ADVERTORIAL
Innovation & choice : How the IPP companies are meeting industry challenges
Ross Gale ( right ), vice president of International Process Plants ( IPP ) and president of Gale Process Solutions ( GPS ), shares how IPP ’ s evolving offerings are helping customers navigate rising costs , supply chain uncertainty and a changing industrial landscape .
IPP is best known as a go-to source for used plants and equipment . What drove the decision to expand into new and custom-built solutions through GPS and even more glass-lined offerings through Universal Glasteel Equipment ( UGE )?
Since my father and uncle started the company in 1978 , IPP ’ s mission has always been about finding new ways to help customers solve their problems . When we launched GPS early last year , we recognised the world was changing : Post-Covid lead times had ballooned , budgets were tightening and customers needed more options as certain used pieces became harder to find . We wanted to capitalise on having a deep inventory of systems and equipment , as well as offer custom fabrications , so customers never had to sacrifice on quality , lead times or competitive pricing on new equipment . Similarly , expanding UGE ’ s offerings allows us to better address the specific needs of customers who rely on glass-lined tanks , reactors , columns , mixers , dryers and heat exchangers . With our South Carolina shop now being ASME / National Board R-Stamp certified , we ’ re able to modify , repair and reglass equipment faster than ever .
How does this multitiered approach benefit customers in practical terms ?
The advantage is unmatched flexibility and choice from companies they know and trust . Whether customers need a process plant , equipment system , a single piece of equipment or glass-lined equipment repairs , we can deliver new , rebuilt / reglassed , and good used equipment . This removes a common limitation when working with a single-source supplier . For example , a customer might initially come to us for a used Hastelloy reactor from IPP inventory but might then realise they need a custom-built solution from GPS or a glass-lined option from UGE . At the same time , their unused assets can be sold or traded to us . In short , our approach has morphed from selling what we have through the legacy IPP business model , to delivering what the customer needs through all three companies .
Rising energy costs , particularly in Europe , are putting significant pressure on manufacturers . How is IPP helping with these challenges ?
Energy costs mean certain plants are no longer financially viable and manufacturing will move to different parts of the world . We are part of this .
Recently , for example , we worked with BASF to market three decommissioned plants at Ludwigshafen . More and more companies realise that used process plants and equipment are inherently more sustainable choices . Repurposing assets instead of building from scratch reduces capital expenditures and the carbon footprint , not to mention the time savings when you need to boost capacity or get a system back up and running .
Looking ahead , how do you see IPP , GPS and UGE evolving ?
Supply chains are shifting , energy markets are volatile , and sustainability is becoming central to every decision . The IPP Group works to stay on top of change and as close to our customers as possible . We ’ ll continue to grow our inventory of used plants and equipment , giving customers immediate access to what they need when they need it . We are always buying assets , most often on a turnkey basis . GPS will continue pushing the boundaries of custom equipment design and rapid delivery , while UGE will expand its repair and alteration capabilities to serve an even broader customer base , while selling new glass-lined equipment . Ultimately , our evolution is driven by one thing : helping our customers succeed in an unpredictable world .
JAN / FEB 2025 SPECCHEMONLINE . COM
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