- Home
- News
-
Made in America: Why American manufacturing matters now more than ever – Feb 2026
By Meg Scarbrough
As the United States marks its 250th anniversary, the flooring industry’s relationship with domestic manufacturing is being tested-and, in many cases, clarified. “Made in America” still carries symbolic weight, but in today’s market, it increasingly reflects a series of operational decisions shaped by supply-chain volatility, trade policy uncertainty, workforce dynamics and the need for tighter control over production.
Over the past year, those pressures have forced manufacturers to examine not just where products are made, but why. For some, that has meant doubling down on longstanding U.S. operations. For others, it has involved targeted investments, portfolio segmentation or a more precise strategy around what domestic manufacturing is best suited to deliver.
TARIFFS, UNCERTAINTY AND THE SEARCH FOR CERTAINTY
Tariff policy-both enacted and anticipated-has played a central role in reopening conversations around domestic production. Even when outcomes remain fluid, the uncertainty itself has altered behavior across the supply chain, pushing manufacturers and customers alike to prioritize predictability.
For companies with an established North American footprint, that uncertainty has often reinforced existing strategies rather than forcing abrupt change. Dal-Tile’s broad domestic presence has provided flexibility without requiring a fundamental reset. “We have the flexibility to bring product in or out depending on what’s going on in the economic world,” says Scott Maslowski, executive vice president of sales and operations, adding that the company has not made “any sort of significant overhaul as we’re pretty well balanced in North America, where most of our products are produced.”
Others described tariffs less as a turning point than as a stress test-validating strategies already in place. That was the case at Novalis Innovative Flooring, where recent trade disruption confirmed the value of diversification. “Trade policy volatility and global supply chain disruptions didn’t fundamentally change our strategy-they reinforced it,” says Kimberly Hill, vice president of product and marketing. “Rather than making abrupt moves in response to tariffs or geopolitical changes, we’ve focused on resilience, optionality and disciplined planning.”
Across interviews, the impact of tariffs surfaced most clearly in how customers assess risk. Bentley Mills has seen increased attention to origin not as a branding preference but as a project safeguard. “Customers are more aware of where products are made than ever before,” says Catherine Prossen, vice president of business development. “Due to the critical nature of construction schedules, the reliability of specifying products that are made in the USA helps ensure projects stay on schedule.”
That emphasis on reliability-and the consequences of missing it-came up repeatedly, underscoring how manufacturing decisions now intersect directly with execution risk.
ANCHORING PRODUCTION CLOSER TO THE MARKET
Rather than framing the conversation strictly around reshoring, many manufacturers described a broader effort to anchor production closer to demand-particularly for products where lead times, customization and replenishment speed matter most. In that context, tariffs and global disruption have often served less as a catalyst for change than as confirmation of direction.
For Interface, proximity has long been a guiding principle. “If anything, these ongoing challenges have reinforced our strategy to produce products as close to the customer as possible,” says Bill Blackorby, vice president and chief supply chain officer. “By building localized supply chains around our manufacturing sites-whether in the U.S. or Europe-we’ve been able to minimize risk and respond quickly to disruptions.”
That logic extends beyond risk mitigation to how portfolios are structured. Atlas Concorde USA describes domestic manufacturing as a way to de-risk schedules without sacrificing design breadth. “After multiple years of geopolitical shocks, freight volatility and shifting tariff policy, buyers are prioritizing reliable dates and fewer surprises over marginal savings,” says CEO Federico Pifferi. “In short, certainty has become a deciding attribute, and domestic production is one way the market tries to de-risk schedules without narrowing design choice.”
Similar segmentation has taken shape elsewhere, with domestic and imported products playing distinct roles. “U.S.-made products anchor the mid to high end of the assortment, where customers value consistent quality, faster lead times and advanced performance,” says Alan Smith, MSI’s director of business development, “while imported products allow us to serve opening and value-driven segments at scale.”
That emphasis on proximity and agility also surfaced at Shaw, where domestic production supports both speed and resilience across categories. “U.S.-based production enables greater market agility, allowing us to navigate uncertainty, maintain reliability for our customers and strengthen long-term supply chain stability,” says Herb Upton, senior vice president of manufacturing. “Being closer to our end-markets also strengthens collaboration between product development and manufacturing, allowing us to respond rapidly to evolving trends.”
