Which applications and software tools will procurement companies seek in the year 2013 and what will be the overall technological trends? Procurement research firm ISG and GEP provide insights into this aspect of the procurement function in this new research report, the second of a three-part series.
2012 New Research Report - GEP Value Trends: Procurement Strategy GEP
Procurement leaders are concerned about gaps between the procurement function and the strategic priorities of the overall enterprise, and its constituent business units, as well as chronic resource and skills shortages. GEP Value Trends: Procurement Strategy examines these and other important findings in greater depth.
Which procurement activities are larger and mid-sized companies most likely to outsource and which ones do they prefer to keep in-house? Procurement research firm ISG and GEP provide you answers and insights in a new research report on procurement outsourcing in North America and Europe.
The current model of GS100 is based on market performance and
leadership, breadth of services, spread of global delivery capabilities, and
customer leadership. Next year, we would extend the model to measure
how service providers move towards leveraging platforms and solutions to
deliver the next wave of business value.
Congratulations to all the GS100 companies!
White Paper - leveraging Customer Inputs to Accelerate Business ObjectivesValueNotes
Successful companies place the customer at the heart of their business, and base their activities and decisions on the customer’s needs and preferences.
State of application performance management in the Indian BFSI sector ValueNotes
Almost every participant in the BFSI sector identifies application
uptime as a critical metric of application performance and recognises
the need for those applications to function optimally i.e. increase
productivity while reducing costs. But this study showed that
organisations did not have defined standards of measurement and
did not consider industry benchmarks as relevant indicators.
LIBOR and Conduct Risk: When and How Should You Mitigate?accenture
Learn why conduct risk is particularly relevant to the transition from LIBOR, and identify when and how to mitigate conduct risk. Visit our LIBOR Transition site: https://accntu.re/2yD2cZa
Competitive Intelligence Needs-Assessment: Asking the right questions ValueNotes
Competitive Intelligence (CI) plays a critical role in formulating an
organisation’s business strategy. It can make the difference between
winning and losing, survival and death. However, CI can only live up to this
expectation, if it addresses the right questions. Right answers to wrong
questions, will be wrong for the organization. What questions should the
organization ask in order to win? The answer to this requires clear logical
thinking on the part of both, the decision-makers who will use the
intelligence to further their business objectives, and competitive
intelligence analysts who will provide actionable inputs to facilitate the
decisions. Going about CI needs assessment in a systematic fashion helps
you hit the bull’s-eye.
“Industrialization” of sourcing and procurement operationsGenpact Ltd
The sourcing and procurement function is increasingly mandated to contribute to the growth and agility necessary in these volatile and uncertain times. Its current operating models are, however, seldom able to deliver on these expectations—often lacking enough resources to tackle at scale emerging challenges, such as analyzing global and fragmented supply chain risks, as well as enabling frequent changes of company “perimeter” brought on by geographic expansion, M&A, and so on.
2012 New Research Report - GEP Value Trends: Procurement Strategy GEP
Procurement leaders are concerned about gaps between the procurement function and the strategic priorities of the overall enterprise, and its constituent business units, as well as chronic resource and skills shortages. GEP Value Trends: Procurement Strategy examines these and other important findings in greater depth.
Which procurement activities are larger and mid-sized companies most likely to outsource and which ones do they prefer to keep in-house? Procurement research firm ISG and GEP provide you answers and insights in a new research report on procurement outsourcing in North America and Europe.
The current model of GS100 is based on market performance and
leadership, breadth of services, spread of global delivery capabilities, and
customer leadership. Next year, we would extend the model to measure
how service providers move towards leveraging platforms and solutions to
deliver the next wave of business value.
Congratulations to all the GS100 companies!
White Paper - leveraging Customer Inputs to Accelerate Business ObjectivesValueNotes
Successful companies place the customer at the heart of their business, and base their activities and decisions on the customer’s needs and preferences.
State of application performance management in the Indian BFSI sector ValueNotes
Almost every participant in the BFSI sector identifies application
uptime as a critical metric of application performance and recognises
the need for those applications to function optimally i.e. increase
productivity while reducing costs. But this study showed that
organisations did not have defined standards of measurement and
did not consider industry benchmarks as relevant indicators.
LIBOR and Conduct Risk: When and How Should You Mitigate?accenture
Learn why conduct risk is particularly relevant to the transition from LIBOR, and identify when and how to mitigate conduct risk. Visit our LIBOR Transition site: https://accntu.re/2yD2cZa
Competitive Intelligence Needs-Assessment: Asking the right questions ValueNotes
Competitive Intelligence (CI) plays a critical role in formulating an
organisation’s business strategy. It can make the difference between
winning and losing, survival and death. However, CI can only live up to this
expectation, if it addresses the right questions. Right answers to wrong
questions, will be wrong for the organization. What questions should the
organization ask in order to win? The answer to this requires clear logical
thinking on the part of both, the decision-makers who will use the
intelligence to further their business objectives, and competitive
intelligence analysts who will provide actionable inputs to facilitate the
decisions. Going about CI needs assessment in a systematic fashion helps
you hit the bull’s-eye.
