Manufacturing & Distribution

Overview


During the last several decades, the dynamics of the domestic manufacturing and distribution (M&D) market have shifted dramatically. The trend toward offshore manufacturing requires M&D companies to be more nimble in order to remain competitive. Grassi & Co. has served as a trusted advisor to many M&D companies across the New York Metro area and throughout the United States—including companies in New York City, Long Island, Rockland and Westchester counties, New Jersey, Pennsylvania, and Connecticut—as well as internationally through Moore Stephens. We assist clients by helping them take advantage of favorable tax laws that enable them to keep more of their profits and invest in their futures.
 
As members of the Manufacturing Services Association (MSA), a nationwide affiliation of independently owned accounting firms, we are committed to delivering exceptional financial and consulting services to manufacturing companies. The Grassi & Co. M&D Industry Practice looks beyond the numbers to unlock hidden value, whether in monetary savings or operational efficiencies, and our M&D clients benefit from these financial management and operational improvement strategies. In all cases, the results flow straight to clients' bottom lines. Grassi & Co. is well-equipped to service various types of M&D companies, including, but not limited to:
 
  • Food & Beverage
  • Building materials
  • Pharmaceuticals
  • Technology
  • Aerospace & Defense
  • Apparel and Consumer Goods
     
Grassi & Co.'s M&D Practice also has the capabilities and experience to work with clients on maximizing the effectiveness of their business processes. Our services aim to help you reduce operating costs and maximize return on investments. By incorporating Lean Principles as well as the Six Sigma Methodology, we have the capabilities to assist clients in developing a target operating model and overall process efficiencies.
 
Grassi & Co. actively participates in industry associations. Our partners and managers are on the forefront of thought leadership through participation in industry research initiatives and organizations, such as:
 
  • National Association of Manufacturers (NAM)
  • Manufacturing Services Association (MSA)
  • Institute of Management Accountants (IMA)
  • Hauppauge Industrial Association (HIA)
  • Hunts Point Economic Development Council
  • Industrial and Technology Assistance Corporation (ITAC)
  • New York State Society of CPAs (NYSSCPA)
  • The American Institute of Certified Public Accountants (AICPA)
 
Grassi & Co. also offers Cyber and Information Security services, providing needed peace of mind by helping you understand risk profiles, recognize potential threats, determine risk tolerance and create a cyber and information security roadmap and program. 
 

Team

Robert M. Bernstein Partner
Ronald Burton, Jr. Principal
Jeffrey G. Cohen Partner, Tax Services Leader
Patrick J. Fahey Partner
Robert E. Grote Partner, Manufacturing & Distribution Practice Leader
Raymond Haller Partner
Michael Hochman Partner-in-Charge of New Jersey Office
William P. Hughes Partner
Timothy R. Larson Partner, International Tax Services Leader
Tony Panebianco Director of Family Office Services
Lou Pizzileo Partner
Tammy E. Straus Partner
Anthony Tomaro Partner
Michael A. Violano Principal
Pasquale Rafanelli Valuation Senior Manager

Newsletters & Alerts

EAlert: IRS Issues Workarounds for SALT Deduction

On December 22, 2017 President Trump signed into law the Tax Cuts and Jobs Act. 

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Maximizing Your ERP Investment

In the world of Manufacturing and Distribution, many CEO’s and CFO’s are convinced they are simply too busy managing daily business operations and finance to find the time to critically review their company’s day-to-day ERP system processes. While it’s a fact they are busy, there also tends to be a vague resistance to initiate this study, as if it is too big of an initiative for them to successfully manage.

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Maximizing Your ERP Investment 2

In the world of Manufacturing and Distribution, many CEO’s and CFO’s are convinced they are simply too busy managing daily business operations and finance to find the time to critically review their company’s day-to-day ERP system processes. While it’s a fact they are busy, there also tends to be a vague resistance to initiate this study, as if it is too big of an initiative for them to successfully manage.

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