Mergers and acquisitions process improvement in a matrix organization
Name
822569539-MIT.pdf
Description
Full printable version
Size
7.51 MB
Format
Adobe PDF
Checksum (MD5)
5b7e7de109411f9359bdd4eb75a0ffb0
Author(s)
Cavazos Cavazos, Jose Juan
Advisor(s)
J. Christopher Love and Vahram Erdekian.
Alternative Title
M&A process improvement in a matrix organization
Date Issued
2012
Publisher
Massachusetts Institute of Technology
Abstract
3M has had aggressive growth through acquisitions. Almost all of the acquisitions add new manufacturing sites to the existing manufacturing and distribution networks. 3M is composed of 38 divisions (as of 2011) with significant independence. There are corporate experts in the different functional areas of due diligence that bring consistency regardless of the division doing the acquisition. However, since manufacturing is not centralized and is managed by each division, there is no corporate expert neither for manufacturing due diligence or supply chain. The difference in the experience level of manufacturing managers in different divisions, and a division-centric view of the supply chain has lead sometimes to integration plans that don't fully take into account opportunities in supply chain rationalization and future manufacturing improvements. The goal of this study is to map the current process and tools across divisions, to identify gaps and to create a business process that can be used as a guideline for all the divisions engaging in acquisitions with a manufacturing component. In addition, a principal components analysis is proposed to find which parameters could predict the outcome of an acquisition.
Description
Thesis (M.B.A.)--Massachusetts Institute of Technology, Sloan School of Management; and, (S.M.)--Massachusetts Institute of Technology, Dept. of Chemical Engineering; in conjunction with the Leaders for Global Operations Program at MIT, 2012.
Cataloged from PDF version of thesis.
Includes bibliographical references (p. 70).
Subjects
Chemical Engineering.
Sloan School of Management.
Leaders for Global Operations Program.
MIT Department
Leaders for Global Operations Program at MIT
Massachusetts Institute of Technology. Department of Chemical Engineering
Sloan School of Management
Terms of Use
M.I.T. theses are protected by
copyright. They may be viewed from this source for any purpose, but
reproduction or distribution in any format is prohibited without written
permission. See provided URL for inquiries about permission.
copyright. They may be viewed from this source for any purpose, but
reproduction or distribution in any format is prohibited without written
permission. See provided URL for inquiries about permission.
Persistent DSpace Link
