Topic: Everest Group PEAK Matrix TM for PO Service Providers
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1 Topic: Everest Group PEAK Matrix TM for PO Service Providers Focus on Infosys November 2013 Copyright 2013 Everest Global, Inc. This document has been licensed for exclusive use and distribution by Infosys
2 Introduction and scope Everest Group recently released its report titled Procurement Outsourcing (PO) Service Provider Landscape with PEAK Matrix Assessment This report analyzes the changing dynamics of the PO landscape and assesses service providers across several key dimensions. As a part of this report, Everest Group updated its classification of 20+ service providers on the Everest Group Performance Experience Ability Knowledge (PEAK) Matrix for PO into Leaders, Major Contenders, and Emerging Players. The PEAK Matrix is a framework that provides an objective, data-driven, and comparative assessment of PO service providers based on their absolute market success and delivery capability. Everest Group also identified five service providers as the 2013 PO Market Star Performers based on the strongest forward movement demonstrated on the PEAK Matrix year-on-year. Based on the analysis, Infosys emerged both as a Leader and a Star Performer. This document focuses on Infosys PO experience and capabilities and includes: Infosys position on the PO PEAK Matrix Infosys year-on-year movement on the PO PEAK Matrix Detailed PO profile of Infosys Buyers can use the PEAK Matrix to identify and evaluate different service providers. It helps them understand the service providers relative strengths and gaps. However, it is also important to note that while the PEAK Matrix is a useful starting point, the results from the assessment may not be directly prescriptive for each buyer. Buyers will have to consider their unique situation and requirements, and match them against service provider capability for an ideal fit. 2
3 Everest Group distinguishes between Source-to- Contract (S2C) and Procure-to-Pay (P2P) processes Procurement pyramid (non-core spend) S2P strategy 1. Spend data mgmt. 2. Strategic sourcing 3. Vendor management 4. Demand management Strategy Judgment-intensive Transaction-intensive 5. Day-to-day purchasing 6. Performance management 7. Accounts payable 8. Procurement systems Everest Group s analyses include multi-process PO contracts with a minimum of three procurement processes, over US$1 million in Annualized Contract Value (ACV), and a minimum contract term of three years. Typically, managed spend is greater than US$50 million Everest Group s analyses include all multi-process PO contracts signed as of
4 Everest Group PEAK Matrix 2013 PO market standing Performance Experience Ability Knowledge Everest Group Performance Experience Ability Knowledge (PEAK) Matrix for PO 75 th percentile High Leaders Major Contenders Accenture IBM Leaders Major Contenders Emerging Players Star Performers Xchanging Procurian Market success 25 th percentile Optimum Procurement WNS HCL Proxima Aquanima Xerox Genpact Corbus Capgemini HP Aegis GEP Wipro Infosys TCS 75 th percentile HCM Works DSSI Low Emerging Players Low 25 th percentile PO delivery capability 1 (Scale, scope, technology, delivery footprint, and buyer satisfaction) High 1 Service providers scored using Everest Group s proprietary scoring methodology given on page 14 Note: For a detailed service provider profile, refer to PO Service Provider Profile Compendium 2013, to be released in November 2013 Source: Everest Group (2013) 4
5 Infosys is a PO Star Performer based on strong forward and upward movement over time on the Everest Group PEAK Matrix Change in Infosys position on Everest Group PEAK Matrix for PO Market success Leaders Major Contenders Infosys PO delivery capability Market success in 2012 Posted over 80% growth in PO revenue (ACV) in 2012 Top quartile performance in deals signed in Signed six new contracts and renewed/extended six contracts worth around US$70 million in total value Publically announced wins in 2012 include an American multi-national consumer goods company, a leading Australian bank, and a UK pharmaceutical major Capability enhancements in 2012 Acquired Portland Group, an Australia-based leading provider of strategic sourcing and category management services Partnered with Fieldglass & Rapid Ratings to provide clients vendor assessment and management-related reports Partnered with QP Group & GIS to increase its category management expertise Partnered with Ariba, Combi-Net, and Iasta for e-sourcing platform Developed its proprietary tail-spend consolidator solution Added a delivery center in Costa Rica in
