Integration Management Support Services

Centric applies program management, process, and acquisition integration experience to effectively achieve acquisition objectives.

The Business Need

Centric’s client, one of the largest distributors of pharmaceutical and medical products in the world, manages growth through a combination of organic expansion and strategic acquisitions.  To ensure acquisition expectations are achieved, our client has a merger integration function charged with oversight of acquisition (and divestiture) programs.  However, due to a period of high demand for internal resources, it was necessary to look to a trusted third party to lead the integration of a larger scale acquisition of a $700MM international pharmaceutical distributor.  This integration effort was uniquely challenging due to the commitment to incorporate the new entity into the established distribution network using standardized processes and partially integrated existing client information systems.

Insight from Centric

With our extensive experience in supporting the many dimensions of acquisition integration initiatives, Centric worked closely with business and IT leaders to complete critical process and systems integration activities.  Centric’s role included program management, facilitation of business integration planning, process definition, extensive collaboration/coordination with IT, and transition oversight.  Centric’s primary focus was on the replenishment function, the key source of economic acquisition benefits.  Beyond this, program scope managed by Centric also included operations, chargebacks, distribution agreements, rebates, regulatory, global trade, and accounting functions.

A High-Impact Approach

Centric utilized a comprehensive, value-centered approach

  • Facilitate team planning and execution within the planned integration timeline
  • Effectively coordinate and communicate across project teams
  • Facilitate issue resolution and mitigate risks
  • Ensure business and program executives remain informed and engaged where needed
  • Coordinate analysis and transition of over 21,000 pharmaceutical items


The success of the overall operational integration was demonstrated through uninterrupted end-customer service levels through the transition.  This performance was essential to avoid disrupting long standing relationships across the hospital and retail customer base and preserve the opportunity to extend relationships with key national accounts.  It required coordination not only internally within the project team, but also externally with the many suppliers impacted by the transition.  Tactically speaking, this accomplishment was the direct result of the integration team’s solution and transition preparations including extensive validation and education efforts.