Machinery/ Capital Goods
Customer & Market Due Diligence of EOL Packaging Equipment Manufacturer: Establishing Equipment Landscape, Competitive Positioning, And Ability To Scale The Platform
Conducted a 3-week customer & market due diligence of an end-of-line (EOL) packaging equipment manufacturer to establish the equipment landscape, the target’s competitive positioning, and the ability to scale the platform. To this end, Gotham: conducted 62 anonymous interviews with customers, OEMs, distributors, and integrators; built a bottom-up database of EOL equipment and OEMs by format, automation level, and end-market; analyzed automation trends; and built market models for both equipment and aftermarket segments. Gotham provided a clear, fact-based view of the target’s competitive positioning and whitespace opportunities, enabling our client to develop confidence in the platform’s ability to scale and pursue the target aggressively.
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Operational Due Diligence at Global Environmental Machinery Manufacturer: Assessing Product Design and Network Simplification Opportunities
Analyzed product portfolio and design platforms, manufacturing and engineering facilities, and cost structure to establish cost reduction opportunities at a machinery manufacturer with operations distributed over 13 facilities in 8 countries. Due diligence identified $23-39MM (12-21% of total COGS) in cost savings from standardizing/modularizing product line and executing a low-cost manufacturing strategy, simplifying/consolidating the manufacturing and engineering network, and reducing material, labor, and freight costs.
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Operations Diagnostic and Roadmap at Climate Control Product Manufacturer: Establishing End-vision for a Fast-growing, Entrepreneurial Company
Conducted a 3-week operations diagnostic to establish an end-vision for optimizing the clients’s manufacturing, supply chain, and engineering operations. Gotham developed a solid fact base of the client’s operations, including demand patterns, inventory, labor efficiency, product complexity, and cost structure. Working with management, Gotham created an end-vision to transform operations and generate both real bottom line benefits – 600bp EBITDA improvement, 20-30% reduction in inventory, and 30% reduction in the plant footprint – and capability enhancements (faster speed to market, improved quality, etc.) that will allow the client to capture market opportunities and drive future growth. The company’s board wholeheartedly backed this end-vision and asked Gotham to help accelerate capture of these opportunities.
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Proactive Investment Strategy for New Private Equity Fund: Identifying Promising Niche Industries to Create an Investment Framework for Inclusion in the PPM
Worked with this mid-market PE firm to translate the broad investment criteria for the new fund into specific quantitative and qualitative criteria targeting promising industries. Conducted analytical research to identify 7 focus industries, and assessed trends/dynamics and developed benchmarks for each of the industries to be used in deal evaluation. PE firm successfully raised the new fund and closed 3 deals within 2 years in the targeted industry niches.
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Sourcing Optimiation at Specialty Industrial Equipment Manufacturer: Consolidating and Creating Value-added Relationships with Vendors
Identified opportunity for vendor consolidation for commodity items and created and helped purchasing team execute associated plan for electrical parts processing, resulting in $450K in direct purchasing savings and $1.5MM reduction in componentry inventory. Comparable efforts rolled out to other commodities.
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Manufacturing Operations Improvements at Leading Manufacturer of Industrial and Commercial Machines: Quality Management Program to Ensure High Returns from Quality Assurance Spending
Created a new quality management program to raise the overally effectiveness of quality spending, with key elements including: alignment of quality KPIs with customer needs and optimal process decision points; proactive management of quality assurance up and down the supply chain; accurate information on the true costs of quality functions to facilitate decision making. The program comprised vendor certification, product quality standards, preventative maintenance, inspection and testing processes, timely problem reporting and resolution, warranty processing, and quality performance and tracking. Six- month checkup of client-led program implementation found significant reduction in the cost of quality.
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