Everest Group PEAK Matrix for PO Service Providers

Transcription

1 Everest Group PEAK Matrix for PO Service Providers Focus on Infosys October 2014 Copyright 2014 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 19+ 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 2014 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 the Source-to- Contract (S2C) and Procure-to-Pay (P2P) processes Procurement pyramid (non-core spend) S2P strategy Strategy Judgment-intensive Transaction-intensive 1. Spend data management 2. Strategic sourcing 3. Vendor management 4. Requisition to PO 5. Invoice processing 6. Accounts payable and T&E 7. Procurement systems 8. Performance management 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, the managed spend is greater than US$50 million Everest Group s analyses include all multi-process PO contracts signed as of

4 25 th percentile Market success 75 th percentile Everest Group PEAK Matrix 2014 PO market standing Performance Experience Ability Knowledge Everest Group Performance Experience Ability Knowledge (PEAK) Matrix for PO 75 th percentile High Accenture Major Contenders Leaders IBM Leaders Major Contenders Emerging Players Star Performers Xchanging GEP Tech Mahindra Aquanima WNS Capgemini Proxima Corbus Wipro Genpact TCS Infosys HCMWorks Optimum Procurement HP Aegis HCL Low Emerging Players Low 25 th percentile PO delivery capability 1 (Scale, scope, technology, delivery footprint, and buyer satisfaction) High Note: For a detailed service provider profile, refer to PO Service Provider Profile Compendium 2014, to be released in October 2014 Source: Everest Group (2014) 4

5 Infosys is a PO Star Performer, based on strong forward and upward movement over time, on the Everest Group PEAK Matrix Market success in 2013 Infosys registered an ACV growth of 25% in Cumulatively, during 2010 to 2013, it grew at a CAGR of over 40%, which is the highest amongst the Leaders Signed seven new multi-process contracts worth nearly US$140 million in Total Contract Value (TCV) ProcureEdge, Infosys proprietary S2P platform, gained significant traction and was a major factor in its market success during 2013 Asia Pacific, particularly Australia, was the key growth market for Infosys. At an industry level, financial services and CPG & retail were the main drivers of growth Capability enhancements in 2013 Increased FTEs engaged in strategic sourcing by 22% and overall headcount by 15% in 2013 Augmented sourcing and category management expertise in Latin America and Asia Pacific Extended its delivery footprint by opening new centers in Utrecht, Costa Rica, and Johannesburg Enhanced its technology capabilities through in-house investments (ProcureEdge) and partnerships 5

6 Infosys (page 1 of 5) PO service capabilities Key PO leaders Binny Mathews, Vice President & Strategic Business Practice Head, Sourcing & Procurement Rajiv Gupta, Senior Practice Engagement Manager, Sourcing & Procurement (the Americas) Kris Koneru, Associate Vice President & Senior Practice Engagement Manager, Sourcing & Procurement (Europe) Bruce Stevenson, CEO, Infosys Portland (Asia Pacific) Scale of operations Number of PO FTEs over time 1,000+ 1,500+ 1,750+ PO service suite Consulting: Procurement consulting and diagnostics Strategic sourcing: Spend and demand analysis, should-cost modelling, benchmarking, opportunity assessment and sourcing wave plan, category management and sourcing strategy, RFx management, 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 and 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 Solutions for e-sourcing, e-procurement, ERP implementation, and technology selection and hosting Category expertise Infosys manages all indirect-spend categories for a typical enterprise utilizing Global Commodity Councils (GCCs). It also manages MRO and other consumables end-to-end, and low-dollar direct spend categories for some of its clients Spend managed for external clients More than US$50 billion Source: Everest Group (2014) FTE mix by process scope Source-to-contract (S2C) >500 FTEs FTEs <100 FTEs Procure-to-Pay (P2P) Key PO-related developments ( ) Year 2013: New delivery centers in Utrecht, Costa Rica, and Johannesburg Year 2013: Invested in its proprietary S2P platform ProcureEdge Year 2013: Deployment of S2P platforms for three clients and co-development with another client Year 2013: Built sourcing capabilities in Singapore and Brazil with experts and teams set up at client locations Year 2013: Developed a tail-end spend solution, which is offered through ProcureEdge Year 2013: Partnered with IASTA to provide a tail-end spend, consolidator-based service 6