SPEED TO MARKET-AND SPEED TO TREND
Beyond supply reliability, manufacturers consistently pointed to speed to market as one of the most tangible advantages of domestic production. In some cases, that speed is measured not just in logistics but also in design responsiveness.
Producing closer to end markets eliminates transportation lag and allows faster response to demand shifts. Dal-Tile’s Maslowski notes that domestic production “takes all the transportation time out of product getting into the marketplace,” while also enabling “quick turnaround in regards to product demand or product outages.”
Several executives emphasized a more nuanced benefit: the ability to react to changing trends without carrying excess inventory. At AHF Products, chief commercial officer Jennifer Zimmerman describes how domestic manufacturing gives customers room to adjust. “One of our customers came to us a week or so ago and added a new twist on why Made in America was so important for them,” she says. It centered on the ability to respond quickly to changing trends without being overcommitted to inventory tied to styles or SKUs that fail to gain traction.
That flexibility extends directly to color and design cycles. “It gives people the ability to react faster on color trends, because you can get something to market so much faster, and you don’t have to have an overabundance of inventory that you’re liquidating,” Zimmerman adds.
In a market where retailers remain cautious about working capital, that discipline carries weight. “Customers want a lot more certainty in their product,” she says. “It not only helps them with the working capital…they don’t buy six months of supply.”
That desire for control also surfaced in discussions around vertical integration. At Mohawk Industries, domestic manufacturing is closely tied to innovation strategy. “We are incredibly vertically integrated, which means we have control over every step of the process, from production to distribution,” said David Moore, vice president of product management. “By controlling all these aspects internally, we can drive real, customer-valued innovation that effectively solves their problems.”
AUTOMATION AND ADVANCED MANUFACTURING NARROW THE GAP
Labor availability and cost remain persistent challenges, but many manufacturers pointed to automation and advanced manufacturing as key enablers of domestic competitiveness-particularly in higher-value categories.
Interface described recent investments as transformational rather than incremental. “We’ve just completed a major investment cycle in automation and robotics at our Georgia facility,” Blackorby says. “It’s about more than efficiency-it’s about smarter scheduling, better use of raw materials and faster response to customer orders.”
Similar gains were cited in tile manufacturing. Panariagroup USA highlighted the role of advanced technology in strengthening domestic output. “Thanks to recent investments in polishing lines, DryFix systems and large-format capabilities, we can meet sophisticated customer demands with greater speed, consistency and flexibility,” says CEO Leonardo Pesce. “The majority of our business now comes from U.S. production.”
CFL echoed that sentiment, noting that advanced equipment is essential to moving U.S. manufacturing beyond entry-level offerings. “That’s why CFL has focused on investing in onshoring our most innovative production by bringing in higher-grade manufacturing equipment, such as digital print and embossing machinery,” the company said, “and other methods for producing our top-of-the-pyramid products.”
WHERE DOMESTIC MANUFACTURING STILL STRAINS
Despite renewed momentum, executives were candid about the limits of U.S. manufacturing.
Labor remains a significant constraint. “As our aging workforce begins to retire, we do not have enough new skilled labor to fill the gaps,” Prossen says.
Interface notes that “regulatory complexity is also increasing, especially as states adopt their own requirements,” while leaders at Mannington Mills observe that “labor, raw materials and regulations are market dependent but can definitely be a barrier to entry.”
Several manufacturers stressed that domestic production is not universally competitive across all price points. MSI’s Smith acknowledges that “domestic production can be more challenging to compete at the lowest opening price points,” while Mannington notes that in a soft market, “the U.S. consumer seems to be more focused on value in the product ahead of whether it is produced stateside.”
DEMAND FOR MADE IN AMERICA-EVOLVING, NOT ABSOLUTE
Interest in U.S.-made products has grown, but manufacturers were careful to distinguish preference from priority.
Sajal Patel, chief marketing officer at Nox, describes demand as pragmatic rather than ideological. “We’re seeing continued interest in U.S.-manufactured flooring…largely driven by the value of more predictable supply, shorter lead times and greater schedule certainty,” he says, adding that domestic products “continue to complement imported offerings by providing added flexibility based on project requirements, rather than serving as a replacement.”
