Mergers and Divestments
All procurement functions should play a critical role in making a merger, acquisition or divestment happen. Integrating disparate and global supply sources, contractual relationships, e-procurement systems, procurement teams and company cultures are some of the many things involved when looking into Mergers, acquisitions or divestments. Along with tight deadlines and high expectations from shareholders, CPOs are faced with all these challenges.
At Odesma we guide organisations through mergers, acquisitions, and divestitures. Our broad expertise in all industries includes strategy development, due diligence, pre-merger planning, post-merger integration, spin-offs, and carve outs. We help you and your organisation gain maximum value from all your deals—in both immediate and longer-term returns.
We have guided several organisations through mergers, acquisitions and divestments by helping them realise significant benefits of involving procurement in the process and seamlessly integrate their procurement functions.
With over 90 years strategic sourcing experience, on-demand consulting capabilities and automation tools, we can quickly and accurately help you to identify the potential savings from your procurement function and validate the business case for a merger, acquisition or divestment.
Our approach to mergers, acquisitions and divestments includes; but not limited to:
- In-depth spend analysis of the merging entities using our latest spend analysis tool, identifying quick-win opportunities by leveraging increased scale, implementing the better of the two contracts and supplier relationships for each category
- Identifying medium to long-term opportunities by integrating procurement functions and processes and rationalising products, specifications and demand services
- Preparing an outlined plan for post-merger integrations, including new operating models, roles, processes, systems and change management.
In summary, we can provide an end-to-end set of procurement and supply chain services associated with mergers and divestments with scopes ranging from tactical to strategic along with driving commercial value from quick win programs to medium/long term value creation.
Attendees at the US Institute of Supply Management (ISM) conference this week came away from an illuminating panel discussion addressing the issue of category management with three key focus areas for extracting business value. Contributors to the debate included...read more