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BusinessFinanceNews

M&A bankers are looking for Amazon-proof logistics businesses

Strategic and financial buyers want exposure to e-commerce’s double-digit annual growth rates, but investment bankers at Armstrong & Associates’ 3PL Value Creation Summit in Chicago last week said they advise clients to look for Amazon-proof businesses.

Amazon’s (NASDAQ: AMZN) entry into low-cost digital brokerage and acquisition of trucking assets, not to mention its dominant position in industrial real estate and e-commerce, have transportation and logistics companies looking over their shoulders. Amazon’s strategy seems to be to establish control of multimodal transportation capacity in order to remove freight market-related constraints from its revenue growth.

In-sourcing transportation poses a concentration risk to trucking carriers who have a lot of business with Amazon, but there are other segments of the industry that could under even more pressure. E-commerce warehouse operators now have to compete with the world’s largest company to find square footage and labor. Final-mile carriers, whether crowd-sourced startups or large carriers with a specialized offering, will go head to head with Amazon’s growing network of independent contractors. 

A wide-ranging discussion of mergers and acquisitions (M&A) and where to find durable value in an industry that has recently experienced multiple expansion and competition from new entrants stretched across several panels on the last day of the Armstrong & Associates summit.

Broadly, two strategies emerged. Investors are focusing on specialized companies with value-additive customer relationships that dominate their niche, or they have ambitions to roll up a market like expedited freight or last-mile delivery into a player that could replicate Amazon’s service offerings.

“Four years ago with Amazon, it was ‘wait and see’,” said Dante Fornari, chief executive officer at Magnate International, a Chicago-based investment firm. “Now it’s just ‘see’. To try to relate this to M&A operations, we at Magnate try to invest in niche businesses that are high value, less straight down the fairway from Amazon.”

“Amazon is using logistics to a competitive advantage,” observed Paul Jones, managing director at Raymond James. “Amazon’s market cap is $879 billion, nine times the market cap of UPS. We need to be focused on what they’re doing and frankly try to stay out of the way.”

Kristopher Hopkins, head of transport and logistics at Houlihan Lokey, said that companies were already trying to diversify away from the concentration risk of having Amazon as a large customer.

Renee Krug, chief executive officer at top 10 freight brokerage GlobalTranz (GTZ), said that GTZ did not have direct exposure to Amazon’s business but that shippers across the board were raising service requirements and stepping up fines as they tightened their supply chains in response to Amazon’s logistics prowess.

In a different panel, Peter Stefanovich, a principal at Left Lane Associates, a Toronto-based middle market M&A advisory firm focused solely on transportation, agreed that specialization was probably the best way to protect capital in a shifting landscape.

“By carving out a niche in the transportation market, you’ll vastly increase the value to your company at the time of sale,” Stefanovich said. “Find that specialization and stick to it. Eventually, you’ll own that lane, commodity and/or geographic space, increase your margin and ultimately sell for a higher enterprise value.”

Chris Wofford, head of transportation investment banking at Wells Fargo, thought the same logic applied to third party logistics providers (3PLs) who found themselves in competition with new digital entrants like Convoy and Uber Freight. The key is specialization, in finding commodities and customers that need humans to add value to the transaction.

“They’re a massive catalyst for change and platforms funded from deep pockets,” Wofford said. “What percentage of freight is suitable for some sort of matching algorithm? Specialized is really challenging to put in a standardized system. A portion of freight is suitable for algorithmic problem solving, but not all of it.”

Jones argued that well-capitalized incumbents would be able to build the same digital technology and continue earning profits while doing so.

“My money is on operating companies that control the freight now and make money,” Jones said. “They’re going to figure out how to do this. I’d rather have my money there than on the startups.”

In a different panel, respondents were asked how they identify the attributes of a target company.

“Not sure whether I weight customer or team as being more important—both are at the top of the list,” said Kyle Sauers, chief financial officer at Echo Global Logistics (NASDAQ: ECHO).

Geoff DeMartino, vice president of corporate development and strategy at Hub Group (NASDAQ: HUBG), noted that while strategic buyers can often pay more for companies if they see meaningful synergies, either on the cost or revenue side, public companies “have to be tempered in our enthusiasm.” DeMartino said that Hub Group was considering niche deals that could give it exposure to refrigerated and flatbed freight, and that it was selectively looking at some international opportunities.

Ryan Roberts, from Pritzker Private Capital, which he described as a kind of hybrid family office / private equity firm, said that he wanted to get into e-commerce-related businesses like expedited freight and last mile. The catch is finding a non-asset or asset-light company that would be a suitable platform for a buy-and-build strategy.

“For us it has to have enough scale to use as a platform to try to consolidate whatever market they’re in,” Roberts said. “There are many opportunities that don’t have the technology backbone that’s necessary.”

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John Paul Hampstead, Associate Editor

John Paul writes about current events and economics, especially politics, finance, and commodities, and holds a Ph.D. in English literature from the University of Michigan. In previous lives John Paul studied Shakespeare in London and Buddhism in India, but now he focuses on transportation and logistics in the heart of Freight Alley--Chattanooga. He spends his free time with his wife and daughter herding cats, collecting books, and walking alongside the Tennessee River.

2 Comments

  1. Great article. While Amazon can make people fearful, they can’t do everything – and the logistics universe is wide, deep, and vast. There is enough business for anyone with a real business plan and the appropriate skills to properly execute.

    We are also seeing the incumbent players making great strides. They have deep, longstanding, and close relationships with shippers, and they have the deep knowledge of how the industry works (and should work). These players are now developing – and releasing – technology solutions that reduce costs and can make their clients more “sticky” with them. This progress will not abate. Paul Jones is right.

    Finally, even the smaller players now have access to a myriad of new tech tools that didn’t even exist a few years ago. These smaller brokers and carriers can move quickly, provide amazing customer support and service, and they are hungry to succeed. Just look at some of the newer brokers, 3PL’s and carriers that are growing quickly and profitably. Many of them are running a traditional logistics business but leveraging newer technology to do it with half the labor while providing better customer service.

    At the end of the day, those logistics companies that can provide an overall package of great service, great technology, competitive pricing, and can do it while building profits, will succeed in building nice businesses that their shipper customers love and stick with. We see it every single day. Whenever a brokerage, 3PL or carrier closes, within 24 hours the best of those teams often start up on their own and continue to service the shippers they are close to but they do it the right way – by using the cheap and available technology that’s at hand and thus reducing friction for everyone.

    Humans are smart – and great technology is now available to everyone. 🙂

    Tim Higham
    CEO
    AscendTMS (www.TheFreeTMS.com)

  2. Not many discuss the point you are making in this article or even acknowledge that it exists. I don’t think Amazon is looking to take over as in zero sum game. As you correctly point out they are simply trying to streamline their logistics from suppliers and improve last mile dependability. And more importantly ensure its control of it’s VERY strategically important part of it’s market offering. I am a longtime logistics industry dude! I do not view Amazon as a risk, in no degree to my businesses. To my Motor Carrier ops and international freight forwarder. I had done extensive analysis of our exposure to cross market conflict with Amazon, and there are none. PS watch Amazon come in and swoop me out of business,,))

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