Case studyIVD

Post-Merger Integration of a Diagnostics Manufacturer: 25 Percent COGS Reduction

Diagnostics manufacturer following a strategic acquisition

Following a strategic acquisition, a diagnostics manufacturer had to integrate operations, stabilise manufacturing and quality control, and close digital and regulatory gaps to protect cost of goods sold and accelerate time to market.

The challenge

The situation

Following a strategic acquisition, a diagnostics manufacturer faced the task of integrating operations while stabilising manufacturing and quality control. The integration required closing digital and regulatory gaps as well as building resilient procurement and sales-and-operations-planning capabilities to protect cost of goods sold and accelerate time to market.

Our approach

What we delivered

Quality and manufacturing excellence through SPC tracking and strengthened CAPA governance

Building a digital and regulatory backbone with TrackWise Digital, ERP systems and RIMS to ensure compliance

Integrating supply and operations processes through a unified procurement and S&OP framework

The outcome

Results & impact

25% COGS reduction

Reduction in cost of goods sold following the merger.

30% faster time to market

Accelerated time to market across the integrated operations.

20% better forecast accuracy

Improved forecast accuracy through optimised S&OP processes.

9 integrated workstreams

Nine workstreams successfully launched as part of the post-merger integration.

In summary

The manufacturer successfully integrated its operations following the acquisition: 25 percent lower cost of goods sold, 30 percent faster time to market, and nine successfully launched integration workstreams.

Related expertise

M&A & PMI →

The case study describes exactly this service profile - the structured post-merger integration of a diagnostics manufacturer across nine workstreams, from manufacturing to procurement.

Process Validation →

Quality and manufacturing excellence were established through SPC (statistical process control) tracking, a core process validation instrument used to stabilise manufacturing after the merger.

CAPA Management →

Strengthened CAPA governance in manufacturing was one of the two central levers used to stabilise manufacturing and quality control after the acquisition.

Compliant Procurement Excellence →

Building a unified procurement and S&OP framework integrated the supply and operations processes of both companies and improved forecast accuracy by 20 percent.

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Sources

Entourage project experience (anonymised)

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