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: White Papers

Program Management Office: Its Objectives, Methods, and Value for Supply Chain Management

This Paper addresses the Program Management Office (PMO) at the Chief Supply Chain Officer (CSCO) level. How it is best organized, staffed, operated, and value-based. It describes leading practices and provides guidelines for supply chain leaders seeking transformative improvements in their operations.

Dimensional Weight Pricing

Dimensional Weight pricing for parcel has been activated for a couple of months now and the realities are setting in for those impacted by it. This white paper addresses some thoughts about what companies can do to combat dimensional weight pricing now that it is here.

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.

Acquiring Supply Chains for Value Creation: Principles and Best Practices of Mergers and Acquisitions

Private equity executives are considering more than just cost reduction when it comes to leveraging portfolio companies. Looking through a changing M&A lens, company leaders are increasingly viewing supply chains as tools for value creation. In order to gain long-term benefits through the integration process, supply chains are being brought to the table earlier during business combinations. Learn more about the strategies and best practices for effective M&A supply chain integration by downloading this white paper.

Integrating Supply Chains from Business Combinations: Principles and Best Practices of Mergers and Acquisitions

Merger & Acquisition (M&A) activity is heating up in this recovering economy, giving supply chain executives fresh opportunities to promote sustainable business value during integration. With a greater emphasis on creating long-term benefits through the integration process, there is a critical need to bring a strong case for supply chain value to the table during business combinations. Learn more about the strategies and best practices for effective M&A supply chain integration by downloading this white paper.

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