In summarizing suppliers as a stakeholder to acquisitions, I outline short-term synergies of coordinated supply, as well as the long-term effects of supplier change following mergers and acquisitions. Synergies related to purchasing, cost-cutting costs, and supply coordination are one of fundamental outcomes of acquisitions. However, the upstream opportunities extend far beyond the transactional arrangements, such as buying more for less, and suppliers play an essential role for firms’ sourcing, knowledge, co-development that relate to value creation. For example, supplier changes and synergies related to acquirers’ and acquired parties’ upstream overlap and offer complementarities. Yet, acquirer and acquired party, strategic intentions and integration of procurement have additional effects on supplier connections, including interdependencies, negotiation powers, collaborative efforts, and supplier reactions. As a result, suppliers, as relational stakeholders, pursue strategies to counteract negative changes, as well as their input in the development of offerings.