If a product is core to your brand, in-house manufacturing can be a major advantage. But for businesses where manufacturing isn’t a differentiator, co-manufacturing may still be the better option.
Picking up a snack from a store doesn’t usually bring to mind the supply chain it took to get there. But manufacturers of our food supply have that top of mind every day. After all, a quality product means little if it never reaches the customer.
Supply chain disruptions loom over most food manufacturers, with no clear playbook for preparation. We spoke with Stephanie Stuckey, Chair of the 88-year-old Stuckey’s Corporation (and former member of the Georgia House of Representatives), for insight on navigating supply chain ups and downs, using Stuckey’s own supply chain as a case study for best practices.
Expecting the unexpected: “Disruptions are inevitable, whether from natural disasters, workforce shortages, or supply chain breakdowns. At Stuckey’s, we’ve learned firsthand—through hurricanes, power outages, and a pandemic—that resilience requires proactive strategies,” says Stuckey.
Stuckey’s, founded in 1937 by W.S. Stuckey in Georgia, became a roadside icon with its signature Pecan Log Roll—a sweet, crunchy blend of nougat, cherries, caramel, and Georgia pecans. This Southern classic remains a staple of American road trips, offering nostalgic charm and authentic flavors for travelers and gift-givers alike.
Staying proactive: “We’ve learned to maintain relationships with multiple suppliers, particularly focusing on domestic options that can step in during global disruptions,” Stuckey explains.
She emphasizes that transportation flexibility is equally crucial. “We’ve strategically established partnerships with various shipping providers. This multi-carrier approach ensures we’re never caught off guard by strikes or sudden price hikes.”
The company has also refined its inventory strategy. “Building a robust buffer of our core product lines isn’t just about having extra stock—it’s about ensuring business continuity,” Stuckey explains. “When unexpected outages occur, we can continue serving our customers without major interruption.”
We’ve learned to maintain relationships with multiple suppliers, particularly focusing on domestic options that can step in during global disruptions.
Manufacturing control: Ultimately, Stuckey’s decided to bring manufacturing in-house, a move Stuckey calls “a game changer,” though it didn’t come without challenges. “Quality control was a driving factor in our decision to own our manufacturing. When you’re producing your own products, you can maintain consistent, high standards across every batch.”
The decision has yielded strategic advantages beyond quality. “Having complete control over our recipes and production schedules means we can be more innovative and responsive,” Stuckey explains. “While the upfront investment was significant, reducing our reliance on third-party manufacturers is proving cost-effective in the long run. When market demands shift, we can adjust our production immediately.”
However, Stuckey is transparent about the challenges. “The financial investment in facilities and equipment was substantial,” she notes. “And bringing manufacturing in-house means we’ve had to build and manage an entirely new team, which adds complexity to our operations.”
Supply chain realities: Even with vertical integration, some vulnerabilities remain. “While we now control our production process, we’re still connected to the broader supply chain,” Stuckey acknowledges. “When there are disruptions in raw materials like pecans, chocolate, or sugar, those challenges still affect our manufacturing capabilities.”
Summarizing her advice to other brands in a similar position, she says, “If a product is core to your brand, in-house manufacturing can be a major advantage. But for businesses where manufacturing isn’t a differentiator, co-manufacturing may still be the better option.”
Customer communication: No matter what happens in their supply chain, Stuckey’s emphasizes timely transparency with customers: “At Stuckey’s, our most valuable lesson has been communication – being open and honest with our customers about disruptions as soon as they occur so they are fully informed of delivery date changes,” Stuckey concludes.
