Ceva интегрирует Bolloré Logistics после приобретения CMA CGM

Recommendation: pursue freedebt by completing the integration of both networks, which will strengthen their balance sheet, shorten the settlement cycle, and create a more resilient operating model.

The company plans to drive growth через acquisition-driven consolidation that unites america and the east, expanding their footprint while maintaining service continuity and a disciplined capital plan.

rodolphe notes that settlement terms will be a priority, with paid commitments and asset utilization aligned around сосуды and key suppliers; the initiative which comes with governance enhancements is expected to unlock growing efficiencies and a clearer cash flow from operations.

This plan targets limited capex growth while expanding сети across america and the east, leveraging a growing customer base and a unified procurement strategy to capture incremental margins from both onshore and offshore activities.

Timeline: Integration milestones from closing to full operational alignment

Recommendation: adopt a phased integration cadence with a cloud-first data backbone, a single head of integration, and independent governance within the first 60 days. cevas due diligence informs priorities, while an explicit investment plan with paid milestones and published targets guides execution. This approach supports commerce ecosystems, swiss suppliers, and a broad partner network, while keeping remaining assets aligned and enabling deep fulfillment within the network.

Phase 1: Readiness and governance

0-30 days: appoint head of integration, form an independent steering group, finalize the acquisition integration charter, confirm limited scope and risk controls, and publish the initial plan. rodolphe leads the workstream; cevas contributes a readiness checklist. A cloud data layer is activated to support commerce teams across swiss partners and the broader share network.

30-60 days: map remaining processes, align supplier terms, and begin migration of core data into a common ERP-WMS backbone. The plan indicates cost-efficient pilots with petit and baar teams to test new workflows; all milestones are tied to paid approvals and independent audits; published dashboards show progress and indicate steady improvement in fulfillment cycle times.

Phase 2: Operational alignment and fulfillment convergence

60-180 days: unify master data, standardize processes, and roll out common KPIs across the network; achieve leading performance in order-to-cash and fulfillment operations. Extend the cloud data model to all hubs, implement a shared inventory view, and improve share of service levels. The remaining legacy SKUs are phased out; investment supports a formal partnership with bolloré to accelerate milestones above baseline benchmarks.

180+ days: monitor sustainable impact, confirm headcount normalization, and lock in long-term procurement terms. The ecosystem operates independent of legacy silos and delivers above target levels, more than baseline gains. cevas continues reporting the metrics; rodolphe remains a strategic sponsor; acquisition synergy notes indicate a clear uplift in service levels and cost efficiencies across commerce flows.

Board moves: Appointments, resignations, and committee assignments

Recommendation: appoint a regulatory-savvy chair of the audit committee within 30 days to strengthen end-to-end oversight of settlement processes and cross-border shipping relations; ensure the appointment becomes a clear signal to shareholders and markets.

• Appointment: recruit an independent director from america with a proven governance track record in multinational groups; this director will become chair of the audit committee and join the risk committee to drive a stricter control framework for the group.
• Resignations: plan includes the departure of one veteran non-executive and one executive director in the year to streamline decision cycles; both resignations are aligned with a refocused strategy and are communicated to shareholders with a formal receipt.
• Committee assignments: restructure to form a dedicated risk committee chaired by the new appointee; the governance committee will be chaired by the most senior independent director; appoint a second independent director to monitor regulatory compliance in america and europe; this is the most tangible governance upgrade this year.
• Subsidiary oversight: strengthen supervision of a key subsidiary from switzerland; establish a direct reporting line to the board on regulatory settlements and platform performance; the subsidiary will sign off on quarterly receipts and compliance notes.
• Regulatory and settlement process: implement an end-to-end process to accelerate settlement cycles, targeting a reduction in cycle time by 15-20% this year; ensure price and capacity metrics are tracked across continents and reported to shareholders.
• Platform and partnerships: reinforce collaboration with gefco and other shipping-sector partner companies; signed agreements with two carrier companies to improve capacity and reduce lead times; the platform employs thousands across regions and now links the group’s network from america to europe and asia with a single consolidated receipt flow.
• Financial and strategic indicators: maintain a monitoring dashboard showing key metrics such as revenue in the billions, average price offered, and revenue mix by continent; use these figures for quarterly updates to shareholders and potential buyers.

