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The fastest way to find a bad manufacturing deal is to ask whether inventory grew because demand grew, or because management got scared. Those look identical in a trailing P&L. They do not behave the same after close.
Start with three questions: what inventory was bought before price increases, what is truly customer-backed, and what is obsolete but politically hard to write down?
A buyer-friendly clause for deals exposed to steel, aluminum, copper, resin, diesel, or other fast-moving inputs.
What to request before the accountant starts billing hours: inventory aging, price pass-through evidence, and customer concentration by margin.
Not just revenue concentration. The real issue is contribution-margin concentration after customer-specific labor and freight.
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