- Howie Fenton
- |
- September 24, 2025
The 2025 tariff surge has not only reshaped supply chains and budgets but also triggered a fundamental reevaluation of how organizations manage their print needs. For in-plant print operations, the effects of these tariffs present a dual-edged challenge: on one hand, there is potential for growth and reinvestment as commercial printers falter; on the other, there is risk of being viewed as non-essential overhead in an era of aggressive cost-cutting.
This second installment in our tariff impact series explores both extremes of this economic squeeze. In a best-case scenario, in-plants seize the opportunity to reclaim outsourced work, become regional print hubs, justify capital investments, and raise their strategic profile. But in a worst-case scenario, in-plants may face shrinking budgets, reduced visibility, and existential scrutiny—especially if they cannot demonstrate their cost savings and strategic value.
By examining these divergent outcomes, we aim to equip in-plant leaders with the foresight and tools to respond proactively, leveraging data, automation, and communication to move toward resilience and away from risk.
Best-Case: Commercial Printer Attrition = In-Plant Growth
As tariffs will impact both commercial and in-plant printers, the strain may be larger on small and mid-sized firms reliant on global supply chains, and a wave of closures or service cutbacks may emerge. In this environment, organizations with in-plant capabilities may find themselves absorbing more work.
1. Reclaiming Outsourced Work
Many organizations that previously outsourced complex or high-volume print jobs to external vendors may find that rising prices, slower turnaround times, and reduced vendor availability make outsourcing less viable. This creates a strong incentive to bring jobs back in-house, especially secure, regulated, or time-sensitive work such as:
- Regulatory communications
- Direct mail campaigns
- Employee materials or benefits documentation
- Marketing collateral for events or launches
In-plants equipped with the right capabilities can position themselves as a more agile, reliable, and cost-predictable option.
2. Becoming a Regional Print Hub
As commercial shops close or reduce services, in-plants—especially those in government, higher education, or large corporate environments—may be called upon to support affiliated departments or neighboring agencies lacking in-house capacity. This creates an opportunity for in-plants to serve as shared service centers, gaining volume and expanding their reach. For example:
- A university in-plant could print for satellite campuses or neighboring schools.
- A municipal print shop could serve multiple city departments or even partner with county agencies.
3. Justifying Capital Investments
In this scenario, in-plants that absorb more work can build a stronger case for new equipment purchases or staffing increases. If they can prove that increased internal production avoids high outsourcing costs or supports revenue-generating activities, they may win capital approvals for:
- High-speed digital presses
- Finishing automation (e.g., booklet makers, laminators)
- Variable data printing capabilities
- Web-to-print portals to streamline intake
- A compelling way to strengthen this case is by adopting workflow automation tools from providers like Rochester Software Associates (RSA). Solutions such as WebCRD®, QDirect®, and ReadyPrint™ not only reduce labor costs and errors but also increase throughput and enhance visibility into production performance. For example, RSA's WebCRD web-to-print portal standardizes job submission and automates ticketing, while QDirect optimizes job routing and printer utilization. ReadyPrint further automates prepress tasks, speeding up delivery times and freeing up staff for higher-value work. These platforms help in-plants demonstrate measurable operational improvements—key data points when seeking capital investment for equipment upgrades or staff expansion.
4. Raising the In-Plant's Strategic Profile
With commercial print instability rising, in-plants that maintain high uptime and low error rates can build credibility as risk mitigators and internal service leaders. Their ability to deliver under pressure—despite external supply chain disruptions—can translate into:
- Increased visibility and support from executive leadership
- A stronger role in organizational digital transformation or communications strategy
- Greater budget flexibility and insulation from cuts
In this best-case outcome, the in-plant becomes more than a print shop—it becomes a hub of innovation, security, and resilience. The print center may take on expanded roles in document automation, digital mail distribution, secure information handling, or even augmented reality printing for marketing teams. Far from being viewed as overhead, it is reframed as a strategic asset aligned with core business outcomes.
Worst-Case Scenario: Budget Cutters Target In-Plants as "Non-Essential"
On the other end of the spectrum, the economic drag from tariffs may lead parent organizations to cut costs aggressively, and in-plant print centers may be viewed as non-core operations, especially if their value isn't well communicated. Viewed through a purely budgetary lens, in-plants can appear to be cost centers that duplicate services readily available on the commercial market or are rendered obsolete by digital transformation efforts. This perception makes them vulnerable to downsizing, outsourcing, or even complete closure.