Design professionals, in particular, are asking more targeted questions. Bentley Mills’ Prossen notes that “designers are often asking about domestic production when working on federally funded projects since that is a project requirement,” while Pifferi says that inquiries, now center on “lead-time reliability, back-order risk, and what happens if lanes tighten again.” In that context, made in America has become less about symbolism and more about execution. As Pifferi summarizes, “The ask is simple: certainty.”
A STRATEGY, NOT A SLOGAN
Taken together, the conversations point to domestic manufacturing as a strategic lever rather than a blanket solution. Companies are using U.S. production selectively-to anchor fast-moving SKUs, support customization, reduce inventory exposure and provide confidence in volatile conditions-while continuing to rely on global sourcing where it delivers scale, specialization or cost efficiency.
As the industry moves into 2026, made in America is no longer a binary designation. It is a set of choices-about risk, responsiveness and control-being recalibrated in real time.
THE MANUFACTURERS
AHF PRODUCTS
U.S. manufacturing footprint: AHF Products operates facilities across Tennessee, Pennsylvania, Illinois, West Virginia, Missouri and Arkansas, producing ceramic tile, solid and engineered hardwood, vinyl sheet, VCT, and vinyl plank and tile.
Summary: For AHF, domestic manufacturing is not a response to recent market disruption-it is foundational to how the company operates. Leadership consistently points to customer demand for certainty as the driving force behind its U.S.-first approach: certainty around pricing, lead times, inventory exposure and the ability to react quickly to changing design trends. Retailers and distributors, AHF says, are increasingly unwilling to carry excess inventory tied to long overseas lead times, making proximity a competitive advantage. That responsiveness extends beyond logistics. AHF executives note that domestic manufacturing allows it-and its customers-to adapt faster to shifts in color, finish and product mix, reducing the risk of being overcommitted to a trend that fades. While imports remain part of the portfolio where they make sense, AHF views U.S. production as a stabilizing force-particularly in periods of tariff uncertainty and supply-chain volatility.
What’s next: AHF plans to continue investing in U.S. manufacturing, automation and workforce development, positioning domestic production as a long-term growth lever across hard surface categories.
ATLAS CONCORDE USA
U.S. manufacturing footprint: Atlas Concorde USA manufactures porcelain tile just south of Nashville, Tennessee, producing indoor tile, decorative elements, bricks and 2cm outdoor pavers.
Summary: Atlas Concorde’s domestic manufacturing strategy has been shaped less by short-term trade policy and more by a long-standing effort to reduce global risk. Leadership says recent years of freight volatility, geopolitical disruption and shifting tariff policy have reinforced what customers now value most. Across retail, builder and design channels, buyers are prioritizing dependable lead times and predictable delivery over marginal cost savings. The company treats U.S. and imported manufacturing as complementary tools rather than substitutes. Domestic production anchors fast-moving SKUs and schedule-sensitive projects, while imports support distinct aesthetics and technologies where longer planning horizons are built into the specification process. That balance allows Atlas Concorde to protect schedules without narrowing design choice.
What’s next: Looking ahead, Atlas Concorde plans to maintain its U.S. footprint while targeting selective upgrades that improve consistency, logistics efficiency and on-time performance.
BENTLEY MILLS
U.S. manufacturing footprint: Bentley Mills manufactures commercial carpet tile and broadloom in City of Industry, California.
Summary: For Bentley Mills, domestic manufacturing is closely tied to reliability on commercial projects where schedules are non-negotiable. Designers and specifiers, particularly on federally funded work, are increasingly attentive to where products are made-not as a preference, but as a requirement tied to compliance and delivery certainty. While U.S. production supports responsiveness and supply predictability, Bentley acknowledges the challenges that come with it. Labor availability remains a concern as the workforce ages, and rising energy costs continue to affect manufacturing economics. Even so, Bentley views domestic sourcing as critical to maintaining control over quality, innovation and customer service.
What’s next: Bentley expects to maintain a portfolio that remains overwhelmingly domestic while continuing to evaluate options for its resilient flooring offering.
CFL
U.S. manufacturing footprint: CFL produces rigid LVT, including SPC, at its facility in Adairsville, Georgia.
