The REFM outsourcing landscape: Insight from the front lines

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2015 Global Real Estate and Facilities Management (REFM) Outsourcing Pulse Survey Results

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The REFM outsourcing landscape: Insight from the front lines

  1. 1. The REFM outsourcing landscape: Insight from the front lines 2015 Global Real Estate and Facilities Management (REFM) Outsourcing Pulse Survey Results
  2. 2. © 2016 KPMG LLP, a Delaware limited liability partnership and the U.S. member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative (KPMG International), a Swiss entity. All rights reserved. NDPPS 527556 2 REFM Pulse Survey team Stan Lepeak Patrice Gilles Doug Burr Clinton Fairbanks Director, Global Research, KPMG LLP (U.S.) Leads research efforts globally for KPMG’s Management Consulting service line, focused on trends, issues, and futures. Managing Director, SSOA KPMG LLP (U.S.) Clients include organizations looking to assess service delivery across multiple areas and/or geographies of their support organizations. Director, REFM KPMG LLP (U.S.) Strong background across the life cycle of REFM sourcing, strategy, and improvement program management experience. Manager, REFM KPMG LLP (U.S.) Know-how covers go-to-market strategy development, internal training and solutions development, supplier identification, transition and implementation, ongoing supplier governance, and transformation.
  3. 3. KPMG LLP’s (KPMG) Shared Services and Outsourcing Advisory practice recently surveyed service providers and buyers to get a pulse on the current state of REFM outsourcing. What we learned can help differentiate your organization from others. © 2016 KPMG International Cooperative (“KPMG International”), a Swiss entity. Member firms of the KPMG network of independent firms are affiliated with KPMG International. KPMG International provides no client services. No member firm has any authority to obligate or bind KPMG International or any other member firm third parties, nor does KPMG International have any such authority to obligate or bind any member firm. All rights reserved. NDPPS 527556 3
  4. 4. © 2016 KPMG LLP, a Delaware limited liability partnership and the U.S. member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative (KPMG International), a Swiss entity. All rights reserved. NDPPS 527556 4 KPMG’s Shared Services and Outsourcing Advisory practice We’re about transformation The Shared Services and Outsourcing Advisory practice brings a specialized global team of more than 800 professionals within KPMG’s global network of independent member firms operating in 155 countries. Our professionals help clients design, build, and manage information technology (IT) and business processes across the enterprise. We help clients align their business strategy, organization, and execution to enable them to manage the entire IT and business process life cycle, improving business performance, and laying the groundwork for genuine business transformation. We apply focused research, automating tools, proprietary data, clear business acumen, and a forward-thinking mindset to provide timely, objective, actionable advice and practical approaches for clients. KPMG’s Building, Construction & Real Estate (BC&RE) practice serves our clients’ needs across a broad spectrum of issues and geographies. Who we are What we do How we do it KPMG has the ability to help member firms’ clients transform enterprise services to help improve value, increase agility, and create sustainable business performance.
