Feb. 17, 2007, some pro dealers looked at their 2006 sales figures and saw an apt comparison. Sagging lumber prices and dwindling housing starts had a negative effect on many dealers’ revenues. But overall pro sales for the industry’s top 350 players, according to HCN’s annual survey, grew by 9.0 percent, to $55.98 billion. View the top 350.

Although some dealers posted double-digit declines, others were able to break even or grow their business through the downturn. Of the 350 dealers on the list, 119 reported revenue increases, 77 experienced declines and 154 companies are listed with flat sales.

In terms of rankings, Pro-Build, Stock Building Supply, 84 Lumber, BMHC and ABC Supply still occupy the first five positions among lumber and building material dealers. Several of the Big Five continued making acquisitions through 2006, which helped boost their revenues. Altogether, they accounted for 35 percent of the Top 350 sales.

One of the businesses acquired was Rowley Building Products, a 10-unit chain of lumberyards in New York’s Hudson Valley. Rowley’s owners decided to join Strober, a division of Pro-Build, when they noticed national builders moving into the area. But by the time the deal was finished, in July 2006, single-family permits in the New York, New Jersey region were on track for their weakest year since 1996.

“[Strober] has been around awhile, and they understand the cyclical nature of the business,” co-owner Brian Rivenburgh told HCN at the time.

Most of the pro dealers on the Top 350 list have been through housing downturns before, the last one beginning in 1995 and lasting three years. But this downturn is different, with production builders pulling back on the reins quicker than anyone can remember.

“Literally, in early July, it was just as though somebody turned off the faucet,” said Builders FirstSource CEO Floyd Sherman, speaking to a group of analysts last October.

Builders FirstSource showed a decline of 4.2 percent in sales last year, despite expanded manufacturing capacity in Greenville, S.C.; a new lumberyard in Lake City, Fla.; and an acquisition, Freeport Lumber, in the Florida Panhandle.

Florida dealers listed on HCN’s Top 350 scorecard showed a pattern of similar results, with 14 out of 18 companies reporting sales that were flat or down for the year. But the story behind the numbers is one of robust sales in the first half of 2006 followed by steady declines in the last two quarters.

“By the end of the year, many of our dealers had [experienced] a solid year,” explained Bill Tucker, president of the Florida Building Material Association.

Of course, 2007 is another story. “It continues to fall off the roof,” Tucker said. “I’ve spoken to dealers whose sales are off by 40 to 50 percent.”

One of the bright spots on the building landscape — commercial construction — is doing well in Florida, according to Tucker. Dealers across the country are turning in similar reports. O.C. Cluss, a nine-unit pro dealer based in Uniontown, Pa., acquired an Ohio truss manufacturer last year that makes, among other products, steel trusses used in commercial construction. Other Cluss acquisitions in the past two years include a glazing operation and a wholesale plumbing supply company, both of which serve the light commercial market.

O.C. Cluss reported a 30 percent rise in sales in 2006, from $85 million to $110 million.

Even the big guys, the ones who grew more muscle during the production home cycle boom, are turning toward commercial work now that times are lean. BMHC’s construction services division is “pursuing limited commercial construction work where it makes good business sense to do so,” according to SelectBuild president and CEO Mike Mahre.

Although the first half of 2006 was a busy time for acquisitions, M&A activity tapered off toward the end of the year as the outlook grew dim. Stock Building Supply announced employee layoffs in June and November, and the other major LBM players quietly reduced their work forces. Pro dealers who had relied on tract home builders for revenue began looking at multi-family housing, the remodeling contractor, and in some cases, the consumer.

Chip Mortimer, president of Mortimer Lumber in Port Huron, Mich., served home builders from his four locations in southeastern Michigan during the boom days. But with single-family building permits in the Detroit metropolitan area down by 44 percent this year, Mortimer calls his housing market “the worst place to be right now.”

Yet business is holding steady at this $25 million chain, which has shifted its customer mix by redirecting advertising dollars and beefing up its kitchen cabinet and decking division. “We never abandoned our remodelers and our consumers, so business is still strong,” Mortimer said. “The customer count and the transactions are just different.”

Dealers also turned to multi-family housing as single-family starts dried up. Although the condo market has weakened considerably, there are still pockets of intense multi-family building activity in some urban centers. Condo and apartment projects are going up all over downtown Seattle and Bellevue, Wash., some with commercial mixed in, all fed by the job growth in those cities.

In San Jose, Calif., ORCO Construction Supply store manager Mark Tabaldi said his sales figures are running 12 percent to 15 percent higher than last year’s. He attributes the growth to commercial and multi-family construction in the Bay Area.

“Everybody is going up,” Tabaldi said, referring to high-rise residential projects like those being built next to a Bart station near ORCO’s corporate headquarters in Livermore, Calif. “There’s a lot more hardware in these kind of projects, and the order is always pretty big,” he explained. Threaded rods that go between the floors of an apartment building — commonly known as a “hold down system” — can add up to $50,000 for a large project, according to Tabaldi, who isn’t mourning the slowdown in single-family construction.

For more on the Top 350 pro dealers, read the Aug. 27 issue of Home Channel News. 


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How much credit should be given to the co-op business model for the success of the independent hardware and building supply dealer over the last half century?