Acquisitions in U.S. Foodservice: How to Deliver an Integrated Experience

The U.S. foodservice distribution landscape may be on the brink of its biggest shake-up yet. Reports reveal that US Foods is evaluating a potential acquisition of Performance Food Group (PFG)—a move that could create a distribution giant commanding roughly 18% of the $371 billion domestic market, eclipsing even Sysco.

As of today (September 2025), PFG and US Foods have entered into an information sharing arrangement, early steps in the process of acquisition and partnership.

If it goes ahead, the deal would marry US Foods’ strong service reputation with PFG’s tech-enabled operations and niche reach in independent restaurants, convenience stores, and snack channels. That’s powerful—but only if integration is stellar. Without it, operators risk disjointed service, disrupted supply, and frustrated customers.

Here’s how foodservice businesses can ensure an integrated experience during such mega-acquisitions.

1. Harmonise Culture and Purpose

PFG has a history of successful acquisitions. Its integration of Reinhart Foodservice delivered real growth—sometimes even outperforming legacy operations.

Lesson for distributors, manufacturers, and suppliers: During a merger or acquisition, don’t let finance be the only story. Push for integrated training, shared performance metrics, and cross-team collaboration from the start. This keeps customers shielded from disruption and builds internal alignment—turning the merger into a win for operators.

2. Deliver Operational Consistency

A combined US Foods and PFG would span multiple channels—from healthcare to independent restaurants, correspondingly increasing complexity.

To win on integration:

• Standardise core service expectations, such as order cycle times, traceability, or delivery accuracy.

• Leverage systems thinking, ensuring logistics, CRM, and tech platforms speak transparently across formerly separate operations.

• Monitor regional overlap, particularly in markets where both firms already compete, to avoid duplication and confusion among operator clients.

3. Communicate Continuously with Operators

Every merger is surrounded by speculation. When news of the US Foods–PFG deal broke, operator partners were left in the dark—waiting for answers.

Integrated experience means proactive transparency:

• Send regular updates—even when logistics are uncertain (e.g., "Yes, we're evaluating; no, your deliveries aren't changing… yet").

• Provide dedicated support channels (email, hotline) for operators to ask integration-related questions.

• Share clear migration maps, specifying which product lines, logistics routes, or system portals are merging—or remaining separate.

4. Protect Service Continuity

Acquisitions often cause delays, confusion, or even stockouts if not carefully managed—especially when overlapping territories are involved.

To safeguard operator trust:

• Use "bridge periods" where both systems operate in parallel while backend integrations happen, so operators don’t notice a shift.

• Offer visibility dashboards showing ongoing service KPIs during transition (e.g., fill rate, delivery timeliness).

• Assign integration liaisons—single points of contact—so operators always know who’s accountable for any disruption.

Integration Is the Real Upside

The possible US Foods–PFG merger could be seismic—but only if the combination delivers more than scale. The true value is an experience where operators still feel seen, served, and supported. Integration done right means combining strengths without losing soul.

Want FOBOH’s help in building operator-ready communication templates, integration dashboards, or transition support flows? We specialise in keeping your front-line teams aligned during consolidation—so operators stay steady, and your growth doesn’t cost loyalty. Contact us today to learn more.