The deal math works only if operations deliver.
- 60 minutes. No cost. No obligation.
Both sides
Buy-side and sell-side diligence
The deal math assumes things nobody has checked.
You are underwriting operations you have not seen inside.
The model assumes capacity, service, and cost will hold after close, but nobody has tested those assumptions operationally.
The deal closed. Now two networks overlap.
Facilities, providers, contracts, and networks overlap, with no fact-based plan for what should consolidate, remain, or change.
A divestiture has to operate independently on Day 1.
The supply chain is entangled with the parent across facilities, systems, and contracts, and the standalone business has to run uninterrupted.
The synergies are in the model, but not yet in the operating plan.
The deal case assumes savings, but nobody has turned them into specific initiatives, owners, timing, and execution priorities.
Test the assumptions. Build the plan. Execute the priorities.
Test the operational assumptions.
We assess network capacity, cost, contracts, providers, and potential synergies to find supply chain risks and value opportunities before close.
Turn findings into Day 1 and post-close priorities.
We translate diligence findings into a practical roadmap for integration, separation, or value creation, including priorities, sequencing, dependencies, owners, and timing.
Move from deal thesis to operating reality.
We can support network consolidation, carve-outs, provider transitions, cost-reduction initiatives, and other high-priority workstreams where experienced execution support is needed.
The model tells you what the deal assumes. Operating experience helps test whether those assumptions will hold.
Operational assumptions tested early.
We look beyond the reported numbers to understand what has to be true operationally for the deal thesis to work.
Supply chain and economics connected.
We connect network, logistics, capacity, contracts, service, and operating realities to the financial assumptions and value-creation opportunity.
Built for action after diligence.
Findings become clear priorities for Day 1, integration, and post-close value creation rather than a list of observations.
What changes when operations are part of the deal from the start.
Clarity
A fact-based view of the supply chain risks, constraints, dependencies, and value-creation opportunities behind the transaction assumptions.
Readiness
Clear Day 1, integration, or separation priorities, with the critical actions, dependencies, and timing understood before they become execution problem
Value Capture
Synergy and improvement opportunities translated into actionable initiatives with a clearer path from the deal model to operating results.
They became an extension of ours, bringing clarity, structure, and real execution. We are in a far stronger position to scale because of their work.
Two supply chains. One scalable network.
See how Leverage helped a medical device manufacturer consolidate overlapping operations following an acquisition and create a more efficient, scalable supply chain.
A 16-facility spin-off, stood up and running.
See how Leverage quarterbacked a complex global separation, standing up a 16-location distribution network while protecting continuity through the transition.
Questions we hear about supply chain diligence and M&A.
What supply chain assumptions is the deal resting on?
- 60 minutes. No cost. No obligation.