In most industries, a merger between the third and fourth largest global players would trigger intense regulatory scrutiny. Yet DSV’s acquisition of DB Schenker was approved by the European Commission without so much as a raised eyebrow. Even combined, the new group will control less than 10% of the global logistics market.
This lack of scrutiny reveals just how fragmented the global logistics sector remains. But it also highlights something else. In such a vast, decentralised market, scale matters. It brings opportunities for efficiency, influence and resilience, particularly in an era where supply chains are subject to constant volatility and disruption. The success of this acquisition will ultimately depend on how well it is executed, with the real challenge lying far beyond what can be measured on a balance sheet.
At SCALA, we support businesses through major operational transformations, and this deal is one of the boldest and most ambitious the sector has seen in years. The integration will be a complex, high-stakes undertaking. Success is far from guaranteed, not because the strategy is flawed, but because its delivery will test every part of both businesses.
Retention of major clients will be an immediate focus. Many clients prefer to spread their volumes across multiple logistics providers to reduce risk, and Schenker’s longstanding industrial contracts are unlikely to be renewed without question. As procurement teams revisit supply arrangements, some customers will inevitably see the merger as a moment to test the market. Service reliability, not size, will be the deciding factor in whether they stay.
DSV will be acutely aware of this. Rather than blending operations overnight, the company is likely to adopt a phased integration strategy. Schenker may continue to operate semi-independently for a time, helping to protect service continuity while DSV works behind the scenes to align key systems and processes. This measured approach has been a hallmark of DSV’s past integrations, including Panalpina and Agility. In each case, operational systems were integrated early, long before branding changes appeared. Consistency behind the scenes matters more than matching logos.
But Schenker is a more complex and culturally different business than those DSV has absorbed before. Its footprint is heavier, including thousands of tractor and trailer units and a major presence in European rail freight. It also brings a highly unionised workforce as well as deep expertise in sectors such as automotive and heavy industry. These are not challenges to bulldoze through. They require sensitivity, structure and patience.
Cultural fit is likely to be one of the most important factors in whether the merger succeeds. DSV’s reputation has been built on a lean, entrepreneurial model. Schenker, shaped by its links to state ownership, has traditionally operated in a more formal, centralised way. These differences can be bridged, but only if leadership invests the time and effort in understanding how the two organisations think, not just how they operate. In some areas, DSV may well benefit from adopting elements of Schenker’s approach rather than replacing them outright.
From an operational standpoint, some degree of network rationalisation is inevitable. The combined group will have more than 1,000 warehouses and hundreds of freight offices worldwide. But DSV will be careful not to cut too deeply or too quickly, especially in central Europe where Schenker’s volume-heavy industrial base remains strong. Decisions around consolidation will need to be led by service impact as much as cost.
The integration of technology platforms will be equally critical. DSV’s approach in past acquisitions has been to move fast on system migration, recognising that shared tools and consistent processes are essential to delivering a seamless customer experience. Schenker’s systems may need to be phased out or adapted to fit the DSV framework, but the transition must be handled without disruption. This will be a major technical undertaking with real consequences for visibility, traceability and service control.
The human element also cannot be overlooked. Retaining Schenker’s key people, particularly those in operations and key account management, will be essential. Relationships, not just contracts, underpin long-term customer value. And those relationships rest on trust, continuity and confidence that the people who understand their business will remain in place.
Communication with customers will play a central role in maintaining that trust. DSV will need to reassure shippers that their service levels will be maintained, that teams remain responsive and that any changes are in their interest. Offering dual account support during the transition, briefing tender teams thoroughly, and maintaining consistency on major trade lanes such as Asia-Europe and the Transpacific will all be vital.
And this is just the beginning. Regulatory approvals are still pending in other key markets including the United States and China. Competitors are unlikely to sit still either. Other major players such as Kuehne+Nagel, DHL and Maersk will be watching closely and preparing to defend their ground, whether through pricing, retention strategies or acquisitions of their own.
Ultimately, DSV’s move is a statement of ambition. It reflects a broader trend across logistics, where global scale is no longer just about capacity, but about resilience and influence. But scale alone is not enough. The integration of DB Schenker will require discipline, clarity and care.
If DSV can manage this successfully, it will not only strengthen its position in the market but also provide a blueprint for how global logistics firms can grow through acquisition without losing the focus and reliability that customers demand. It is a tall order, but not an impossible one.
Chris Clowes, executive director at global supply chain and logistics consultancy, SCALA.