  5. 5. © 2016 KPMG LLP, a Delaware limited liability partnership and the U.S. member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative (KPMG International), a Swiss entity. All rights reserved. NDPPS 527556 5 KPMG REFM Pulse Surveys Focus on performance, trends, and futures The Global REFM Pulse Outsourcing Survey An annual review of real estate and facilities management outsourcing market trends and individual observations from the REFM “front lines.”  End users actively pursuing or undertaking REFM outsourcing, “Buyers”  REFM third-party advisors and outsourcing service providers, “SPA”  More than 200 survey responses  All major industries and geographies covered globally  Current REFM outsourcing market trends and conditions  Deal drivers, challenges, and service delivery models  Global REFM sourcing trends  REFM outsourcing deal attributes  Facilities management  Facilities services  Workplace services  Portfolio strategy/planning  Transactions/brokerage  Lease administration  Space management  Project management  REFM IT systems Input sources: Topics evaluated: Primary functional focus:
  6. 6. © 2016 KPMG LLP, a Delaware limited liability partnership and the U.S. member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative (KPMG International), a Swiss entity. All rights reserved. NDPPS 527556 6  Current pipeline growth and new deal pricing pressure  Provider focus  Contract profitability  Service delivery model preferences  Outsourcing deal pricing models and tenure  Challenges to successful consummation of REFM outsourcing efforts  Major drivers for REFM outsourcing  Means to better prepare for REFM outsourcing  REFM Marco and market trends  Market characteristics  Buyer / SPA planned REFM outsourcing levels  Future REFM outsourcing demand levels  REFM demand by industry and process  Why some processes have not been outsourced  Respondent demographics  2015 survey highlights and comparisons Presentation content Overview MarketTrends Market Conditions Market and deal characteristics
  7. 7. © 2016 KPMG LLP, a Delaware limited liability partnership and the U.S. member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative (KPMG International), a Swiss entity. All rights reserved. NDPPS 527556 7 REFM outsourcing respondents by geography and industry* 32%3%4%11% 7%14%17% All Others Business Services/ Consulting, Construction/ Engineering CPG, Food and Beverage, Retail, Wholesale Manufacturing High-tech Products/ Services Pharma/ Biotech Banking, Financial Services, Insurance AsiaPacEMEAAmericasGlobal 24% 59% 21% 11% Respondents by industry Respondents by geography Source: KPMG 2015 REFM Pulse Survey*Numbers might not add up to 100% due to rounding and multiple selections. 12% Healthcare
  8. 8. As we heard from people in the field, several macro trends came to the surface along with insight into the current REFM trends. © 2016 KPMG International Cooperative (“KPMG International”), a Swiss entity. Member firms of the KPMG network of independent firms are affiliated with KPMG International. KPMG International provides no client services. No member firm has any authority to obligate or bind KPMG International or any other member firm third parties, nor does KPMG International have any such authority to obligate or bind any member firm. All rights reserved. NDPPS 527756 8
  9. 9. © 2016 KPMG LLP, a Delaware limited liability partnership and the U.S. member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative (KPMG International), a Swiss entity. All rights reserved. NDPPS 527556 9 When we compared responses from previous surveys, here is what we found… There are a few areas of similarity among respondents: The standout areas, though, included:  Similar geographic distribution of respondents as in prior years  Similar top demand by industry as in prior years  Similar to prior years, reduction in operational costs (OpEx) remains the top outsourcing driver Increase in interest by SPA for business intelligence for REFM reporting systems Increase in interest by buyers for outsourcing workplace services in the next 12 months 8% 5% More interest by buyers in outsourcing routine ops and maintenance22% Increase in interest by SPA for reporting system needs for performance reporting and service levels 9% Increase in interest by buyers to gain economies of scale as an outsourcing driver18% 10% Lower expectations by SPA on growing business in existing accounts.
