ABSTRACT
OUTCOME The customer was the subject of a nonhostile takeover bid from one of its competitors. Consequently, the procurement was ‘put on hold’ by the client the day after the merger was announced. It would take the new company some time to come to grips with what infrastructures, commitments to existing suppliers, and premises it had. Until that happened there was little point in them going forward with the procurement. If this risk had been identified and assessed as being both medium to high probability and high impact it would have been possible to determine if it was a bid worth going on with.
