For a mid-market PE add on acquisition in the Polymers space, Quantum conducted detailed synergy assessment and integration planning. The Quantum team worked closely with the buyer and the target for a bottom up assessment of synergies in Commercial, Manufacturing, Sourcing, Supply Chain and G&A. The synergies included consolidation of manufacturing footprint, extensive sourcing / in-sourcing opportunities and cross-selling. The manufacturing consolidation scenario was developed through a reactor level modeling of chemistry, batch sizes, utilization and capacity. Sourcing synergies were developed through extensive workshops. The team developed a detailed implementation plan and a detailed estimate of one time costs for the manufacturing consolidation.
For a $3B diversified aerospace manufacturer, conducted operational due diligence and detailed pre-close planning for the acquisition and integration of a North American aerospace manufacturer with 2 plant locations. The Quantum team assessed synergies in manufacturing, organization and G&A. Developed a detailed plan to move production to the buyer’s manufacturing locations and transition to an integrated organization. Quantum has been retained to lead the integration
For a $750M global chemicals company (metal working fluids, lubricants, coatings) led a global diligence for the acquisition of a similar sized global competitor. The Quantum team acted as a trusted adviser to the buyer’s Executive team, managed other diligence providers, and guided the effort in assessment of opportunities and risks in global manufacturing, sourcing, organization, SG&A and commercial integration.
For a $700M global chemicals company, led the diligence for the acquisition of a $350M global specialty chemicals manufacturer (coatings and colorants). The Quantum team worked closely with the bidder’s management team to assess synergies in manufacturing, sourcing, supply chain and G&A. Conducted global site visits, developed footprint rationalization scenarios, developed integrated organization structure, assessed combined sourcing synergies and potential SG&A reductions
For a $500M medical products manufacturer and distributor, conducted diligence on the acquisition of a $200M device manufacturer and supplier. Identified the operational impact of the vertical integration strategy and quantified synergies in manufacturing, sourcing, supply chain and G&A.
For 2 oil services companies who were direct competitors evaluating a merger, we conducted a clean room diligence to confidentially assess synergy potential in global operations. Maintained strict confidentiality of both parties’ data, worked interactively with both companies to evaluate synergies in asset utilization, organization rationalization, facilities and sourcing.
For an aerospace and defense semi-conductor manufacturer, conducted diligence and detailed pre-close planning for the acquisition and integration of a carve out of the micro-electronics division from a parent company. Developed detailed work plan and one time costs for moving the manufacturing plant and headquarters to a new location, and estimated EBITDA impact.
For a PE owned $450M HVAC service provider, evaluated the synergy potential for merger with a loss making direct competitor to be carved out from a parent. This was an exclusive look. Developed a turnaround plan including a detailed branch rationalization model, a joint branding and advertising program and sourcing leverage. Estimated EBITDA improvement potential, months to turnaround and cash flow model as input to a bidding strategy.
Operational Due Diligence, pre-close panning and post-close program management for acquiring and integrating a $50M Mexican specialty manufacturer and moving production to the buyer’s plant in USA.
For an upstream oil services company buying and integrating a competitor’s North American business, led the diligence and rapid merger integration. Completed integration in 6 weeks; enabled the large field work force to transition seamlessly to new processes, billing and reporting, leveraging best practices from both companies.
For a PE owned global 3PL evaluating the acquisition of niche European forwarder, conducted commercial and strategic assessment of the acquisition and fit with the parent company. Assessed market positioning and operational synergies from the merger