As it was for the entire world, 2021 was a shocking year for the construction industry. Prices for critical building materials like lumber, steel, gypsum board, wire, windows, appliances and lighting reached stratospheric heights. Lumber prices, for example, tripled in four months. Supply chains slowed, creating significant project delays. Nine of every 10 builders reported that materials and labour shortages severely taxed their businesses. 

What will 2022 bring for builders and companies like Paul Davis? Leslie Anderson, Paul Davis Vice President of Training, reflected on 2021 and this year, providing reassurance for customers and partners.

Q: How have the construction industry issues impacted Paul Davis?

LA: Fortunately, Paul Davis is adept at forecasting and planning – our experts always look ahead, continuously researching what the future brings, adjusting our business paradigm and processes to accommodate new situations. It’s what we do, after all, expecting the unexpected and responding to it with steady, dependable, smart actions. As it did for any company, last year brought challenges but our company is stronger than ever. Even in 2021, we continued to not only help all customers who needed assistance but to innovate as well.

Q: How is Paul Davis handling supply chain delays?

LA: Strong, long-term, efficient partnerships nurtured over many years are key to managing supply chain delays. When that supplier receives its long-awaited delivery, which company’s orders came in first and will be fulfilled first? When you build partnerships that are truly equal and designed for mutual success, you can depend on those ties in difficult times. Again, supply chain issues are very familiar to us and part of our everyday work: when a hurricane strikes and an entire community needs rebuilding, supply chain challenges are a given and we have processes in place to surmount them. Our continent-wide network is also very helpful, giving us buying power and flexibility to share if needed.

Q: How has the company responded to labour shortages?

LA: We believe – and our employees second this – that people want more than a paycheck. They seek a supportive, effective team doing important, meaningful work that makes differences in people’s lives and leaves the world a better place. They gravitate toward our company because of our deep culture of service and community involvement. Read our Difference Makers stories to see this in action. Join us if these people sound like you!

Q: How does Paul Davis handle increased energy costs?
LA: Again, it comes back to forecasting. A multitude of business indicators pointed to energy cost increases, so our management teams weren’t surprised to see prices climb. This is where innovation helps also. For instance, using technology to “travel” to a site or drones to survey to expedite visits reducing our energy costs. Our company is always looking for ways to save energy, even when prices are stable, because it’s good business practise, keeps our services competitive and protects the environment.