Due Diligence CDD & ODD
Transport and Logistics
Commercial and operational Due Diligence is not a formality, but a critical tool to avoid risks, identify hidden opportunities and negotiate from a position of strength.
We know that “the devil is in the details”, but the key is not to lose focus: in an acquisition, the essence lies in dissecting the goodwill until its true nature is revealed.
In this sector, profitability depends substantially on volume but, often, “more can be less”. Identifying where the real values lies is vital.
Many teams rely on incomplete data or superficial analyses, leading to overvaluing assets, underestimated costs and dependencies, or operational models that will erode future margins.
This is where we step in:
We provide a rigorous, deep-dive analysis to offer a clear picture. Our goal is to draw conclusions that allow you to make decisions based on business reality, avoiding costly mistakes.
Thanks to our track record in this sector, we assess risks and detect opportunities with precision.
We bring a deep and independent analysis, backed by our specialisation and strategic vision, and strictly focused on ROI.
Are you going to buy a profitable business?
Shall we dig into the details?
What sets us apart?
Real sector experience
We know the specific pain points of logistics, transport and distribution, which allows us to ask the right questions.
360° Approach
We don’t stop at the numbers. We analyse how they are generated, identifying risks and opportunities that others miss.
In-depth technical assessment
We analyse not only financial data, but also the capacity of systems to support the current and future business.
Independence and objectivity
We have no conflicts of interest and do not belong to any logistics operator.
Our goal is to provide a clear and realistic picture, even if it is not what the client wants to hear.
Our Method
Financial analysis with an operational lens
Review of operational profitability, going into detail to understand cost allocation.
Are the declared margins real?
Are there hidden costs?
Are there loss-making business lines? Are they strategic or obsolete?
Process and capability assessment
Detailed mapping of workflows, technology, human resources and supplier agreements.
Detection of operational risks: Can current capacity absorb projected growth?
Are the systems scalable?
Benchmarking
How do costs, lead times and service quality compare to competitors?
Analysis of contracts with clients and suppliers: Are there abusive clauses, breach risks or renegotiation opportunities?
Identifying synergies and opportunities
What savings or improvements can be achieved by integrating operations, renegotiating contracts or optimising processes?
Are there synergies with current operations?
Systems and technology analysis
Review of the technology infrastructure (WMS, TMS, ERP, etc.):
What is the level of digitalisation?
Are there obsolescence risks or hidden maintenance costs?
Are the systems up to date and compatible with business requirements?
Are there critical integrations with clients or suppliers that could fail?
Ready to make decisions based on real data and avoid costly mistakes?