Topic: Everest Group PEAK Matrix TM for PO Service Providers

Transcription

1 Topic: Everest Group PEAK Matrix TM for PO Service Providers Focus on Accenture October 2013 Copyright 2013 Everest Global, Inc. This document has been licensed for exclusive use and distribution by Accenture

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, Accenture emerged both as a Leader and a Star Performer. This document focuses on Accenture s PO experience and capabilities and includes: Accenture s position on the PO PEAK Matrix Accenture s year-on-year movement on the PO PEAK Matrix Detailed PO profile of Accenture 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 Market success 25 th percentile 75 th percentile 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 WNS Optimum Procurement HCL Proxima Aquanima Xerox Xchanging Genpact Corbus Capgemini HP Aegis Wipro TCS GEP Procurian Infosys The combined entity of Accenture and Procurian will become the dominant leader in the PO market 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 Market success Accenture is a PO Star Performer based on strong forward and upward movement over time on the Everest Group PEAK Matrix Change in Accenture s position on Everest Group PEAK Matrix for PO Major Contenders Leaders Accenture Market success in 2012 Largest share of new TCV signed in 2012 (around 40% share); close to US$600 million in TCV Signed eight new multi-process PO contracts and the highest number of contract extensions/renewals (11) in 2012 New wins in 2012 include a consumer goods company, an energy company, and a global insurance company PO delivery capability Capability enhancements in 2012 Deployed a Buyer Portal, a self service application for employees at the buyer s end. It enhances the overall efficiency of procurement tools Continued investments to enhance the features and capabilities of BPO Navigator, a one-stop portal across BPO services Acquired Neo Metrics Analytics S.L., a leading analytical intelligence consultancy to augment its analytical capabilities across industries and business functions Entered into an agreement to acquire Procurian in October This acquisition does not impact the current Star Performer analysis but has significant implications on the overall PO service provider landscape 5

6 Post Accenture s acquisition of Procurian, the combined entity will control nearly a third of the PO market share PO service provider market share (as of 2012) Percentage share of active ACV in US$ billion 100% = IBM Accenture Xchanging Procurian GEP Genpact Infosys Proxima Corbus Wipro Capgemini Aquanima Xerox TCS WNS Others 1 Before acquisition 1.7 9% 8% 5% 3% 3% 3% 2% 2% 2% 2% 1% 1% 1% 4% 28% 24% After acquisition 1.7 9% Not available 5% 3% 3% 3% 2% 2% 2% 2% 1% 1% 1% 4% 28% 32% On October 3, 2013, Accenture entered into an agreement to acquire Procurian for US$375 million. This values Procurian at nearly 3X multiple The combined entity of Accenture and Procurian will account for nearly a third of the PO market share IBM will lose its first position from a market share perspective The strategic partnership between Genpact and Procurian is also likely to get impacted Beyond boosting the market share for Accenture + Procurian, the capabilities are complimentary Accenture has a very strong position in Europe while Procurian is strong in U.S. Procurian is strong in CPG and manufacturing while Accenture is a leader in BFSI Opportunity for existing Procurian clients to expand downstream and integrate F&A and procurement operations Accenture s BPO Navigator and Procurian s SavingsLink in combination provide a strong performance management set of tools Refer to Everest Group s breaking viewpoint (Accenture + Procurian = One-third of the PO Market) (EGR V-0961) for more detailed analysis 1 Includes service providers with less than 1% market share Aegis, DSSI, HCL, HCMWorks, HP, and Optimum Procurement Sample size: 387 active multi-process PO contracts as of 2012 Source: Everest Group (2013) 6

7 Accenture (page 1 of 5) PO service capabilities Key PO leaders Mike Salvino, Group Chief Executive BPO Martin (Marty) Cole, Group Chief Executive Technology David Conte, Managing Director Procurement BPO PO service suite Source-to-pay services across all indirect spend categories including transformational change management Sourcing & category management-related services: Category governance & category planning, strategic sourcing, eauctions, spot buy, contracting, supplier performance management, and compliance management Transactional procurement services: Requisition processing, invoice processing, payment processing, Time & Expense (T&E) processing, payment accuracy & controls, procurement enablement, and technology management Category expertise IT/telecom, contingent labor, marketing, facilities / real estate, MRO, HR services, travel services, professional services, capital projects, logistical services, and energy & utilities Scale of operations Number of PO FTEs over time 1,000+ 1,500+ 1, Key PO-related developments ( ) Launched Accenture Buyer Portal that provides online how to buy guidance as well as links to procurement tools, job aids, and policy and training materials to its buyers Development of end-to-end compliance management reporting to support the closed loop spend management process driving to realized savings Launched the Accenture Supplier Portal that provides online selfservice vendor master data registration and maintenance capabilities to suppliers and provides them the ability to check the status of invoices Spend managed for external clients Around US$49 billion Source: Everest Group (2013) Sourcing >500 FTEs FTEs <100 FTEs Procure-to-Pay (P2P) 7

