06. Moving Business from Denmark to Sweden 

Challenge

The assignment started with an ongoing relocation of production from Denmark to Sweden. A supply structure had already been established, including a mix of local production and distribution to serve Danish customers.

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The underlying assumptions had not been fully tested. As the work progressed, it became clear that the business case was incomplete. The required investments were higher than expected, and the operational setup did not support the intended performance.

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There were significant differences between the two operations. Product portfolio, service levels, and company culture were not aligned. Profitability had been overestimated, and the complexity of running the combined structure had been underestimated.

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The response required immediate action. The organisation was reduced to a more sustainable level. Leadership alignment was prioritised, with a focus on creating understanding across the two environments. As the structure was simplified and clarity increased, losses were reduced.

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Despite these efforts, the project could not be justified. European management chose to discontinue the initiative, and the operation was closed.