Case studyIVD

M&A Due Diligence and Post-Merger Initiative Roadmap for a Diagnostics Manufacturer

Diagnostics manufacturer following a corporate acquisition

Following an acquisition, a diagnostics manufacturer faced limited process maturity, a lack of digital and regulatory strategy, and no procurement or S&OP organisation, creating quality, compliance and scaling risks across eight operational workstreams.

The challenge

The situation

Following an acquisition, a diagnostics manufacturer faced limited process maturity, the absence of a digital or regulatory strategy, and a missing procurement and sales-and-operations-planning organisation. These gaps carried quality, compliance and scaling risks across eight operational workstreams and required a comprehensive due diligence with a strategic roadmap to safeguard value creation after the merger.

Our approach

What we delivered

Structured due diligence across eight core operational workstreams to identify gaps in manufacturing, QC, design control and IT

Strategic prioritisation of identified risks by strategic, tactical and operational relevance

Development of a concrete initiative roadmap to steer value creation after the acquisition

The outcome

Results & impact

8 workstreams analysed

Comprehensive due diligence conducted across manufacturing, QC, design control and IT.

0 unresolved critical risks

All critical quality, compliance and scaling risks identified and addressed.

9 prioritised initiatives

Roadmap developed with nine prioritised initiatives to steer value creation after the acquisition.

In summary

The manufacturer received a complete due-diligence analysis across eight operational workstreams and a concrete roadmap with nine prioritised initiatives, with no open critical risks.

Related expertise

M&A & PMI →

The due-diligence analysis across eight operational workstreams and the resulting initiative roadmap to steer value creation after the acquisition are a classic example of M&A and post-merger integration (PMI) support in the life-sciences industry.

Regulatory Due Diligence →

The structured review of manufacturing, QC, design control and IT for quality, compliance and scaling risks after an acquisition is at its core a regulatory due diligence.

Design Controls →

Design control was explicitly identified as one of the eight workstreams analysed, where gaps in process maturity carried quality and compliance risks.

Compliant Procurement Excellence →

The diagnostics manufacturer's missing procurement organisation after the acquisition was identified as a concrete gap and included in the prioritised initiative roadmap.

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Sources

Entourage project experience (anonymised)

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