Operational Due Diligence Identifies EBITDA, Sourcing, and Working Capital Opportunities

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The Challenge

A vertically integrated wood flooring manufacturer needed an independent assessment of its operations to better understand current-state performance, growth capacity, and opportunities to improve profitability.

The review focused on manufacturing effectiveness, safety practices, procurement, supply chain performance, and the company’s ability to support future production growth. Leadership also needed greater clarity around where operational improvements could translate into measurable EBITDA and working capital gains.

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Our Approach

TriVista conducted a comprehensive Quality of Operations™ assessment across three facilities, evaluating manufacturing processes, plant layout, equipment, capacity, space utilization, and operational readiness for growth.

The team combined on-site observations with detailed data analysis to assess planning, purchasing, inventory, sourcing, and production performance. TriVista also reviewed how people, equipment, and space could be structured more effectively to support higher output and improve operating efficiency.

To provide an objective view of operational maturity, TriVista benchmarked the company’s manufacturing processes against similarly sized organizations using its proprietary assessment framework. This analysis helped isolate opportunities across lean manufacturing, SIOP, sourcing, inventory management, safety, quality, and leadership effectiveness.

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The Results

TriVista identified a broad set of opportunities to improve margins, working capital, and operational discipline while supporting future growth.

The assessment uncovered 2% to 5% potential savings on material spend through more formalized sourcing and procurement processes. It also identified a 4.8% working capital improvement opportunity through stronger inventory controls, improved planning, and better inventory-turn performance.

Inventory analysis revealed that approximately 36% of inventory was at risk of becoming slow-moving, contributing to overstock and the need to discount product at reduced margins. TriVista defined an improved planning approach to better align inventory with demand and reduce this exposure.

In addition, the team quantified EBITDA improvement opportunities tied to stronger SIOP discipline and continued lean implementation, while also identifying targeted plant-level improvements across production, safety, quality, and leadership. The result was a practical roadmap to strengthen profitability, improve cash efficiency, and build a more scalable operating model.