After a recent factory relocation, the board and management made the decision to instigate a necessary integration process. A review of business processes showed a need for changes in important areas. These involved a transition from two ERP systems to one, re-route order processes from the production centre to the distribution centre. Also to centralise and simplify quality and internal logistic processes. Furthermore, a transition management team was established with the recruitment and training of 80% new colleagues within a few months.
It was vital for sales to maintain supply capabilities therefore commitment and momentum had to be in evidence from day one.
In collaboration with the management group and transition management team both an anchoring and decision making capability was established as well as an ability to handle difficult situations which required integration.
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A large international business which is a market leader within fluid management made the decision to integrate a smaller but nonetheless important production enterprise. The motivation was to create economic synergies amounting to a value of 25m DKK over a number of years. The business platform was established so that both product and supply chain had the potential to increase its competitive edge from year one.
THE BOTTOM LINE
