Successful M&A in the supply chain depends on bringing operations into due diligence early, using a structured yet adaptable integration approach and prioritizing culture and communication to turn transactions into long‑term value transformations. Early operational involvement can sharpen valuation accuracy and reduce the risk of missed synergies.
“The most successful M&A deals begin well before day one,” says Global Supply Chain & Operations Executive Lisa W. Brown. Brown has spent more than two decades leading global supply chain and operations functions across CPG, food and beverage, pharmaceuticals and e‑commerce. Her experience spans manufacturing, logistics, procurement, inventory and business transformation, giving her a front‑row view into how operational decisions influence enterprise value.
By evaluating supply chain risks, ESG factors and the complexity of their network before deals close, companies can prevent disruptions and unlock more value. This early visibility creates the conditions for smoother execution and a stronger integration runway, reinforcing Brown’s expert view that operations must be part of due diligence from the very start.
Bringing Supply Chain into Due Diligence
She recalls a recent acquisition where her team mapped cross‑functional interdependencies early in the process. By anticipating regulatory requirements, ESG considerations and logistics constraints, they were able to avoid costly surprises and accelerate value capture. This forward‑looking approach strengthened the deal thesis and created a more seamless start once the transaction closed.
When supply chain considerations are addressed only after a deal closes, organizations lose critical time and risk compromising the value they aim to create. Early involvement helps clarify risk exposure, surface synergy opportunities and inform more accurate valuations. “We must be at the table during due diligence, not just post‑deal,” she says.
Building a Playbook That Balances Structure with Agility
No two integrations or divestitures are alike. A strong playbook provides discipline, but agility determines how effectively a company navigates real‑time challenges. Role clarity, governance mechanisms and strong change‑management practices serve as the core of any effective playbook. Brown emphasizes that these elements keep teams aligned and help leaders make informed decisions under pressure.
“Having a structured playbook is critical, but so is the ability to pivot based on real‑time learning,” says Brown, who points to her current work at Constellation Brands as an example. A major global player in the premium beer, wine and spirits category, the company is navigating a significant divestiture that requires rewiring its operating model and redefining decision‑making frameworks. To stay flexible as conditions shift, the team is following a structured roadmap while maintaining the agility needed to adapt. This balance has helped preserve customer service levels, reduce risk and support business continuity throughout the transition.
Elevating Culture and Communication as Core Success Drivers
While supply chain transformation is often discussed in technical terms, Brown highlights the human dimension as the real differentiator. “Integration isn’t just technical, it’s human,” she says. Culture, communication and talent stewardship can influence outcomes more than any operational blueprint.
She has seen deals falter when communication is sparse or when leaders underestimate the emotional impact of change. For this reason she advocates for transparent communication and intentional efforts to retain top talent. One of her biggest successes came from early investment in team alignment, which contributed to a 25% improvement in retention and accelerated ramp‑up post‑integration.
In her experience, sustaining performance during M&A requires leaders to create psychological safety, clarify new expectations and establish a vision that unites both legacy and incoming teams.
Turning Transactions into Transformation
As organizations face rising complexity and shifting global dynamics, Brown’s approach balances the practical realities of operational risk with a clear view of how disciplined integration can unlock measurable long‑term value. Her guidance empowers executives to navigate uncertainty while positioning their organizations for sustained performance.
Success hinges on early involvement, a structured yet flexible execution model and a people‑first mindset. “When executed right, M&A isn’t just a transaction,” she says. “It’s a transformation.”
Connect with Lisa W. Brown on LinkedIn or visit her website for more insights.
