For years, flooring manufacturers have been investing in U.S. production to improve speed to market, enhance quality control and better serve customers. As tariffs, supply chain disruptions and geopolitical tensions continue to reshape global trade, those long-term investments are providing an even greater competitive advantage.

Manufacturers continue to add capacity, modernize existing plants and open new facilities across the country. While domestic production isn’t replacing imports, it offers greater flexibility, more predictable lead times, improved inventory management and a measure of stability in an increasingly volatile global marketplace.

“Investing in U.S. manufacturing allows us to control our own destiny,” said Eric Ruppert, vice president of soft surface product development and marketing for Engineered Floors (EF). “U.S. manufacturing is the engine of our growth.”

Established U.S. manufacturers are building on decades of domestic production while companies historically known for importing products are investing in American manufacturing for the first time or significantly increasing their existing U.S. footprint. The paths may differ, but the objective is the same: strengthening domestic capabilities to better serve customers while positioning for long-term growth.

“Investing in U.S. manufacturing is a core strategic priority for CFL as the market navigates a globally volatile environment due to shifting geopolitical tensions, trade uncertainties and unpredictable ocean freight costs,” said Barron Frith, president, CFL North America. “It also opens up opportunities for us to meet consumer demand for domestically made products and meet requirements for programs like Build American, Buy American (BABA).”

The fact is, “in today’s increasingly unpredictable geopolitical environment, having a balanced domestic and global supply chain is simply good business,” said Greg Wrenn, vice president of product and brand for International Flooring Co. (IFC).

Manufacturing Legacy

Companies that have long manufactured in the U.S. are doubling down on their commitments to domestic production.

“Manufacturing has always been at the core of who Mohawk is,” said Jeff Meadows, chief commercial officer and president of residential sales and marketing. “As a manufacturer first, continuing to invest in our U.S. manufacturing footprint aligns with our long-term strategy, our culture and our commitment to delivering value for customers.”

Noted EF’s Ruppert, “I see every day how our domestic footprint allows us to pivot faster than the competition.”

For Shaw, “manufacturing in the U.S. enables us to develop talent, retain critical knowledge and continuously improve how products are designed, made and delivered,” said Herb Upton, senior vice president. “We employ thousands of U.S. manufacturing associates and are invested in developing the future workforce that will sustain and advance these capabilities over time.”

AHF Products has made domestic manufacturing the hallmark of its business, particularly with the Armstrong and Bruce brands. “It’s the legacy that we’ve been built on,” said Jennifer Zimmerman, chief commercial officer. “Our heritage goes back to the 1860s. It’s a heritage that we are really proud of and we want to continue.” In fact, about 80 percent of AHF’s products are made in the U.S. across the company’s 11 U.S. plants.

“Investing in U.S. manufacturing is a strategic priority because it is fundamental to who we are as a company,” said T.M. Nuckols, president, residential, The Dixie Group (TDG).

Domestic Expansion

For companies with a significant imported portfolio — whether based here in the U.S. or elsewhere — expanding their U.S. capacity enables them to strengthen both areas of the business.

“Domestic manufacturing strengthens [CFL’s] position through ‘onshoring innovation, moving away from standard commodity SPC to produce advanced, value- added products that cannot be easily replicated,” Frith explained. “Supply chain resilience is bolstered by sourcing most of our raw materials locally in the U.S., effectively mitigating the risks of global freight disruptions and tariff fluctuations. Quality and efficiency are maintained through high levels of automation and access to a specialized flooring workforce in the Dalton/ Calhoun area.”

CFL, in fact, has invested heavily in the region for all its products but also for its most innovative technologies, such as its digital print Dense Polymer Core, ultra- matte and pressed bevel products, and the company will continue to make further investments, Frith said. This is crucial as the company continues to bolster its relationships in the market, he explained.

“U.S. manufacturing provides distribution partners with significantly reduced lead times and faster replenishment cycles,” Frith continued. “Domestic production allows for robust stock programs that offer stable supply, helping partners manage their working capital and cash flow more efficiently by requiring less deep stock positions. Partners also benefit from the logistical ease of conducting product line reviews and on-site plant tours in Georgia rather than traveling to Asia. Furthermore, domestic manufacturing ensures access to BABA compliant products, which provides a distinct competitive edge in key government and infrastructure channels.”

CFL opened its plant in 2020 and has invested more than $200 million in the 1.4 million square foot facility. “Looking ahead, the U.S. facility will serve as the company’s innovation hub, dedicated to developing and manufacturing the most advanced rigid core products entirely within the U.S.,” Frith said.