  10. 10. © 2016 KPMG LLP, a Delaware limited liability partnership and the U.S. member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative (KPMG International), a Swiss entity. All rights reserved. NDPPS 527556 10 Market overview: The top macro trends There is a growing bifurcation between “leaders” and “laggards” in the service provider market based on industry and business process experience and diversity of services mix, including cloud and analytics. Traditional generic and transactional outsourcing continues to commoditize. Cloud and client maturity are major drivers for this, especially in IT. Buyers are seeking more platform approaches tailored to specific industry, geographic, and regulatory needs. Many organizations’ GBS remain fragmented across functions, geographies, and business units, complicating governance and detracting from potential business benefits. Defined efforts to drive GBS maturity are the norm among more experienced and sophisticated GBS users. Global business services (GBS), combining onshore, nearshore, and offshore shared services and outsourcing, has become the predominant means through which organizations support global operations. Negative global economic conditions continue to weigh heavily on organizations’ decisions on how, where, and why they source services globally, though few firms are pulling back from global sourcing of services’ globalization. Source: KPMG 2015 REFM Pulse Survey
  11. 11. © 2016 KPMG LLP, a Delaware limited liability partnership and the U.S. member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative (KPMG International), a Swiss entity. All rights reserved. NDPPS 527556 11 Market overview: Current REFM outsourcing market trends Leading end-user organizations have increased their focus on REFM IT systems, reporting, and business intelligence, leveraging their IT systems to coordinate globally and using their data to support the organizations’ overall business goals. Typical end-user organization expectations are that REFM outsourcing will improve their operational model, introduce leading practices, and drive continuous improvement.These expectations are often met, but when they are not, it is often because of the quality of the on- site service delivery team or not working effectively together with the client as one team. Reducing costs continues to be the most common reason why organizations outsource REFM services. While service providers’ capabilities and service offerings continue to improve, most of the REFM services outsourced are tactical as opposed to strategic. The REFM outsourcing market remains very healthy and continues to grow. Firms are bundling REFM services under a smaller number of service providers, to operate under a coordinated model to further reduce costs, drive consistency, and improve governance, controls, and performance reporting. Source: KPMG 2015 REFM Pulse Survey
  12. 12. One of the more interesting observations was the discrepancy between REFM buyers and service providers when asked about near future outsourcing plans—with buyers being much more optimistic than service providers. © 2016 KPMG International Cooperative (“KPMG International”), a Swiss entity. Member firms of the KPMG network of independent firms are affiliated with KPMG International. KPMG International provides no client services. No member firm has any authority to obligate or bind KPMG International or any other member firm third parties, nor does KPMG International have any such authority to obligate or bind any member firm. All rights reserved. NDPPS 527556 12
  13. 13. © 2016 KPMG LLP, a Delaware limited liability partnership and the U.S. member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative (KPMG International), a Swiss entity. All rights reserved. NDPPS 527556 13 REFM market characteristics Many buyers are including technology in REFM outsourcing deals. Buyers value lower cost, ease of administration and reporting functions. SPAs value efficiency brought by using systems they are familiar with. Both groups value having a single source of data. Buyers are continuing to push sourcing and coordinating new major REFM outsourcing efforts globally, though many buyers continue to manage and coordinate both new and existing outsourcing efforts around geography, business unit, or functional area. There are a variety of topics high on organizations’ REFM agendas, including reducing cost, improving process performance, improving the workplace to attract talent, and improving sustainability. There is a continuing trend among organizations outsourcing REFM services to bundle the management of these efforts and associated service provider relationships; buyers are continuing to cede control of higher-level service management functions to third-party providers in the form of more turnkey outsourcing efforts. Source: KPMG 2015 REFM Pulse Survey
  14. 14. © 2016 KPMG LLP, a Delaware limited liability partnership and the U.S. member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative (KPMG International), a Swiss entity. All rights reserved. NDPPS 527556 14 Next 1-2 quarters Next 3-4 quarters 12+ months out Future REFM outsourcing plans 33% 56% 11% 44% 41% 15% 50% 23% 27% Decreased usage of outsourcing No change in usage of outsourcing Increased usage of outsourcing *Numbers might not add up to 100% due to rounding and multiple selections 47% 41% 12% 53% 47% 46% 46% 8% Buyers SPA Source: KPMG 2015 REFM Pulse Survey
