The dramatic rise in the development of greenfield quarries nationwide can adversely affect not only aggregates in their target markets but, as producers and consumers respond, also inflict collateral damage on ready-mix, asphalt, and other markets. With stakes this high, one would expect incumbents would be proactive in aggressively mitigating greenfield threats. Yet the industry has historically taken a different approach. This article explores three reasons why, and introduces one potential solution, albeit imperfect, that has been employed in other industries with success—catch and kill.

Green producers and great producers have much in common, including their optimization of the invaluable resource that is time. Downtime, maintenance time, service interval time, operating time, tons per man-hour….few resources are as measured and managed as time. This article looks at why creating the proper balance between scheduled maintenance time and scheduled operating time is important to reducing unplanned overtime, minimizing workforce stress, and providing a healthier and more efficient work environment that drives increased profits.

The construction aggregates industry has seen wave after wave of consolidation, with fewer and fewer operators controlling ever increasing shares of local and regional markets across the U.S. As the positions of the industry leaders have grown in these markets, so too have their profits. The question is this: is this sustainable, or will the excess profits in the aggregates industry succumb to economic theory?

Building a top-notch team is critical to the success of any company, and the best producers in the industry are adept at attracting high-caliber sales and operating personnel to manage day-to-day aspects of the business. These companies deliberately ensure that the people performing and supervising these functions are talented, committed, and well-trained. But the construction materials industry is complex, requiring attention to disparate factors that influence not only the day-to-day results but also the long-term performance of the business. So how can companies optimally manage critical long-term functions like environmental, geology, mine planning, and engineering? The right approach can determine if your business will thrive in both good times and bad.