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“We’re building for the future”: International Paper exits pulp, reshapes corrugated strategy

27.08.2025
in All News, Company news, News North America
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International Paper (IP), one of the world’s largest packaging producers, is making bold moves to redefine its position in the corrugated industry. In a sweeping transformation, the company is divesting its pulp business and doubling down on containerboard — signaling a strategic pivot that could reshape supply chains across North America.

Goodbye Pulp, Hello Packaging

Andy Silvernail

“We’re building for the future,” said Andy Silvernail, CEO of International Paper. “GCF is a strong business, and I’m pleased to see it transitioning to AIP, which is focused on investing in and growing industrial businesses.”

The company has reached a definitive agreement to sell its Global Cellulose Fibers (GCF) division to American Industrial Partners for $1.5 billion. The move reflects IP’s sharpened focus on sustainable packaging solutions and its intent to streamline operations around high-margin, core products.

$250M Investment in Riverdale Mill

As part of its packaging strategy, IP is investing $250 million to convert the No. 16 machine at its Riverdale mill in Selma, Alabama, to produce containerboard — the backbone of corrugated packaging.

Tom Hamic

“This investment reflects our commitment to delivering high-quality, reliable service while strengthening our advantaged cost position,” said Tom Hamic, Executive Vice President and President of IP’s North America Packaging Solutions.

The conversion is expected to be completed by Q3 2026 and will enhance IP’s ability to serve growing demand in the corrugated sector.

Four Facility Closures, One Million Tons Cut

In parallel, IP will permanently shut down four facilities in Georgia:

  • Savannah containerboard mill
  • Savannah packaging facility
  • Riceboro containerboard mill
  • Riceboro Timber and Lumber

These closures will reduce IP’s annual containerboard capacity by approximately one million tons and impact around 1,100 employees.

“We understand how deeply these decisions affect our employees, their loved ones, and the surrounding communities,” Hamic added. “We are committed to supporting both our employees and customers as we navigate this transition.”

Industry Implications

With less containerboard capacity and a more focused footprint, IP’s moves could tighten supply and shift competitive dynamics in the corrugated market. For converters, box makers, and suppliers, this is a moment to reassess sourcing strategies and prepare for a leaner, more agile IP.

For reference

International Paper (NYSE: IP; LSE: IPC) is a global leader in sustainable packaging solutions. Headquartered in Memphis, Tennessee, with EMEA operations based in London, the company employs over 65,000 people and operates in more than 30 countries.

In 2025, International Paper acquired DS Smith, strengthening its position across North America and EMEA. With net sales of $18.6 billion in 2024, the company continues to focus on making the world safer and more productive through innovative, sustainable packaging.

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Source: https://internationalpaper2022rd.q4web.com/
Tags: Andy SilvernailInternational PaperTom Hamic

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Delays appeared. Questions multiplied. Trucks waited. Installation teams stood idle. Production schedules slipped. And every extra day cost money. Over many years of work and experience, we understand a simple truth: machinery relocation should not be a drama. What changed — and why it matters During these years, MachineryAssist has handled nearly 5,000 truckloads of industrial equipment. Dozens of corrugators, FFGs, RDCs, and many other types of oversized, specialized machinery. Every project taught us something new. Every challenge forced us to improve. Today, we complete many projects in nearly half the time that was considered normal a decade ago. For a manufacturer running a corrugator at full capacity, every month of downtime can represent $300,000–$600,000 in lost production. Getting back online two weeks faster is not a logistics detail. It is a financial decision. The case that changed how we think about equipment A few years ago, we relocated a BOBST die-cutter from a plant in Austria to a facility in Belgium. Standard job, on paper. The machine weighed in sections that exceeded what our equipment at the time could lift in a single pick. We had to break it down further than necessary — adding two full days of dismantling, complicating the reassembly sequence, and extending the commissioning phase. Projects like these pushed us to invest in portable high-capacity lifting equipment rated to 20 tonnes — four times the 5-tonne standard units. The difference in practice: large machine sections and complete sub-assemblies that previously required full disassembly can now be moved intact. On every comparable relocation since, we have recovered 10 to 15 working days per project. At a daily downtime cost of $15,000–$20,000 for a mid-sized corrugated plant, that is a difference of $150,000 to $300,000 — per project. The problems nobody warns you about Heavy machinery relocation is not just a logistics challenge. It is a minefield of invisible risks that hit from every direction — and usually hit hard. Licensing. In several European countries, crane operators require local certification to work legally on-site. We have seen projects where a contractor arrived with a qualified crew — only to discover that their licences were not recognised in that jurisdiction. The result: work stopped, a certified local operator had to be sourced on short notice, and the customer paid three days of idle time across an eight-person installation team. Cost: roughly $40,000 in delays and emergency sourcing fees. This is entirely avoidable — if you know to check. Opportunistic upgrades. A disassembled machine looks like an opportunity. Owners think: while it is in pieces, let us replace the worn parts, upgrade the drive system, add the sensors we always wanted. Sometimes that logic is sound. Very often it is not. We have seen upgrade decisions made mid-relocation that extended the project by four to six weeks, because the replacement components were not in stock, the modified machine required re-engineering of the installation footprint, or the new systems simply were not compatible with the existing line. The cost of one poorly timed upgrade can exceed the entire relocation budget. The rule we follow: if an upgrade was not planned, budgeted, and sourced before the machine left its original location — it does not happen during transit. What experience actually means There is a saying that moving is like experiencing two fires. We have spent the last decade learning how to make it feel like something far calmer — a well-planned journey with known checkpoints, documented risks, and people who have seen almost every failure mode before it happens. Experience is not only knowing how to do something. Experience is knowing what will go wrong before it does — and having already solved it. If you are planning a machinery relocation, we are happy to walk through your specific project: the equipment, the route, the timeline, the risks. No obligation. Because the best relocation is the one nobody remembers as a problem. MachineryAssist specialises in the relocation of heavy industrial and corrugated packaging equipment across Europe and beyond.

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