Summary: Since beginning U.S. production in 2020, the company has steadily expanded domestic capabilities, including advanced digitally printed and embossed rigid core flooring. In 2025, CFL completed Phase 4 of its U.S. plant, doubling rigid core capacity and reinforcing its long-term commitment to onshoring innovation-driven production. CFL’s U.S. plant is designed to support customization and flexibility, including lower minimum order quantities and closer collaboration with customers through on-site product reviews and plant visits. The company has invested in higher-grade manufacturing equipment-such as direct digital printing and embossing technologies-to move domestic rigid core production beyond entry-level offerings and into higher-value segments, including ultra-matte visuals and acoustic products. U.S.-made products occupy the service- and stability-driven portion of CFL’s portfolio, while imported products continue to support categories that are still in the process of being onshored, such as certain LVT glue-down offerings. This tiered approach allows CFL to balance innovation, cost and availability across the product pyramid.
What’s next: CFL will continue expanding domestic capacity and R&D with the goal of increasing the share of high-performance, U.S.-made products in its portfolio.
DAL-TILE
U.S. manufacturing footprint: Dal-Tile manufactures tile, mosaics, quarry tile, exterior pavers and quartz slabs across facilities in Pennsylvania, Alabama, Tennessee, Oklahoma and Texas.
Summary: Domestic manufacturing has long been central to Dal-Tile’s business model rather than a reaction to recent trade disruption. With most of its portfolio produced in North America, the company has maintained flexibility without the need for major structural shifts tied to tariff policy or global supply chain volatility. Producing close to the market allows Dal-Tile to remove transportation time from the equation, respond quickly to product demand or outages, and gather faster customer feedback during product development. That proximity supports quicker decision-making around which products move forward and how assortments evolve-an advantage that has become more visible as customers prioritize reliability and pricing confidence. Automation and digital manufacturing have further strengthened domestic operations, enabling more advanced visuals and surface effects while maintaining consistency at scale. While labor availability can vary by geography, Dal-Tile reports that raw material sourcing and regulatory requirements remain manageable across its U.S. facilities.
What’s next: Dal-Tile expects to maintain its current manufacturing balance while remaining agile as economic and market conditions evolve.
INTERFACE
U.S. manufacturing footprint: Interface manufactures carpet tile at its facility in LaGrange, Georgia.
Summary: Interface’s U.S. manufacturing strategy is rooted in integration. By keeping design, manufacturing and supply-chain teams in close proximity, the company is able to compress lead times, respond quickly to customer needs and reduce transportation emissions. That proximity also supports customization and innovation that would be more difficult in a fragmented global model. Recent investments in automation and robotics at the LaGrange facility have further strengthened U.S. operations, improving productivity, material efficiency and order responsiveness. While labor availability and regulatory complexity remain ongoing challenges, Interface reports that advanced manufacturing capabilities have helped offset those pressures.
What’s next: Interface plans to apply lessons learned from its U.S. automation investments across its global manufacturing network.
MANNINGTON MILLS
U.S. manufacturing footprint: Mannington manufactures broadloom, carpet tile, LVT, vinyl sheet and rubber in facilities in New Jersey, Georgia, North Carolina and Florida.
Summary: Mannington takes a pragmatic, category-by-category approach to domestic manufacturing. Rather than viewing U.S. production as an ideological choice, the company evaluates where it delivers the most value-whether through customization, speed to market or supply flexibility. The company has structured its portfolio to allow movement between sourced and produced models with minimal disruption, preserving redundancy as market dynamics shift. In a price-sensitive environment, Mannington notes that consumers often prioritize value first, even as domestic production remains part of its identity.
What’s next: Mannington expects to continue reassessing its U.S. footprint, expanding or contracting as customer demand dictates.
MOHAWK
U.S. manufacturing footprint: Mohawk manufactures broadloom, carpet tile, laminate and resilient, with operations in North Carolina, Virginia, Georgia, Alabama, Texas, Washington, Ohio and Connecticut.
Summary: Domestic manufacturing is a core competency for Mohawk, supporting supply-chain control, product quality and innovation. The company’s vertically integrated model allows it to manage production from raw material sourcing through manufacturing and distribution, reducing exposure to global disruption and enabling faster response to customer needs. While Mohawk acknowledges higher labor and regulatory costs associated with U.S. production, those challenges are offset by logistics efficiencies, supply stability and greater control over innovation and product development. Demand for U.S.-manufactured flooring continues to grow among builders and customers seeking reliability, consistency and insulation from tariff-related volatility. It’s worth noting that Mohawk owns Dal-Tile.
What’s next: Mohawk plans to maintain and selectively expand its domestic manufacturing footprint, continuing to invest in scalable, technology-driven U.S. facilities to support innovation, sustainability and long-term supply reliability.
