It is essential to perform an assessment of the supply chain efficiency during the due diligence phase of the merger and acquisition process. The target company will probably not support the overall merger/acquisition goals.
Tip: Set up an independent M&A supply chain with full purchasing authority.
In a recent acquistion, the buyer chose to use the target company staff and processes to acquire equipment and services. During the implementation of the project, every infrastructure project manager, the program manager and work stream leader noted the ineffective supply chain and sourcing of equipment and services. Delays of 60 days were the norm. The merger teams discussed the issue and agreed the delays were rooted in cultural inertia at the target company.
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Professional Profile
- Joe Tighe - IT Infrastructure Consultant
- Milwaukee, Wisconsin, United States
- Joe Tighe is a seasoned information technology consultant leading M&A software integration programs. He has more than 20 years of professional experience. Joe has managed national and international merger and acquisitions with healthcare, telecommunications, manufacturing, broadcast television, radio and cable television industry clients across multiple functions, including program management, information technology, order management and fulfillment, supply chain, procurement, human resources and outsourcing advisory. He has been involved in all phases of M&A projects, from strategy through implementation.
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