7 Infosys (page 2 of 5) PO client portfolio Major PO clients Large U.S.-based broadband & telecom company, global oil & gas major, global mining giant, leading mining & construction equipment manufacturer, global electronics major, an American multinational consumer goods company, a leading UK-based pharma major, a leading American financial institution, a leading multinational bank & financial services company, and Australia s leading bank Recently announced major multi-process PO engagements Time of signing Client Contract details December 2013 Dutch multinational banking and financial services corporations Sourcing, transactional procurement, category management, and S2P platform December 2013 Australian State Government Diagnostics, sourcing, and category management October 2013 German chemical manufacturing company Diagnostics, sourcing, and category management November 2013 Multinational food and beverage corporation Diagnostics and sourcing July 2013 Global investment & banking diversified financial services group Sourcing, transactional procurement, category management, and S2P platform Aug 2013 Australian bank and financial services provider Sourcing, transactional procurement, category management, and S2P platform PO revenue geography mix (2013) Latin MEA (~5%) America UK ~5% 5-10% Continental Europe 20-25% 25-30% North America 35-40% Asia Pacific Note: Based on contractual information as of 2013 Source: Everest Group (2014) PO revenue industry mix (2013) PO revenue buyer size mix (2013) Manufacturing Hi-tech and telecom Energy & utilities 10-15% 5-10% 15-20% Others (0-5%) 15-20% 35-40% CPG and retail Financial services SMB (5-10%) 90-95% Large buyers Mid-market (0-5%) 7

8 Infosys (page 3 of 5) PO delivery locations U.S. London Lodz Utrecht San Jose Monterrey Bangalore Gurgaon Hangzhou Pune Chennai Manila Singapore Belo Horizonte Johannesburg Perth Brisbane Sydney Melbourne Source: Everest Group (2014) 8

9 Infosys (page 4 of 5) PO technology solutions Infosys Source-to-Pay platform Solution description Addresses the entire S2P 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 S2P process, which includes consulting, diagnostics, category management, sourcing, spend analysis, contract management, purchase-order execution, service provider management, and accounts payable Technology leveraged S2P platform is powered by SAP technology Bundles Infosys proprietary technology solutions such as IMAP and OEMS Delivery model and 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 Market success 25 th percentile 75 th percentile Infosys (page 5 of 5) Everest Group assessment Infosys is a Leader and Star Performer on the Everest Group PEAK Matrix for PO 75 th percentile High Leaders Major Contenders Delivery capability assessment 1 Assessment dimension Rating Remarks Scale Low Medium Medium-high High Large PO practice with over 1,700 FTEs and manages more than US$50 billion in spend annually Infosys Scope Strong S2P execution capabilities; expertise across various categories, industries, and geographies Emerging Players Low Low 25 th percentile High PO delivery capability (Scale, scope, technology, delivery footprint, and buyer satisfaction) Technology capability Delivery footprint Buyer satisfaction 2 Robust technology capabilities; proprietary S2P platform Large delivery footprint with presence in major geographies Strong satisfaction in process and relationship management, low in implementation and goal realization Market success assessment Global multi-process PO market share 1 Percentage 5-10% Number of contracts 5-10% 0-5% 10-15% ACV TCV Global multi-process PO market share over time 1 Percentage share by ACV 0-5% 0-5% MS 5-10% Overall remarks Infosys witnessed strong ACV growth upwards of 40% CAGR during 2010 to It also expanded its footprint with multiple new delivery centers in 2013 Although it started out as a P2P-focused player, the acquisition of Portland Group brought significant S2C capabilities on-board It has started to reap the benefits of its investments in technology. BPaaS offering through its proprietary S2P platform, ProcureEdge, is witnessing good traction Infosys has demonstrated limited flexibility in risk taking or exploring innovative pricing models due to an extreme focus on margins 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 (2014) 10

