Pre-Acquisition Supply Chain Audit

Most founders spend years building a great product and a loyal customer base, then lose valuation — or lose the deal entirely — because of supply chain issues they didn't know were there.

Acquirers and investors look hard at operations. They want to know whether the supply chain is a scalable asset or a liability they'll inherit. A pre-acquisition supply chain audit finds what they'll find, before they find it — giving you the option to fix it, explain it, or price it accurately.

What Acquirers Look for in Your Supply Chain

Due diligence on supply chain operations typically covers five areas:

Supplier concentration risk. If 80% of your production runs through one factory or one region, that's a risk an acquirer has to price in. Single points of failure — in sourcing, manufacturing, or logistics — are among the most common deal complications.

Inventory health. Acquirers look at inventory turnover, dead stock, and whether inventory levels reflect actual demand or accumulated errors in forecasting. Excess inventory or chronic stockouts signal planning dysfunction.

Cost structure and margin integrity. Are your landed costs, 3PL fees, and fulfillment costs well-documented and defensible? Acquirers want to see that margins are real and repeatable, not optimistic.

Technology and data infrastructure. Can you produce clean, reliable data on demand, inventory, and costs? Brands running on spreadsheets or disconnected systems create integration risk that acquirers discount for.

Operational documentation. SOPs, contracts with suppliers and 3PLs, carrier agreements — acquirers want to see that the business can operate without the founder. Undocumented processes are a red flag.

The Supply Chain Issues That Kill Deals (or Lower Valuations)

These are the most common findings that surface during acquisition due diligence:

• Undocumented supplier agreements — verbal or informal arrangements that don't transfer with the business
• Unaudited 3PL invoices — overcharges that have compounded for years without detection
• Inventory discrepancies — book inventory that doesn't match physical counts or system records
• Fragile logistics arrangements — carrier relationships or rates that aren't locked in and won't survive a change of ownership
• Technology debt — critical systems with no integration, manual data entry creating errors, or platforms the founding team manages personally
• Missing compliance documentation — especially for brands in regulated categories (supplements, cosmetics, food, hazmat)

None of these are fatal if you know about them. All of them are costly if an acquirer finds them first.

How a Pre-Acquisition Supply Chain Audit Works

The audit evaluates your operations across planning, manufacturing, logistics, fulfillment, and technology — the same five areas an acquirer's ops team will examine during due diligence.

The process moves through five phases:

Documentation Review — We examine supplier contracts, 3PL agreements, carrier arrangements, inventory records, and technology architecture. This surfaces gaps before they become negotiating leverage for a buyer.

Stakeholder Interviews — We speak with your ops, finance, and logistics teams to understand how decisions actually get made, where manual workarounds exist, and what institutional knowledge lives only in people's heads.

Technology & Data Flow Mapping — We assess your systems, how they connect, and where data reliability breaks down. Acquirers with strong ops teams will do this themselves; you want to know the answer first.

Process Analysis — We evaluate each function against the operational maturity expected at your revenue stage and growth trajectory.

Cross-Functional Evaluation — We identify the handoff gaps and communication breakdowns that create operational risk and inflate the cost of integration post-acquisition.

What Gets Fixed Before You Go to Market

The audit produces a prioritized remediation plan organized by impact and effort. Typical pre-acquisition clean-up work includes:

• Formalizing supplier and 3PL agreements into transferable contracts
• Running a fulfillment invoice audit to recover overcharges and document billing accuracy
• Reconciling inventory records and establishing a cycle count process
• Documenting SOPs for critical operational functions
• Identifying and filling technology gaps that would require post-acquisition investment
• Building the reporting infrastructure to produce clean, investor-ready operational metrics

Not everything needs to be fixed before a sale. The audit helps you understand what must be addressed, what can be disclosed, and what is genuinely not material — so you can make informed decisions about how to position the business.

The Difference Between Prepared and Unprepared

Brands that go through a pre-acquisition supply chain audit typically enter due diligence with a clear operational narrative: here is how the supply chain works, here is where we've invested, here is what we've already identified and addressed.

Brands that skip it often find themselves in reactive mode — responding to findings they didn't anticipate, explaining problems they can't fully account for, and watching their valuation erode in real time.

The audit doesn't just protect value. For well-run operations, it creates it — surfacing improvements that make the business demonstrably stronger before you go to market.

Ready to Get Your Supply Chain Deal-Ready?

Izba runs pre-acquisition supply chain audits for consumer brands preparing for sale, fundraising, or investor due diligence. We evaluate your operations across all five core functions, identify the issues that surface in due diligence, and give you a clear remediation roadmap.

Schedule a call with an Izba consultant