For a PE portfolio company that manufactures and distributes pipe fittings and connections, Quantum conducted an Operational Due Diligence and synergy modeling for the potential acquisition of a competitor. Synergies included consolidation of manufacturing plants, foundries, channels and distribution centers, SKU rationalization and organizational integration. Quantum modeled the existing capacity by each process at the receiving plants and modeled how the costs would change with incremental volume from the target plants. Quantum also modeled new inventory levels and additional space and costs required in DCs. Based on this Quantum developed synergy estimates, one time costs estimates and an integration plan
For a PE portfolio company in aerospace micro electronics considering an add-on acquisition of a significantly larger, high reliability global semi conductor components supplier, Quantum conducted ODD and operational synergy assessment. The Quantum team visited 8 plants in the US and UK to conduct overall operations assessment. The team developed integration strategy for manufacturing plants that included closing 2 of the target’s locations and moving production over to the acquirer’s plants. Quantum developed the synergies and one time costs in operational and organizational integration. Quantum was retained to lead the post-close implementation
For a PE portfolio company in aerospace & defense, evaluating an add-on acquisition of a components manufacturer and repair service provider, Quantum conducted operational diligence and add-on synergy assessment. Quantum worked closely with the client’s team to identify and assess specific synergy opportunities in manufacturing including production consolidation, sourcing, organization and SG&A. Quantum developed the synergy estimates, one time costs and an integration implementation plan.
For a PE client, Quantum conducted a detailed carve out operational assessment of a global blow molding machinery manufacturing and after market parts distribution operations. Specifically the assessment focused on relocating assembly and parts distribution from the parent company to one of the carved out sites. Quantum conducted a detailed review of the assembly operations and supply chain, assessed the feasibility and risks in the carve out, developed the operating costs for the NewCo, developed site lay outs for the new assembly and distribution operations, an implementation plan and estimates for one-time costs. Quantum’s expertise in manufacturing and distribution was recognized by the PE clients and the NewCo Management team.
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 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.