  15. 15. In a business landscape where organizations seek to differentiate themselves, there were several processes and industries that led in demand for REFM outsourcing. © 2016 KPMG International Cooperative (“KPMG International”), a Swiss entity. Member firms of the KPMG network of independent firms are affiliated with KPMG International. KPMG International provides no client services. No member firm has any authority to obligate or bind KPMG International or any other member firm third parties, nor does KPMG International have any such authority to obligate or bind any member firm. All rights reserved. NDPPS 527556 15
  16. 16. © 2016 KPMG LLP, a Delaware limited liability partnership and the U.S. member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative (KPMG International), a Swiss entity. All rights reserved. NDPPS 527556 16 Buyers: Current and planned REFM outsourcing levels Workplace services Facilities services Transactions/brokerage Lease administration Major project management ($20M+/project) Project management (<$20M/project) Space management Facilities management Real estate and facilities IT Portfolio strategy/planning Source: KPMG 2015 REFM Pulse Survey*Numbers might not add up to 100% due to rounding and multiple selections. No plans to outsource Planning to outsource 12+ months out Planning to outsource in next 12 months Currently partially outsource Currently fully outsource 63% 31% 10% 14% 21% 27% 37% 45% 49% 2% 4% 4% 2% 4% 2% 2% 6% 4% 18% 27% 54% 50% 40% 40% 20% 27% 31% 74% 63% 29% 30% 35% 31% 37% 24% 20% 4% 2% 6% 2%8% 63% 31%
  17. 17. © 2016 KPMG LLP, a Delaware limited liability partnership and the U.S. member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative (KPMG International), a Swiss entity. All rights reserved. NDPPS 527556 17 The top industries for REFM demand? Banking, pharma, and healthcare Banking, financial services, insurance Pharma/biotech Healthcare 40% Manufacturing 26% Energy/utilities, oil and gas 25% High-tech products and services 22% Gov’t (fed, state, local) education/nonprofit 14% Real estate 14% CPG, food and beverage, retail, wholesale 14% Aerospace/defense Other** 53% 65% 44% Source: KPMG 2015 REFM Pulse Survey *Numbers might not add up to 100% due to rounding and multiple selections ** Other includes: 11% Telecommunications, 11% Bus Svcs/consulting, construction/engineering 10% Automotive, 8% Transportation & Logistics, 8% Entertainment/media, hospitality/travel 6% Chemicals, minerals/natural resources
  18. 18. © 2016 KPMG LLP, a Delaware limited liability partnership and the U.S. member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative (KPMG International), a Swiss entity. All rights reserved. NDPPS 527556 18 When we look at areas of increasing demand by REFM process, three processes lead REFM IT Systems and Reporting Space Management Portfolio Strategy/Planning +70% Facilities Management +66% Project Management <$20M+/project) +65% Workplace Services +61% Facilities Services +55% Lease Administration +52% Major Project Management (>$20M+/project) +48% Transactions/Brokerage+72% +76% +74% Source: KPMG 2015 REFM Pulse Survey*Numbers might not add up to 100% due to rounding and multiple selections.
  19. 19. © 2016 KPMG LLP, a Delaware limited liability partnership and the U.S. member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative (KPMG International), a Swiss entity. All rights reserved. NDPPS 527556 19 So why have some REFM processes not been outsourced? Strategy, cost, and change. Source: KPMG 2015 REFM Pulse Survey*Numbers might not add up to 100% due to rounding and multiple selections. Activities are too strategic in nature Costs would be higher No compelling business case to change Risks are too high Satisfied with current service delivery model 60% 45% 43% 36% BUYERS 60% SPA 36% 22% SPA 22% 49% SPA 49% 39% SPA 39% 28% SPA 28%36% BUYERS 36% 41% BUYERS 41% BUYERS 43% BUYERS 45%
  20. 20. © 2016 KPMG LLP, a Delaware limited liability partnership and the U.S. member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative (KPMG International), a Swiss entity. All rights reserved. NDPPS 527556 20 Service delivery model preferences are changing: Data shows us that buyers are moving toward a portfolio-based approach to manage their outsourcing efforts. Source: KPMG 2015 REFM Pulse Survey*Numbers might not add up to 100% due to rounding and multiple selections. 1.00 = Significant decrease in preference/demand, 5.00 = Significant increase in preference/demand Bundle individually contracted services, but retain high-level management functions of services Bundle and outsource increasing number of individually contracted services Bundle individually contracted services and outsource key management functions of services Continue to manage multiple services with individual contracts Insource services currently provided by service providers SPA 1.89 SPA 3.25 SPA 3.67 SPA 3.62 BUYERS 3.61 BUYERS 3.24 BUYERS 3.29 BUYERS 2.23 SPA 2.44 BUYERS 2.35
