Supply chain is the flow of goods and services, funds and information from raw material to the end customer. Hence supply chain can be taken as the neural system of a company. This component will integrate a group of processes to plan, source, make, deliver, and return products. Supply chain structure and integration are vital for better performance. The increased competition and authority of single players has given the supporting background for M&A. The enhanced information technology(IT) and information systems (IS)platforms have also given the luxury of fast access to information which are essential to making the decision to merge and/or acquire. Supply chains of most companies have hidden synergies attached to them so when taking an M&A decision or M&A implementation it is quite vital to have a separate method to secure synergies attached to supply chains. Considering the fact that most M&As have the tendency to fail rather than succeed, it is useful to unearth the links pertaining to the supply chain in M&A situations to get the maximum benefits of M&A. Collaboration in supply chains is vital to obtain competitive advantages in the perspective of supply chains. Firms attempt to promote moderate relationships through supply chain collaboration, collaborative advantage and firm performance. [1]. As an extreme end of collaboration, M&A have become an important aspect of global business and a major method for companies to grow and diversify into different businesses.With regard to supply chain, M&A have a huge impact on profit maximization. Some companies try to strengthen their supply chains via M&A. M&A scan happen differently on supply chains, including horizontal, vertical and conglomerate M&As [2]. Vertical and horizontal integration are main ways in which companies going for M&A simply to strengthen their supply chain to gain more control. Acquiring a supplier or distributor is the main way in which control is gained in upstream or downstream supply chain. Horizontal M&As involve direct competitors in the market while vertical M&As represent the integration of firms in different operational or functional levels, in different stages, within the same industry. Conglomerate M&As are where firms do not operate in the same sector at all Supply chain integration influences the changes of alliances between firms and supply chain networks [3]. Specific attention has given to the impact on leaving or entering a supply chain or splitting or joining supply chains with regard to supply chain networks. Growth through acquisition reveals that companies can proceed without synergetic strategy to achieve profits when doing M&A’s [4]. In the context of Sri Lanka, the M&A is rather unexplored area and M&As along supply chains or between supply chains are not researched well in the Sri Lankan context. This research aims to fill the gap between the knowledge about impacts of M&As of supply chains of Sri Lanka and the impacts of M&As. This will enable Sri Lankan employers, employees, investors to look deeply in to supply chain to understand the impacts of M&As. Hence, to fill the gap, this study tries to identify the issues related to M&A in logistics operations in Sri Lanka and aims to study the factors effect on executing M&A in supply chains. Basically, this research tries to study the following objectives using both primary and secondary data. a) Determination of importance of managing supply chain in M&A situation in Sri Lanka b) General synergies obtained for supply chain through M&As in Sri Lanka c) Evaluation of critical factors of supply chain in M&As in Sri Lanka

Dissanayaka, P., & Jayaratne, P. (2017). Impacts of mergers and acquisitions on supply chains of Sri Lanka [Extended Abstract]. In T.L. Gunaruwan (Ed.), Proceedings of 2nd International Conference on Research for Transport and Logistics Industry 2017 (pp. 51-55). Sri Lanka Society of Transport and Logistics. https://slstl.lk/r4tli-2017/