I used to work at an e-commerce company that, right up until a few months before I started, was run like the third-generation family business it was. Shortly before I came on board, it was purchased by a capital investment company that had also purchased Supra.
This investment company worked in sort of the same way that house flippers do - they bought a company with potential, pumped in a bunch of money, allowing them to expand, and then sold them on at a profit when the time was right. This was the investment company that eventually sold Supra to K-Swiss, if I remember correctly.
When I started at that job, there were less than 100 employees in the whole company, between R&D, marketing, photography, the product teams, customer service, sales, and the warehouse. By the time I left three years later, the company had, by my estimation, tripled in size, bought three other companies in the same industry, and expanded the building we worked in twice after buying the truck depot next door and tearing it down.
We'd have quarterly "town hall" meetings hosted over lunch in a large open area of the building, where the CEO and management team would talk to us about how the company was doing and show us pie charts and graphs while we stuffed our faces with free food. That's probably exactly how this layoff meeting happened.
I have zero doubts that Supra had 200 employees, and it was, unfortunately, probably too bloated to perform at a sustained high level. I feel bad not only for the employees, but for the pro riders as well. I hope those guys get picked up fast.
Somewhat related: everyone at my company got a free pair of Supras when the capital investment company bought them...a month or so before I started. Everyone in the office but me had fresh skate shoes.