MSI
U.S. manufacturing footprint: MSI manufactures rigid core LVT through a U.S. production partnership in Georgia.
Summary: MSI views domestic manufacturing as a strategic anchor for mid- to high-end LVT products where thicker constructions, tighter quality control and faster replenishment matter most. Shorter supply chains allow the company to respond more quickly to design trends while maintaining consistency and performance. Imports remain essential for serving opening price points at scale, creating a balanced portfolio that allows MSI to meet a wide range of customer needs without overcommitting to a single sourcing model.
What’s next: MSI plans to continue refining its mix of domestic and imported production to support innovation and availability.
NOVALIS INNOVATIVE FLOORING
U.S. manufacturing footprint: Novalis manufactures select resilient flooring products in Dalton, Georgia.
Summary: Novalis has taken a measured approach to U.S. manufacturing, emphasizing resilience and optionality over rapid expansion. Trade volatility and supply-chain disruption reinforced a strategy the company already had in place: a diversified global footprint with targeted domestic production where proximity delivers clear value. Domestic manufacturing supports collaboration, faster iteration and customization for specific programs, while global operations provide scale and material efficiency.
What’s next: Novalis plans to maintain and thoughtfully evolve its U.S. manufacturing role in alignment with long-term portfolio goals.
NOX
U.S. manufacturing footprint: Nox manufactures LVT products at its facility in Fostoria, Ohio, including dryback, looselay and click formats.
Summary: Nox’s U.S. manufacturing operation plays a key role within a broader global network. Domestic production supports speed to market, private-label programs and predictable supply, while global facilities provide additional capacity and flexibility. Customers increasingly value U.S.-made products for reliability and documentation rather than origin alone. Rather than replacing imports, Nox positions domestic manufacturing as a complement that allows customers to tailor sourcing based on regulatory, segment or project-specific needs.
What’s next: Nox expects to maintain and selectively expand its U.S. footprint as demand for resilient flooring grows.
PANARIAGROUP USA
U.S. manufacturing footprint: Panariagroup USA, through Florida Tile, manufactures porcelain floor and wall tile at its facility in Lawrenceburg, Kentucky.
Summary: U.S.-made porcelain is a core component of Panariagroup USA’s portfolio, supported by ongoing investment in advanced manufacturing technologies. Recent upgrades-including polishing lines, DryFix systems and expanded large-format capabilities-have strengthened the company’s ability to deliver sophisticated design, consistent quality and faster response to customer demand. The company is part of Italy’s Panariagroup. While imports continue to complement the assortment, particularly for specialized slab products from Italy, the majority of its tile portfolio is now produced domestically. Advances in U.S. manufacturing technology have significantly narrowed the gap in design, performance and technical capability compared to European production, reinforcing the competitiveness of American-made porcelain.
What’s next: Panariagroup USA plans to continue expanding its U.S. manufacturing footprint, with additional investment in advanced technology and production capacity. Domestic manufacturing remains central to the company’s strategy, supporting speed to market, customization and long-term supply reliability as demand for U.S.-made porcelain continues to grow.
SHAW
U.S. manufacturing footprint: Shaw manufactures broadloom, carpet tile, engineered hardwood, resilient flooring and synthetic turf across a number of facilities in the Southeast U.S., including operations in Georgia, South Carolina, Alabama and Tennessee.
Summary: Shaw operates an intentional “make and source” model, balancing domestic manufacturing with global sourcing to support speed, scale and flexibility across categories. Over the past five years, the company has accelerated investment in U.S. manufacturing while maintaining a diversified sourcing strategy designed to manage risk and support long-term competitiveness. Domestic production plays a key role in agility and responsiveness. Shaw has invested heavily in automation and advanced manufacturing across its U.S. operations, supporting faster design iteration, smaller and more customized runs, and improved efficiency. Modernized equipment in carpet, resilient and hardwood facilities enhances speed, precision and consistency while reducing waste and supporting future-ready manufacturing.
What’s next: Shaw plans to continue expanding and strengthening its U.S. manufacturing footprint while maintaining a balanced sourcing approach. Domestic production remains a foundational element of the company’s strategy, supporting speed, innovation and reliability as market conditions continue to evolve.
Source link
Unspun (Logo credit: Business Wire)
