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.

More on Private Equity

Filter: Client Success Stories

Integration Due Diligence – Operations Assessment for Merging of Two Retail Chains

After recently investing in two specialty electrical retailing companies, a private equity group wanted to know if it could combine both companies’ operations into a single network. It wanted to analyze the distribution processes, facilities, and network to see if the consolidation would be a plausible solution.

Reducing Supply Chain Costs through Distribution Network Assessment

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.

Private Equity Firm Seeks Post-Acquisition Supply Chain Assessment

After acquiring a major contact lens distributor, this private equity firm wanted to complete a post-acquisition assessment to identify improvement opportunities.

Consolidation Review

A company was seeking a consolidation review to understand potential outcomes of an acquisition.

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.

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.

China Acquisition to Consolidate Auto Distribution

The client was able to gain advantage in the market through a successfully structured deal using Tompkins’ assessment.

Logistics Service Provider Strategic Market Planning

A Canadian LSP interested in expanding into the US and new industries needed an impartial list of merger and acquisition target companies, while remaining anonymous.

External Benchmarking and Gap Analysis

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

Distribution Strategy

Savings opportunities in excess of 30% of total logistics costs were identified for the international manufacturer.

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