For IFC, “We believe a resilient supply chain starts with diversification,” Wrenn said. “While we continue to leverage a global sourcing strategy, expanding our portfolio of U.S.-manufactured products has become an increasingly important part of that strategy. The global flooring industry has benefited from decades of manufacturing innovation around the world, but we’re seeing domestic capabilities advance rapidly in both technology and quality.”

Wrenn added that IFC has several motivations for its investments. “Beyond the strategic advantages, we believe strongly in supporting American manufacturing. Producing flooring here at home helps create jobs, strengthens local communities and provides our customers with another dependable sourcing option. In today’s increasingly unpredictable geopolitical environment, having a balanced domestic and global supply chain is simply good business.”

IFC is relaunching its Canyon Americas SPC collection as part of a broader investment in its Made in the U.S.A. portfolio. “Demand for domestically produced products continues to grow, particularly in the better and premium segments, and we’re committed to expanding those offerings,” Wrenn said.

One of the keys, according to Wrenn, is that the introduction will be the first domestically manufactured press-bevel collection on the market combining elevated aesthetics with the speed and reliability that domestic production can provide. “Our focus is to continue bringing differentiated products to market while giving our customers greater flexibility in how they source their flooring,” Wrenn said.

Wrenn shared that IFC will continue to explore ways to invest in U.S. manufacturing. “We see domestic manufacturing playing an increasingly important role in our long-term product strategy. As global markets become more dynamic and geopolitical uncertainty continues to shape supply chains, investing in a balanced sourcing strategy is essential.”

Broad Horizons

Companies continue to invest in domestic manufacturing, from physical plants to technology. “We have made significant investments in our domestic DLVT facility in Dalton to support our hard surface expansion,” EF’s Ruppert offered.

Mohawk has invested in numerous facilities, including its Thomasville, N.C. plant. “These investments are focused on increasing efficiency, improving responsiveness and ensuring we have the manufacturing capacity needed to support customer demand,” Meadows said. “U.S. manufacturing will remain a cornerstone of Mohawk’s long-term growth strategy. As a domestic manufacturer of flooring products, we view our manufacturing footprint as one of our greatest competitive strengths.”

Shaw is completing a $90 million investment that will more than double the resilient production capacity in its Ringgold, Ga. facility. “This builds on more than $160 million previously invested in the facility since 2019 and reflects our confidence in domestic resilient manufacturing as an important part of our overall platform,” Upton reported.

AHF’s most recent investment was the acquisition of a 328,000 square foot plant in Cartersville, Ga., which is being used to produce Armstrong Flooring rigid core as the company returns that brand to retail. The plant has a capacity to produce 200 million square feet of product. “We are really excited about what the capabilities are and being able to take our Armstrong legacy,” to market, Zimmerman said. “We’re going to be making a very large splash in the fall; if you think about it, one of the iconic American brands in American manufacturing will now be back at retail.”

“Domestic manufacturing gives us greater control over the entire process, from innovation and product development to quality and delivery, allowing us to created differentiated flooring solutions that meet evolving customer needs.” – Jeff Meadows, Mohawk

“Domestic production is important because it builds deep knowledge and expertise in the product categories we offer and allows us to invest directly in U.S. manufacturing jobs and skills.” – Herb Upton, Shaw

“We can rapidly adapt to design trends, maintain stringent quality control and drastically reduce our carbon footprint by keeping production close to the end consumer.” – Eric Ruppert, Engineered Floors

“The Dixie Group has built its reputation on design, innovation, quality and service, and domestic manufacturing allows us to maintain control over each of these areas.” – T.M. Nuckols, The Dixie Group

“Looking ahead, the U.S. facility will serve as the company’s innovation hub, dedicated to developing and manufacturing the most advanced rigid core products entirely within the United States.” – Barron Frith, CFL North America

“While we maintain rigorous quality standards across our entire product portfolio, domestic manufacturing offers meaningful operational advantages. Producing closer to our customers provides greater visibility into the manufacturing process, tighter quality control, and more consistent execution.” – Greg Wrenn, International Flooring Co.

“Our U.S. focus is very important. That is our strategy and we’ve built our supply chain around it.” – Jennifer Zimmerman, AHF Products

“We are a proud U.S. manufacturer of products and we enjoy those opportunities to make the product ourselves whenever it is possible to meet our goals.” – Al Boulogne, Mannington