Supply chain strategy

Mergers & acquisitions

4flow supports businesses during mergers and acquisitions processes, from decision making to operational implementation.

Mergers & Acquisitions (M&A) is often an integral part of a successful growth strategy. Supply chain integration is one of the most significant factors of success in the process, as this is essential to make the most of synergy potential. Synergy potentials offer the opportunity to reduce a portion of the costs and make business more profitable. Yet, what sounds so simple proves complex and expensive to implement. Organizations and their processes must be brought together, their systems integrated, and their value chains unified.

In order to make a decision about a transformation, it helps to first get a realistic picture about potential synergies in the supply chain. It is important to identify essential levers and evaluate them in regard to the supply chain strategy.

Processes and structures from different businesses need to be standardized and business areas such as IT must be combined organizationally. For businesses with global supply chains, optimal consolidation from both the physical and organizational perspective is essential for the success of post-merger integration. The same applies when supply chain costs make up a significant proportion of the total cost.

Identifying, evaluating and leveraging synergy potential

4flow supports customers with all topics around M&A activities – from analysis of synergy potentials and preparation of mergers to support by execution and downstream achievement and ensuring of synergies during normal operations.

Based on 4flow’s project experience, M&A activities can enable synergy potential of up to 30% across the supply chain, regardless of industry, and especially in these areas:

Practice Strategy

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Benefits for 4flow customers:

  • Realistic identification of merger potentials with a focus on logistics and supply chain management
  • Optimized integration of purchased products and supply chain networks (locations, systems, processes, shipments and logistics service providers)
  • Definition of target organization following a merger
  • Optimal planning of processes and IT systems
  • Optimal planning for merger locations (material flow, layout, plant, equipment and staff)
  • Implementation planning of post-merger integration
  • Implementation support and change management