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What Does the Sika–Akkim Acquisition Tell Us?

Why does one company acquire another?

At first glance, the answer seems quite simple: to increase production capacity, gain access to new products, expand market share, or acquire new customers. However, in sectors such as adhesives and other construction chemicals, where technical expertise, logistics, and distribution networks are at least as important as production itself, the strategy behind acquisitions is now being evaluated within a much broader framework.

When we learned that Sika had completed the acquisition of Turkey-based Akkim, we felt that this development should not be viewed merely as an acquisition between two companies. What is particularly noteworthy is that a global construction chemicals manufacturer sees Turkey’s production infrastructure, product portfolio, distribution network, and regional market access as strategic assets at the same time.

As you may know, Sika announced the agreement to acquire Akkim in February 2026. The company stated that Akkim generated approximately CHF 220 million in sales in 2025, has a strong distribution network, and provides access to markets particularly in Eastern Europe, Central Asia, the Middle East, and North Africa. With the completion of the acquisition, Akkim has now become part of Sika’s global organization. Sika also highlights the potential for its production facilities in Turkey to serve as regional production and export hubs.

At this point, it is worth stepping back from the news itself and looking at the bigger picture.

Because Sika’s interest in Akkim actually reflects the changing nature of competition in the construction chemicals industry.

Today, producing a good product alone is no longer enough to make a manufacturer strong. Which markets the product reaches, which distributors it works with in those markets, how quickly it can be delivered, whether it meets technical requirements, and how it can be positioned alongside complementary product groups have all become at least as important as production capacity.

In other words, companies are no longer simply acquiring factories.

They are also acquiring market access.

This perspective is important when considering the value of Akkim for Sika. Akkim’s portfolio of adhesives, sealants, silicones, polyurethane foams, and similar products is undoubtedly valuable in its own right. However, the company’s customer relationships, distribution channels, export experience, and Turkey-based production infrastructure further strengthen the strategic dimension of the acquisition.

Sika’s announcements also highlight the expansion of customer access through Akkim’s distribution network and the development of cross-selling opportunities for complementary products. This approach shows that global construction chemicals companies are no longer seeking growth solely by building new factories, but also by integrating themselves into existing commercial ecosystems.

So, why is Turkey important in this picture?

A significant part of the answer can actually be found on the map.

Turkey occupies a particularly advantageous position in terms of access to the Balkans, Eastern Europe, the Caucasus, Central Asia, the Middle East, and North Africa, while also serving as a bridge between Europe and Asia. When this geographical advantage is combined with production capacity and a developed logistics infrastructure, Turkey has the potential to become more than a production location serving its domestic market; it can become a regional supply center.

Akkim’s existing export structure is a concrete example of this potential. The company’s export network, extending across different regions, already demonstrates that construction chemicals can be supplied from Turkey to surrounding markets.

Sika’s integration of this structure into its global network is therefore particularly noteworthy in terms of Turkey’s regional role.

This leads to perhaps the most important question to consider for the coming years:

Will Turkey remain primarily a major consumption market for construction chemicals, or will it evolve into a regional production and distribution hub supplying the surrounding markets?

The answer cannot be determined by the Sika–Akkim transaction alone. However, the acquisition can be interpreted as a strong signal of such a transformation. Because in the international trade of construction chemicals, where a product is manufactured is becoming just as important as how that product reaches the market.

Exporting a product to another country is not simply a matter of filling a container and shipping it. Technical documentation, certification, local regulations, product standards, storage conditions, delivery times, inventory management, logistics costs, and after-sales technical support are all part of the process.

Therefore, the competitive advantage of the future will not be created solely within the production facility, but across the entire supply chain.

This is particularly important for foreign trade companies and distributors.

At first glance, the strengthening of a global manufacturer may mean increased competition for independent distributors. Companies with broader product portfolios, greater production capacity, and stronger global brands will naturally have a greater impact on the market.

On the other hand, this transformation also brings new opportunities. As manufacturers grow, customer needs and commercial models in different markets become increasingly diverse. Not every manufacturer can reach every country directly, nor can every manufacturer be expected to have an equal understanding of the technical and commercial dynamics of every market.

This is where the role of foreign trade companies is changing.

In the past, the primary role of a distributor was often to purchase products from the manufacturer, hold inventory, and deliver the products to customers. Today, however, construction chemicals require a much broader level of expertise.

Understanding which product from which manufacturer will have potential in which market, following technical requirements, matching the right product group with the right customer, managing logistics costs, developing alternative sources of supply, and, when necessary, acting as a technical and commercial bridge between the manufacturer and the end user are becoming increasingly important.

For this reason, the future value of a distributor should not be measured solely by sales volume.

Knowing the market, selecting the right product, and managing the supply chain are also competitive advantages in their own right.

The Sika–Akkim example reveals another dimension of this transformation: products are increasingly being offered not individually, but as complementary solutions.

A customer may not need only an adhesive; they may also require complementary products for sealing, surface preparation, insulation, repair, or other applications. In this context, managing a broad product portfolio can provide a significant advantage.

For this reason, the concept of “offering solutions” rather than simply “selling products” is likely to become increasingly important in the future of construction chemicals trading.

This transformation also carries an important message for foreign trade companies. A commercial model based solely on price is becoming increasingly difficult to sustain. Price will, of course, remain important; however, factors such as technical suitability, reliable supply, delivery performance, certification, inventory continuity, and after-sales support will play an increasingly important role in customers’ purchasing decisions.

Therefore, perhaps the question that will determine the future success of foreign trade companies is not:

“Who offers the lowest price?”

but rather:

“Who can solve the customer’s needs most effectively?”

Sika’s investment in Akkim provides an important example of the future direction of the industry from this perspective. Production capacity, product portfolio, distribution network, and regional market access are becoming interconnected elements of the same strategy. This points to a new era in which companies in the construction chemicals industry will be evaluated not only by their production capabilities, but also by the ecosystem they have built around them.

Time will tell what impact the Sika–Akkim acquisition will have in the coming period. But one reality is already becoming clear:

The definition of competition in the construction chemicals industry is changing.

It is no longer enough to ask who produces more or who offers the lower price.

Who can access broader markets? Who can provide more reliable supply? Who can combine different products into a single solution? Who can manage the technical and commercial requirements of different countries?

These are the questions around which competition will increasingly be shaped.

The Sika–Akkim acquisition therefore demonstrates that this is not merely a corporate transaction, but also an important signal regarding the future of production, foreign trade, and distribution in the construction chemicals industry.

And perhaps the most important question for Turkey is this:

Will Turkey remain a country that simply exports construction chemical products, or will it become a center capable of managing regional supply chains?

The answer will depend not only on the investments made in the coming years, but also on how quickly manufacturers, distributors, and foreign trade companies adapt to this changing new trading environment.

We congratulate Sika and Akkim on this important step and hope that this strategic combination will contribute to new collaborations, investments, and opportunities for Turkey and our construction chemicals industry.

Sources

Sika AG – Sika to acquire Akkim: Marking a major step in accelerating global expansion in adhesives and sealants — February 13, 2026.

Sika AG – Sika closes acquisition of Akkim — September 3, 2026.

Sika AG – Why invest in Sika? / Strategy 2028

Akkim – About Us

Sika Türkiye