SUPPLY CHAIN
Tariffs and reshoring could ultimately strengthen the US supply chain or potentially create new cost and competitiveness challenges.
equipment, specialised components and field service capacity. “Two of the main challenges are rising steel prices and extended delivery times,” adds Robledo. “Transportation costs have also increased significantly.” Standard hoists, crane kits, electrification
products and routine mechanical parts are once again generally easier to obtain, but large- capacity, heavy duty, automated or application- specific cranes can still carry extended and uncertain schedules, particularly if they require custom controls, special gearboxes, redundant braking, hazardous environment components or extensive engineering. Compared with the height of the pandemic disruption, companies are seeing several improvements. “On the positive side,” agrees Robledo, “supply chain visibility and planning have improved compared to a few years ago, allowing manufacturers and customers to better anticipate potential disruptions.” For example, general material and freight availability is better. Structural steel, wire rope, chain, standard motors and many routine mechanical components are no longer experiencing the previous universal shortages. International transportation is also generally more dependable, allowing suppliers to quote schedules with greater confidence. Lead times for electronic components have also moderated. Variable-frequency drives, contactors, PLC hardware and radio-control components are more available than during the worst semiconductor shortages, though they are far from risk-free. Suppliers are also providing better visibility. Crane manufacturers
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and distributors are checking critical components earlier, reserving production capacity and communicating exceptions before fabrication begins. Major customers are also ordering earlier and releasing long-lead components before the full crane design is complete. More inventory is now being held locally. Manufacturers, distributors and end users have increased stocks of brakes, wheels, controls, wire rope and other critical parts. Nevertheless, many challenges remain. The principal concern is whether every element of a complete, commissioned system will arrive when required. Engineered-project capacity remains tight. Custom cranes require design work, drawings, approvals, fabrication, controls integration, testing, transportation and installation. A delay at any stage can move the commissioning date. Demand also remains substantial. Columbus McKinnon, for example, reported record orders in its 2025 fiscal year, plus a 15% increase in backlog, noting that project-related business carries longer delivery timeframes. Konecranes likewise ended 2025 with an orderbook of almost €3bn.
Breaking through the bottlenecks In meeting demand, skilled labour is often the real bottleneck for many suppliers. Experienced crane engineers, certified welders, control panel builders, electricians, installers, inspectors and service technicians remain difficult to recruit. Consequently, having the equipment physically delivered does not always mean a supplier can install and commission it within the required shutdown window.
Price volatility can also be a challenging
factor, due in part to the uncertainty around the price and availability of steel, aluminium, copper, motors and electronic components. Tariffs and changing trade policy add another layer of risk because even a crane fabricated in the US may contain imported drives, controls, motors or subcomponents. “We have responded through a combination of increased local sourcing and price adjustments,” says Robledo. “In many cases, there was simply no other way to fully absorb the impact of tariffs. The industry has had to become more flexible and proactive in managing sourcing strategies.” The supplier base is still globally interdependent, and even though a product might bear the ‘Made in America’ stamp, there is no guarantee that every component has a US source. These factors do not affect all user groups in the same way. A steel producer such as Nucor, for example, might be particularly sensitive to severe-duty crane availability and repair support. Such companies are more likely to stock wheels, brakes, motors, ropes and control hardware on site and to insist on redundant or readily interchangeable components. Automotive users such as GM, however, are likely to see better availability of standardised hoists, workstation cranes and ergonomic lifting devices, but still face schedule risk where cranes must be integrated into automated production lines during fixed plant shutdowns. For the likes of Boeing, RTX and GE
Aerospace, qualification and documentation can be as important as physical availability.
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