Diligence from the factory side.
An operator's read on the supply chain behind an outdoor, hardgoods, or lifestyle holding: who makes the product, on what terms, with what concentration and tariff exposure, and what it would take to change.
What a deal team gets.
The supply chain behind a consumer brand is usually the part of the model nobody on the deal team has run. The questions are simple and the answers are not: which factories, how concentrated, on what terms, with what lead time, and what happens to landed cost in the next tariff cycle.
Diligence package.
Supply chain audit and validation on the target: the factory base, concentration, terms, lead times, and tariff exposure. Written for the investment committee, in the language of landed cost.
Best for: specific decisions on a known clockExpert call.
One hour through GLG, Guidepoint, AlphaSights, Third Bridge, Dialectica, or Coleman Research. A sourcing or product question answered by someone who has run the factories the answer depends on.
Best for: one-hour answers to the right questionCompetitive intelligence.
A brand-side read on how the category is made and priced, and where the target's cost structure and factory relationships sit against the field.
Best for: pre-LOI and the first hundred daysWhy an operator, not a consultant.
Fourteen factories run from Hong Kong. VP at Eastpak and Timberland. China sourcing since 1989. The read comes from having sat in the seat the target's supply chain depends on, and from factory relationships that answer the phone. The work is operational, not theoretical.
And after the close.
Most relationships start as one shape and become another. A diligence package often becomes a retainer, a fractional VP seat inside the portfolio company, or a defined project: a diversification plan, a sourcing audit, a programme rescue.
Retainer.
Monthly engagement. Ongoing advisory and fractional executive support. The shape that suits brands navigating active supply chain restructuring, product programme launches, or interim leadership gaps at the VP level.
Best for: brands in flux. Six to eighteen month engagements.Project.
Defined scope, defined timeline, defined deliverable. Sourcing audits. Diligence packages for PE deal teams. Programme rescues. A fixed engagement window with a clear answer at the end.
Best for: specific decisions on a known clock.Expert call.
Single-call advisory through GLG, Guidepoint, AlphaSights, Third Bridge, Dialectica, and Coleman Research. PE diligence, brand-side competitive intelligence, expert review of a sourcing or product question.
Best for: one-hour answers to the right question.“CenterEdge was a keystone sourcing and design partner. Rich's leadership consistently improved quality and margins across nearly all targeted growth categories. I highly recommend him.”
“CenterEdge LLC has been a keystone design and sourcing partner during my outdoor career from 1995-2013. Kelty Packs, Pearl Izumi, Patagonia, and Prana were all recipients of the leadership of Rich Amodio and his talented team. As CEO of each of these firms it was always so comforting to know that I could rely on CenterEdge to work hand in hand with my inside operations and design team to come up with the optimum sourcing prescription. I am proud to say that in each of the company engagements we were able to increase quality and margins in almost 100% of the growth categories we focused on. Rich is a trusted professional and is highly recommended.”
“Rich has been my most valued partner and counsellor. No other firm operating in Asia offers more experience, insight, and leadership for Western companies.”
“I have been a friend, customer and colleague of Rich Amodio and CenterEdge Consulting for most of ten years in my various sourcing and supply chain roles. Rich has been my most valued partner and counsellor and I know of no other firm operating in Asia supporting western companies that offers more experience, insight and leadership. My recommendation could not be more unequivocal.”