1990s
In addition to its aerospace factions, Triumph also had a stake in the U.S. steel industry. Because customers were becoming more demanding with respect to product quality, Alco Standard formed a new organization named Alco Diversified Services out of the 11 companies that comprised the Triumph Group, the two paper companies and their aerospace subsidiary. Richard Ill, who led Triumph Group for several years, was promoted to president of Alco Diversified Services.
In 1991, Alco sold their food division. In 1992, the corporation made an announcement that it was trying to sell Alco Diversified Services and purchase 49.9% percent of IMM Office Systems Holding. In 1993, Triumph Group took over Alco Diversified Services in a leveraged buyout. Triumph conducted aviation repair and overhaul, industrial machining, paper converting and steel converting. The companies employed 1450 people at 22 US locations, with aviation accounting for just over 25% of total sales.
In 1995, due to Department of Defense cutbacks, Triumph sold Otto Konigslow Manufacturing Company (which manufactured aerospace components) to two of its supervisors.
In the middle of the 1990s, commercial aviation sales went from $200 million to $300 million in three years, with forecasts indicating that sales would reach $500 million before the end of the decade. The aviation businesses provided 67% of the company's revenue. With never-before-seen demand for airline travel around 1996, Boeing produced close to 500 aircraft per annum. To meet this unprecedented production rate, Boeing outsourced a greater number of components and services.
In 1996, the corporation had 1500 workers and yearly earnings of $300 million. Six divisions worked in aviation while the other seven worked in specialty materials. The company went public at that time, which provided over $50 million in revenue.
The company focused on purchasing aviation companies in an attempt to increase profits by 20% per annum, and extend their product lines. Such acquisitions included Air Lab (1995), Teleflex Controls (1996), Hydro-Mill Company (1997), DV Industries (1998), DG Industries (1998), Chase Aerospace Limited (1998) and Hartford Tool and Die (1998).
In 1998, when Ill subsequently announced his preoccupations about cutbacks in aircraft production at Boeing Company, he also stated that there may be more work forthcoming on the new Boeing 737. This was an excellent fit for Triumph Air Repair, as much of their work consisted of servicing the Boeing 727 and 737 aircraft. It was at this time that Boeing Company purchased McDonnell Douglas, the first company to manufacture the KC-10 aircraft, which was the aerial refueling version of the Boeing DC-10. Soon to follow would be Triumph Air Repair's largest contract ever, a twelve-month deal to service auxiliary power units and line replaceable units for the United States Air Force KC-10 tankers. Boeing had several options to renew, increasing the potential of this arrangement ninefold.
In 1998, Triumph acquired four additional companies, bringing its grand total of subsidiaries to eighteen and its employee count to over two thousand in early 1999. It was at this time that Triumph purchased Ralee Engineering, a manufacturer of gigantic aircraft components and assemblies. This gave the conglomerate the ability to produce almost all of the parts used in commercial aircraft.
In 1999, Triumph infused six more companies into its lineup of subsidiaries. The company produced flight control surfaces, control systems, and metal parts while providing MRO for almost every aircraft system except cabins, communications devices, landing gear, engines and the most comprehensive maintenance checks.[7]
