Purple Innovation lifted gross margin 30.1% to 40.7% via suppliers, trucks and planning

In a September 2024 Supply Chain Dive interview, Purple Innovation COO Eric Haynor detailed the supply chain overhaul behind what he called a 'significant breakthrough' in Q2 2024 gross margin. The mattress maker's net revenue rose 2% year over year in Q2 while gross margin climbed to 40.7% from 30.1% a year earlier.

The first lever was supplier diversification. From 2023, Purple moved away from a sole-supplier model for materials including GelFlex Grid chemicals, computing a 'should cost' from commodity indexes — critical when chemical indexes fell but supplier prices did not. 'You need competition battling for your business,' Haynor said; relationships survived via volume assurances. 'We're not asking our suppliers to lower their price; we're changing the supply chain to take cost out.' A make-versus-buy analysis also brought pillow assembly in-house.

The second lever was logistics simplification: 'Where you save money in logistics is by filling up the truck and driving less miles.' Purple's scheduled delivery programme combines multiple orders into one multi-stop trip instead of less-than-truckload shipments — 'hugely successful', with delivered-in-full-on-time performance near 95%. Sheets now share a box, and inbound goods from overseas go straight to destination warehouses that ship direct to customers.

The third lever replaced years of disconnected spreadsheets with material requirements planning modules inside the existing ERP — a nine-month project deployed in May 2024. Since then the company reports lower inventory and higher service levels: 'the team can now pull the levers... they're setting parameters that allow us to determine what the outcome is.' Purple also announced plans in August 2024 to close two manufacturing facilities by Q1 2025.

Gross margin 40.7% in Q2 2024 vs 30.1% in Q2 2023, on revenue up 2% YoY; on-time delivery near 95%; lower inventory, higher service after MRP.

The gain is large, verified in earnings figures, and decomposed into three named levers — sourcing, logistics and planning — each with its own mechanism.

The 'should cost' method shows how to police supplier pricing with public commodity data instead of blunt price-squeezing, keeping relationships intact.

The scheduled-delivery programme reframes freight economics (fill the truck, drive fewer miles) into a customer-facing service with 95% on-time performance.

Replacing spreadsheet planning with MRP is a relatable small-company transformation: inventory became a chosen parameter rather than an accident.

Margin recovery need not touch the product: 'should cost' analysis plus supplier competition, fuller trucks on fewer miles, and planning that sets inventory instead of recording it can add ten points.

Supplier diversification was expected to deliver further savings later in 2024, and Purple announced closure of two plants by Q1 2025 while extending lean manufacturing. The interview was published 16 September 2024 following the 9 August earnings call.