M&A Analysis with Cosmic Frog
Supply chain management can use insights from M&A modeling to design and implement the new optimal supply chain network, uncovering all the sustainable–and potentially game-changing–cost and operational synergies.
Model the future states of affected supply chains, then employ optimization, sensitivity analysis, and supply chain simulation methods to gain insights into the potential outcomes of mergers, acquisitions, and divestitures.
Armed with these insights, supply chain managers can achieve significant synergies from newly merged supply chain structures and leaner, more efficient new and derivative supply chain structures post-divestiture.
Predict Implications of M&A Deals
Mergers and acquisitions should always prompt a new logistics strategy. With new products, locations and markets at their disposal, companies must reevaluate their supply chain design to ensure they’re operating at peak efficiency while maintaining a high standard of customer satisfaction. Cosmic Frog helps companies anticipate how mergers, acquisitions, and divestitures will impact the supply chain before decisions are made.
Optimize Supply Chain Design
- Capture and deliver synergies by evaluating the network before and after deals are made
- Test sensitivity of different scenarios to changes in demand, transportation, and more to anticipate and correct potential failures
- Simulate detailed data to test the effect of supply chain changes in real-time and explore the cost/service trade-off curve
Safeguard Customer Service
Predict how mergers and acquisitions may impact customer service and re-evaluate supply chain design to ensure you’re operating at peak efficiency and maintaining a high standard for customer satisfaction.
Account for Risk
Build the strategy to integrate legacy supply chains with control risk to minimize impacts to customers, partners and employees. Use models to anticipate the risks associated with potential mergers, acquisitions, and divestitures and build your mitigation strategy to strengthen supply chain resiliency.
“We changed the transportation modes that we have, looked at carriers and other partnerships, inventory issues including how much backstock or safety stock we should have, and so much more. All those levers that we can pull, help us better serve our customer base.”
Senior Vice President of Supply Chain at iGPS