Single listing
For one business with a selectable duration.
CHF99per listing
1 month
Excl. VAT.
- Publish 1 listing
- Anonymous or visible contact details
- Save as draft possible
Register free
No payment before publication.
Sell a manufacturing business
Sell a manufacturing business: prepare a clear listing on company.ch with location, guide price, revenue and handover. Choose open, discreet or anonymous visibility while private seller data stays protected.
Subscription
For regular sellers with several listings.
CHF99per month
3 active listings
Billed yearly. Excl. VAT.
- 3 active listings at the same time
- Anonymous or visible contact details
- Change package before publication
Register free
No payment before publication.
Sell a manufacturing business: order backlog, product margin, production capacity, machinery condition, quality, inventory and technical know-how
To sell a manufacturing business, make order backlog, product margin, production capacity, machinery condition, quality, inventory and technical know-how verifiable and show what a buyer can continue after completion. The offer should connect commercial performance with the contracts, people, assets and permissions that produce it.
Show the transferable value of a manufacturing business
Explain order backlog, product margin, production capacity, machinery condition, quality, inventory and technical know-how, the owner's current duties and the exact transaction perimeter. Historic results, current pipeline and forecasts should be separated so buyers can test what is recurring rather than relying on a headline turnover figure.
Prepare industry-specific records and evidence
Prepare orders and forecasts, margin by product or segment, capacity and scrap, machinery and maintenance, stock, bills of material, quality records, permits and staff skills. Mark ownership, term, notice, transfer restrictions and any consent required; financial data and operating records should cover comparable periods.
Qualify buyers for the operating requirements
Manufacturers and industrial successors may fit when they can finance working capital and maintain technical, safety and delivery standards. Screen for the capabilities that protect continuity as well as available capital, and explain which skills can be transferred during an agreed induction. Do not publish customer drawings, formulas, process know-how, tender prices, access credentials and employee records. Use anonymised segments, ranges and aggregate performance to support initial evaluation, then open identifying information only for a justified review step.
Transfer work, relationships and access safely
Transfer production plans, tooling, specifications, maintenance, quality approvals, material supply and open customer orders. Build a handover list for open work, responsible people, access, deadlines and introductions before the seller's availability reduces.
Related seller guidance for a manufacturing business
Compare the broader category or return to the main seller page: sell a company and Production & industry.
Questions to resolve before selling a manufacturing business
How do I demonstrate maintainable margin in the order backlog of my manufacturing business?
Show several comparable periods and evidence for order backlog, product margin, production capacity, machinery condition, quality, inventory and technical know-how. Reconcile financial claims with orders and forecasts, margin by product or segment, capacity and scrap, machinery and maintenance, stock, bills of material, quality records, permits and staff skills and distinguish transferable performance from work or relationships that depend on the seller.
Which machinery, maintenance, inventory, quality and production records should I organise?
A focused file should include orders and forecasts, margin by product or segment, capacity and scrap, machinery and maintenance, stock, bills of material, quality records, permits and staff skills. Explain gaps and exceptions before they affect valuation, warranties or the timetable.
How should I disclose customer concentration, ageing plant and undocumented know-how?
Identify which parts of order backlog, product margin, production capacity, machinery condition, quality, inventory and technical know-how depend on the seller, individual employees, major customers, suppliers, premises or permissions. Quantify concentrations and explain which safeguards or transition steps can make the operation less dependent on them.
How can open orders, tooling, specifications and production control pass to the new team?
Transfer production plans, tooling, specifications, maintenance, quality approvals, material supply and open customer orders. Test the transfer on real open work and record who owns every remaining exception after completion.