Vendor & Customer Dis-Synergy Review

A combined checklist for the two dis-synergy categories that depend most on relationships rather than paperwork.

Rank vendor contracts by combined (parent + divested unit) spend and flag any with volume-tier pricing
Confirm which contracts require vendor consent to assign or split, and start those conversations early — they take longer than expected
Identify customers who buy from both the divested unit and RemainCo, and separate genuine cross-sell dependency from coincidental overlap
Talk to the commercial team, not just CRM data, about which customer relationships are relationship-owned versus contract-owned
Draft commercial side-letters for the highest-value at-risk relationships before close, not after

Example: A vendor renegotiation and a customer side-letter look like similar line items on a recovery-actions list, but they run on very different timelines — vendor repricing can often be resolved pre-close, while customer relationship risk usually can't be fully retired until well after the transition, which is why it should carry a longer persistence window in the model.

Contracts / Procurement

Lost purchasing scale on shared vendor agreements — quiet, ongoing, and easy to underestimate until the vendor sends the new pricing.

Revenue / Commercial Dis-Synergies

The hardest category to size with confidence, because it depends on how customers behave — not on a contract you can read.