How to Handle Supply Chain Challenges: Real Lessons from a Business Leader
Bobby Cohen, president of Copper Compression, shares key strategies his team used to manage supply chain disruptions and keep the business moving forward.
In early 2020, I was on a 3 a.m. call with a supplier in another time zone, searching for a lost shipment of face masks. It wasn’t ideal — but it taught me a lot. That moment changed how I thought about the supply chain, and it showed how critical it is to stay ready for anything.
At Copper Compression, we don’t just ship products — we deliver recovery and pain relief to our customers. When the supply chain is unstable, it doesn’t just affect profits; it impacts the people we serve.
Here are four key lessons we’ve learned that helped us navigate supply chain volatility.
1. Communicate Early and Often
Clear, frequent communication with suppliers and partners has been essential. Whether it’s dealing with customs delays or tracking shipments, staying silent leads to confusion and missed opportunities.
We make it a habit to check in regularly, share demand forecasts, and raise issues early. This proactive approach has helped us avoid surprises and build stronger relationships — both with partners and with customers.
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2. Diversify Your Supply Chain
Relying on one supplier almost cost us a major product line. A single manufacturing delay left us stuck. After that, we focused on building a more diverse supply chain.
Having multiple suppliers may take more time and resources upfront, but it has saved us from major disruptions. Diversification is no longer optional — it’s essential for business stability.
3. Rethink Inventory Strategy
We used to run on a just-in-time inventory model. It worked — until it didn’t. After several close calls and one major stockout, we changed our approach.
Now we keep a buffer of our most popular products. It may not be the leanest method, but it has helped us serve over 1 million direct customers and more than 12,000 retail stores without delays. In today’s uncertain supply chain environment, holding extra stock can protect customer trust.
4. Balance Data with Experience
We rely on data for forecasting, shipping analysis, and lead times — but we also trust our instincts. Sometimes, problems surface before they show up in reports. That’s when experience and teamwork matter.
We’ve created a culture where team members are encouraged to speak up, even if they don’t have hard numbers yet. This flexibility gives us a head start when the supply chain starts to shift.