“Industrialization” of sourcing and procurement operationsGenpact Ltd
The sourcing and procurement function is increasingly mandated to contribute to the growth and agility necessary in these volatile and uncertain times. Its current operating models are, however, seldom able to deliver on these expectations—often lacking enough resources to tackle at scale emerging challenges, such as analyzing global and fragmented supply chain risks, as well as enabling frequent changes of company “perimeter” brought on by geographic expansion, M&A, and so on.
Supply/value chain hot topics for today and tomorrow
Center-led principal and value-added services structures
Supply chain best practices
- Using strategic business processes to impact performance
- Inventory and working-capital management
- Governance and compliance
Industry trends and drivers
- Collaborations
Optimizing Voluntary Strategy via Realigned TPA Engagement and Targeted Inves...Cognizant
For group insurers with voluntary offerings, working with third-party administrators (TPAs) is a double edged sword, one fraught with problems of costs, up- and cross-selling, inadequate data, decoupling challenges and more; IT modernization programs are problematic as well. We offer a framework that enables companies to align their voluntary and TPA strategies.
HCLT Whitepaper : Hi Tech Supply Chain Advisory FrameworkHCL Technologies
In the beginning, the performance indicators which impact the area of collaboration, forecasting, supplier collaboration and supply chain agility will be measured. A few examples of such performance indicators are cash-to-cash cycle time, inventory turn, order fulfillment cycle time, upside supply chain adaptability, downside supply chain adaptability and flexibility, return on supply chain asset, supply chain cost etc. HCL’s proprietary tool PRIZM can help capture values of existing performance indicators in the organization. Once we get the values of existing performance indicators, these are compared against the benchmark performance indicator values. HCL has created a repository of benchmark performance indicators for best-in-class industry, average industry and laggards.
Numbers that Make Sense: Virtualizing Finance and Accounting in Life SciencesCognizant
Learn about Virtualization and how it can help Life Sciences companies overcome their business challenges like: reducing costs, increasing flexibility and efficiency, and increasing competition position and innovation.
BCG has extensive experience supporting PMIs, particularly growth oriented complex technology integrations. Learn more about BCG's approach, tools, and perspective on what makes software integrations different.
BUBBLES OR BANYAN TREES – THE ASSET MANAGEMENT DILEMMA ValueNotes
This white paper analyzes some key global trends in investor appetite as well as evolving shifts in asset management. We conclude that timely and credible intelligence is vital to differentiate between bubbles and banyan-tree1 saplings.
Visit us - http://www.valuenotes.biz/
The costs of processing purchase orders and
payments are presenting a challenge to all organisations. Certainly, given
the current economic climate, all companies will be seeking new ways to
eliminate unnecessary and wasteful costs.
Navigating the changing landscape of channel partners in technology industryJoonas Järvinen
What makes us followers? How to become a game changer?
Status Quo of partner channel performance with in the technology industry.
The speed of change in the technology industry in relation to products and services is accelerating, and the distribution needs of partners are also rapidly evolving to keep up. This brings to mind a number of questions: how is the channel adapting to this change, is the channel still relevant, are the roles changing in the channel and how are vendors and partners managing this change?
Future-Proofing Insurance: Deepening Insights, Reinventing Processes and Resh...Cognizant
Insurance carriers face an imminent sea change in how their mission-critical processes remain efficient, agile and innovative. Ensuring relevance in the future requires redefined business models fueled by heightened productivity across fibusiness as usualfl activities.
When it comes to scrutinizing costs, most insurance companies can say “Been there, done that. Got the t-shirt.” Managers are familiar with the refrain from above to trim here and cut there. The typical result is flirtation with the latest management trends like lean, outsourcing and offshoring, and others. However, the results tend to be the same. Budgets reflect last year’s spend plus or minus a couple of percent in the same places.
Stepping into the cockpit- Redefining finance's role in the digital agePwC
Insurance finance functions have been refining their
operating models to better align with business partner
demands, as well as adopting leading practices on how
to best utilize people, process and technology. The
challenge is that the business landscape is continuously
shifting and the pace of change is rapidly accelerating.
The survey, taken in October 2011 by manufacturers in the Portland OR area, was designed to identify the most significant concerns each participant has for their business through 2012.
White Paper: Gain control over your complex MRO procurementGEP
The task of keeping the enterprise supplied with the myriad parts, materials, and services needed to keep the machinery humming, sometimes seems to resist all the usual procurement best practices and disciplines. Here is a core blueprint for reducing your costs and satisfying your user communities at the same time.
