Steel is a relationship-driven industry. The long sales cycles, repeat orders, and customer loyalty all hinge on mutual trust and reliability. But when payments lag and invoices go overdue, that trust can be tested—and for AR managers, the decision to place a customer on credit hold becomes one of the most delicate balancing acts in the business.
So how do you know when to pull the trigger? How do you draw the line between protecting cash flow and preserving a valued relationship? In this blog, we’ll explore how steel service centers can navigate this tricky terrain, enforce financial discipline, and still maintain strong customer ties.
Why Credit Holds Are a Necessary Evil
Nobody likes to freeze a customer’s account. It can feel confrontational, even risky. But credit holds exist for a reason—they’re a last-resort safety net to prevent further exposure when a customer fails to meet payment obligations.
In the steel business, product moves fast, margins are tight, and payment cycles often lag behind. If an account keeps slipping past due with no action, continuing to deliver steel is essentially handing over free inventory. That’s not a relationship; that’s a liability.
The Hidden Cost of Letting Things Slide
AR managers are often under pressure to be flexible—especially when it comes to long-time customers. But here’s the truth: every late payment is a silent hit to your company’s cash flow. And when leniency becomes the norm, it sets a dangerous precedent.
Letting accounts slide into 90+ day territory without consequence does more than just delay collections. It:
Sends the message that terms are negotiable
Increases your exposure to bad debt
Disrupts inventory planning and cash forecasting
Hurts your ability to pay suppliers on time
Drawing the Line: When to Hold the Line on Credit
Credit holds aren’t about punishment—they’re about protecting the business. Here are some signs that it’s time to consider a hold:
Repeated Broken Promises: If a customer consistently misses due dates or fails to honor payment plans, it’s a red flag.
Aging Receivables Over 60 Days: Once invoices start piling up past the 60-day mark with no resolution, it’s time to act.
Lack of Communication: If emails and calls are going unanswered, it signals either disorganization or a bigger financial issue.
Order Volume Increases While Payments Don’t: When a customer’s buying behavior ramps up but payments stall, that’s a risky mismatch.
Communicate First, Hold Second
Before placing any account on credit hold, communication is key. AR managers should:
Notify the customer in writing of overdue balances
Offer a path to resolution, such as a payment plan or partial payment agreement
Set a firm deadline and explain the consequences
A credit hold should never come as a surprise. It should be the result of a clear, documented process.
Making It Part of the Process
The best way to make credit holds effective (and less dramatic) is to embed them into a formal credit policy. That way, decisions aren’t personal—they’re procedural. Your policy should outline:
Payment term thresholds
Triggers for review (e.g., 45, 60, 90 days past due)
Escalation steps
Who has authority to release or enforce holds
When it’s just “the way it’s done,” customers may still be frustrated, but they’ll respect the consistency.
Balancing Risk with Retention
Of course, there’s always the concern: “What if we lose the customer?” But ask yourself—what’s the value of a customer who doesn’t pay?
That said, there are ways to minimize fallout:
Work with Sales: Loop in account reps so they can reinforce the message and explore alternative solutions.
Offer Compromises: Sometimes, releasing a partial order in exchange for a partial payment can move the needle.
Keep the Door Open: Make it clear that the hold isn’t permanent. As soon as the payment issue is resolved, business resumes.
Conclusion: Respect the Line You Draw
Credit holds are never easy—but they are necessary. The key is having a clear, fair, and consistent process that protects your company without burning bridges.
Remember: enforcing financial discipline isn’t the opposite of good customer service. It is good customer service—because it ensures you stay in business, serve your clients well, and keep the steel moving.
So draw the line, communicate it clearly, and hold to it. Because in steel, respect for credit terms should be as solid as the product you sell.
