Business Process Outsourcing (BPO) has transformed into a true partnership where the clients and the BPO service provider take a deeper ownership of developing, transforming and driving changes with the supporting digital application tools. What can we expect in the future and how will the industry change? How will factors such as pricing and digitalization work in the future? We will share some real-life examples: a few case studies will be presented that describes the challenges our client faced and how they were resolved through partnership with Capgemini BPO.

1. The BPO Transformation
Journey
Mary Trevena, Vice President
5 November 2015

2. 2Copyright © Capgemini 2015. All Rights Reserved
The BPO Transformation Journey | 5 November 2015
What if there were a simple way to significantly enhance your business?
Your BPO
Transformation
Journey
Link: https://youtu.be/Osa78NzqKlE

3. 3
The BPO Transformation Journey | 5 November 2015
Copyright © Capgemini 2015. All Rights Reserved
Leading businesses recognize the growth potential that innovation brings …
Demand for
End-to-end
Transformation
Growing demand for
Automation and
RPA
Need for easier
acquisition integration Growing demand
for SaaS and BPaaS
solutions
SMACT (Social, Mobile, Analytics,
Cloud, Internet of Things) is driving
innovation
Digital
Transformation
Increased focus on business
outcomes
and transformation
capabilities
Increased need for domain
expertise
Technology
Integration
Have you thought about the impact that these opportunities could have on your business?

4. 4Copyright © Capgemini 2015. All Rights Reserved
The BPO Transformation Journey | 5 November 2015
The journey to a new BPO vision – From cost reduction to business
outcomes
1990’s
Global
Delivery
Network
BPOpen®
BPO
COMMAND
CENTER
GLOBAL
PROCESS MODEL©
IP AND
TECHNOLOGY
Global
Enterprise
Model
VERTICAL
EXPERTISE
BPO as
A Stack
Transformation Transformation
Cost of Service
Lift and Shift
2010’s2000’s Today
Clients praised Capgemini's deep
industry knowledge, flexible customer
orientation,
commitment to client relationships and
good service delivery.
Gartner Research
“
Providers understand they are at risk because
customers are directly going to cloud. So many
providers are thinking of adding cloud to their
portfolio of services. (...) An example of a
company that really gets it is Capgemini, which
recently launched a global cloud brokerage
service.”
ISG
“
Autonomics
(RPA)
Tomorrow

5. 5Copyright © Capgemini 2015. All Rights Reserved
The BPO Transformation Journey | 5 November 2015
Capgemini BPO: Accelerating the transformation of your business processes and
the resulting business outcomes you can expect
Supply Chain
Procurement
Finance & Accounting
CPG, Retail &
Distribution
Utilities Manufacturing Financial
Services
Media &
Entertainment
Human Resources
Analytics
Services
Processes
Applications
Infrastructure
We deliver best-in-class industry expertise to your business with our service
portfolio of integrated, technology-based solutions:
Creating agility throughout your operations with a Cloud-based, Business-as-a-Service approach
SECTOR
OFFERS
SMARTcare
Demand Driven
Insight /
Supply Chain
Enterprise
Content
Management
Insurance
Claims
Processing
Participations

6. 6Copyright © Capgemini 2015. All Rights Reserved
The BPO Transformation Journey | 5 November 2015
Capgemini BPO: How we do it
People: Our BPO team comprises over 18,000 dedicated sector and
function specialists who work 24 / 7 / 365 to exceed expectations
Delivery Network: We provide world-class services through an
integrated delivery network that utilizes right resources at right
locations
Methodology: Unique Global Enterprise Model (GEM) methodology
and stack offerings enable us to build solutions tailored to your clients’
needs
Technology and Partners: Innovative and cutting-edge technology
combined with our partner portfolio guarantees successful outcomes

7. 7Copyright © Capgemini 2015. All Rights Reserved
The BPO Transformation Journey | 5 November 2015
Capgemini BPO and your business: All the right people in the
right people in all the right places
18,000+
professionals
48%52%
Training Curriculum:
 Professionals Skills
 Leadership Techniques Program
 Blended Learning Programs
 Process Capability
• Process Trainers Academy
• GEM Academy
Engaging and Developing our Talent
SOURCING
CHANNELS
INDUSTRIALIZED
ON-BOARDING
PROCESS
LEARNING &
DEVELOPMENT
TALENT
MANAGEMENT
AND DEVELOPMENT
ONGOING TALENT DEVELOPMENT
Capgemini’s BPO employees are true professionals – they are the top talent available, dedicated to their
work and continually improving through our talent development programs.
E-learning
Self -learning:
on-the job training,
assignments projects,
Development
Centers
Academies
Instructor-
led courses
Training Curricula
Manager support,
expert
communities
Capgemini
University
Blended
Training &
Development
Approach
Average age
30 years
70% of employees with certified
business qualifications

