Procurement due diligence
Before you buy it, know what’s in the spend. EBITDA where nobody’s looked, sized in two weeks.
Two weeks inside the data room, before close. The target’s spend read the way the big firms read it, management asked what the numbers can’t say, and the answer sized for the investment committee. Where the opportunities are, and what to go after. Senior procurement operators, supported by best-in-class AI.
Before the deal closes. And after.
Size the procurement opportunity before you close. Capture it after.
One playbook, applied two ways. Sized in two weeks. Then, over the 100-day plan: more data, more context, deeper analysis, and implementation and AI transformation inside the portco.
The two weeks
Inside your diligence window. Three moves, from the data room to the committee.
Data gathering
Straight to analysis on the data room as it stands.
General ledger, accounts payable, invoicing and the contracts that are there. Additional requests only if needed. A call or two with management, and a couple of outside experts who know what the spend should cost.
Analysis
Around thirty analyses, at diligence speed.
Spend classified and analysed. Contracts reviewed for terms, renewals and leakage. The analyses a committee needs to see where the opportunities are, from the same playbook the big firms run.
Opportunities
Identified, assimilated, quality-checked.
Every opportunity sized by senior operators before the committee sees it, with a range and the reason we believe it. Then the memo and the presentation.
The MBB playbook, at diligence speed: faster, deeper, and at a fraction of the cost.
What you get
- 01
Straight to analysis
On the data room as it stands: GL, AP, invoicing and the contracts that are there. Additional requests only if needed.
- 02
Context and depth
Management interviews, as the process allows, plus outside experts who know what the spend should cost.
- 03
Memo and register
A memo for the investment committee, and the sized opportunity register behind it.
- 04
What to go after
Where the opportunities are, and which ones are worth the first hundred days.
What it deliberately isn’t
- Work plans.
- Event design: the RFPs, renegotiations and consolidations.
- Implementation.
Diligence tells you what to go after, not yet how. The how is the 100-day plan, and keeping the two apart is on purpose: all a deal needs to know is that the opportunity is there.
What it costs
Scoped to the deal. Two weeks, pre-close, a fixed fee sized on the target’s third-party spend.
Where nobody’s looked
Procurement rarely gets a workstream of its own in diligence. That is where the EBITDA nobody has looked for sits. Two weeks, around thirty analyses, and the people who run the spend asked what the numbers can’t say. Sometimes the honest answer is that the target’s procurement is well run. That’s a good answer, and we say so.
Start with one company.
Thirty minutes on one company’s spend, and we will tell you what we would expect to find and roughly what it is worth. If there is not enough there, we will say so.
No commitment, and nothing to demo. Just a conversation.