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):
- Due diligence
- First 100 days
- 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.
- Profitable Growth: Generates actions engaged in capturing new markets and customers, as well as outperforming competitors.
- Margin Improvement: Leads to actions engaged in reducing costs of goods sold and improving speed and productivity.
- 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.