8. 8Copyright © Capgemini 2015. All Rights Reserved
The BPO Transformation Journey | 5 November 2015
What are the next steps in BPO Transformation?
We’re already seeing impressive outcomes
19 Engagements Expected Savings
121 FTEs
136
Artefacts
built
101
Artefacts in
production via 33
Robots
Savings Realized
36 FTEs
Avg. of 500
transactions per
robot
per day
136K
Transactions
Processed
Save costs
Improve efficiency
Unlock your investment in existing ERP systems
Boost productivity
Robotic Process Automation/Autonomics can
Autonomics: Self-regulating, self-managing systematic processing

9. 9Copyright © Capgemini 2015. All Rights Reserved
The BPO Transformation Journey | 5 November 2015
A specific solution for your business: Three types of Stack for three
business needs
Versions of the Stack look different depending on the scope of the customer’s needs:
Multiple Process (Broad) Stack
• Each layer assembled to meet
unique customer needs
• Fulfills multiple processes
FAQ MDM, SCMProcurement
P2P, O2C,
R2A
BPOpen®
App Hub
ERP
PRIVATE
SAP Security
BASICSAP Hosting
Single Process (Thin) Stack
• Each layer assembled to meet
unique customer needs
• Fulfills a single process
PRIVATE
C2C Collections
Virtual Company Stack
• Ready-to-use, standardized services
based on Netsuite and Capgemini IP
• Fulfills a specific set of processes for
common business needs (e.g. start ups,
M&A, new market entry)
R2A
Including joint venture
accounting
C2C
Including
royalties
P2P
BPOpen®
App Hub
ERP
PRIVATE
BPO
Connect
Mulesoft

10. Swedish client BPO transformation journeys

11. 11Copyright © Capgemini 2015. All Rights Reserved
The BPO Transformation Journey | 5 November 2015
Over 60% cost savings for Scania in the next five years
Scania is a Swedish manufacturer of heavy trucks and buses headquartered in Sodertalje (Sweden). The company is present in
more than 100 countries with production units located in Europe and Latin America (Brazil). Scania reported net sales of EUR
9.21 billion in 2014.
Contract signed in
May 2013
2013
GEM Implementation
(GPM© Alignment) for one of
the business areas started
from Nov 2014
2014
 Transparency and control: Improve
transparency and control to enhance quality
 Harmonization: Harmonize the Finance
Group which has separate operating models
for each unit/country
 Cost reduction: Reduce the cost of
delivering finance services
 Quality and volume fluctuations: Improve
and maintain quality of service. Develop a
scalable delivery model to handle volume
fluctuations
 Decentralized Operations: Complex and
non-standard operations spread across 24
countries in Europe
The Challenge The Solution
 Consolidated and standardized processes
across 24 countries using our Rightshore®
delivery model
 Centralized shared services model with
BPOpen® platform as a single point of
contact for all suppliers
 Technology: Command Center, Capgemini
T-room, WebEx, MS Lync, BPOpen®, QMS
and MDM modules
 Delivery centers: Bangalore (India) and
Krakow (Poland)
 Scope of Work: AP, AR, Scanning and
Indexing for supplier invoices
 No. of resources: 160
 No. of languages supported: 1 (English)
The Outcome
 Embedded controls/segregation of duties
 Industrialized Payables/Receivables
processes: Synergies across SBUs
 60% cost savings projected over five years
 Scalable F&A service offering/market-leading
technology solutions
 Flexible mechanism to fluctuate resources
depending on business needs
 SLA-based operating model with best-in-class
reporting from GCC
 Modularization with complete suite of offerings
(People, Process and Technology)
 Projected additional savings of approx. €5.5
million over next five years with GEM
implementation

12. 12Copyright © Capgemini 2015. All Rights Reserved
The BPO Transformation Journey | 5 November 2015
Nine-million Euro in savings for SKF
 Reduce cost and improve productivity
 Increase transparency and authorization
controls
 Need for automation
 Need for standardization and world class
processes
The Challenge The Solution
 “Lift and shift” approach to transition
operations to our delivery center
 Phased transition was agreed targeting
operations by BUs and Service Line
 Work transferred in five transition waves
 Implemented SWIM project
 Implemented Audited Internal Control
Standards for all countries in scope
 Delivery centers: Guatemala, China, India
and Poland
 Scope of work: AP, T&E, AR, GL, MDM, AP
helpdesk and Tax
 No. of resources: 246
 Languages: English, French, German,
Italian, Spanish
The Outcome
 Reduced total cost by 9 million euros
 Improved productivity by 30% during the
contract
 Increased transparency of Finance processes
to key stakeholders
 Automated Accounts Payable service delivery
 Increase authorization controls
 Implemented World Class F&A processes
 Achieved standardization across all SKF
Business Units
 Named SKF’s Best Supplier of 2013
SKF is a Swedish bearing company founded in 1907. The company’s technology platforms include bearings and units,
seals, mechatronics, services and lubrication systems. In 2014, SKF reported annual revenue of SEK 70.975 billion.
Contract renewal
for 7 years
 Scope reorganization
 AP Vendor Helpdesk
 SKF Canada
Contract
sign off
(90 FTEs)
US Ext.
(+22 FTEs)
Command
Center and T&E
Germany
added
2006 2007 2008 2009 2010 2011 2012 2013
Further extensions – MDM services SKF RFT
SKF Poland, SKF RKS Avallon, SKF Lubrication, SKF
Malaysia, SWIM - 1st Line Support, Transfer Price
updates in ICSS, SKF Linear system (Movex), Sales
Units (VAT reporting, ERP/IRP CPM reporting, Statutory
reporting)
GPM© alignment
SWIM Project
SKF Mexico
Cash Collection
SKF Brazil
2014

