Historically, private equity firms have managed portfolio companies as individual, stand-alone assets or as sectorbased platforms rather than a true portfolio of investments. This emphasis may be due to a hands-off management philosophy or a sharper focus in other areas. Regardless of their motivation, many private equity owners miss a significant opportunity to increase bottom-line performance by harnessing synergies from the combined purchasing power of their investment portfolios.
By aggregating spend in common indirect, non-cost-of-goods-sold spend categories, a private equity firm can negotiate better deals for its entire portfolio on categories such as temporary labor, insurance, packaging, shipping, telecom, office and MRO supplies, computers and travel. These efforts can rapidly increase cash flow across the portfolio without disrupting the underlying operations or hampering divestiture efforts of the participating portfolio companies.
Conduct Spend Analysis Define Requirements Conduct Develop Category Select Suppliers / Plan and Manage Competitive Bidding Negotiate Contracts Strategy Transition Manage Supplier Performance
A&M helps private equity funds and their portfolio companies create value by leveraging cross-portfolio purchases and the sharing of improved purchasing techniques.
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Our professionals have deep experience generating savings across a wide range of categories. We have sourced more than $30 billion in spend and have achieved significant savings across more than 100 spend categories (see below).
Category
Print Advertising Travel / Entertainment Packaging / Corrugated Telecom Mainframes Contract Programming Other HR Expenses Credit Card Fees Small Parcel 17% 15% 15% 14% 14% 13% 12% 12% 12%
Category
Facilities Freight / Logistics Temporary Labor Distributed MRO Healthcare Benefits Professional Services Software Utilities 12% 10% 9% 9% 9% 9% 9% 7%
Identify purchasing trends, product and service commonalities and marketplace value drivers Leverage similar purchasing patterns and overall scale across portfolio companies Use industry insight to better understand current market conditions, supplier strategies and potential opportunities for savings Facilitate the end-to-end sourcing process from which portfolio companies continue to benefit post-separation from the private equity parent Create value through the sharing of improved purchasing techniques
has hampered many portfolio-wide efforts. Recently, through the work of A&M and several private equity firms efforts, the supply market has started to recognize private equity as a significant opportunity area and has made changes to its business practices to encourage other private equity firms and their portfolio companies to look at leveraged procurement programs. This includes adding features such as portability of benefits at divestiture, automatic inclusion of new investments and unique contracts that avoid mutuality and long-term lock-in. There has never been a better time for private equity owners to look at portfolio-wide procurement programs particularly in light of softening markets, increased scrutiny on expenses, and an incredible pressure on returns. Through our professionals recent experience with over 25 private equity firms and their 200+ portfolio companies, private equity owners can potentially recognize quick, recurring, and non-disruptive benefits from leveraged procurement.
* NOTE: Alvarez & Marsal employs CPAs but is not a licensed CPA firm.
TAKING ACTION
Corporate entities have been using strategic sourcing programs to centralize business unitlevel spend for more than 20 years. However, the rules of engagement have always been unique in the private equity world, and the desire to avoid carve-out issues at divestiture
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