Transport and Logistics
Globalisation has returned the carrying of goods and people to the spotlight in business. Possibly seen as ‘old economy’ sectors by those focused on areas such as technology and media, transport and logistics are vital to building and growing trade and tourism between countries, as well as for managing the supply chains of even small, domestic enterprises. At its most basic level, huge growth in consumer e-commerce has fuelled exponential growth in home deliveries beyond the capabilities of any national postal carrier. It is no surprise that research shows clear links between a strong and financially secure transport sector and broader economic growth.
There are, however, perennial challenges. While the decline in oil prices in recent years has helped many transport providers, particularly smaller operators, the industry is navigating a maze of issues including environmental considerations, accessibility, safety and security. As the largest producers of carbon dioxide emissions, companies in this area are faced with the high costs of updating fleets of vehicles in order to embrace the sustainable, ‘clean’ energy that customers, regulators and other stakeholders now demand.
Further pressures include the ability to grow margins on long established trunking routes, higher staff costs as a result of pensions reform and seemingly permanent shortage of qualified drivers. The scope for further road charging, in addition to teething problems in moving between a post-Brexit UK and continental Europe, limit any optimism in the foreseeable future.
Faced with Iimited room for manoeuvre when pricing competition appears, it is imperative that businesses in transport and logistics are structured to operate as efficiently internally as the service they promise their customers. Buchler Phillips has advised companies across the industry spectrum, from airlines to freight forwarders, international corporations to family owned and managed businesses. They have been operating at varying stages of their life cycles: early stage with low revenue; mature and at a strategic crossroads; preparing to be a consolidator in a fragmented industry; or over-extended and in need of turnaround.
Our services to these key sectors include support with:
- Balance sheet optimisation through asset finance and leasing
- Funding warehousing and new hubs
- Ownership structures and succession planning
- Due diligence for acquisition
- Merger integration
- Debt restructuring
- Business planning and documentation for loan applications