Procurement Benchmark 2013

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1 Study Procurement Benchmark 2013 The Key Success Factors for Return on Investment in Catalog Solutions for Procurement

2 This document contains Confidential, Proprietary and Trade Secret Information ( Confidential Information ) of Informatica Corporation and may not be copied, distributed, duplicated, or otherwise reproduced in any manner without the prior written consent of Informatica. While every attempt has been made to ensure that the information in this document is accurate and complete, some typographical errors or technical inaccuracies may exist. Informatica does not accept responsibility for any kind of loss resulting from the use of information contained in this document. The information contained in this document is subject to change without notice. The incorporation of the product attributes discussed in these materials into any release or upgrade of any Informatica software product as well as the timing of any such release or upgrade is at the sole discretion of Informatica. Protected by one or more of the following U.S. Patents: 6,032,158; 5,794,246; 6,014,670; 6,339,775; 6,044,374; 6,208,990; 6,208,990; 6,850,947; 6,895,471; or by the following pending U.S. Patents: 09/644,280; 10/966,046; 10/727,700. This edition published November 2013

3 Study Table of Contents Introduction Representativeness Six Important Benchmarks for Catalog Solutions Conclusions and Outlook Procurement Benchmark

4 Introduction All major multinational companies have recognized the need to employ an efficient purchasing and catalog solution to achieve automated and cost-effective procurement of products and services. Prior to introducing any such solution it is important investigate whether it will benefit a company. This ROI study aims to determine key financial figures and key performance indicators (KPIs) and their impact in the implementation of an e-procurement catalog solution. The study addresses the key issues that should be optimized to generate the quickest ROI. To this end, the most important figures have been gathered and analyzed. A market comparison of these data with the figures of Informatica customers has also been made. The summary contains the principal factors and thus goes deeper than the e-procurement benefits such as process cost optimization and time savings in procurement that have been established for some time now already. Conceptually, the study is based on the knowledge and experience of Informatica and other established companies such as SupplyOn, apsolut and BTC. The scientific control of the project was entrusted to the University of Furtwangen. We hope this study may provide many helpful suggestions for your business. 2

5 Representativeness Over a survey period of approximately one month (from 06/25/2012 to 07/13/2012) 3,300 companies and organizations from across the globe were invited to participate in the study. The summary of the results is based on the responses of 222 participants, of whom roughly one fourth are Informatica e-procurement customers. Industry category Public Sector: 25% Private sector: 75% Chemistry, Bio, Pharma 8% Automotive 8% Service Industry 24% Energy, supply 8% Other industries 13% Trade 17% Metalworking, electrical & plastic industry, machine building 23% The two most represented sectors are the service industry and the metalworking, electrical and plastic industry including machine building, closely followed by trade. Procurement Benchmark

6 The average annual sales of the participating companies is approximately 2.5 billion. Indirect goods and services account for 17.1% of the total procurement volume. Source: procurement-benchmark.com Company size by annual sales <= 100 Mio. <= 250 Mio. <= 500 Mio. <= 1 Mrd. <= 2.5 Mrd. <= 5 Mrd. <= 10 Mrd. <= 15 Mrd. <= 25 Mrd. > 25 Mrd. Company annual sales Gartner ranks Informatica in the top 5 providers for Time-to-Value In the latest e-procurement analysis, Informatica was awarded top marks for Timeto-Value for its quick and successful implementation of catalog software projects (Gartner, Inc., E-procurement Market and Vendor landscape, Deborah R. Wilson, Nigel Rayner, September 2, 2011). Number of customers Of the companies surveyed there were on average 4,350 costumers, and the range extended from 250 to more than 25,000 customers. Of all the companies, more than 60% have over 1,000 customers in their organization. Project duration On average a procurement catalog solution required 7.6 months for implementation. About 50% of the respondents indicated that the implementation of their catalog solution required a maximum of 6 months. About 25% of them said it was a maximum of 4 months. In E-Procurement Market and Vendor landscape 2011 Gartner writes that the surveyed Informatica customers indicated the implementation of catalog projects was finished within 3 months. Informatica was awarded top ranking in the category of time-to-value for this achievement. 4

