A private equity owned sporting goods manufacturer was experiencing declining margins and excess capacity at their China production facility. Smaller production volumes, poor inventory management and shrinking profits necessitated the closure of their full-scale production facility. TriVista was retained to facilitate and manage the shutdown and transfer the remaining inventory, supply chain and production back to the US headquarters. Multiple levels of negotiations were necessary to keep labor unions, government officials, and interested parties all satisfied during the closure.

A successful, international manufacturing company was struggling with its existing China facility, comprised of multiple small warehouses and poor process flow. With growing domestic sales in China, the client decided to make a long-term investment in relocating to a new facility with improved production flow and room for expected growth. Recognizing that our client faced multiple deadlines with their customers and landlords, TriVista was committed to meet our client’s needs while adapting the project schedule to best fit the changing order flow. Communication was essential, requiring input from both American and Chinese stakeholders in multiple languages to conduct the feasibility study, select the new facility, make necessary improvements and manage the relocation.

TriVista helped a food manufacturer benchmark their domestic and foreign supply chain against the new Food Safety and Modernization Act (FSMA) regulation and delivered a gap analysis, outlining non-conformances throughout their supply chain. In addition, our expert consultants delivered a formal training program to the management team outlining the specific areas where FSMA would be impacting their business.

TriVista guided a large automotive manufacturing company through the process of establishing a new facility, which included a multi-region feasibility study, comprehensive project design, and a strategic implementation plan.

TriVista led efforts to drive process improvement, expand capacity and reduce inventory at a leading industrial equipment manufacturer. The Business Challenge TriVista’s client was a private equity owned $65 million manufacturer of industrial equipment.  The company was trying to explore ways to increase capacity without adding additional roofline – max capacity was reached at their existing… Read More

Orchestrating Process Improvement in an Automotive Component Factory Company Confidential is a privately held $100 million manufacturer of specialty advanced technology heat exchange devices for the automotive, truck, and mobile equipment market. Company Confidential serves both commercial and military markets, with market segments ranging from general passenger vehicles, light duty trucks, heavy equipment, personnel transport,… Read More

Leveraging TriVista’s Lean Six Sigma expertise, the client was able to generate $2 million in EBITDA and reduce working capital by $6 million. The Business Challenge A $65 million consumer audio electronics manufacturer specializing in high end luxury audio components was facing decreasing sales and declining margins. Although their products are sold through the largest… Read More

  TriVista identified over $1.0 million of EBITDA savings for a leading printing and packaging company. The Business Challenge A private equity backed custom printing and plastic packaging company was facing challenges attributed to a series of recent acquisitions, along with a sub-optimized inventory management and forecasting process. Despite a dramatic increase in sales over… Read More

Leveraging TriVista’s Lean & Process Improvement Expertise, the client was able to generate $500,000 dollars in savings. The Background The largest provider of fresh deli solutions, TriVista’s client makes fresh salsa, dips, and hummus for consumers sold through major retail chains. Their product can be seen on grocery store aisles across the country and they… Read More

TriVista dramatically improved customer service by implementing a robust Sales, Inventory, and Operations Planning (SIOP) Process that decreased stock-outs by 50% without additional inventory. The Business Challenge TriVista’s client was facing increasing backorders and rapidly declining customer satisfaction. Our team was tasked with developing an improved supplier and inventory management system which would eliminate stock… Read More