If you sell, source, rebuild or distribute hydraulic cylinders, there is a new trade development you will want on your radar.

On September 14, the U.S. Department of Commerce published notices announcing new trade investigations involving certain linear hydraulic cylinders and parts imported from several countries. While this is not a final decision imposing new duties, it is something businesses in the heavy equipment aftermarket should be paying attention to.  And for the IDA community, it is another reminder that what happens in Washington, or at a border, can eventually make its way into our warehouses, purchasing decisions and conversations with customers.

So, What Exactly Is Happening?

The Department of Commerce has initiated antidumping investigations involving certain linear hydraulic cylinders from Canada, China, India, Mexico and South Korea.  There are also countervailing duty investigations involving imports from China, India and Mexico.  In simple terms, the government is investigating whether certain imported hydraulic cylinders are being sold in the U.S. at unfairly low prices and, in some cases, whether foreign government subsidies are giving producers an advantage.  At this point, these are investigations, not final findings. There is still a process ahead involving both the Department of Commerce and the U.S. International Trade Commission.  That distinction is important. Businesses should not assume that every hydraulic cylinder coming from one of these countries will automatically be subject to an additional duty.  The actual scope of the investigation is much more specific.

It Isn't Just About Complete Cylinders

One part of this investigation that deserves particular attention from distributors and rebuilders is the scope of the products involved.

The investigation covers certain linear hydraulic cylinders, but the scope also addresses certain components, including steel barrels and piston rods, as well as other components when imported with covered merchandise.  The exact scope is technical, and that is important.  Don't assume that a product is covered, or not covered, simply because of the name used on your invoice or in your catalog.  If your company imports or purchases hydraulic cylinders or related components from one of the countries involved, this is a good opportunity to sit down with your customs broker, supplier or trade professional and understand exactly what you are buying and how it is classified...understand your exposure.  Do you know the country of origin for the cylinders and components you currently stock?  If you have multiple suppliers, are you sourcing similar products from different countries?

Now is a good time to have that conversation with your purchasing team.  Ask them whether they are aware of the investigation and whether any of the products you purchase could potentially fall within the scope.  You don't have to wait for a final determination to start gathering information.

Knowing where your suppliers stand gives you more information to work with if the situation changes.

At IDA, we talk a lot about the importance of staying connected to what is happening across our industry.  This is exactly why.  Most independent distributors aren't sitting around every morning reading the Federal Register. You have customers to serve, inventory to manage, employees to support and businesses to run.  But trade policy can still affect you.  A tariff change, an antidumping investigation, a supply-chain disruption or a change in import regulations can eventually show up in the price of a part, the availability of a product or the margin on a sale.  And when that happens, being informed can make a big difference.  This is also where our industry has an advantage.  The IDA community is made up of manufacturers, distributors, rebuilders, suppliers and other companies working throughout the independent aftermarket. We don't all see these issues from the same perspectiveand that's exactly why conversations within the industry are valuable.  One member may hear something from a manufacturer.  Another may see pricing changes from an overseas supplier.  Another may already have an alternative source.  Sharing that information helps all of us better understand what is happening.  The independent aftermarket has always been good at adapting. That ability to adapt starts with knowing what is coming.  IDA will continue monitoring trade developments that could affect our members and the broader heavy equipment aftermarket. As we learn more about this investigation and its potential impact, we'll keep our members informed.

If your business sells or sources hydraulic cylinders or related components, put this one on your radar.

It is too early to know the ultimate outcome, but it is not too early to start asking questions.The more we understand about where our products come from, how they move through the supply chain and how trade policy can affect them, the better prepared we are to navigate whatever comes next.  That's what being part of an independent industry community is all about: sharing information, staying connected and helping each other prepare for what is ahead.

Earlier this year, we explored how successful geographic expansion isn't about opening more locations...it's about making smarter decisions. Growth today requires strategy, market intelligence, and the discipline to expand where opportunity truly exists.  But even the best strategy has a blind spot.

No business can see everything on its own.  The companies that continue to grow, especially during periods of uncertainty, have one thing in common: they stay connected.

No One Has a Monopoly on Good Ideas.  The independent aftermarket has always thrived on ingenuity. Every day, distributors, manufacturers, rebuilders, and service providers solve problems that don't come with instruction manuals.  The question is: Why solve every problem alone?

