the problem

US acquisition of a global industrial company, was the largest acquisition in the company’s history, Market leaders in manufacturing and servicing of Engineer-to-Order equipment, with a combined footprint of 90+ countries and multiple billions of external revenues. As part of the deal flow economics, large cost synergy savings were targeted through combining supply chains, optimizing service footprint and rationalizing back office functions.

the Solution

CEO-backed transformation was funded with a number of connected synergy programs tied into a business model harmonization, process standardization and digital enhancements. Resulting in the consolidation of supply chains & back office, integration of aftermarket services and a global ERP instance. A steering committee governance framework was implemented to drive stakeholder engagement, user adoption and synergy realization. The two businesses were successfully integrated.

the impact

Creation of single enterprise, business process and customer offering through a significantly simplified legal, financial and technology footprint. Total synergy savings realized, positioned the company for tougher macroeconomic headwinds and the elimination of 40 legacy ERP’s. Lesson learned... A clear and simple business vision, aligned to measurable objectives and supported by strong leadership alignment is critical to achieving large-scale business change.

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