White Paper: Understanding Tail-spend ManagementGEP
Many organizations, and external consultants, often develop an approach to tackle only the "theoretical" Tail-spend, which fit criteria such as bottom 10 percent, low volume, non-contracted, etc. A numerical definition often makes isolation of such spend itself a daunting task. GEP defines Tail-spend as everything that is not under active management. Find out more about how maximizing spend under management is the only way to address Tail-spend.
Supply/value chain hot topics for today and tomorrow
Center-led principal and value-added services structures
Supply chain best practices
- Using strategic business processes to impact performance
- Inventory and working-capital management
- Governance and compliance
Industry trends and drivers
- Collaborations
Optimizing Voluntary Strategy via Realigned TPA Engagement and Targeted Inves...Cognizant
For group insurers with voluntary offerings, working with third-party administrators (TPAs) is a double edged sword, one fraught with problems of costs, up- and cross-selling, inadequate data, decoupling challenges and more; IT modernization programs are problematic as well. We offer a framework that enables companies to align their voluntary and TPA strategies.
HCLT Whitepaper : Hi Tech Supply Chain Advisory FrameworkHCL Technologies
In the beginning, the performance indicators which impact the area of collaboration, forecasting, supplier collaboration and supply chain agility will be measured. A few examples of such performance indicators are cash-to-cash cycle time, inventory turn, order fulfillment cycle time, upside supply chain adaptability, downside supply chain adaptability and flexibility, return on supply chain asset, supply chain cost etc. HCL’s proprietary tool PRIZM can help capture values of existing performance indicators in the organization. Once we get the values of existing performance indicators, these are compared against the benchmark performance indicator values. HCL has created a repository of benchmark performance indicators for best-in-class industry, average industry and laggards.
Numbers that Make Sense: Virtualizing Finance and Accounting in Life SciencesCognizant
Learn about Virtualization and how it can help Life Sciences companies overcome their business challenges like: reducing costs, increasing flexibility and efficiency, and increasing competition position and innovation.
BCG has extensive experience supporting PMIs, particularly growth oriented complex technology integrations. Learn more about BCG's approach, tools, and perspective on what makes software integrations different.
BUBBLES OR BANYAN TREES – THE ASSET MANAGEMENT DILEMMA ValueNotes
This white paper analyzes some key global trends in investor appetite as well as evolving shifts in asset management. We conclude that timely and credible intelligence is vital to differentiate between bubbles and banyan-tree1 saplings.
Visit us - http://www.valuenotes.biz/
The costs of processing purchase orders and
payments are presenting a challenge to all organisations. Certainly, given
the current economic climate, all companies will be seeking new ways to
eliminate unnecessary and wasteful costs.
Navigating the changing landscape of channel partners in technology industryJoonas Järvinen
What makes us followers? How to become a game changer?
Status Quo of partner channel performance with in the technology industry.
The speed of change in the technology industry in relation to products and services is accelerating, and the distribution needs of partners are also rapidly evolving to keep up. This brings to mind a number of questions: how is the channel adapting to this change, is the channel still relevant, are the roles changing in the channel and how are vendors and partners managing this change?
Future-Proofing Insurance: Deepening Insights, Reinventing Processes and Resh...Cognizant
Insurance carriers face an imminent sea change in how their mission-critical processes remain efficient, agile and innovative. Ensuring relevance in the future requires redefined business models fueled by heightened productivity across fibusiness as usualfl activities.
When it comes to scrutinizing costs, most insurance companies can say “Been there, done that. Got the t-shirt.” Managers are familiar with the refrain from above to trim here and cut there. The typical result is flirtation with the latest management trends like lean, outsourcing and offshoring, and others. However, the results tend to be the same. Budgets reflect last year’s spend plus or minus a couple of percent in the same places.
Stepping into the cockpit- Redefining finance's role in the digital agePwC
Insurance finance functions have been refining their
operating models to better align with business partner
demands, as well as adopting leading practices on how
to best utilize people, process and technology. The
challenge is that the business landscape is continuously
shifting and the pace of change is rapidly accelerating.
The survey, taken in October 2011 by manufacturers in the Portland OR area, was designed to identify the most significant concerns each participant has for their business through 2012.
White Paper: Gain control over your complex MRO procurementGEP
The task of keeping the enterprise supplied with the myriad parts, materials, and services needed to keep the machinery humming, sometimes seems to resist all the usual procurement best practices and disciplines. Here is a core blueprint for reducing your costs and satisfying your user communities at the same time.
White Paper: Understanding Tail-spend ManagementGEP
Many organizations, and external consultants, often develop an approach to tackle only the "theoretical" Tail-spend, which fit criteria such as bottom 10 percent, low volume, non-contracted, etc. A numerical definition often makes isolation of such spend itself a daunting task. GEP defines Tail-spend as everything that is not under active management. Find out more about how maximizing spend under management is the only way to address Tail-spend.