6 Infosys (page 1 of 5) PO service capabilities Key PO leaders Binny Mathews, Strategic Business Practice Head, Sourcing & Procurement Rajiv Gupta, Practice Engagement Manager, Sourcing & Procurement (Americas) Kris Koneru, Senior Practice Engagement Manager, Sourcing & Procurement (Europe) Gavin Solsky, CEO, Portland Group (APAC) Scale of operations Number of PO FTEs over time 1,050+ 1,150+ 1,600+ PO service suite Strategic sourcing: Spend and demand analysis, should-cost modelling, benchmarking, opportunity assessment & sourcing wave plan, category management & sourcing strategy, RFx management: Evaluation, selection, negotiation, & award, contract management, vendor performance management, savings validation, price check discrepancy, and tail-end spend management Transactional procurement: Requisition review, spot/tactical sourcing, PR-PO processing, PO acknowledgement & vendor expediting, PO change management, and catalog management Analytics: Spend analytics, master-data management, telecom expense management, contract compliance, CPO dashboard (performance management), and software asset management Compliance management: Contract compliance, service provider scorecard, and invoice audits e-procurement: Solutions for e-sourcing, e-procurement, ERP implementation, and technology selection & hosting Category expertise Infosys manages all indirect-spend categories for a typical enterprise utilizing Global Commodity Councils (GCCs). It also manages MRO & other consumables and low-dollar direct spend categories end-to-end for some of its clients Key PO-related developments ( ) 2012: Infosys partnered with Fieldglass & Rapid Ratings to provide clients vendor assessment and management related reports 2012: Partnered with QP group and GIS to increase its category management expertise 2012: Partnered with Ariba, Combi-Net, and Iasta for e-sourcing platform 2012: Developed its proprietary tail-spend consolidator solution 2011: Acquired Portland Group, an Australia-based leading provider of strategic sourcing and category management services 2011: Extended the sourcing and procurement academy to Poland, China, Mexico, Brazil, and Philippines 2011: Launched Infosys platform leveraging Ariba technology deployment 2011: Developed a supplier risk-management platform 2011: Established a center of excellence for sourcing in Europe >500 FTEs FTEs <100 FTEs Spend managed for external clients More than US$30 billion Source: Everest Group (2013) Sourcing Procure-to-Pay (P2P) 6
7 Infosys (page 2 of 5) PO client portfolio Major PO clients A global oil & gas major, a large broadband & telecom company based out of the United States, a global mining giant, a leading mining equipment manufacturer, a global electronics major, an American multi-national consumer goods company, a leading UK pharma major, a leading American financial institution, a leading American marketer and distributor of food services Recently announced PO engagements Time of signing Client Contract details May 2012 An American multi-national consumer goods company Not Available (N/A) June 2012 A leading Australian bank N/A June 2012 A German multi-national engineering & electronics conglomerate N/A June 2012 A leading UK pharma major N/A PO revenue geography mix (2012) PO revenue industry mix (2012) PO revenue buyer size mix (2012) Europe ~10% UK ~10% North America 30-40% Latin America (~5%) 35-40% Asia Pacific Others Financial ~10% services ~10% CPG & retail ~10% 10-15% Energy & utilities 30-35% 20-25% Hi-tech & telecom Manufacturing SMB ~10% % Mid-market (<5%) Large buyers Note: Based on contractual information as of 2012 Source: Everest Group (2013) 7
8 Infosys (page 3 of 5) PO delivery locations U.S. UK Lodz Czech Republic Mexico Costa Rica Dubai Bangalore Gurgaon Pune Chennai Hangzhou Manila Belo Horizonte South Africa Australia New Zealand Source: Everest Group (2013) 8
9 Infosys (page 4 of 5) PO technology solutions Infosys Source-to-Pay platform Solution description Addresses the entire Source-to-Pay process with an integrated approach Managed-services model; delivery by sourcing and procurement specialists Facilitates technology-led process transformation End-to-end responsibility for technology, process, and BPO Focuses on large and SMB buyers Process scope Entire Source-to-Pay process, which includes sourcing, spend analysis, contract management, purchaseorder execution, service provider management, and accounts payable Technology leveraged Source-to-Pay platform is powered by SAP technology Co-developed S2P platform with enabling ecosystem with a major PO client Bundles Infosys proprietary technology solutions such as IMAP and OEMS Delivery model & pricing Multi-tenant model Shared ecosystem for infrastructure, application, and specialized services CAPEX-to-OPEX cost structure Outcome-based (based on spend) pricing model 9