Sometimes the answer you're looking for is sitting across the table from another business owner who faced the same challenge six months ago. Other times, it's a conversation with a supplier, a customer, or a fellow member who sees the market from an entirely different perspective.  Those conversations don't just save time.  They create opportunity.  Research continues to show that organizations with strong professional networks consistently outperform those operating in isolation. Businesses with highly connected leaders are better equipped to identify new opportunities, adapt to changing market conditions, and make more informed strategic decisions.  That makes sense.  When you're connected to people across different regions and markets, you hear about industry changes sooner. You discover new suppliers, learn about emerging customer needs, and uncover business opportunities long before they become common knowledge.  Information moves quickly.  Relationships move even faster.

Think about the biggest opportunities your company has experienced over the past decade.  Did they come from a Google search?  Or did they begin with a conversation?  Many lasting business relationships start with a simple introduction. A discussion over breakfast. A conversation between educational sessions. An exchange of ideas on a trade show floor.  Those moments often lead to new customers, trusted suppliers, strategic partnerships, and solutions to challenges that once seemed impossible.  The return on a single meaningful connection can far outweigh the cost of attending an industry event.

In Today's Market, Staying Connected Is a Competitive Advantage.  The aftermarket is evolving at an unprecedented pace.  Technology is changing equipment.  Customer expectations continue to rise.  Global trade policies shift with little notice.  Supply chains remain dynamic.  None of us can keep up with every development alone.  That's why the businesses that continue to thrive are the ones committed to learning from one another.

The more perspectives you have, the better your decisions become.

That's What IDA Was Built For, for nearly seven decades, the Independent Distributors Association has been bringing together independent businesses from around the world with one shared purpose: helping one another succeed.  Every membership represents more than another company in a directory.  It's another source of knowledge.  Another trusted advisor.  Another potential customer.  Another supplier.  Another partnership waiting to happen.  Whether you're looking to expand into a new market, navigate changing regulations, identify reliable suppliers, or simply compare notes with someone facing similar challenges, your network becomes one of your most valuable business assets.

Your Next Opportunity Could Be One Conversation Away

The strongest companies aren't necessarily the biggest.  They're the ones that never stop learning.  They ask questions.  They share ideas.  They build relationships long before they need them.  Most importantly, they understand that success isn't built in isolation.

These are exactly the conversations we'll be having at the 2026 IDA Convention & Trade Show in San Diego, October 27–30. Throughout the week, industry leaders will explore the challenges and opportunities shaping the independent aftermarket through expert panel discussions, peer-to-peer conversations, and networking events designed to foster meaningful connections.

Our keynote presentation will provide timely insight into today's economic landscape, including the impact of tariffs, shifting global trade policies, and the market forces influencing independent aftermarket businesses. Whether you're looking to better understand the road ahead, exchange ideas with industry peers, or build relationships that can support your company's future growth, the convention offers an opportunity to leave with more than information, you'll leave with connections.

Because while markets will continue to evolve, one thing remains constant: businesses that stay connected are the businesses best positioned to grow. We hope you'll join us in San Diego as we continue the conversation and work together to strengthen the future of the independent aftermarket.

Every year I hear the same question from distributors, rebuilders, and service providers across the global heavy equipment aftermarket:

“How do I reduce risk?”

It’s a fair question. The construction equipment aftermarket has always required resilience, but the environment we are operating in today is more complex than ever. Global trade pressures, supply chain disruptions, new technology, and increased OEM control over parts distribution are reshaping the landscape. For independent companies, the margin for error is shrinking.  But here’s the reality: risk cannot be eliminated in our industry...only managed. The companies that thrive are the ones that recognize emerging threats early and position themselves inside a strong network of partners, suppliers, and industry intelligence.  Looking ahead to 2026, there are several key risks every aftermarket business should be watching closely.

Supply Chain Volatility Is the New Normal

Over the past several years, supply chains have shifted from predictable systems into constantly moving targets. Freight disruptions, geopolitical instability, manufacturing concentration, and raw material shortages have created ripple effects across the aftermarket.  For independent distributors, a single disruption upstream can quickly turn into lost customers downstream.  Reducing this risk requires diversification. Businesses that rely on a single supplier, a single country of origin, or a single logistics channel are far more vulnerable. Companies that build broader supplier relationships and maintain visibility into alternative sourcing options are far better positioned to continue serving customers when disruptions occur.

Original equipment manufacturers continue expanding their influence over parts distribution, repair networks, and machine data. In some cases, access to diagnostic software, service information, or proprietary components is becoming more restricted.  This creates risk for independent businesses that rely on open access to compete.  The independent aftermarket has historically succeeded because it provides choice, innovation, and cost-effective alternatives for equipment owners. Preserving that competitive ecosystem requires collaboration across manufacturers, distributors, rebuilders, and service providers who believe in a competitive market.  Staying connected to organizations that advocate for independent access to parts and information is one of the most effective ways to mitigate this long-term risk.