8 Accenture (page 2 of 5) PO client portfolio Major PO clients An automotive parts company A leading global financial services group A large APAC bank Recently announced PO engagements Time of signing Client Contract details August 2012 Global insurance company 7-year contract with a global insurance company September 2012 Energy company 5-year contract with an energy company December 2012 Consumer goods company 5-year contract with a consumer goods company December 2012 Transport company 7-year contract with a transport company PO revenue geography mix (2012) PO revenue industry mix (2012) PO revenue buyer size mix (2012) Latin America Asia Pacific UK 5-10% 10-15% 10-15% 20-25% Europe MEA (~5%) SMB (~5%) Others CPG and 10-15% retail (~5%) 40-50% North America Hi-tech and telecom Manufacturing 10-15% 10-15% 10-15% 40-50% Energy & utilities Financial services Midmarket 25-30% 60-70% Large buyers Note: Based on contractual information as of 2012 Source: Everest Group (2013) 8

9 Accenture (page 3 of 5) PO delivery locations Vancouver Chicago Pittsburgh Milton Keynes Aberdeen UK Dublin Paris Frankfurt Madrid London Almere Munich Prague Warsaw Bratislava Bucharest Rome Milan Dalian San Antonio Monterrey Gurgaon Mumbai Bangalore Chengdu Noida Chennai Shanghai Manila Cebu Sao Paulo Buenos Aires Melbourne Sydney Note: Delivery location map represents Accenture s PO delivery locations Source: Everest Group (2013) 9

10 Accenture (page 4 of 5) PO technology solutions Sourcing solution P2P solution Process-agnostic solution Solution description Strategic sourcing and spend analytics Tactical buying / RFX management Continuous analytical capability to feed sourcing and process benefits realization Order execution & management, contract management, supplier and catalogue management, operations Vendor portal to support self-services Accenture BPO Navigator is a dashboard-based tool that provides a near real-time view across all areas of service delivery Insight derived from high-level rolled up data down to subprocessspecific level data Process scope Opportunity analysis, spend analysis, strategic sourcing, quoting / low dollar sourcing, savings baseline & calculation, supplier performance management Requisition approval, purchase order management Procurement support, invoice and payment processing, working capital management, period-end closing, analytics, control & compliance Cross process, providing a dashboard view across procurement including sourcing, spend savings, PO processing, reconciliations, invoice processing, workflow, query management Technology leveraged Ariba, CombineNet, Emptoris IQ Navigator Category specific sourcing: Telecom and transportation Ariba, SAP, Hubwoo, Coupa, MS Dynamics AX, IQN Leverage ERPs, including SAP, Peoplesoft, Oracle and JD Edwards Accenture Buyer Portal Accenture Supplier Portal Accenture P2P analytics, Accenture transaction compliance and analytics tool Platform developed by Accenture, designed for cloud and on-premise deployment Connected to transactional platforms through an integration hub Delivery model & pricing Hosted, single- and multiclient Upfront implementation fees, pay-per-transaction, license fees, bundled-in FTE pricing, performance-based pricing (gain-share) Hosted, single client, and multi-client Upfront implementation fees, pay-pertransaction, license fees, bundled-in FTE pricing, performance-based pricing (gain-share) Hosted, single client, and multiclient Upfront implementation fees, payper-transaction, license fees, bundled-in FTE pricing, performance-based pricing (gainshare) 10

11 Market success 25 th percentile 75 th percentile Accenture (page 5 of 5) Everest Group assessment Accenture is a Leader on the Everest Group PEAK Matrix for PO 75 th percentile High Leaders Major Contenders Accenture Delivery capability assessment 1 Assessment dimension Rating Remarks Scale Low Medium Medium-high High Around 65 active multi-process contracts managing nearly US$45 billion of spend; more than 1,900 dedicated FTEs Scope Strong end-to-end S2P capabilities; serves clients across industries and geographies; strengthened sourcing capabilities with Ariba acquisition Technology capability Robust technology capabilities across sourcing and P2P areas; offers proprietary platform-based solution Emerging Players Low Low 25 th percentile High PO delivery capability 1 (Scale, scope, technology, delivery footprint, and buyer satisfaction) Market success assessment Global multi-process PO market share 1 Percentage 20-25% 25-30% 15-20% Number of contracts ACV TCV Global multi-process PO market share over time 1 Percentage share by ACV 20-25% 15-20% MS 20-25% 20-25% Delivery footprint Buyer satisfaction 2 Global delivery footprint with centers across Europe, United States, India, China, the Philippines, Singapore, and Australia Not Available (N/A) 1 Based on contractual and operational information as of Buyer satisfaction score and overall PEAK Matrix positioning adversely impacted for those service providers who provided inadequate number of buyer references Source: Everest Group (2013) Overall Overall remarks: Accenture is a dominant Leader in the PO market with global end-to-end Sourceto-Pay capabilities Accenture also emerged as a Star Performer in the 2013 PO PEAK Matrix basis a strong 2012 performance with 8 new client wins and highest number of renewals. It also bolstered its delivery capabilities with enhancements to BPO Navigator and Buyer Portal along with the acquisition of Neo Metrics Analytics After Procurian s acquisition, Accenture will account for nearly a third of the global PO market share. However, Accenture is not the default PO service provider choice for all client situations and has become more selective in pursuing PO opportunities 11

12 Appendix 12

13 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 13

14 Market success 25 th percentile 75 th percentile 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 High 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 Emerging Players 4 th quartile performance across market success and capability Low Low 25 th percentile Delivery capability High 14

15 Market Success 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 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 15

16 Market success 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 Year 1 Service provider Year 0 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 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 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 16

17 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 17

18 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 18

19 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