Supply chain as a
value-creation lever.
Not a liability.
A repeatable engagement model deployable across your portfolio — with in-market execution in Asia, results inside the hold period, and no incremental headcount required on your side.
CS-014
Across multiple categories
China + India · 4 months
Asia operational presence
Supply chain is consistently one of the hardest value-creation levers to pull inside a hold period.
No credible in-region diagnostic
Most OPs can identify that a portco's supply chain is underperforming. Few have the in-market relationships to benchmark actual supplier pricing across China, India, and Southeast Asia — or to quantify what the gap is worth.
Black-box intermediaries erode margin
Trading companies and legacy brokers profit from opacity. By the time you close, that markup is already baked into the portco's cost structure — often for years — and no one on the cap table knows how much it costs.
The hold period doesn't wait
Building in-house supply chain capability takes 18–24 months. Traditional consulting programs take nearly as long to show results. By the time most programs are operational, the window where EBITDA improvement compounds into a meaningful exit multiple has already closed.
A medical products manufacturer. A decade-old broker relationship. Four months to replace it entirely.
From Black Box to Direct Access: Achieving Market Pricing and Tariff Resilience
A medical products manufacturer had relied on a single trading company for over a decade. Pricing was opaque, tariff exposure was unquantified, and leadership had no visibility into actual supplier relationships. We replaced the entire intermediary model — direct supplier contracts, transparent pricing, in-market quality oversight — in four months across China and India.
Read the full case studycost vs. savings delivered
across multiple categories
China & India
Whether the work is re-sourcing, supplier development, or diversification — the engagement model is the same. Built to deliver early wins and compound over time.
Discovery & Scoping
- Current supplier footprint and dependency mapping
- Cost benchmarking against in-market rates
- Tariff and regulatory exposure quantification
- Priority targets, success metrics, and governance cadence defined
Integration & Execution
- ABC regional team integrates with your supply chain function
- In-market supplier identification, auditing, and qualification
- Direct contract and pricing negotiation
- Phased transition away from legacy intermediary relationships
Stabilization & Optimization
- In-market quality oversight and production monitoring
- Live KPIs and quarterly governance cadence
- Continuous improvement across supplier base
- Expansion to next category or market as needed
Built for the operating partner's reality — not the portco's org chart.
Repeatable across the portfolio
Same methodology, same regional team, same reporting framework — deployable across multiple portcos in parallel. OPs who bring us into one portco typically identify two or three others within the same hold period.
No incremental headcount on your side
We operate as an extension of the portco's supply chain function. You get weekly reporting and exception escalations. You don't get a new full-time job managing the engagement.
Results structured for LP reporting
Every engagement produces a savings baseline, a supplier register, and a cost-benchmark report. These are structured to travel — to the LP update, the board deck, or the exit narrative — without requiring translation from operational data into a format your stakeholders can use.
We move quickly — because you need us to
Our process is not designed around an arbitrary time anchor. It's designed to move at pace — qualified suppliers identified, audited, and contracted as fast as quality allows. For PE-backed companies, that speed directly affects what's achievable before exit. We don't slow down to fill a program structure.
Structured for clarity at the OP level — not ambiguity that requires three calls to scope.
| Parameter | Detail |
|---|---|
| Entry point | A structured discovery process — benchmarking the portco's supply chain against in-market baselines and identifying the highest-priority opportunities. Completed at the client's pace, typically within 30–90 days.Most common |
| Engagement scope | Single portco or portfolio-wide. Multi-portco deployments run concurrently using the same regional team — no sequential queuing. |
| Geography covered | China, India, Vietnam, Thailand, Cambodia, and Malaysia. In-market presence across all — not remote coordination. |
| Typical duration | 90-day activation, with ongoing SCMaaS management available post-transition. ROI is typically realized within two quarters of active engagement. |
| Reporting cadence | Weekly operational updates to portco management. Monthly summary at the OP level. Quarterly LP-ready savings report. |
| What we don't do | We don't replace the portco's procurement team. We work alongside it. Our goal is a documented, sustainable model the portco owns at transition. |
Not sure where your portco's supply chain stands? Start with the assessment.
Twenty questions across four pillars — Visibility, Process, People, and Alignment. Complete the assessment and receive your benchmark score, an industry comparison, and a complimentary 30-minute review with one of our regional directors.
Supply Chain Maturity Assessment
Twenty questions. Benchmark score across four pillars. Complimentary regional director review included.
Take the Assessment Prefer to talk first? Let's Talk →Tell us about the portco.
We'll tell you what we'd find.
A working session — not a pitch. Bring the portco's supply chain overview and we'll benchmark it against what we're seeing in-market. Most OPs leave with a prioritized opportunity list they didn't have walking in.