The aftermarket is inherently global. Components may be engineered in one country, manufactured in another, distributed through several regions, and ultimately installed on equipment operating halfway around the world.  Because of that, trade policy changes can have immediate consequences. Tariffs, import restrictions, customs enforcement changes, and shifting geopolitical alliances can dramatically alter cost structures.  Companies that stay informed about international trade developments and maintain diversified sourcing strategies will be better able to absorb these changes without passing sudden price shocks to customers.

Modern construction equipment is increasingly connected. Sensors, telematics, predictive maintenance platforms, and digital diagnostics are transforming how machines are serviced and maintained.  This innovation creates opportunity but also risk.  If access to machine data becomes restricted to OEM-controlled ecosystems, independent service providers could face barriers when diagnosing or repairing equipment. The companies that succeed will be those investing in digital literacy, training technicians on new systems, and maintaining relationships with technology providers that support open service environments.

The final risk is one that affects nearly every segment of the industry: the talent pipeline.  Experienced technicians, parts specialists, and product experts are retiring faster than they are being replaced. The heavy equipment aftermarket depends on highly specialized knowledge; whether it’s understanding hydraulic systems, powertrain rebuilds, or complex component compatibility.  Without deliberate investment in training and mentorship, that knowledge can disappear.  Companies that actively develop new technicians and invest in workforce development will build a long-term competitive advantage.

When you look at these risks collectively: supply chain volatility, OEM consolidation, trade policy shifts, digital transformation, and workforce shortages, one pattern becomes clear.  No single company can solve these challenges alone.  The businesses that reduce risk most effectively are the ones operating inside a strong industry network. They have access to shared knowledge, trusted supplier relationships, and real-time insight into what others are seeing across the market.  This is precisely why the Independent Distributors Association exists.  IDA was built to support companies across the independent heavy equipment aftermarket: manufacturers, distributors, rebuilders, service providers, retailers, and brokers, who believe in providing equipment owners with alternatives to OEM channels.  Through collaboration, market intelligence, and global networking, members gain access to one of the largest independent aftermarket ecosystems in the world.  And that network becomes most visible each year at the IDA Convention and Trade Show, where the industry gathers face-to-face to build the relationships that keep supply chains moving and businesses growing.

At Bauma 2025, several major equipment manufacturers (OEMs) signaled a strategic pause on aggressive growth plans for the U.S. market, choosing instead to focus on sustainability, alternative fuels, and digital innovation. While this shift is largely at the OEM level, the ripple effects could significantly impact aftermarket parts distributors across the United States.

Here’s what this development could mean:

1. A Longer Service Life for Existing Equipment

With fewer new machines entering the U.S. market, contractors and fleet operators will likely extend the operational life of their current equipment.

• Increased demand for parts: Distributors could see stronger sales of wear parts, repair components, and upgrade kits.

• Focus on maintenance and refurbishment: Parts that help extend machine life (filters, hydraulics, engine components) may become core inventory staples.

2. Slower Introduction of New Parts Lines

As OEMs prioritize new-generation technologies (like hydrogen and electrification) — primarily for Europe and other innovation-focused markets — the flow of new models and their associated parts into the U.S. could slow.

• Stable parts catalogs: Distributors may find that existing parts inventories remain relevant longer, reducing the need for frequent product updates.

• Lower pressure to invest in new tooling or training for completely new equipment systems (for now).

3. Opportunity to Capture "Out-of-Warranty" Customers

With machines staying in service longer and warranties expiring, aftermarket distributors have a chance to capture more business from owners who no longer rely on dealer-supplied parts.

• Emphasis on competitive pricing and availability will be critical.

• Marketing toward independent service and repair shops may grow increasingly important.

4. Increased Competition — but Also Consolidation

If OEMs pull back slightly from direct U.S. investment, OEM-branded dealer networks may weaken somewhat, creating opportunities for aftermarket suppliers to win share. However, this could also intensify competition among distributors fighting for a larger slice of a stable — rather than growing — equipment base.

5. Preparing for the Next Wave of Technology

While the immediate outlook favors traditional parts, aftermarket distributors must still prepare for an eventual transition.

• Electric drivetrains, hydrogen fuel systems, and smart sensors will ultimately reshape parts demands.

• Building early relationships with parts makers for these technologies — even if they're not yet mainstream — will position distributors ahead of competitors.