case study

Integrating an Acquired Business Without Compromising the Group PLM Model

The business needed to decide how the acquired company could adopt the group's PLM platform and operating model, without unnecessarily disrupting existing operations or compromising the platform's scalability for future acquisitions.

Challenge

  • A global manufacturing group needed to onboard a UK and US business to its established PLM platform

  • The acquired company had inefficient processes, disconnected product information and different ways of working

  • Maintaining two PLM environments would increase cost and complexity, but forcing full standardisation could disrupt the acquired business and limit the group platform's ability

Approach

  • A target PLM operating model, identifying what to standardise, adapt or retain based on business value and operational needs

  • A phased transformation data migration roadmap defining scope, sequence, effort and investment

  • A business case connecting the proposed investment to projected benefits, ROI, payback period and KPIs

Value Added

  • A clear, low-disruption path for transitioning between PLM systems, with a detailed implementation foundation to execute the transition independently, if required

  • A viable path to lower application and support costs, while maintaining a stronger traceability and consistent product information

  • A reusable integration logic for future acquisitions, supported by clear financial measures and KPIs