Industrial Distributor-Operational Assessment and Implementation

For a recently acquired fast-growing industrial parts designer/distributor with 20K SKUs, significant Asia sourcing, Quantum conducted a detailed post-close operations assessment. Quantum identified transformative changes in business model, processes and systems, to enable the business to scale to 2X in a few years. The changes include service level definitions, sales processes, SOIP and inventory levels, […]

Chemicals Footprint Strategy

For a global chemicals company, Quantum developed its North American footprint strategy – specifically to address if plants could be consolidated. The Quantum team worked collaboratively with the client to assess demand and capacity by various chemistries at the reactor level at each plant, under various business scenarios. Quantum developed several footprint scenarios that evaluated […]

Chemicals – Plant Consolidation Project Management

For a global chemicals company, Quantum led the integration of 2 of its largest North American manufacturing sites. Quantum worked closely with the client functional teams to develop a detailed program that covered product qualifications with customers, capital investments / capacity enhancements, plant operations process developments, supply chain planning and production transition, logistics and rail […]

Add-on Synergy Assessment for A&D Components Manufacturer

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 […]

ODD automotive after-market parts manufacturer

For a PE client, Quantum conducted a rapid Phase 1 assessment of a mid-market automotive after-market parts manufacturer. Quantum conducted site visits, data analysis and management discussions to assess the maturity and scalability of operating practices, network capacity and operating costs.

ODD and Carve out planning for a global machinery and parts manufacturer

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 […]

Chemicals Add On Integration Lead

For a mid-market PE owned Chemical / Polymer company, Quantum led a 12 month engagement to integrate the add on acquisition of a similar sized competitor.  Quantum set  up the PMO, developed detailed work plans and managed workstreams for manufacturing consolidation / plant closure, plant expansion, sourcing, warehouse relocation, organization integration, and commercial and R&D […]

Aerospace electronics components ODD

For a PE client focused on aerospace investments, Quantum Strategic Advisors conducted an ODD of a leading high reliability electronics components manufacturer with 5 manufacturing sites in the US. Quantum assessed the potential for EBITDA improvements through operational initiatives including – footprint rationalization, product consolidation, sourcing, productivity improvements and pricing. Quantum also outlined platform investments […]

Order to ship cycle time reduction

For a lower middle market “Build to Order” electronic components manufacturing service provider, Quantum conducted an assessment of its order to delivery cycle times and identified opportunities to reduce lead times by 50%. Our client provided very high quality production services but customer dissatisfaction with lead times was limiting growth. Quantum collected detailed process data […]

Chemicals add on – Detailed integration planning

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 / […]

Aerospace electronics roll up

For a middle market PE firm, Quantum conducted operational assessments of 3 highly specialized aerospace electronics companies. For each target, Quantum assessed the stand alone improvement opportunities in manufacturing, supply chain, organization and G&A. We also assessed potential synergies in a roll up scenario integrating with other targets under consideration.

Aerospace acquisition and plant move

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 […]

Global chemicals merger

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, […]

Global specialty chemicals acquisition

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 […]

Medical Products Merger

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.

Specialty Retail Diligence

Operational Due Diligence on a $8B specialty retail take private transaction for 2 very large PE firms jointly bidding on the deal. ODD identified $200+M in EBITDA improvements through sourcing and merchandising initiatives, and efficiencies in store operations, supply chain, e-commerce and G&A.

Oil Services – Clean Room Diligence

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.

Electronics Manufacturing Plant – Buy and Move

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.

Specialty Manufacturing Diligence

Operational Due Diligence of a $2B specialty paper and plastics products manufacturer that had grown quickly through acquisitions and had 30+ plants. Assessed opportunities in manufacturing footprint consolidation, Lean improvements, indirect sourcing and supply chain. Critically evaluated seller’s claims on footprint and manufacturing initiatives, which helped the PE firm to calibrate their interests in the […]

Branded CPG Carve Out

For a $1B branded retail cosmetic manufacturer being carved out from a large parent, assessed the operational impacts as a standalone. Estimated the impact of loss of leverage in sourcing and distribution, offset by reductions in corporate overheads, and operational improvements.