Several warning signs can signal that an in-plant is drifting toward this danger zone. One key red flag is a noticeable decline in print volumes, which can make the operation appear inefficient when evaluated in terms of cost per page or machine utilization. Additionally, the rise of digital tools—such as e-signatures, email marketing platforms, and cloud-based document sharing—may lead decision-makers to believe that print is becoming irrelevant. Compounding this is a lack of visibility into the in-plant's contributions: if leadership doesn't have access to data showing how much the in-plant saves compared to outsourcing, or how its work supports critical business functions, it becomes easy to overlook or undervalue.
To monitor and overcome this worst-case trajectory, in-plant leaders must be proactive, strategic, and data-driven. One of the most critical and often overlooked tools is the continuous monitoring of outsourcing costs. By regularly gathering and updating pricing from commercial printers for equivalent services—such as color printing, binding, mailing, or large-format production—an in-plant can demonstrate the clear financial advantage of keeping jobs in-house. This includes not just direct job costs, but also indirect expenses like rush fees, transportation, vendor markups, rework charges, and the time lost to procurement and vendor coordination. Showing a side-by-side comparison of actual in-plant production costs versus external vendor quotes can be one of the most persuasive tools for securing leadership support.
...in-plant leaders must be proactive, strategic, and data-driven. One of the most critical and often overlooked tools is the continuous monitoring of outsourcing costs.
In addition, in-plant leaders should track and communicate other key performance indicators, including turnaround times, error rates, and internal client satisfaction. Demonstrating consistent improvements—such as faster service through automation, reduced waste through better inventory controls, or increased productivity—helps reinforce the in-plant's value. Benchmarking against external vendors on cost, quality, and reliability is not just helpful—it's essential.
Furthermore, aligning the in-plant's services with high-value business priorities is key to remaining relevant. For example, producing secure, compliant HR or legal documents, supporting targeted marketing campaigns with personalized mailings, or offering hybrid solutions that combine digital and print delivery can tie the in-plant's output directly to enterprise strategy. Expanding services to include document scanning, digital archiving, or branded promotional materials can also show that the in-plant is evolving alongside organizational needs.
Finally, in-plant leaders should maintain consistent and clear communication with executive leadership. This includes delivering regular performance dashboards, sharing success stories, highlighting strategic wins, and reminding stakeholders of the costs avoided by not outsourcing. By actively demonstrating its financial value, service reliability, and adaptability, the in-plant can strengthen its position, reduce the risk of downsizing, and ensure long-term sustainability, even during challenging economic conditions.
Conclusion: Risk and Opportunity
The impact of tariffs on the printing industry is not uniform—it can either accelerate the decline of in-plant operations or fuel their transformation into essential, strategic assets. In the best-case scenario, in-plant printers reclaim work lost to vendors, support broader networks as regional print hubs, and use increased demand to justify capital investments. These actions enhance visibility, drive efficiency, and solidify the in-plant's role in organizational success.
Keep in mind that the current tariff landscape is more than a pricing issue—it is a strategic inflection point for in-plant printers. While some may struggle under cost pressures or face existential scrutiny, others will leverage this moment to reassert their value, modernize operations, and expand their scope. In-plants that embrace technology, diversify suppliers, reduce waste, and communicate their strategic importance will not only survive but become indispensable partners to their organizations during this period of economic uncertainty and transformation.
Conversely, in a worst-case scenario, in-plants may fall prey to budget cuts if perceived as outdated or redundant. Declining volumes, digital transformation, and a lack of performance data can make the in-plant vulnerable to downsizing or outsourcing, especially if leadership is unaware of the cost benefits and service reliability that the in-plant delivers.
To safeguard their future, in-plant leaders must consistently measure and communicate their value. This includes benchmarking against external vendors, aligning with high-priority business needs, and presenting hard data on cost savings, turnaround times, and reliability. Proactive outreach to executives, a focus on innovation, and agility in service delivery will be key differentiators.
As tariffs continue to reshape the economic environment, in-plants that combine operational excellence with strategic advocacy will not only survive—they will thrive.