Expert Q&A Addresses Jan/San Hurdles

The last couple years have been more challenging than most for professionals in jan/san. The pandemic highlighted how fragile the supply chain was, while also instantly amplifying the importance of cleaning. In the years since, delivery hiccups (trucking and shipping), tariff changes, government policy updates, and staffing instability are just some of the many challenges distributors have faced.  

Leaders have to tread lightly when encountering hurdles like this. They often come with pricing increases, which then result in careful customer service and substantial changes to business.  

To address how to best tackle changes in the industry, our editors at Sanitary Maintenance reached out to industry experts for feedback. We specifically asked: 
- What best practices do you recommend when responding to changing demands? 
- Can product pricing change during challenging times and how is this change determined? 
- What are your best practices for communicating inventory shortages and/or product alternatives to customers? 

 

As a leader, how do you respond to changing demands? 

GREGO — When the market shifts (supply shortages, price swings, or staffing gaps), we respond with agility and calm. We hold rapid strategy sessions, lean on strong supplier relationships, and stay flexible with sourcing and delivery. Being independently owned means we can pivot faster than large corporations. The goal is simple: anticipate problems, communicate early, and keep customers supplied even when the world goes sideways. 

MOODY — As the leader, I always assume some responsibility for any of the challenges that may come our way. I have a good team, and I think it is important to not micromanage the resolution of the issue, but to encourage your team to grow and learn from the challenge.  
I’ll provide a quick example: A couple of years ago, one of our chemical manufacturers who we have worked with for 30 years was acquired by a larger company that was disorganized through the process. Our order, which would normally take three weeks to produce and ship, was now at eight weeks without clear answers as to when we would get it into our building. Our manufacturer’s rep and others were frustrated that they couldn’t give us clearer answers. We learned to order the product with a longer lead time and we helped customers to get through the delay with other package sizes of the same product at our expense. 

SCHNERINGER — In my opinion, the key word during these challenging times is “communication.” The most important link in the communication chain is with the customer, helping to keep them appraised of the circumstances and managing expectations. There is also an important need for communication internally between the various teams, functions, and departments for the distributor so that everyone is aligned to take care of the customers’ needs. And finally, communication with your vendor suppliers. We all learned so much during the pandemic, and now through these subsequent supply chain challenges, that filling the vacuum of “no information” with actionable information and insights is key. 

ABIAAD — The nature of change and demand has always existed. What changed is the awareness on a global scale of it, and that helps develop a collaborative nature with the customer base, particularly if done in good faith, proactively, and with transparency. 

CARRIZALES — Once an issue hits my desk (price change, product availability, etc.), clear, concise, and timely communication to the sales force and to the customer is an absolute necessity. The more time that the end user has to review the information, the less of a crisis it is. For example, if a substitute item is needed, there are some procedures that likely need to happen. If the item is a different chemical, a safety data sheet review and potentially additional training will need to happen sooner than later. 

Does product pricing often change during these types of scenarios? How do you decide how to handle those? 

GREGO — Yes, pricing fluctuates when costs spike (raw materials, freight, or labor). Our rule is transparency and fairness—we never surprise customers and we explain the 'why' behind any increase. We first absorb what we can through efficiency, then adjust if necessary to stay viable. Every price decision is weighed against long-term trust, not just short-term margin. 

MOODY — Product pricing and availability certainly changed as we were coming out of COVID in 2021 and early 2022, but product pricing has seemed to stabilize over the past few years. Many of our other costs have gone up, like the costs of warehouse space, health insurance, and other team benefits. We have had to carefully and respectfully raise our prices while remaining competitive and bringing our value. 

SCHNERINGER — Yes, price and availability of products changes during these challenging times, and communication is key with all primary stakeholders: customers, distributor, and vendors. 

ABIAAD — Prices always fluctuate, and this triggers an opportunity for a closer look at new ideas and introduction of new products. 

What are your best practices for communicating inventory shortages and/or product alternatives to customers? 

ABIAAD — You need to be ahead of the public narrative and have a proactive approach for your customers with alternatives and choices. 

CARRIZALES — We learned during the pandemic that quick, concise communication is a necessity. With ongoing supply chain disruptions, the customer has a better understanding of what it takes to get a product from the manufacturer to their dock. Honesty is the best policy when notifying the customer. 

SCHNERINGER — It is very important to try to overcommunicate. Transparency and trust are key. Being able to deliver what may be received as “bad news” with transparency helps to build trust, especially if you are working hard to cover all the necessary bases and unearth potential alternative options. 

GREGO — We believe bad news should travel fast and with solutions attached. If an item is delayed, customers hear from us immediately along with vetted alternatives. We’d rather overcommunicate than leave them guessing. Transparency earns loyalty, and most clients appreciate honesty over silence. 

MOODY — We are very transparent with our team and with our customers. We view our customers as partners, but ones where we put their needs first and ahead of ours. Because they know this about us, most challenges are easy to navigate. The same applies to our team members. We follow the “Golden Rule” in the way that we treat each other. 

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Responding to Challenging Times Impacts Cleaning Staff and Future Business