S.M.A. Enterprises, LLC Experience

M&A Integration Experience

  • Completed post-merger synergy realization of $40.8M in savings on combined spend of $400aM in MRO for an $8B global automotive Tier 1 supplier merger.  Conducted representative plant visits over 2 months in the US, Mexico and Europe to work with sales, operations, production, engineering, general stores, and procurement teams to collect existing contracts, walk the plants to view machines and manufacturing processes, assess inventory levels and available warehousing, understand procurement processes, collect demand planning and production schedules.   Worked closely with corporate planning, sales and plant buyers to develop detailed MRO purchasing forecasts per plant per month.  Developed MRO sourcing strategy, wrote RFPs, conducted negotiations and strategically awarded the MRO sub-categories to suppliers based upon their expertise, ability to meet production schedule requirements and agreement to provide year-over-year cost reduction targets.
  • Developed and managed the PMO for the Supply Chain synergy savings for a KKR acquired door manufacturer rolling up over 25 spend category team.  Developed synergy capture models, Day 1, 30, 60 and 90 playbooks as well as negotiation strategies.  Collaborated with the Finance, HR, and Operations PMOs.  Identified, prioritized and led indirect sourcing projects for forklifts, energy, corrugated door, angle board, office supplies, temporary labor and MRO. Projected savings attributed to RFP were over $3M annually.
  • Identified, evaluated, and prioritized sourcing opportunities for $2.1B Generic Drug initiative resulting from the merger of two large pharmaceutical distribution companies. Developed synergy capture model and negotiation strategies. Assisted project manager in developing and disseminating $2B generic drug RFP. Projected savings attributed to RFP were over $24M annually. Facilitated combined generic drug category management program creation, resulting in new purchasing processes for the combined company. Created organization-sizing model based on key effectiveness measures. Projected organizational savings estimated at 10%.
  • Led Environmental Strategic Sourcing RFPs, award and implementation process for an Electric Utility emerging from bankruptcy and loosing corporate shared services support. Sourced Air Reporting and General Environmental Services categories, as well manage transition of Engineering contracts and services.
  • Completed Strategic Sourcing of over $300M in Indirect and MRO Spend resulting in $34.8 Million of savings as part of an $8B Annual Sales Tier 1 Automotive company merger
  • Developed Integration/Separation capability tools and processes for Supply Chain, Procurement, Manufacturing and Quality functions of a multinational healthcare and pharmaceutical company.  Assisted in the development and execution of a two-week merger simulation exercise with 25 client executives.  The results of this engagement were a detailed and repeatable process and an increased working knowledge of integration/separation among executives.
  • Identified “Day One” tasks for Financial IT systems integration of a $3 billion world-wide institutional and industrial cleaning business created by acquisition.  Created detailed migration plans, including resources, costs, and risk mitigation.  Facilitated sessions with subject matter experts from both companies to determine system interdependencies, best practices, gaps, and synergy opportunities.  Coordinated key integration points with Treasury, Finance, IT, and HR to ensure successful integration at lowest cost to achieve.  Primary areas of focus included consolidated financial reporting, fiscal to calendar year conversion, and remapping the chart of accounts.
  • Re-designed and executed “to-be” distribution center operations for a leading manufacturer of doors and windows following the acquisition of a distribution company.  Rationalized regional warehousing footprint to consolidate redundant operations to reduce costs and improve inventory visibility.  Developed models used to facilitate inventory consolidation and product line elimination used to dispose over $250,000 of excess inventory in year one.
  • Developed procedures to transition window and sliding door manufacturer and to a sole-source supplier.  Created and implemented transition plan.  Reduced sole-source supplier lead time from 6 weeks to 4 weeks through joint process improvement assessment.

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