7 Six Important Benchmarks for Catalog Solutions The following pages describe the 6 key issues that have direct impact on the return on investment, and therefore the success of this solution in an enterprise. These figures refer to: performance capacity utilization Informatica customers: 20% higher coverage rate the company s success The performance aspect of the KPIs makes them particularly suitable for controlling and evaluating business processes or individual projects. Key Performance Indicators (KPI) are weighted differently depending on the company and perspective taken. Six benchmarks are listed below and possible savings as well as changes are described, both with and without the catalog solution. The order in which they are listed does not necessarily indicate their weighting. Benchmark #1 - Coverage rate A key issue for the success of a catalog procurement solution is the maximum coverage rate of all indirect goods and services that are eligible for cataloging. This ratio indicates the extent to which all the possible goods and services are actually processed via electronic catalogs. 41.3% ø Coverage rate in the market Question: What is the average percentage of mappable indirect goods and services that are processed via electronic catalogs? Answer: 41.3% Conclusion: Increasing the coverage rate, and thus the highest possible coverage of the product range, is the core factor for the success of a catalog solution. The higher the degree of standardization, the less manual effort is necessary. 50% ø Coverage rate at Informatica The average coverage rate of indirect goods and services with the Informatica catalog solution is approximately 50%, while all other respondents were at 41.3%. Procurement Benchmark

8 Informatica customers: 22% less Maverick Buying An increase in coverage rates not only has an advantageous effect on the return on investment, it also counters maverick buying. The more orders made outside of the electronic catalog, the more unprofitable the solution will become. This is because the time benefits and the cost advantages of cataloging are not leveraged, and costs and time expenditures will be the same as without the solution. All orders must be processed through the catalog solution for it to be used as effectively as possible. This requires, however, that all possible kinds of indirect goods and services must be represented in the electronic catalog. An increase in the coverage rate is highly recommended and desirable to achieve a positive ROI for the company and to leverage the full potential of a catalog solution. 12.3% 5.5% Reduction of maverick buying in the market Benchmark #2 - Maverick buying Maverick buying describes purchases of goods and services made by company departments outside of the purchasing and standard software processes. Procurement thus takes place outside of the purchasing department and the contracts negotiated with its suppliers. Procurement that takes place outside of the framework contracts increases costs because the procurement is performed in processes that have not been approved. For example, prices will be too high if negotiations haven t been made or have been managed badly or if price comparisons have not been made. 12.3% 4.5% Informatica customers reduction of maverick buying Question: What percentage of orders were not carried out with a procurement system before the implementation of a catalog solution (maverick buying)? On average, 12.3% The amount of orders that are not processed via a procurement system is, on average, 12.3%. When a catalog system is used, maverick buying accounts for only 5.5% of total orders. Maverick buying is thus reduced by more than half. When the Informatica catalog solution is used, maverick buying is reduced on average to a mere 4.5%. Informatica even beats the overall average by one percentage point. 6

9 Benchmark #3 - Reducing the supplier base Implementing a catalog solution should reduce the supplier base. This is made possible by high levels of standardization in the procurement of indirect goods and services. The transparency that an electronic procurement system provides enables companies to better avoid product range overlap. The full potential achieved by doing this was confirmed in the study. Informatica customers: 16% less errors The average supplier base reduction when using the Informatica solution was 10.7%. The market, however, confirms much greater potential for reductions of up to 12.4%. Conclusion: The reduction in the supplier base generates even more added value. The procuring company can better focus on its core suppliers; strategic procurement conducts negotiations with suppliers ensuring a targeted selection can be made. The exclusivity of individual suppliers, pooling fewer requirements, and increased procurement volumes from these selected suppliers can have an immediate effect on the cost price. Benchmark #4 - Error rate There are large error rates in procurement caused by manual and unconnected processes. This results in incorrect orders and incorrect deliveries. Errors can be avoided by implementing an e-procurement solution and the standardization it provides. Conclusion: Lowering the error rate reduces the total time effort spent on phone calls for clarification with suppliers, on looking for the cause of the error, reordering, and similar issues. The greater the reduce in the error rate a catalog solution provides and the lower the overall error rate is, the more an employee can perform other tasks and use time more effectively. It is well worth keeping the error rate low along with other indicators such as the number of free text orders. The more efficiently the solution is implemented, the lower the error rate will be. 6.1% Reduction of the error rate in the market 7.1% Informatica Customers error rate reduction The average reduce in error rate after implementation of a catalog solution was 6.1 percentage points. When using the Informatica solution, a drop of 7.1 percentage points can be achieved. Procurement Benchmark

