Merger and Acquisition Strategy

As the economy pulls away from the Great Recession, companies are taking a new look at how they can re-ignite their sales growth and expand profitably.

Many companies have strong cash positions and access to low cost capital at a time when target company valuations are attractive.

The result is that a merger and acquisition (M&A) strategy can be a powerful and critical component in achieving organizational goals.

Merging or acquiring a company involves the combining of assets, including infrastructure and brands, as well as gaining access to potentially new markets and customers.

By merging or leveraging the individual company's strengths, the operation that emerges can spur growth, increase market share, and, when part of the acquisition strategy, initiate a company to a whole new business area.

Regardless of the goals, every aspect of the supply chain is touched: Buy - Make - Move - Store - Sell.

Therefore, it is critical that the supply chain strategy is fully supportive of an organization's business strategy.

At Tompkins International, we focus on global end-to-end supply chain solutions to provide: business and supply chain strategy analysi0 and assessments; distribution network, transportation, distribution center and material handling design and implementation services; and IT system assessment, selection and implementation support.

The Asia Opportunity: Do you know how to leverage the huge Asia opportunity? China and Asia present unique supply chain challenges as the region shifts from being the world's factory floor to a booming global marketplace. We address global needs in the area of sourcing and foreign market penetration strategies. Learn more about Asia supply chain excellence.

Tompkins’ experience in supporting M&A activity includes working with companies looking to acquire, or be acquired, as well as private equity firms. Tompkins participates in all three phases:

• Target Identification
• Due Diligence
• Post-Acquisition Execution

When the decision is made to pursue a merger or acquisition, the strategic value is well defined and understood, and in turn determines the financial investment that makes sense.

Reports indicate that 50-80% of mergers fail to meet their objectives. Any number of causes can be attributed to this exceptionally high failure rate. At Tompkins our focus is on identifying value and helping clients realize measurable results.

We have put this to work by performing assessments of a targeted company’s supply chain, to include its organizational structure, IT capabilities, and strengths and weaknesses in its logistics operations.

The goals have included:

• Validating cost/benefit assumptions.
• Identifying hidden values.
• Providing a list of priorities to capture short-term savings and/or customer benefits.
• Developing a list of investments to support the strategic goals.

From planning through implementation, Tompkins brings its clients measurable improvements in perfect alignment with their business strategies.

For over 35 years, Tompkins has served a wide range of industries, including automotive, consumer products, food and beverage, high technology, logistics service providers, pharmaceutical and medical products, and retail. See more details on these industries and our services.

Our global reach includes offices in the US, Canada, Europe and Asia. In Asia, we have unique capabilities built up over the last 20 years by Technomic Asia, a Tompkins International company located in Shanghai, China.

More About Tompkins International's Services for Private Equity Firms (PDF)

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