并购中的采购整合：联想首席采购官专访.pdfVIP

o p e r a t i o n s m a y 2 0 0 8 Integrating purchasing in MA: An interview with Lenovo’s chief procurement officer The chief purchasing officer of Lenovo explains how he helped to create the operational basis for its continuing evolution from a Chinese powerhouse into a global one. James R. Hexter Article Chinese computer maker Lenovo’s 2005 acquisition of IBM’s PC division created a giant at a operational challenge for Qiao Song, Lenovo’s chief procurement officer. glance The task? Manage the rapid integration of two purchasing groups with different processes, management systems, and cultures—and save the new company more than $150 million in direct-spending costs within 18 months. The team not only exceeded the target but also successfully created a new unit to manage nonproduction-related spending. Qiao Song recently spoke with McKinsey about the challenges of integration, his approach to managing talent, and how the procurement function in the technology sector may change. The Chinese computer maker Lenovo’s 2005 acquisition of IBM’s personal-computer division heralded the birth of a global technology giant. Behind the scenes, however, the deal created a giant operational challenge for Qiao Song, Lenovo’s senior vice president and chief procurement officer. Qiao Song, who has worked at the company since 1991, was asked to manage the rapid integration of two purchasing groups with different processes, management systems, and cultures. Moreover, three months before the deal was to close, Lenovo’s board gave him an aggressive target: save the merged companies more than $150 million in direct-spending costs within 18 months. Vital statistics