10 Infosys (page 5 of 5) Everest Group assessment Infosys is a Leader on the Everest Group PEAK Matrix for PO Market success High 25 th percentile Major Contenders Market success assessment Global multi-process PO market share 1 Percentage 5-10% <5% <5% <5% Number of contracts ACV TCV MS Global multi-process PO market share over time 1 Percentage share by ACV <5% 75 th percentile Leaders Infosys Emerging Players Low Low 25 th percentile High PO delivery capability 1 (Scale, scope, technology, delivery footprint, and buyer satisfaction) <5% <5% Delivery capability assessment 1 Assessment dimension Rating Remarks 1 Based on contractual and operational information as of Buyer satisfaction score adversely impacted for those service providers who provided inadequate number of buyer references Source: Everest Group (2013) 75 th percentile Scale Scope Technology capability Delivery footprint Buyer satisfaction 2 Overall Low Medium Medium-high Over 1,600 dedicated PO FTEs; manages nearly US$30 billion of spend; more than 20 active PO clients Strong end-to-end S2P capabilities with the acquisition of Portland Group; serves clients across all industries, categories and geographies Robust technology capabilities across sourcing and P2P areas. Offers platform-based solutions Global delivery footprint with centers across Europe, United States, India, China, Australia, LATAM, and MEA Strong satisfaction in implementation and relationship management; however, low satisfaction in goal realization Overall remarks: Infosys is a new entrant to the Leaders quadrant on the 2013 PO PEAK Matrix. It is also a Star Performer this year Recent acquisition of Australia-based Portland Group has enabled Infosys in transitioning from a P2P-focused to an end-to-end S2P provider. Additionally, it also expands its presence in Australia Infosys leverages its IT heritage (such as investments in the S2P platform-based BPO) and deep experience in F&A service to deliver PO services However, Infosys typically has demonstrated limited flexibility in risk taking or exploring innovative pricing models due to an extreme focus on margins High 10
11 Appendix 11
12 The Source-to-Pay (S2P) process spans the entire procurement function Strategy (done in-house) Mission/corporate strategy Business strategy Geographic strategy Technology strategy Spend data management Baseline analysis Data cube construct Opportunities definition Strategic sourcing Sourcing strategy Vendor selection Contracting Sourcing implementation Category management Day-to-day purchasing Approval workflow Material requisition Purchase order Expediting/ troubleshooting Material/invoice receipt Invoice payment Procurement pyramid (non-core spend) S2P strategy 1. Spend data mgmt. 2. Strategic sourcing 3. Vendor management 4. Demand management 5. Day-to-day purchasing 6. Performance management 7. Accounts payable 8. Procurement systems 6 7 Performance management Accounts payable Financial performance Master data maintenance Compliance management Process payment request Policies and procedures T&E claims processing Performance and results EDI/P-card administration reporting Month-end closing Vendor inquiries Reporting Strategy Judgment-intensive Transaction-intensive Vendor management Vendor relationship management Contract administration Service level/standards monitoring Demand management Specifications/standards Transformation/change management Process and systems implementation Procurement systems E-auctions Catalog management Solution hosting 12
13 Everest Group Performance Experience Ability Knowledge (PEAK) Matrix classifies service providers into Leaders, Major Contenders, and Emerging Players Everest Group Performance Experience Ability Knowledge (PEAK) Matrix Market success High 25 th percentile Emerging Players 4 th quartile performance across market success and capability Major Contenders 2 nd or 3 rd quartile performance across market success and capability 75 th percentile Leaders Top quartile performance across market success and capability 75 th percentile Low Low 25 th percentile Delivery capability High 13
14 Service providers are positioned on the PEAK Matrix based on evaluation across two key dimensions Leaders Measures success achieved in the market. Captured through active ACV as of December 2012 Market Success Major Contenders Emerging Players Delivery capability Measures ability to deliver services successfully. Captured through five subdimensions Scale Scope Technology Delivery footprint Buyer satisfaction Measures the scale of operations (revenue, number of FTEs, etc.) Measures the scope of services provided across segments, processes, industries, geographies, etc. Measures the capability and investment in tools and technologies that help deliver better services 1 Measured through responses from two/three referenced buyers for each service provider Source: Everest Group (2013) Measures the delivery footprint across regions and the global sourcing mix Measures the satisfaction levels 1 of buyers across: Goal realization Process delivery Implementation Relationship management 14
