Company: Alimex (post-acquisition)
Role: Supply Chain & Operations Leader / Integration Lead
Context: Post-merger industrial manufacturing
Scope: Production transfer, technology integration, operational stabilisation
Context
Following the acquisition of Alimex, the organisation faced a post-merger integration phase where operational continuity, cost control, and future scalability all depended on a successful production and technology transfer.
The environment was characterised by:
- Unclear ownership between legacy and new organisation
- Different production standards, systems, and ways of working
- Pressure to realise synergies quickly, without disrupting deliveries
The risk was not technical capability.
The risk was losing control during transition.
The Real Problem
The visible challenge was “move production and integrate fast.”
The real problems were deeper:
- Production knowledge was embedded in people, not systems
- Process standards differed across sites
- Technology transfer risked disrupting quality, cost, and delivery simultaneously
- Decisions were needed before the organisation had fully stabilised
In short: integration and transfer had to happen while the business was still running.
My Mandate & Authority
I was given responsibility to lead the post-merger production transfer and operational integration, with a mandate to:
- Secure continuity of supply during transition
- Transfer production and technology without quality or performance loss
- Align the new organisation around common operating principles
- Create transparency and control in an uncertain environment
This required acting as both integration lead and operational owner.
What I Did
1. Stabilised operations before moving anything
- Established clear short-term operating control to protect delivery and quality
- Identified critical products, processes, and dependencies
- Created visibility on risks before initiating transfer
Transfer planning started only after baseline stability was secured.
2. Structured the production & technology transfer
- Defined what to transfer, when, and in which sequence
- Ensured process knowledge was documented and transferred — not just equipment
- Coordinated engineering, production, supply chain, and quality activities
- Managed trade-offs explicitly rather than allowing implicit risk
Transfer was treated as a program, not a technical task.
3. Integrated systems and ways of working
- Aligned planning, procurement, and production routines
- Integrated suppliers and logistics into the new operating model
- Established common KPIs to manage performance across the transition
- Reduced dependency on individuals by building system-level ownership
The goal was not just relocation — it was operational integration.
Results & Impact
Hard outcomes
- Production successfully transferred without disruption to customers
- Cost structure and capacity aligned with post-merger targets
- Operational performance stabilised during and after transfer
Structural outcomes
- Technology and process knowledge embedded into systems and routines
- Clear ownership and accountability established in the new organisation
- Reduced risk exposure during future scaling or changes
- Foundation created for continuous improvement post-integration
Key Insight
Post-merger success is rarely determined by deal logic.
It is determined by how well operations are stabilised, transferred, and integrated under uncertainty.
By treating production transfer as an operational and organizational challenge, not just a technical one, continuity and long-term performance were secured together.
Öner TANK 