How Supply Chain Disruptions Affect Construction Timelines and How to Plan Around Them
Supply chain disruptions don’t stop construction projects, but they can significantly slow them down. On a multi-family build, a delay in materials is a delay in revenue.
The contractors who weather supply disruptions best are the ones who plan, maintain strong supplier relationships, and source through partners with real purchasing power. Here's what that looks like in practice.
Which Materials Are Most Vulnerable to Supply Disruptions?
Some materials are more vulnerable to supply chain disruptions than others.
Right now, there isn’t much out of the ordinary about lead times, says Doug Stuckey, the chief operating officer of Miller’s Building Supply. But since oil prices are currently higher than normal, he expects delays in products like shingles and siding, which are oil-based.
Engineered lumber and LVL products face risks from manufacturing concentration, where production depends on a single region or a limited number of facilities. For drywall, availability can tighten when regional plant capacity can’t keep pace with demand spikes. Insulation products rely heavily on petrochemical supply chain dependencies, which supply many of the raw materials used in production.
For windows and doors, especially custom or special-order items, manufacturing and shipping complexity drives longer lead times. Steel framing can also face delays and price volatility because of changing import conditions and tariffs.
When Miller’s works with contractors on large projects, they help them identify which items need to be flagged as long-lead early in the planning process.
“Special order items do take longer to receive, and we will communicate up front on estimates we provide to say this item has a longer lead time,” Stuckey says. “For example, we may say this item has a 6- to 8-week lead time. We often will communicate this right on the written estimate.”
How Have Lead Times Changed and What Should Contractors Plan For?
Since the COVID-19 pandemic, lead times on key product categories have continued to improve as production ramps up, Stuckey says. While contractors might not be facing the same widespread shortages and delays, procurement planning is still a critical part of a successful project.
The biggest shift has been the return from lead times measured in months to lead times measured in weeks for many products. However, that doesn't mean contractors can afford to wait until groundbreaking to start procurement conversations. Stuckey and the Miller’s team always encourage setting realistic timelines.
For residential construction, contractors with projects breaking ground in 60 to 90 days are generally in a good position if they begin planning now. Multi-family projects are a different story. While some multi-family projects can work within a 60- to 90-day window, most developers plan and procure 6-12 months in advance.
The Miller’s team does work backwards from when prefabricated wall panels are projected to be on the jobsite for framers to start construction.
“It takes 8 weeks for drawing submittals from the panel plant to be reviewed by the engineer and approved,” Stuckey says. “Typically, revisions are made during the 8 weeks. So, if framing is needed to start on June 1st, then a contract and submittals need to be signed and started no later than April 1st.”
Who you source through plays a significant role in how well those timelines hold up.
What’s the Difference Between Sourcing Through a Co-op vs. a National Retailer?
A local co-op lumberyard can outperform a national chain during material shortages because it combines cooperative buying power with local decision-making and supplier relationships. Miller’s is part of the Lumbermen’s Merchandising Corporation (LMC), a lumber cooperative with more than 350 members across the United States.
“When you combine all the members and locations, LMC dealers together become one of the largest lumber suppliers in the nation,” he says. “This gives LMC dealers greater buying power, and in turn, we are looked at like a large player versus a small independent lumber yard.”
That buying power also translates to stronger supplier relationships, and relationship continuity is where local yards tend to separate themselves from national chains.
“Big-box chains have their place in the construction world, but too often it comes down to the independent lumberyards doing a better job communicating and gaining trust through continuous relationships,” Stuckey says. “Independent lumber yards tend to have less turnover than the big-box stores.”
Miller's also provides special ordering capabilities for products outside of its standard inventory, allowing contractors to source specialty items, project-specific materials, and non-stock products without coordinating with multiple suppliers.
How Do You Build a Material Procurement Timeline That Protects Your Schedule?
Successful material procurement starts with understanding that every project phase has different material requirements and lead times. Rather than ordering everything at once, contractors should build procurement schedules around key milestones and work backward from when materials will actually be needed on-site.
"The most common planning mistake is simply not taking the time to plan your construction schedule adequately,” Stuckey says. “Too many times, we see a construction site slow down because items weren't ordered in time. The cost all depends on how long a mistake can hold up a job. That's dependent on the scale and complexity of the job."
For example, framing packages often need to be finalized much earlier in the construction process than finishing materials. Lumber, engineered wood products, wall panels, and trusses are tied directly to the project's structural schedule, while contractors can order doors, trim, hardware, and specialty finishes closer to their installation dates. Using this approach prevents unnecessary inventory carrying costs.
Don’t forget to build in buffer time, too. Even though lead times have improved significantly in recent years, unexpected delays can still pop up. Building flexibility into your schedule lets you absorb changes without disrupting the project timeline.
“Multi-family projects are different than a home build,” Stuckey says. “Contracts are signed for multi-family lumber packages, which means there’s a guaranteed price. The contractor is guaranteed that the lumber package will not go over a specified dollar amount. So, over-buying does not become a factor. The contractor will have exactly what they need, no more or no less.”
Accurate material takeoff data plays a major role in this process. A material takeoff is a complete, itemized list of every building material needed to complete a construction project — derived from the plans, specs, and scope — used to purchase the right materials in the right quantities at the right time. The earlier contractors complete an accurate takeoff, the sooner they and their suppliers can identify long-lead items, coordinate deliveries, and develop a realistic ordering schedule.
“Communication between us, the supplier, and contractors happens weekly, and sometimes daily, depending on what phase of the project is in,” Stuckey says. “During the preconstruction phase it’s daily and is done mostly by email with many people involved. During the construction phase it can be daily and is at least once a week and is done by email.”
Email is the preferred communication method for most project teams, giving both contractors and suppliers a written record to reference throughout the build.
What Happens When Materials Are Delayed Mid-Project?
When a material is delayed mid-project and a substitution comes up, it’s important to have the change reviewed and approved by the appropriate project stakeholders before moving forward. While proper planning can help minimize these situations, contractors may still need to substitute materials due to design changes, owner requests, or material availability issues. Taking the time to evaluate the alternative against project specifications and code requirements helps contractors avoid costly mistakes, delays, and performance issues later in the project.
“If this happens, then the best advice is to make sure change orders are managed carefully,” Stuckey says. “Take time and make sure the changes are correct, or it will only slow down the process more.”
From there, contractors should determine the right path forward — whether that means escalating the issue within their existing supplier relationship to explore alternatives or lead-time solutions, or sourcing from a secondary vendor when timelines or availability cannot be met. Good supplier relationships often make it easier to escalate quickly and uncover options that may not be available through transactional purchasing channels alone.
“This industry has and will always rely on strong relationships. A strong relationship keeps the job moving quickly because the supplier and contractor know each other’s strengths and weaknesses,” Stuckey says. “When you have a one-time buyer, you get to know each other during the building, which can create hiccups along the way.”
Clear, proactive communication is also essential during delays. Contractors should keep clients, project managers, and subcontractors informed as soon as potential impacts are identified, along with updated timelines and any approved substitutions. This helps maintain trust on the jobsite and allows downstream trades to adjust their scheduling accordingly, reducing the risk of compounding delays.
If you’re planning a multi-family project or preparing for your next build, connect with Miller’s early in the process by calling 574-534-3973 or stopping by 1819 East Monroe Street in Goshen. Our team can help you build a smarter procurement strategy and keep your job moving forward.