15 Additionally, Everest Group designates the Star Performers title to providers that demonstrate the strongest forward movement over time on the PEAK Matrix Methodology Everest Group selects Market Star Performers based on the relative year-on-year movement of each service provider, on the PEAK Matrix Market success Year 1 Service provider Year 0 Capability In order to assess advancements on capability, we evaluate the performance of each service provider on PEAK Matrix across a number of parameters including: Annual growth in scale Increase in scope of services Expansion of delivery footprint Technology/domain specific investments In order to assess advancements on market success, we evaluate the performance of each of the service providers on PEAK Matrix across a number of parameters including: Yearly ACV growth Number of new contract signings Number of contract extensions Value of new contract signings The top-quartile performers on each of the identified parameters are identified and the Star Performer rating is awarded to the service providers with: The maximum number of top-quartile performances across all of the above parameters AND At least one area of top-quartile performance in both market success and capability advancement The Star Performers designation relates to year-on-year performance for a given service provider and does not reflect the overall market leadership positions. Those identified as the Star Performers may include Leaders, Major Contenders, or Emerging Players Market Star Performers 15
16 FAQs (page 1 of 2) Does the PEAK Matrix assessment incorporate any subjective criteria? Everest Group s PEAK Matrix assessment adopts an objective and fact-based approach (leveraging service provider RFIs and Everest Group s proprietary databases containing providers deals and operational capability information). In addition, these results are validated / fine-tuned based on our market experience, buyer interaction, and provider briefings Is being a Major Contender or Emerging Player on the PEAK Matrix, an unfavorable outcome? No. PEAK Matrix highlights and positions only the best-in-class service providers in a particular functional/vertical services area. There are a number of providers from the broader universe that are assessed and do not make it to the PEAK Matrix at all. Therefore, being represented on the PEAK Matrix is itself a favorable recognition What other aspects of PEAK Matrix assessment are relevant to buyers and providers besides the PEAK Matrix position? PEAK Matrix position is only one aspect of Everest Group s overall assessment. In addition to assigning a Leader, Major Contender or Emerging Player title, Everest Group highlights the distinctive capabilities and unique attributes of all the PEAK Matrix providers assessed in its report. The detailed metric level assessment and associated commentary is helpful for buyers in selecting particular providers for their specific requirements. It also helps providers showcase their strengths in specific areas What are the incentives for buyers and providers to participate/provide input to PEAK Matrix research? Participation incentives for buyers include a summary of key findings from the PEAK Matrix assessment Participation incentives for providers include adequate representation and recognition of their capabilities/success in the market place, and a copy of their own profile that is published by Everest Group as part of the compendium of PEAK Matrix providers profiles 16
17 FAQs (page 2 of 2) What is the process for a service provider to leverage their PEAK Matrix positioning status? Providers can use their PEAK positioning rating in multiple ways including: Issue a press release declaring their positioning/rating Customized PEAK profile for circulation (with clients, prospects, etc.) Quotes from Everest Group analysts could be disseminated to the media Leverage PEAK branding across communications ( signatures, marketing brochures, credential packs, client presentations, etc.) The provider must obtain the requisite licensing and distribution rights for the above activities through an agreement with the designated POC at Everest Group 17
18 At a glance With a fact-based approach driving outcomes, Everest Group counsels organizations with complex challenges related to the use and delivery of the next generation of global services Through its practical consulting, original research, and industry resource services, Everest Group helps clients maximize value from delivery strategies, talent and sourcing models, technologies, and management approaches Established in 1991, Everest Group serves users of global services, providers of services, country organizations, and private equity firms in six continents across all industry categories Dallas (Headquarters) info@everestgrp.com New York info@everestgrp.com Toronto canada@everestgrp.com London unitedkingdom@everestgrp.com Delhi india@everestgrp.com Stay connected Websites Blogs
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