10 29.3% 12.6% Reduction of free text orders in the market Benchmark #5 - Free text orders Free text orders are all orders that are based on freely formulated descriptions made by customers. Here too, the higher the degree of standardization, the more effective the solution will be and the faster the desired ROI will be achieved. Question: What was the percentage of free text orders before the implementation of a catalog solution? On average 29.3% 29.3% 11.2% Informatica customers reduction of free text orders Question: By how much did the amount of free text orders decrease after the implementation of a catalog solution? By an average of 16.7% to 12.6% Informatica s solution was able to lower free text orders on average by 18.1 percentage points. By an average of 18.1% to 11.2% Informatica customers: 12.5% fewer free text orders Benchmark #6 - Cutting cost prices The cost price, also termed procurement price, is the price of a good plus transport costs, such as postal fees and packaging, less any discounts, such as rebates. Question: By what percentage have cost prices cutted since the implementation of a catalog solution? By an average of 7% More than 90% of respondents indicated that the cost prices of their goods were reduced by up to 10%. On average the prices for the procured indirect goods and services sunk by 7%. This applies to both Informatica customers as well as to the entire group of surveyed companies and matches exactly the values found in the current BME procurement index. 8

11 Conclusions and Outlook The importance of the implementation project The detailed planning and execution of the project implementing a solution catalog is an important component of decision-making: The more accurate the planning of the project is, the easier it will be to determne the amount of financial expenditures for the implementation of an electronic catalog. Inadequate planning can cause the project to fail as the cost aspect plays an important role in deciding whether or not to go ahead with an implementation. The project costs have a direct impact on ROI. Changing individual project costs in an ROI calculation inevitably leads to increased or reduced ROI. To keep project costs as low as possible, it is of great importance to include, among other things, participant planning. The survey showed that the proportion of internal employees amongst the project participants is slightly higher than the proportion of external participants. The more external participants there are in a project, the higher the direct costs will be. These professionals, however, should be included because they bring the necessary expertise required for implementation. In addition to having the most precise participant planning possible, when using external consultants care must be taken to avoid employing junior consultants only. Although they are less expensive than senior advisers, they do not possess the same amount of knowledge. The higher the level of knowledge, the faster a project can be implemented - which means the catalog system can contribute to reaching the company s targets sooner. Procurement Benchmark

12 When the right methods and critical benchmarks are used, savings of up to 80% on process costs can be achieved. * *Interview with Christian Matenaar, Director Materials Management at Hamburger Stadtentwässerung (water works). Coverage rate The coverage rate plays an important role in deciding whether or not to go ahead with an implementation. The survey showed that on average only about 41% of the possible mappable indirect goods and services in companies were covered by electronic catalogs. When orders are not processed via a catalog solution, there is no time saved in the ordering process and therefore are no cost savings. This means that the higher the coverage rate is, the higher the cost savings are in the ordering processes. In terms of ROI, a low coverage rate means that it will take longer for the desired outcome of a catalog solution to materialize. It is therefore desirable to maximize the coverage rate. All in all, it can be stated that in an electronic procurement saving process, cost is the primary focus. Benchmark data Authors Matthias Zwick, Informatica Ben Rund, Informatica Nadine Ratz, Hochschule Furthwangen Survey period 06/25/2012 to 07/13/2012 Incentive Giveaway package of Informatica Random sample Number of sent invitations: 3300 Participants: 222 Industries: Public sector = 25%, private sector = 75% Number of customers: ø 4350 Average annual sales: 2.5 billion 10

13 About Informatica Informatica Corporation (Nasdaq:INFA) is the world s number one independent provider of data integration software. Organizations around the world rely on Informatica to realize their information potential and drive top business imperatives. Informatica Vibe, the industry s first and only embeddable virtual data machine (VDM), powers the unique Map Once. Deploy Anywhere. capabilities of the Informatica Platform. Worldwide, over 5,000 enterprises depend on Informatica to fully leverage their information assets from devices to mobile to social to big data residing onpremise, in the Cloud and across social networks. Procurement Benchmark

14 Worldwide Headquarters, 100 Cardinal Way, Redwood City, CA 94063, USA Phone: Fax: Toll-free in the US: informatica.com linkedin.com/company/informatica twitter.com/informaticacorp 2013 Informatica Corporation. All rights reserved. Informatica and Put potential to work are trademarks or registered trademarks of Informatica Corporation in the United States and in jurisdictions throughout the world. All other company and product names may be trade names or trademarks. IN09_1113_02553

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