Practical Insights (Blog)

Better risk assessment, supply chain and operations optimization, and a renewed focus on ESG throughout the portfolio will drive continued PE success in 2022.

The standard due diligence traditionally carried out by private equity firms is, under normal circumstances, usually adequate – but we no longer live in normal times. Unpredictable disruption can seriously impact a deal both pre- and post-acquisition, and it is up to the PE firm to bring in a more advanced level of analysis – not necessarily to try to predict whether disruptions will occur (they will), but rather, whether the acquisition target can overcome the effects and coming out the other side a winner.

In the first of a three-part insights series to help CEOs and supply chain professionals navigate the ESG landscape, Maine Pointe’s CMO, Simon Knowles, and Alan Amling, Distinguished Fellow, Global Supply Chain Institute summarize ESG in the supply chain and discuss why it’s an imperative now.

As companies struggle to keep pace in today’s turbulent supply chain and operations environment, they recognize that the new path forward requires faster and better decision-making and improved accuracy and visibility. Maine Pointe’s Bill Forster and Collin Ziemerink discuss how Supply Chain Network Design takes a systematic approach to supply chain and operations optimization.

With PE deal making continuing its unparalleled run and with add-ons continuing to increase their share of deals, PE executives need to find a new way to accelerate and optimize value when integrating add-ons. Maine Pointe’s private equity team discusses how supply chain network design and optimization can rapidly equip private equity executives and portfolio CEOs with the ability to make faster and better decisions, respond to market dynamics and accelerate time-to-integration and value creation.

The imperative to rapidly respond to market dynamics to drive value

After the double shock of Coronavirus and the ‘Texas Freeze’ visibility and control of the chemicals supply chain and operations is critical to recovery. Glenn Hoskin, EVP Energy & Natural Resources at Maine Pointe, looks at the impact of these events on the industry and considers some of the steps executives can take to ensure they have accurate data at their fingertips to inform decision-making.

For manufacturers, the picture across the US is one of accelerating demand, labor shortages, raw materials scarcity and spiraling costs. Without immediate action, it’s a pattern that could impact your productivity and impede your organization’s growth for the foreseeable future. In this article, Simon Knowles, Chief Marketing Officer at Maine Pointe (SGS), discusses how integrated operations excellence is key to enhancing visibility, driving improved throughput and resolving supply/demand/distribution imbalances.

Nathanael Powrie and Simon Knowles conclude their series of articles examining the five-level digital supply chain and operations maturity journey with a look at how, as they move from level three to levels four and five, organizations break through the four walls of the business to achieve a synchronized, collaborative digital network for advantage.

Nathanael Powrie and Simon Knowles continue their series of articles on the five-level digital supply chain and operations maturity journey from a reactive, legacy supply chain to a forward looking, synchronized digital network optimized for efficiency, agility, growth, quality and speed. This article focuses on the typical attributes of an organization at levels one and two maturity and provides real-world examples of the measurable benefits companies can achieve moving up from these initial phases.

If you are a senior executive trying to cut through the noise around digital transformation, mildly cynical, or unsure of the value and where to get started, this blog series is for you. We will help you separate the hype from the facts and navigate your way to digital supply chain transformation in a pragmatic, measurable and step-by-step way.