Evidence in. Decisions out.
Our proprietary framework examines the value chain as an integrated operating, sustainability, resilience, risk and value-creation system, then translates what we find into financial implications and practical actions.
Ten dimensions. One rating.
Each dimension is weighted by its typical influence on enterprise value. Weights and questions adapt to the sector and to materiality.
- 01Governance & ESG management10%Governance quality, ESG integration and management accountability.
- 02Sustainable procurement10%Procurement effectiveness, supplier strategy and sustainable sourcing.
- 03Supplier ESG & human rights10%Supplier dependencies, human rights and social exposure.
- 04Climate, carbon & Scope 315%Carbon exposure, transition risk and Scope 3 implications.
- 05Supply-chain resilience & risk15%Business continuity, critical dependencies and resilience.
- 06Logistics, transport & infrastructure10%Transport, infrastructure and physical-flow performance.
- 07Traceability, data & digitalisation10%Visibility, traceability, data quality and digital maturity.
- 08Environmental & circular economy5%Environmental liabilities, resource efficiency and circularity.
- 09Regulatory, compliance & integrity5%Compliance, integrity and regulatory exposure.
- 10Financial exposure & value creation10%Revenue risk, cost leakage, working capital and value-creation upside.
Rating scale
Each question is scored 0–5, normalised to 0–100 and translated into an AAA–CCC rating, with evidence, red flags, financial exposure and a 100-day action plan.
The company demonstrates a fundamentally investable supply-chain platform, with material opportunities to strengthen supplier ESG controls, resilience and Scope 3 management. A targeted 100-day programme combining procurement savings, logistics optimisation, supplier remediation and carbon-data improvement can enhance the investment case.
Every assessment ends with a clear call
- 01
Proceed
- 02
Proceed with conditions
- 03
Enhanced due diligence
- 04
Remediation required
- 05
Potential investment red flag
Nine stages, from context to a 100-day plan
- 01
Investment context & objectives
OutputScope, materiality and decision criteria - 02
Value-chain mapping
OutputCritical dependencies and value-chain map - 03
Evidence collection
OutputEvidence base and data gaps - 04
Management interviews
OutputManagement perspective and action context - 05
Risk assessment
OutputRisk profile and priority issues - 06
Financial translation
OutputFinancial and enterprise-value implications - 07
Opportunity assessment
OutputUpside opportunities and transformation levers - 08
Investment conclusion
OutputDecision-ready findings and conditions - 09
100-day plan
OutputPrioritised actions, owners, timing and KPIs
How a transaction engagement runs
| Phase | Typical activities | Output |
|---|---|---|
| Scoping | Investment thesis, materiality, sector and diligence objectives | Agreed scope and workplan |
| Data-room review | Documents, datasets, policies, supplier information and disclosures | Evidence matrix |
| Interviews | Management, procurement, sustainability, operations and stakeholders | Interview findings |
| Analysis | Scoring, benchmarking, risk analysis and financial modelling | Preliminary findings |
| Validation | Management challenge, evidence gaps and red-flag verification | Validated risk profile |
| Investment report | Executive findings and investment implications | Investment Due Diligence Report |
| IC support | Deal-team and investment committee presentation | Decision support |
| Value creation | 100-day plan and portfolio KPIs | Post-investment roadmap |
What lands on the investment committee’s desk
Overall score and AAA–CCC rating
Top material risks and red flags
Financial and enterprise-value exposure
ESG, climate and carbon profile
Supplier and value-chain risk map
Priority value-creation opportunities
100-day action plan
Monitoring KPIs and portfolio review indicators
From finding to investment action
| Finding | Risk or opportunity | Investment action |
|---|---|---|
| High supplier concentration | Critical input dependent on two suppliers | Require alternate-source qualification within 100 days |
| Scope 3 data weakness | Material value-chain exposure not fully quantified | Complete Scope 3 baseline within 90 days |
| Procurement opportunity | Category spend fragmented | Launch strategic sourcing programme |
| Logistics inefficiency | Premium freight and low load factors | Network and carrier optimisation |
| Human-rights controls | High-risk suppliers not fully screened | Enhanced supplier due diligence |
| Resilience gap | Business continuity plan not tested | Run disruption stress test |
| Circularity opportunity | High material waste in selected categories | Develop recovery and reuse programme |
Illustrative examples only; not drawn from a specific client engagement.
Risk and upside, in financial terms
Findings are translated into a value-creation roadmap and an illustrative investment value bridge, connecting risk reduction and operational improvement to business outcomes.
Revenue at risk
EBITDA and cost leakage
Working-capital exposure
Carbon and transition-cost exposure
Remediation and compliance costs
Climate-adaptation and resilience investment
Procurement savings and sourcing upside
Logistics and network optimisation upside
Circularity and resource-efficiency upside
Digital transformation and productivity upside
From insight to sustainable value
We stay with clients beyond the report: from first assessment through transformation, monitoring and capability building.
- 01Assess
- 02Advise
- 03Invest
- 04Transform
- 05Decarbonise
- 06Digitise
- 07Build resilience
- 08Build capability
- 09Create sustainable value
Sector screening → investment and value-chain due diligence → risk and financial translation → decision support → 100-day value creation → portfolio monitoring → transformation → decarbonisation → resilience → sustainable long-term value.
About the methodology
01Which standards does the Revymax framework align with?
It is designed with reference to the OECD Due Diligence Guidance for Responsible Business Conduct, OECD guidance for institutional investors, IFC Environmental and Social Performance Standards, the GHG Protocol Scope 3 Standard, ISO 20400 Sustainable Procurement and the UN Guiding Principles on Business and Human Rights.
02Is a Revymax assessment a certification or an audit?
No. An assessment does not in itself constitute certification, legal compliance, financial assurance or an audit unless separately contracted and appropriately qualified.
03What does an investment committee receive?
An overall score and AAA–CCC rating, the top material risks and red flags, financial and enterprise-value exposure, the ESG, climate and carbon profile, a supplier and value-chain risk map, priority value-creation opportunities, a 100-day action plan and monitoring KPIs.
04What decision outcomes can an assessment recommend?
Proceed, proceed with conditions, enhanced due diligence, remediation required, or potential investment red flag.
05How is carbon-price exposure tested?
Illustrative carbon-price sensitivities may be modelled at $25, $50 and $100 per tonne of CO₂e to test potential exposure. These are scenario assumptions for analysis, not forecasts or market-price claims.
Start a conversation
Put the framework to work on your decision
Tell us about the investment, portfolio, project or operation in question. A senior advisor will respond within two working days.