Those are all valid sources for synergies. New production capacity closer to key customers is, in my opinion, the biggest benefit. In this industry, production flexibility creates a lot of potential. Imagine a manufacturer with little pricing power or one that produces, for example, private label products. Replacing that production with Smartstore storage boxes could immediately improve the manufacturer’s profitability profile as sales margins increase.
Of course, the seller might also have good existing brands, and SmartStore, Gastromax, and Kökskungen all became part of the group through acquisitions. Expanding into disc golf has been suggested on this forum before, but if the product offering is to be expanded, I would expect it to be into product categories that can be sold to existing key customers (sales synergies!). Similar synergies could also be gained if the corporate arrangement allows Orthex to access new customers.