Our dedicated Operations in M&A team advises clients on how to preserve and enhance deal value through complex carve-outs and integration of acquisitions. We help COOs and supply chain directors,  along with M&A teams and private equity investors, with deal impacts across the supply chain: procurement, logistics, manufacturing and product development. We understand that the core operations of the business typically represent the main value proposition from the deal – and one of the biggest costs. Minimising disruption to ‘business as usual’ is a crucial challenge, and so is the need to maximise value from combining or separating assets.

We also provide operations due diligence services on both buy-side and sell-side to help the management or investors understand and mitigate the main operational risks and associated impact on deal value. We help prospective buyers challenge management plans to ensure benefits are realistic and deliverable; and help sellers articulate a clear and compelling value story. Our operations and supply chain specialists are equally credible presenting to the executive team or walking the shop floor. They know what good looks like and will help you quickly uncover the reality behind the numbers.

Connect with us


Want to do business with KPMG?


loading image Request for proposal

Our areas of expertise

Our Operations in M&A team provides pre and post-deal support to identify value and de-risk the delivery from changes to complex operations across your supply chain: procurement, logistics, manufacturing and product development.

We can help you across three main business activities:

  • Integrations and separations: Our deep understanding of operational issues in a variety of scenarios can help you evaluate a future operating model for your supply chain operations. We understand how critical maintaining ‘business as usual’ is throughout the process to minimise the risk of supply disruption and reputational damage.
  • Operational diligence: Regardless of whether it is on the buy or sell side, we identify relevant operational risk and give concise reviews. This includes succinctly describing the business, use of Capex, stock usage, operational cost improvement delivery and plans.
  • Value creation: We can help you develop operational hypothesis such as synergy cases, continuous improvement, rapid cost reduction, supply chain optimisation, etc.

Some of the questions we can help you address:

  • Supplier engagement: What is the current supply base? What is their current performance? How to best onboard or separate suppliers, and how can I protect purchase prices?
  • Manufacturing footprint: Is it fit for purpose? Do you need to add capacity or shut down operations? What are the cost and future implications of these decisions on customer service and overall growth?
  • Operational efficiency: How well-run is the current operation? How can I improve it not only through one-off cost reduction initiatives but also through sustainable process and technology improvements?
  • Logistics and warehousing: Is the current model going to support business operations post-deal? What are the best options to maximise efficiency?  

Talk to our experts

Related article