Bassett CEO Rob Spilman talks tariff strategy, supply chain resilience

Faced with rising tariffs and increasing global supply chain uncertainty, Henry County-based Bassett Furniture is taking a measured, solutions-focused approach to protect profitability and support its dealer network.

Sitting down with Furniture Today, Bassett CEO Rob Spilman outlined how the company is navigating the current trade environment, breaking down the impact of tariffs and offering insight into the long-term strategies guiding its operations.

While most of Bassett’s finished products are assembled in the United States, Spilman emphasized that the real impact of tariffs hits deeper — at the component level. “We’re very much part of the global economy,” he said. “We rely on components like motors, mechanisms and fabrics — many of which come from overseas.”

Spilman noted that approximately 50% of Bassett’s upholstery fabrics originate in China, with other components sourced from a mix of Asian and international suppliers. For point of reference, Bassett noted that fabric represents roughly 15% of the cost that goes into manufacturing a sofa.

The new round of tariffs has prompted the company to break down its supply chain segment by segment and country by country. “It’s been complicated,” he said, “but we’ve developed specific strategies for each product category.”

To address rising costs, Bassett introduced selective price increases and added a targeted tariff surcharge, moves that were designed with dealer and consumer sensitivity in mind. “We didn’t take a blanket approach,” said Spilman. “We were strategic about how we applied changes, and the response at market was very positive.”

The company has also expanded sourcing efforts in countries such as Vietnam and India, diversifying its supply chain to reduce over-reliance on any one market. This geographic diversification, Spilman said, is critical for long-term resilience.

Internally, Spilman credits a seasoned management team and a culture of transparent communication for guiding the company through volatile conditions. Weekly meetings, daily check-ins and consistent messaging have helped Bassett stay focused on its goals without overreacting to short-term disruptions.

“We’re not making radical changes to our business model,” Spilman said. “We’re staying the course with smart, incremental adjustments. It’s about execution, communication and staying true to our value proposition.”

This article was assisted by an AI engine and reviewed, fact-checked and edited by Furniture Today’s editorial staff.