For buyers of U.S. manufacturing businesses
Buying a manufacturing business?
Whether this is your first manufacturing acquisition or an expansion of an existing operation, evaluate financing for the purchase, transition and operating cash after closing.
Request an Acquisition ReviewPurchase · Transition · Post-close capital
Plan the purchase and the handover
The purchase price is only part of the plan.
Start with the manufacturing business you want to buy, your experience and the proposed operating plan. Consider the purchase, transition costs and the cash needed to keep production moving after closing.
Capacity and capabilities
Assess usable capacity, equipment condition, maintenance needs, tooling and the investment required to meet your plan.
Customers and production
Review customer concentration, order quality, contracts, quality systems and dependencies on key staff or suppliers.
Transition and working capital
Plan inventory, work in process, payroll and receivables through the handover. Include integration costs and possible downtime.
Build the acquisition budget
Keep the operating plan connected to the deal.
A financing review begins with the target business, your buyer profile and what a practical handover requires. If you already operate a business, include the integration plan. Identify assumptions before treating projected benefits as cash available for repayment.
Purchase
Consider price, buyer contribution and the proposed deal structure.
Transition
Budget for people, systems and customer continuity.
Operate
Allow for working capital and obligations after closing.
Financing fit
Evaluate the structure.
Understand the cash impact.
Acquisition financing
Evaluate potential term financing, including SBA-backed financing where eligible, against the buyer, target cash flow, transaction structure and contribution.
Transition and operating cash
Consider the cash needed to retain staff, complete inherited work and integrate the business. The appropriate structure depends on the transaction.
Your manufacturing acquisition review
A clear next step.
Start with the target and the operating plan.
Define the need.
Share the target, stage, purchase range and expected timing.
Review the financial picture.
Consider target cash flow, your available contribution and the transition budget. Include an existing business where relevant.
Identify what comes next.
An advisor can discuss potential paths and the information needed for further evaluation.
Practical questions
Before we talk.
Can we finance the purchase and post-close working capital together?
They can be considered in the same planning discussion. The structure depends on the target, buyer, collateral, contribution and eligibility. Include inventory, work in process and the time until customer collections in the budget.
Do I need to already own a manufacturing business?
No. This review is for buyers acquiring a manufacturing business, including a first manufacturing acquisition and existing operators expanding. Your experience, operating plan, available contribution and the target’s financials help frame the discussion; financing eligibility depends on the transaction and underwriting.
Do I need a target under contract?
You can begin with a target identified or an acquisition plan. A more specific financing assessment requires target financials, proposed terms, your experience and available contribution. Existing-company information is relevant only if you have an operating business involved in the acquisition.
What happens after I request a review?
An advisor reviews the context you share and follows up to discuss the business need and information needed for the next step.
Plan the next acquisition
What business are you considering?
Tell us about the manufacturing business you want to buy and your acquisition plans. If you need capital for an existing operation rather than a purchase, the separate manufacturing growth path addresses that purpose.