Supply Chain Transformation
For industrial companies implementing major business changes. Turn merger, separation, network or digital decisions into a workable supply chain, with clear responsibilities and a practical transition plan.
Book a callTypical client challenges
- A merger brings overlapping sites, suppliers and planning processes while customers still need reliable service.
- A divested business must separate shared systems, contracts and people and become operationally independent.
- Network restructuring or a new planning system requires coordinated process, organisation and capability changes.
Engagement scope
What the engagement can cover
Merger integration
Identify and validate procurement, production, logistics and inventory synergies. Plan integration of sites, teams and planning processes with clear targets and transition ownership.
Carve-outs and transitional services
Design the independent operating model and separation plan. Define transitional service agreement scope, pricing and exit plans for shared services.
Network restructuring
Plan capacity consolidation, site closures and production transfers. Coordinate customer transfers, stock build-up and ramp-up to protect continuity.
Systems, organisation and leadership
Define process-led requirements for APS, ERP or SIOP tools. Support selection and implementation, organisation design, team coaching and interim supply chain leadership.
How we work
Diagnose → Design → Deliver
Diagnose
Assess the current and future operating requirements. Identify dependencies, transition risks and opportunities across sites, systems and contracts.
Design
Build the future operating model and phased transition roadmap. Agree decision rights, milestones, responsibilities and capability needs.
Deliver
Provide hands-on implementation support and leadership. Track readiness, service continuity and progress while embedding new routines.
Objectives and measurement
A shared baseline. Clear ownership.
Use a transition scorecard that connects readiness and implementation milestones with operational continuity. Validate integration benefits against the agreed business case rather than treating plans as achieved outcomes.
- Transition readiness and milestone completion
- Customer service through transfers and ramp-up
- System, process and organisation adoption
- Validated integration benefits and TSA exit progress
Who it is for
Typically engaged by
- CEO
- Private equity operating partner
- Transformation leader
Example deliverables
- Transition governance
- Separation and dependency map
- Transitional service arrangements
- Future operating model
- Capability transfer plan
Personally led
Niko Hietala
Every engagement is led personally by Niko, Menestio’s Founder & Managing Partner. He brings over 20 years in industrial supply chain, sourcing and operations in Europe and China, including his role as Senior Vice President, Supply Chain at Stora Enso Packaging Materials.
About NikoLet’s talk about your supply chain.
niko.hietala@menestio.comRelated services