A $250 million machined aerospace structures company with seven global production facilities serving both military and commercial aerospace markets had made multiple acquisitions each year for several years and had significant discrepancies in operational performance from factory to factory (7 total). Many of the acquisitions had been long time family run businesses that had limited operational best practice implementation or adaption. As a result, several of the facilities were operating at sub-optimal performance level. The holding company turned to TriVista, leveraging our expert team to identify manufacturing and inventory opportunities within two production facilities representing approximately $140 million in sales. A key deliverable was to determine why these two facilities, despite exceeding growth expectations on topline revenue, were lagging on margin, EBITDA and cash flow performance compared to the remaining five sites.
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.
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
Leveraging TriVista’s Lean Six Sigma and operations experience, the client was able to increase On-time deliveries, decrease outsourcing, and stabilize production scheduling at its facility in China. The Business Challenge A $25 million, privately owned, international cosmetics packaging manufacturer was facing production management issues at one of its manufacturing facilities in China. While aggressive marketing and successful… Read More
IDENTIFYING RISK & VALUE CREATION OPPORTUNITIES IN A CROSS-BORDER DEAL The Business Challenge A $700 Million Private Equity fund was interested in acquiring a $100 Million industrial components manufacturer with a US and China presence. Given their limited experience in cross-border deals, the PEG retained TriVista to conduct a detailed Operational Due Diligence in both… Read More
STRENGTHENING THE SUPPLIER BASE, STREAMLINING LOGISTICS NETWORK, AND EMPOWERING THE LEADERSHIP TEAM The Business Challenge A $400 Million in sales revenue, multi-division industrial products manufacturer was experiencing major issues in its Asia and China supply chain. Poor On-Time-Delivery and high logistics costs were forcing the company to absorb substantial price increases, while struggling with poor… Read More