Operational synergies: Logistics network consolidation and capacity planning

Recommendation: establish a petit, platform-based consolidation of the network to support a two-hub architecture, aligning nodes by quadrant from the midpoint to capitalise on shared services. This will improve service levels and closing gaps while reducing peak debt.

The operating model will lean on partnerships with forwarder contracts to secure stable capacity; cgms and borusan employ a common asset base and will be prioritized in scheduling. A centralized technology platform will run capacity simulations across markets, including automotive segments, to determine remaining capacity and identify bottlenecks. spedag modules support demand sensing, while maccfa workflows address financial alignment. The alliance employs a shared platform for coordination.

Strategic actions and sequencing

Executing in three phases ensures minimal disruption: consolidation of regional footprints around core asset-heavy sites, followed by the closing of redundant lanes, then the shift to an optimized, smaller network footprint. The petit team will design governance cadence, while capitalise on the in-flight speed to accelerate benefits. The plan will be supported by a quadrant-based risk map and from the midpoint review to adjust the path.

Financial impact and risk mitigation

Significantly, financial outcomes will include faster asset turnover and reduced debt exposure driven by a consolidated footprint. The approach keeps capex limited while expanding service to markets that demand flexibility. Remaining capacity will be redirected to high-potential worlds in the e-commerce and automotive supply spaces, with spedag insights guiding redeployment. A disciplined governance structure and a single forwarder engagement model reduce variability and strengthen support networks.

Impact on customer commitments: Contracts, SLAs, and service delivery changes

Recommendation: deploy an integrated, unified service catalog by november with standardized contracts and SLAs, supported by a single agreement framework to lock in turnaround targets and prevent delivery gaps.

Independent governance with regional members from america and other markets ensures approximately equal influence on day-to-day decisions, significantly increasing control over service delivery and enabling faster turnaround when exceptions occur. The model should employ spedag workflows and a clear complement between carrier partners and enterprise operations, adding redundancy without adding friction. The group pubiishes quarterly performance updates to leadership.

Contract terms should reflect the value to customers, with a tiered offer including a platinum level for strategic accounts. The new terms will become the baseline across the worlds of service, including america, american regions, and other geographies. Add Borusan and other key partners to a formal, published agreement, complementing existing enterprise relationships and adding resilience to the network.

Financial strategy and governance: Budget, capex, and decision rights

Recommendation: centralize budgeting with division-level accountability and strict capex gates; implement a formal decision rights matrix granting the executive committee veto power on investments exceeding predefined thresholds; align funding with milestones and a settlement schedule around year-end closing to minimize funding gaps.

Governance architecture

To address growing complexity from acquired companies, implement a division-based governance layer with clear escalation paths for capex, opex, and intercompany flows. pubiishes monthly dashboards translating micros data streams into actionable insights, supported by a cloud-enabled platform for secure, auditable access. borusan-inspired regional coordination informs liquidity and risk controls, while the regulatory framework is embedded in core processes to ensure compliance. Strengthening oversight remains a priority. The structure shortens cycle times for approvals and improves alignment across the group.

Capital allocation framework

Capital budgeting uses a gate-driven model: below 5m in capex, division heads approve; 5-20m requires CFO sign-off; above 20m requires board approval. december closing and year-end forecasting feed the baseline, with a rolling 3-year horizon to reflect ongoing growth in acquired companies. The model incorporates a liquidity- and risk-adjusted score linking to shares, technology investments and funding availability; maccfa metrics are included in the scoring to improve granularity, and offered debt facilities are evaluated against amandatory settlement schedule to avoid end-of-period liquidity crunch. Divisional units have discretion within thresholds; the framework has necessary flexibility to reallocate funds within the year and handles ended project reviews while preserving balance-sheet discipline.