  21. 21. © 2016 KPMG LLP, a Delaware limited liability partnership and the U.S. member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative (KPMG International), a Swiss entity. All rights reserved. NDPPS 527556 21 Outsourcing deal pricing models and tenure: We see that deal lengths tend to be shorter in the 3-5 year range in the REFM space compared to other functional areas of outsourcing. DealTenure 3-5 years SPA 83% BUYERS 77% SPA 10% BUYERS 16% SPA 8% BUYERS 8% 1-2 years 5+ years Source: KPMG 2015 REFM Pulse Survey
  22. 22. © 2016 KPMG LLP, a Delaware limited liability partnership and the U.S. member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative (KPMG International), a Swiss entity. All rights reserved. NDPPS 527556 22 Fixed price contract Shared savings Cost-plus contract Guaranteed savings Management fee at risk Performance based contract Management fee incentives (bonuses) SPA 3.39 BUYERS 3.02 SPA 3.05 BUYERS 3.00 SPA 3.02 BUYERS 2.64 Outsourcing deal pricing models and tenure (continued) *Numbers might not add up to 100% due to rounding and multiple selections. 1.00 = Significant decrease in preference/demand, 5.00 = Significant increase in preference/demand SPA 3.71 SPA 3.19 BUYERS 3.60 BUYERS 3.36 BUYERS 3.16 SPA 3.27 BUYERS 3.04 Pricing Models NoresponsefromBuyers Source: KPMG 2015 REFM Pulse Survey
  23. 23. Discrepancies between buyers and providers were not just limited to future plans.When we asked both sides about drivers and challenges, we saw differences, sometimes notable, in buyers’ and providers’ perceptions of challenges. © 2016 KPMG International Cooperative (“KPMG International”), a Swiss entity. Member firms of the KPMG network of independent firms are affiliated with KPMG International. KPMG International provides no client services. No member firm has any authority to obligate or bind KPMG International or any other member firm third parties, nor does KPMG International have any such authority to obligate or bind any member firm. All rights reserved. NDPPS 527556 23
  24. 24. © 2016 KPMG LLP, a Delaware limited liability partnership and the U.S. member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative (KPMG International), a Swiss entity. All rights reserved. NDPPS 527556 24 As always, there are drivers and challenges to REFM outsourcing efforts  Cost savings from outsourcing have become “table stakes” for most buyers, a minimum standard to justify outsourcing.  Once that standard is satisfied, end users are looking for more strategic benefits like improving global delivery capabilities and improving process performance.  Buyers will use an outsourcing event to improve their operating model by centralizing management of REFM services, consolidating the number of service providers, and accessing process knowledge from those who can bring “off the shelf” playbooks to manage the work.  Buyers cite the quality and fit of service providers, enabling successful governance and transition efforts, and prioritizing competing agenda items as the top challenges to the successful consummation of REFM outsourcing efforts.  Providers have different styles and approaches to service delivery, and buyers are looking for a provider that “fits” their culture.  Costs savings and improvements in facilities management service levels are competing with improved space usage and portfolio strategy as top priorities.  Service providers highlight inadequate management support and weak change management as top challenges. Drivers Challenges
  25. 25. © 2016 KPMG LLP, a Delaware limited liability partnership and the U.S. member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative (KPMG International), a Swiss entity. All rights reserved. NDPPS 527556 25 REFM drivers: While reducing operating expenses remains the top driver, being strategic requires firms to go beyond cost alone. Source: KPMG 2015 REFM Pulse Survey*Numbers might not add up to 100% due to rounding and multiple selections. 67% 45% 41% 41% 39% 83% 29% 24% 23% 30% Reduce operating costs (OpEx) Redirect resources to more strategic activities Gain economics of scale Support business growth/expansion agendas Improve process performance SPABUYERS
