[ End User Interview ]
[ End User Interview ]
Historically, one of the major objections to duplex stainless steels was weldability. Early adoption was slowed by concerns over phase balance, heat input control, and the risk of embrittlement. Barber is clear that those concerns have largely been addressed.“ Welding really isn’ t a problem anymore. When duplex first came in, that was the big issue everyone talked about. But today, it’ s treated as a normal material. Our approved fabricators around the world are comfortable working with it.” That shift reflects not just improved metallurgy, but also decades of accumulated practical experience- procedures, training, and quality control systems that have matured alongside the materials themselves. If duplex has become standard, lean duplex remains something of a work in progress.“ We’ re trying to use more lean duplex where it makes sense,” Barber says.“ But the challenge is availability- particularly across all the product forms we need.” This limitation has practical consequences. In many cases, engineers are forced to adopt hybrid solutions.“ You might use lean duplex plate, but then switch to 2205 for nozzle necks or flanges simply because those forms aren’ t available. From a corrosion standpoint, that’ s acceptable-2205 gives you a margin-but it’ s not ideal from a standardisation or cost perspective.” The implication is clear: for lean duplex to achieve wider adoption, the supply chain must evolve-not just in volume, but in product diversity.
Supply chains under pressure While technical barriers to advanced stainless steels have largely diminished, economic pressures are intensifying. The chemical sector is operating in an environment of tight margins and heightened cost scrutiny.“ The industry is extremely priceconscious right now,” Barber notes.“ That’ s pushing us to look further afield for supply, particularly in lower-cost regions.” This global sourcing strategy is not new, but it is becoming more aggressive. And it brings with it a familiar set of risks.“ We’ ve always sourced globally, but now we’ re being challenged to go even further. That means expanding our supplier base and identifying new opportunities to reduce cost.” However, expanding the supply chain is not simply a procurement exercise. It requires rigorous validation. Barber is candid about what he sees as a structural weakness in the industry’ s approach to supplier qualification.“ I’ ve long been an advocate for reauditing suppliers, especially if you haven’ t visited them in four or five years.” In practice, however, this is difficult to implement.“ With the current cost constraints, it’ s challenging to get approval for that kind of activity. Typically, you only get the support to travel once a project is already underway.” This creates a reactive rather than proactive model of supplier managementone that may be increasingly difficult to sustain as supply chains become more global and more fragmented.
Working through fabricators Another structural constraint is purchasing scale. Like many end users, Dow does not
David Barber:“ Texas is effectively the metals hub of America, especially for imports.”
typically buy materials in volumes large enough to justify direct mill production runs.“ We don’ t buy enough to secure mill runs ourselves,” Barber explains.“ So we rely heavily on our fabricators.” This shifts part of the sourcing responsibility downstream.“ We have to work closely with fabricators and understand where they see opportunities- particularly when it comes to lower-cost suppliers. Then we step in to vet those options.” The result is a more collaborative, but also more complex, procurement ecosystem; one that requires alignment between end users, fabricators, and material producers. Across all of these dynamics-materials selection, supply chain strategy, and fabrication, the same underlying tension persists.
Photo for illustration only, by Dreamstime.