13. 13Copyright © Capgemini 2015. All Rights Reserved
The BPO Transformation Journey | 5 November 2015
75 million SEK savings for high-tech engineering group
 Efficiency and quality – increase efficiency
and achieve better quality within
administrative processes
 Operational Excellence – Drive
businesses by rigorous focus on operational
excellence by applying common
methodologies
 Standardization – Implement a common
way of working across the business with
consistent process outcomes
 Cost reduction – Reduce the cost of
delivering finance services
The Challenge The Solution
• Implementing GEM levers to achieve cost
reduction targets
• Methodology: Global Process Model© and
Rightshore®
• Delivery centers: Bangalore (India), Krakow
(Poland), Blumenau (Brazil) and Nanhai
(China)
• Scope of work: AP, AR (inclusive
collections), GA (inclusive Fixed Assets)
• No. of resources: 579
• No. of languages supported: 21
The Outcome
 Our client will see significant cost reductions in
three areas:
• Labour arbitrage
• Committed productivity from Capgemini
• Centralisation of retained finance activities
 Application of a global process template for
retained and outsourced finance processes
 Transparency of the performance and
outcomes of finance processes across
businesses and countries
 Acceleration of benefits could save our clients
75 million SEK when compared with a standard
procurement process
Our client is an international engineering group in tooling, materials technology, mining and construction. The Stockholm,
Sweden-based company employs over 47,000 people and reported annual sales of over 89 billion SEK in 2014.
Signed 5 year
contract in
March (+2 year
extension
option)
2013
Sign off of
client’s Global
Process
Template
2014
First countries
live in India,
China and
Poland
2014

14. 14Copyright © Capgemini 2015. All Rights Reserved
The BPO Transformation Journey | 5 November 2015
Mary
Trevena
Vice President BPO
mary.trevenae@capgemini.com
Your thoughts: An open discussion

15. 15Copyright © Capgemini 2015. All Rights Reserved
The BPO Transformation Journey | 5 November 2015
We are recognized leaders in the marketplace
Constant Market Recognition
‘Best Supplier in 2013’ and ‘Best Performance in Cost’ for outstanding
performance as a partner and significant cost savings delivered through
the transformation of SKF’s business processes
2013 ‘Prime Supplier of the Year’ for outstanding contribution to move business
initiatives forward and championing supplier diversity
Positioned in the leaders quadrant for Finance & Accounting BPO published
in 2012, 2013, 2014 and 2015
Awarded as “Leader” in the 2013 and 2014 Everest Group FAO PEAK Matrix
Positioned in HfS’s Winner’s Circle Blueprint for Finance & Accounting BPO
for 2013 and 2015 as well as for Procurement in 2015 and Supply Chain in 2014
Recognized as Leader in Worldwide Business Analytics BPO 2014 MarketScape
Capgemini has a good spread of F&A
process activities across its delivery
locations. It is well integrated across sites
to deliver a view back to clients of both
contract performance metrics
and their financial performance.”
– Gartner, Inc.
“Magic Quadrant for Finance
and Accounting BPO,”
Capgemini’s flexible, platform-based GEM
methodology has all the aspects of
progressive delivery covered.”
“All key Capgemini clients
attest real value from the
GEM methodology.”
– HFS Blueprint Report
Capgemini: the 'best of breed' provider
of business as a service. Capgemini is
the fastest to come to market with an
interesting 'assemble to order' approach
that exploits IaaS, SaaS, BPO assets
and end-to-end service management.
The approach positions Capgemini as a
BPO innovator.
– Research 451
In our view, Capgemini's Global
Enterprise Model and proven ability
to provide this service quality
consistently sets it apart at the
forefront of the F&A market."
– HfS Research Blueprint report for
Finance and Accounting BPO
Clients praised Capgemini's deep
industry knowledge, flexible
customer orientation,
commitment to client relationships
and good service delivery.
– Gartner Research

16. The information contained in this presentation is proprietary.
© 2015 Capgemini. All rights reserved.
www.capgemini.com
About Capgemini
Now with 180,000 people in over 40 countries, Capgemini is one of
the world's foremost providers of consulting, technology and
outsourcing services. The Group reported 2014 global revenues of
EUR 10.573 billion. Together with its clients, Capgemini creates
and delivers business, technology and digital solutions that fit their
needs, enabling them to achieve innovation and competitiveness. A
deeply multicultural organization, Capgemini has developed its own
way of working, the Collaborative Business ExperienceTM, and
draws on Rightshore®, its worldwide delivery model.
Rightshore® is a trademark belonging to Capgemini