Supply Chain & Vendor Realignment
A handshake price
does not survive you.
Buyers inherit the contracts, not the relationship that got the discount. We secure the terms that transfer, flag the ones that need consent, and pull the margin off a single supplier or a price that only you can get.
Confidential. No obligation. Counsel reads the clause. We find it first.
Your information is 100% confidential. We never sell your data.
The margin is only real if the term is.
A buyer will ask which suppliers can stop the business, which prices reset when you leave, and which contracts need a signature they do not have yet. A stock sale does not automatically clear that. Assignment language and change-of-control language are different triggers. Silence is not the same as permission.
Vendor realignment puts the supply base on paper the company owns: named terms, a second source where one failure matters, and pricing that is in the contract rather than in your phone. Counsel confirms the clause. We will not quote a multiple from a renegotiation.
Company is the party. Price, term, and renewal are written. Consent or notice on a sale is known. A backup exists for anything that can halt delivery.
Your name on the account. A verbal discount. One supplier for the critical input. An auto-renew nobody has read.
We are not renegotiating every vendor. We secure the ones a buyer will underwrite, and we name the rest as residual risk.
Six things we put in the vendor file.
Who the contract is with
The company, or you. A personal account, a card in your name, or a login only you hold does not transfer with the sale until it is moved.
Consent and change of control
Assignment, notice, and any clause that treats a sale of the company as its own event. We list which agreements need a conversation before a buyer finds the sentence.
Concentration
Spend and the input that cannot be swapped in a week. One supplier above a level you can name is a risk, not a loyalty story. A second source, or a written reason there is not one.
Price that is on paper
The discount you get on a call is not a margin a buyer can model. We move material pricing into a term, a schedule, or a disclosure that the price will reset.
Renewal and exit
Auto-renew dates, termination windows, and price resets on renewal. A contract that locks the buyer into a worse rate after close is a diligence item, not a surprise at the closing table.
What you can take with you
Data export, remaining prepaid balances, and whether a franchisor or platform can cut the account on a sale. If the company cannot leave, that is part of the risk note.
Order of work
Map the spend. Secure what matters. Leave the rest alone.
Rank by failure
Which vendor stops delivery, and which is just a cost. Concentration and margin first.
Put the term in the file
Party, price, renewal, consent. Handshake terms get written or disclosed. Counsel reviews anything we would change.
Show the margin
A price already in the trailing results is evidence. A hoped-for renegotiation is a plan, not adjusted EBITDA.
What we will not do
Questions owners ask first
Find the supplier a buyer cannot inherit.
Tell us who you cannot lose, and where the price lives. A member of our team will map what transfers and what needs to be put on paper.
Confidential consultations • Terms before the relationship • No obligation
Navigating Transactions, Maximizing Potential
M&A Advisory Services For Privately-Held Businesses
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