CEVA
310
Locations rebranded across 40+ countries
327
Fleet vehicles transitioned to new brand
6 mo.
Accelerated deadline for full rollout
1
Partner accountable for the entire programme
- Sector
- Global logistics & supply chain
- Project type
- Post-acquisition rebrand
- Service scope
- Audit
- Programme management
- Global rollout
- Timeline
- 6-month accelerated rollout
When CMA CGM completed the acquisition of Bolloré Logistics, CEVA inherited a global estate still carrying the old brand across 40 countries. Warehouses. Depots. Signage. Hundreds of fleet vehicles. The rebrand was regulatory, not optional — and the window to complete it was six months.
CEVA needed a partner who could audit the entire estate, build a cost model across 40 jurisdictions, coordinate local suppliers in every market, and run a live programme with board-level reporting — all simultaneously, all without touching daily logistics operations.
GLIMMA established a central PMO, deployed BrandEye for real-time asset visibility, and delivered the full programme on time.
What they came to us with was a deadline and a risk. What they left with was a functioning global brand management system that didn’t exist before.
A rebrand deadline with legal consequences
Following the acquisition, CEVA faced an immediate brand transition across a global estate of locations and fleet — all of which still carried the Bolloré identity. In logistics at this scale, that means exterior building signage, depot interiors, thousands of wayfinding elements, and hundreds of fleet vehicles across 40 countries, many in parallel.
This wasn’t a cosmetic exercise. Failing to complete the transition within the required window created regulatory and reputational exposure at exactly the moment CEVA was trying to establish its identity in the market.
CEVA had brand guidelines. What they didn’t have was the infrastructure to execute. Auditing hundreds of sites globally, building a cost model across 40 jurisdictions, managing local suppliers, and running a live programme with board-level reporting — simultaneously, under acquisition pressure — is not something an internal team can execute in weeks.
Visibility first. Then execution.
GLIMMA developed a centralised programme framework designed to balance global coordination with local execution. A full worldwide assessment of fleet and location assets was conducted through on-site surveys, creating a verified inventory baseline.
All data was captured and managed through GLIMMA’s BrandEye platform, enabling real-time visibility, dashboard reporting, and structured decision-making. Visual inventories and forward-state proposals were created to define the transition roadmap, supported by clear pricing tiers to accelerate approvals and reduce administrative friction.
Weekly reporting cycles ensured transparency and allowed the client to monitor progress continuously throughout the rollout.
Explore M&A brand integration services310 sites. 327 vehicles.
Six months.
GLIMMA managed the complete transition — 256 CEVA locations outside France, in parallel with French partner Megamark handling a further 54 sites. Fleet transformation followed the same structure: 190 vehicles globally by GLIMMA, 137 by Megamark in France. All activity was coordinated through the BrandEye management platform, creating a unified operational control centre for the transition. Every cost visible. Every milestone reported weekly to CEVA leadership.
The programme included global on-site surveys, digital asset inventories in BrandEye, visual “to-be” proposals and implementation schedules, central coordination with local installation teams, and real-time dashboards with weekly progress analysis.
BrandEye gave CEVA’s leadership real-time visibility across every site, from a single dashboard. No status meetings. No chasing local suppliers for updates.
Deadline met. Brand consistent.
Operations uninterrupted.
CEVA hit the rebrand window. A complex, multi-country transition that would have taken an internal team years to execute was delivered in six months — on time, within budget, without disrupting one of the world’s largest logistics operations.
The transition established a repeatable governance model for future acquisitions and large-scale brand transformations. Beyond the delivery, the programme created lasting infrastructure for managing brand assets globally. The global asset database built in BrandEye gave CEVA ongoing visibility across their brand estate — something that didn’t exist before the programme. The supplier relationships, the regional pricing frameworks, the reporting cadence: all of it stays in place for future work.
CEVA came with a deadline and uncertainty. They left with a functioning global brand management system.
6 mo
Audit to global completion
40+
Countries, one central team
0
Operational disruptions
CEVA’s brand estate post-completion — fully consistent across locations, fleet and customer-facing environments in 40+ countries.
What others couldn’t offer
This project demanded global orchestration, strategic programme design and on-the-ground delivery across multiple markets simultaneously. CEVA needed a partner with the network to reach 40 countries simultaneously, the technology to give leadership real visibility, and the experience to deliver under acquisition pressure without losing control of costs or quality.
GLIMMA’s strength lies in central governance supported by a trusted international network. Through BrandEye and its PMO structure, GLIMMA transformed a high-risk acquisition rebrand into a controlled, data-driven rollout.
Most suppliers can handle a country. Some can handle a region. Very few have the infrastructure to own the full global scope — managing cost complexity, coordinating local partners, and holding the whole thing together — while the client gets on with integrating a new business. This is where GLIMMA operates.
Global partner network. Vetted local suppliers in 100+ countries. No scrambling for vendors in each market at acquisition speed.
Global partner networkM&A experience. Compressed timelines, regulatory pressure, board-level scrutiny. This is a known problem for us — not a new one.
View M&A servicesCentral PMO. One team accountable for the whole programme. Not a collection of local agencies pointing at each other.
View processBrandEye platform. Real-time visibility across every site and asset — in one place. Board-level reporting without manual effort.
View technology