Purchasing Process Reengineering Of CT Company After Acquisition

Today, as economic globalization develops in depth, the world is making a war without smoke of mergers and acquisitions, a lot of multinational companies with their capital, technology and brand advantages in a global M&A tide. How to make the activities of M&A more successful became a critical topic of the widespread attention. After the M&A, the first question is the integration between enterprises; the success of integration will directly affect the success of mergers and acquisitions. Purchasing management as a key link in supply chain management, so purchasing integration has become a part of the enterprise integration among the first to complete.The writer has many years working experience engaged in industrial purchasing in different multinational company, during this period, the writer also been involved few times mergers and acquisitions. So the writer tries to use an actual case to make an analysis in order to reengineer an optimized purchasing process. Firstly, this article systematically discourse two important theories, supply chain management theory and the theory of process reengineering and combining with the history activities of M&A, analyzed and summarized some of the successes and failures factors of process reengineering. And fully draw lessons from these historical summaries of the factors, in order to make the success of the process reengineering as much as possible. Secondly, the writer makes a deep analysis and research about CT Company and A group company and makes every effort to find out the differences of process and the optimal combination scheme. And then, makes a process reengineering scheme design based on the contrast and analysis. The design is always around the key point of framework of SCM theory and BPR theory. Strive to make the design of the new process can maximize in line with the ever-changing market demand, and not because of mergers and acquisitions behavior is affected. Finally, the writer makes a statement of the implementation of the purchasing process reengineering scheme of CT Company after the merger. And evaluate the results of the implementation of process reengineering via several critical purchasing KPI (Key Performance Indicator) result. Also on the problems in current process reengineering implementation are analyzed, in order to improve and solve the problems in the follow-up process reengineering.In today’s economy, more and more enterprises to improve their overall competitiveness in the market, the mergers and acquisitions as an important strategy and enterprise development, and with the rapid development of China’s economy, more and more domestic enterprises also began to merger and acquisition object expanded to overseas markets, these behaviors will face process reengineering in order to adapt to the constantly changing. And process reengineering research is always a need to constantly research and explore the subject, so I hope that this research can bring some reference to these companies.