Summary
Examples demonstrate that purchasing can contribute significantly to the expected synergy potential after mergers and acquisitions (M&A). Realizing purchasing synergies is rather easy immediately after M&As, but becomes increasingly difficult after the first months. In order to exploit the full potential, firms must develop and implement strategies how to integrate the purchasing function. The role of purchasing in M&A situations as well as strategy processes have commonly been masked out in purchasing related research. Therefore, the authors contribute to the theoretical advancement in this area. Based on action research, they furthermore present an in-depth case study demonstrating the practical application of a balanced scorecard supported strategy process after M&A situations.