11 Appendix 11

12 Traditionally, PO has been limited primarily to a function-focused definition 1 2 Strategy (implemented in-house) Mission strategy / 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 Procurement pyramid (non-core spend) S2P strategy 1. Spend data management 2. Strategic sourcing 3. Vendor management 4. Requisition to PO 5. Invoice processing 6. Accounts payable and travel & expense (T&E) 7. Procurement systems 8. Performance management Strategy Judgment-intensive Transaction-intensive 3 Vendor management Vendor relationship management Contract administration Service level/standards monitoring 4 Requisition to PO Approval workflow Material requisition Purchase order Expediting/ troubleshooting 5 Invoice processing Material/invoice receipt Invoice payment 6 Accounts payable and T&E Master data maintenance Process payment request T&E claims processing EDI / P-card 1 administration Month-end closing Vendor inquiries Reporting 7 Procurement systems E-auctions Catalog management Solution hosting 8 Performance management Financial performance Compliance management Policies and procedures Performance and results reporting 1 Refer to appendix 12

13 Beyond the process dimension, PO contracts also have procurement-spend category dimension High prevalence of third-party outsourcing Low prevalence of third-party outsourcing Source-to-Pay (S2P) cycle Source-to-Contract (S2C) Procure-to-Pay (P2P) Direct spend Core spend Non-core direct spend Goods and services that are key ingredients to manufacture/deliver the final product/service They are proprietary or specific to the organization For example: Iron-ore for a steel manufacturer and rubber for a tyre manufacturer Goods and services that are commonly required to manufacture/deliver the final product/service They are commodities in that industry For example: Lubricants, packaging, and Maintenance, Repair, & Overhaul (MRO) Indirect spend Non-core spend Non-production goods and services that are not required to manufacture/deliver the final product/service but are required to operate the organization For example: Spend categories such as facilities, office supplies, travel & logistics, marketing / sales-related spend, and IT/telecom 13

14 Market success 25 th percentile 75 th percentile Everest Group classifies the PO service provider landscape into Leaders, Major Contenders, and Emerging Players on the Everest Group PEAK Matrix Everest Group Performance Experience Ability Knowledge (PEAK) Matrix High 75 th percentile Leaders Major Contenders 2 nd or 3 rd quartile performance across market success and capability Top quartile performance across market success and capability Emerging Players 4 th quartile performance across market success and capability Low Low 25 th percentile High PO delivery capability 1 (Scale, scope, technology, delivery footprint, and buyer satisfaction) 1 Service providers scored using Everest Group s proprietary scoring methodology described on the following page Source: Everest Group (2014) 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 and number of clients as of December 2013 Major Contenders Emerging Players Delivery capability Measures ability to deliver services successfully. Captured through five subdimensions Scale Scope Technology Delivery footprint Measures the scale of operations through: Overall company revenue Number of FTEs Managed spend Measures the breadth and depth of scope of services provided across: Processes Industries Geographies Categories 1 Measured through responses from two/three referenced buyers for each service provider Source: Everest Group (2014) Measures the capability and Measures the delivery investment in tools and footprint across regions and technologies through: the global sourcing mix Technology model adopted Investments in PO technology Buyer satisfaction Measures the satisfaction levels 1 of buyers across: Goal realization Process delivery Implementation Relationship management Contract terminations were also assessed to gauge satisfaction levels 15

16 Market success Everest Group confers 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 YoY 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 the 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 2014 PO Star Performers In order to assess advancements on capability, we evaluate the performance of each service provider on the 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 selected 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 At least one area of top-quartile performance in both market success and capability advancement The Star Performers title relates to YoY performance for a given service provider and does not reflect the overall market leadership positions. Those identified as Star Performers may include Leaders, Major Contenders, or Emerging Players 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