Private Equity

Tompkins has the solutions that private equity firms need

Tompkins has the solutions that private equity firms need to create operating profits, increase shareholder value, and improve supply chain engineering. We understand how private equity’s main focus has evolved from buying and selling companies as quickly as possible to engineering portfolio companies’ supply chains for profit and value.

We concentrate on the times in which supply chain is most critical to a merger & acquisition (M&A):

  1. Due diligence
  2. First 100 days
  3. Long-term Supply Chain Excellence

Why is Tompkins Unique?

We have strong experience across major industries including retail, consumer products, pharmaceutical, food and beverage and 3PLs, and we understand the industry benchmarks and best practices. By leveraging this knowledge and data, we are able to quickly provide a strategic plan that pinpoints what should be done now, next and later.

Meeting Your Challenges

Obstacles can arise in making supply chain strategy part of your firm’s M&A strategy. We help you meet these challenges head-on, including major ones such as:

  • Ensuring that Key Goals Are Met – Tompkins works with you on three key goals – all of which lead back to the supply chain.
    1. Profitable Growth: Generates actions engaged in capturing new markets and customers, as well as outperforming competitors.
    2. Margin Improvement: Leads to actions engaged in reducing costs of goods sold and improving speed and productivity.
    3. Capital Efficiency: Results in reducing working capital and fixed assets.
  • Integrating Supply Chains– Private equity firms routinely conduct financial due diligence when acquiring a company but often ignore the equally important supply chain due diligence. We ensure that supply chain strategy is integrated with overall M&A strategy.
  •  Assessing Supply Chains – Targeted assessments of a supply chain’s organizational structure, IT capabilities, and strengths and weaknesses help validate assumptions and identity hidden values and costs.

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Despite expansion and growth, a provider of full-service component meal systems was facing uncertain future sales. The company was seeking to assess its distribution network and reduce overall supply chain costs.

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Private Equity Firm Seeks Post-Acquisition Supply Chain Assessment

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Company Seeks China Market Study and Entry Strategy

A soft home goods company wanted to sell its products in China and needed to identify the best entry strategy for the market.

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Due Diligence for Private Equity Firm

A private equity firm was interested in purchasing the brake division of an automotive aftermarket company, and they needed to know the impact of the purchase on their transportation and distribution operations.

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Top Supply Chain Challenges for Consumer Products Companies in 2013

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Supply Chain Operations: The Path to Value Creation for M&A

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Leveraging Supply Chains for Increased Long-Term Value

Supply chains have the potential to create long-term value for companies that act upon it. Tap into new areas of innovation through the value creation framework that is outlined in this white paper, including profitable growth, margin improvement, and capital efficiency.

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Lessons Learned From Pharmaceutical Supply Chain

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M&A in High-Tech Industry

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Supply Chain Due Diligence: Adding Value to Mergers and Acquisitions

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China Acquisition to Consolidate Auto Distribution

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Logistics Service Provider Strategic Market Planning

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External Benchmarking and Gap Analysis

Meeting the benchmarks provided would result in annual savings estimated at $17 million for the grocery retail client.

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Strategic Market Planning

Based on prioritized actions and the market growth plan, the transportation services provider anticipates a 20 percent year-over-year growth for five years.

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