汽车和装配资讯：通过收购获取近期合并价值.pdfVIP

Automotive Assembly EXTRANET Capturing Near-Term Merger Value through Procurement Procurement can deliver at least one-third of the synergy value in successful mergers. Here are four steps leaders can take to achieve effective procurement integration. by Andrew LeSueur, JehanZeb Noor, and Sheng Hong While strategic mergers and acquisitions (MA) activities cooled somewhat during the recent economic downturn, mergers of necessity have continued at a steady pace. The heightened sense of urgency that typically surrounds such deals makes it especially important for business leaders to ensure business continuity, capture all possible synergies, and effectively integrate the post- merger organization. McKinsey Companys experience shows that in the post-merger period, companies identify a significant amount of value – typically one-third of total synergies – by aggressively capturing procurement opportunities. The bulk of the procurement savings doesnt come from headcount, but rather from total cost of ownership (TCO) reductions in the external spend base. McKinseys work in merger management reveals that success or failure in capturing procurement savings often signals the broader success or failure of the overall merger. For example, failed mergers (i.e., those that destroy value) typically under-deliver in terms of procurement savings, while successful mergers over-deliver (Exhibit 1). Merger procurement integration creates value in four ways. First, through re- pricing as