IT Supply Chain Transition – Critical to a Successful Divestiture

The challenge

An international industrial manufacturer with billions of US dollars in sales. The company needed a highly-specialized IT supplier relationship, including strategic support from contract negotiation experts. The goal was to ensure operationally seamless access to critical software and services during a transition period after selling a subsidiary. A challenge was to allow the divested unit to continue to use licenses owned by globalise US' client during the transition period, even though the divested entity would no longer be a part of the client’s organization as of day one, following the sale.

The success

Patina provided results-focused, hands-on IT M&A Supply Chain expertise at the critical time the client needed it. The consultants assigned to the organization provided value in multiple dimensions, such as:

  • Rapid, Reliable Engagement – Engaged client with the right expertise at the right time.
  • Task Ownership – Took ownership of the affected supplier relationships, and applied expertise necessary to earn client’s trust.
  • Proven Expertise – Applied extensive prior industry expertise to mentor client personnel in IT M&A best practices.
  • Teamwork – Brought affected stakeholders together to validate what “success” looked like, and worked with suppliers and business stakeholders at all levels to maintain focus on desired outcomes.
  • Timely Communications – Ensured that all the inevitable objections, roadblocks and changing priorities were addressed via timely, candid communications.
  • Delivered More Than What Was Asked – Continuously looked beyond the boundary of the formal assignment to share relevant expertise with key stakeholders to provide objective, best-practice insights not previously considered.

The results

Successfully engaged nearly two dozen IT and professional services suppliers to achieve effective transition agreements in timely fashion. Often times, the projects were relatively low-spend, but with high technical complexity, and high operational impact.

In addition, the nature of developing transition agreements often generated opportunities to implement favorable revisions to enterprise master contracts, such as payment terms and audit language. Although these were not a direct part of the scope of the transition services engagement, they provided tangible, previously unanticipated benefits.

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