Building a common procurement language after a merger

A post-merger procurement organization with strong talent but no common vocabulary — transformed into a cohesive team.

The approach is based on three principles. Eighteen months, from the capability-building program to the onboarding journey. Savings sustained year after year after the merger. An Executive Diploma, an open pathway for experienced professionals.

The challenge

A new procurement organization was created following a merger. The talent was there, but consistency was lacking: the teams arrived with different vocabularies, frameworks, and practices. Without a common language, category strategies, stakeholder engagement, and supplier negotiations were managed inconsistently across the group.

The EIPM approach

Capability building was treated as a change program rather than a training catalog, with common frameworks for category management, stakeholder engagement, supplier relationship management, and negotiation. After eighteen months, the program evolved into an onboarding program for new joiners, while experienced professionals continued with the EIPM Executive Diploma.

The impact

The unit is operational and the shared identity is strong within the merged organization. Annual savings are sustained by consistent category and negotiation practices. New joiners ramp up faster thanks to a structured onboarding journey.