Spend Analysis: Let Your Numbers Do the TalkingSAP Ariba
Good spend management begins with good spend visibility. Your spend data holds the key to unlock hidden opportunities on maximizing savings, improving compliance and mitigating risks in your supply chain. Discover through customer stories on how spend analysis unravels actionable insights to drive confident and trusted business decisions in their organizations.
As Procurement organizations optimize and automate sourcing and procurement processes to handle Indirect Spend, there is a renewed focus to extend the same automation to Direct Material Spend. With increased globalization, outsourcing and raw material cost inflation, controlling Direct Material spend is key to driving sustainable savings and improve risk mitigation.
Join this session to hear from Ardent Partners and key Ariba customers who leverage extensive collaboration and automation to capture more direct & indirect spend and drive sustainable savings and risk mitigation in their supply chains.
Disruptive outsourcing leaps to the front. Our 2018 survey of more than 500 executives from leading organizations indicates that disruptive outsourcing solutions—led by cloud and automation—are fundamentally transforming traditional outsourcing. https://deloi.tt/2x7zxb8
Acresso does an annual survey on licensing trends from both sides of the aisle: software companies and enterprise customers. There are some interesting trends in areas such as disparate views of licensing compliance.
OPEN SOURCE BPM vs. Programación (RED HAT)Kay Winkler
Según Forrester, desarrolladores consideran Open Source BPM como una alternativa atractiva a la codificación "manual" -
"En los equipos de tecnología se tendrán que iniciar a mirar más allá de los conceptos erróneos comunes acerca de BPM de código abierto en la evaluación de diferentes opciones con el fin de acelerar el desarrollo y la entrega de aplicaciones más sofisticadas..."
This year, we received 175 valid project nominations from more than 105 unique companies. More than 27 different types of organizations nominated their projects, and we got an opportunity to go through more than 40 different types of project deployments.
Software Advice BuyerView: Financial Reporting Small Business Report 2014Software Advice
Every year, Software Advice is contacted by thousands of organizations looking for the right accounting systems for financial reporting. We recently analyzed a random sample to uncover the most common pain points and reasons for purchasing new software.
2017 Role & Influence of the Technology Decision-MakerIDG
The 2017 IDG Role & Influence of the Technology Decision-Maker survey examines the evolving role of IT decision-makers (ITDMs) in today’s corporations, specifically as organizations move towards a more digital-focused business.
White Paper: Low cost country sourcing – navigating unchartered opportunitiesGEP
An increasing number of enterprises are developing newer and more innovative procurement strategies to position themselves for supply management success. One such strategy is for businesses to expand their strategic scope beyond familiar shores to capitalize on growing opportunities abroad through Low Cost Country Sourcing (LCCS).
White Paper: Change management in procurement outsourcingGEP
Procurement outsourcing has helped in the metamorphosis of the procurement function by creating greater value compared to the traditional practice. However, the process of outsourcing is associated with several changes to the existing procurement practice and a clear understanding of key value levers is essential to fully appreciate the need for change management process. GEP's unique Six-Step Change Management Model provides a holistic solution to manage change. Download this white paper to know more about it and its benefits.
Our cloud-based contract management software is a smart, practical solution that brings procurement, legal, sales and other stakeholders together in one intuitive, easy-to-deploy contract administration, management and compliance environment.
GEP is a diverse, creative team of people passionate about procurement. We invest ourselves entirely in our client’s success, creating strong collaborative relationships that deliver extraordinary value year after year. We deliver practical, effective procurement services and technology that enable procurement leaders to maximize their impact on business operations, strategy and financial performance. Named a category leader in procurement outsourcing by the Black Book of Outsourcing, a Star Performer in Everest Group’s Peak Matrix of service providers, and to the Supply & Demand Chain Executive 100 for seven years, GEP is also ranked as one of the Fastest Growing Technology Companies in Deloitte's Technology Fast 500. Clark, NJ-based GEP has eight offices and operations in North and South America, Europe and Asia. To learn more, please visit www.gep.com
It’s engineered to work with SAP or any major ERP system. No burdensome hardware, software or integration costs. No costly training delays or expenses so you can realize and sustain immediate savings.
GEP’s spend analysis software has been thoroughly field-tested in hundreds of complex engagements. In fact, our sourcing and consulting services teams use GEP Suite 5.0 to manage many billions in spend and tens of millions of transactions annually for Fortune 500 and Global 2000 clients.
As companies continue to deal with the effects of the global economic slowdown, they must ensure that every part of their business is effective and efficient. For many companies, the procurement process is riddled with inefficiencies and thus ripe for potential savings. One key strategy in identifying and realizing these potential savings is to adopt world-class P2P (Procure-to-Pay) technology. Below are 10 key features to look for when shopping for or upgrading your P2P technology.