  26. 26. © 2016 KPMG LLP, a Delaware limited liability partnership and the U.S. member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative (KPMG International), a Swiss entity. All rights reserved. NDPPS 527556 26 REFM challenges: Buyers and service providers are not on the same page. Source: KPMG 2015 REFM Pulse Survey*Numbers might not add up to 100% due to rounding and multiple selections. Retained organization/transition/governance 51% 14% 21% 29% 53% SPA 43% 41% 41% 33% 31% Inadequate executive/management support Accounting for/managing the complexity of change efforts Prioritizing opportunities and different change programs Quality/fit of supporting service providers BUYERSnotablediscrepancy
  27. 27. © 2016 KPMG LLP, a Delaware limited liability partnership and the U.S. member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative (KPMG International), a Swiss entity. All rights reserved. NDPPS 527556 27 How to better prepare for REFM outsourcing *Numbers might not add up to 100% due to rounding and multiple selections. SPABUYERS 43% 48% Better baseline costs 35% 47%Better alignment of strategies/plans 37% 30%Better governance structure 41% 15%Improved service level agreements 41% 45%Clarification of roles/responsibilities – in-scope, out-of-scope 33% 48%Working together as one team Source: KPMG 2015 REFM Pulse Survey
  28. 28. So where are we today when we look at pipeline growth, pricing pressure, and focus? © 2016 KPMG International Cooperative (“KPMG International”), a Swiss entity. Member firms of the KPMG network of independent firms are affiliated with KPMG International. KPMG International provides no client services. No member firm has any authority to obligate or bind KPMG International or any other member firm third parties, nor does KPMG International have any such authority to obligate or bind any member firm. All rights reserved. NDPPS 527556 28
  29. 29. © 2016 KPMG LLP, a Delaware limited liability partnership and the U.S. member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative (KPMG International), a Swiss entity. All rights reserved. NDPPS 527556 29 Advisors/service providers’ perspective on market deal characteristics Pipeline growth expectations remain the same as with the results in 2014 with the majority expecting growth, and with a substantial reduction in the number of providers seeing a reduced pipeline. Pricing pressure from buyers on these deals is still high, but remains the same as the past year. Pressure is still tempered, to a degree, by buyer risk aversion to failed efforts and provider focus on maintaining their margins. Pipeline growth Pricing pressure Providers continue to focus on growing business and expanding scope in existing accounts as a means to gain higher margin business.This reflects continued consolidation occurring in the REFM market. Overall, slight improvements in profitability and pricing pressure and continued substantial growth expectations indicate a generally good market for service providers. Provider focus Source: KPMG 2015 REFM Pulse Survey
  30. 30. KPMG can help Take advantage of our knowledge and resources and join the conversation For more information, contact Patrice Gilles at 214-498-1553 or e-mail pgilles@kpmg.com Access the recent REFM Outsourcing Pulse Survey Webcast replay here. 30 © 2016 KPMG International Cooperative (“KPMG International”), a Swiss entity. Member firms of the KPMG network of independent firms are affiliated with KPMG International. KPMG International provides no client services. No member firm has any authority to obligate or bind KPMG International or any other member firm third parties, nor does KPMG International have any such authority to obligate or bind any member firm. All rights reserved. NDPPS 527556
  31. 31. © 2016 KPMG LLP, a Delaware limited liability partnership and the U.S. member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative (KPMG International), a Swiss entity. All rights reserved. NDPPS 527556 31 Want to know more? Access KPMG’s sourcing advisory research KPMG Shared Services and Outsourcing Institute KPMG Shared Services and Outsourcing Advisory Pulse Surveys KPMG Commercial Real Estate Survey and Real Estate Industry Global Business Services (GBS) KPMG Institutes Home Blog: AdviceWorth Keeping Podcasts: AdviceWorth Keeping
  32. 32. The information contained herein is of a general nature and is not intended to address the circumstances of any particular individual or entity. Although we endeavor to provide accurate and timely information, there can be no guarantee that such information is accurate as of the date it is received or that it will continue to be accurate in the future. No one should act upon such information without appropriate professional advice after a thorough examination of the particular situation. © 2016 KPMG LLP, a Delaware limited liability partnership and the U.S. member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative (KPMG International), a Swiss entity. All rights reserved. NDPPS 527556 The KPMG name, logo and “cutting through complexity” are registered trademarks or trademarks of KPMG International.

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