bpo · pdf filehr f&a mdm f&a hr mdm single service line transactional focus regional...

Carole Murphy

BPO

2 Copyright © Capgemini 2013. All Rights Reserved

Analyst Day 2013 | June 19-20

Our Focus

X-ENTERPRISE SERVICES

IP & PRODUCTS

Master Data Management Enterprise Content Management Analytics Services

IBX ® BPOpen® WebCollect ® Global Enterprise Model

CPG, RETAIL, DISTRIBUTION UTILITIES, TELCO MANUFACTURING FINANCIAL

SERVICES

SECTOR FOCUS & VERTICAL PROCESSES

HO

RIZ

ON

TAL

PRO

CES

SES

Order To Cash ⎪ Procure To Pay ⎪ Record To Analyze ⎪ Governance Risk & Compliance

Hire To Retire

Order To Deliver

Finance & Accounting

HR Services

Procurement Services

Supply Chain Services

Customer Operations

Source To Contract ⎪ Procurement Operations

SelectCare: Customer Information Management

MEDIA & ENTERTAINMENT

Business Transformation Services



IP AND TECHNOLOGY

Powered by Analytics BPO in the Cloud

F&A HR MDM


Over a Decade of INNOVATION



Delivered through a “Private Apps Store”

Clie

nts

Cor

e O

pera

tions

smartGEM

Client Dedicated Apps-Store

Social

Mobile

Analytics

Immediate

HEMS

Where we deliver an excellent service in a best practice, standardized and highly

automated manner

Leverages the business disruption drivers of Cloud, Mobility, Big Data and Social

Media

Flexible and scalable approach that encourages adoption facilitating the

replacement of expired solutions

The internal barriers to change created by employees are replaced by consumer

behaviors that accelerate and embrace innovation



Applying the Model to Drive Value: Syngenta Example


F&A HR MDM

F&A HR MDM

Single service line Transactional focus Regional delivery

Broader & deeper scope Transformational focus Global delivery across

multiple locations

Creating a virtual company for our client

to support new business models



Underpinned by our GEM – 7 Levers for Transformation

GEM LEVERS

KEY QUESTIONS

GEM CONTENT

Do I have the best-in-class processes?

Do I have the right level of automation?

Do my people have appropriate competencies?

Do I have the optimum structure in my team?

Do I have the right processes in the right locations?

Is my pricing driving the right behavior?

Do I have right business partnership with my vendors?

§  Standard grade mix

§  Grade allocation assures optimal mix

§  Quality service delivered at the lowest cost

§  Split off processes to maximize the combination of process quality and cost

§  Defined capabilities applied at expected Proficiency Levels (1 – 5) for each grade in the structure

§  Full repository of best practice processes

§  Target delivery model defined for global operations

§  Level 6 detail

§  Market leading technologies and tools defined per each sub-process

§  Aligned to platforms

§  Defined pricing models matched with appropriate processes

§  Align pricing to outcomes & drive behavior

§  GEM delivers off-the-shelf repository of communication platforms

§  It defines control and performance measurement structures

Grade Mix Location Mix

Competency Model

Global Process

Model Technology Pricing Governance



Building on our Command Center to ring Insight & Analytics

Effectiveness

Efficiency Value

Control

Command Center •  Service KPIs

Control Analytics •  GRC

CXO Analytics •  CFO •  CPO •  ... •  ...

1

2

3

Sector Analytics •  Trade Promotions •  Smart Stuff •  ...

4



Analytics Everywhere!

Services

Business

Data

Information

Insight

Outcomes

•  Spend analytics •  Duplicate payments •  Travel expense reporting •  Governance Risk and

Compliance

•  CPRD – Trade promotions •  Utilities – Smart grid •  Manufacturing – Inventory

accounting •  Media – Royalty management

Vert

ical

-spe

cific

offe

rings

Value-added horizontal offerings

Moving up the value chain



GRC Brings together our Process Control Focus and the Power of Analytics across the Enterprise

Board Reputational

Regulatory

Operations Asset Management Risks

Sustainability / Carbon Compliance Policy Non-compliance

IT Insider Threats

IT Sabotage Human Error Integrity

Procurement Vendor Risks

Intellectual Property Theft

Executives and Managers Reputational Regulatory Statutory Non-compliance

Finance Financial Statements Revenue Leakage Credit Risk Duplicate Payments

Human Resources Health and Safety

Sales and Services High-risk Credit Customers Export Licenses

Supply Chain Customers & Channel



Recently Published Wins

Ferro •  Multi-tower

Sandvik

•  Multi-million euro FAO deal

Unilever

The information contained in this presentation is proprietary. © 2013 Capgemini. All rights reserved.

www.capgemini.com

About Capgemini With more than 125,000 people in 44 countries, Capgemini is one of the world’s foremost providers of consulting, technology and outsourcing services. The Group reported 2012 global revenues of EUR 10.3 billion. Together with its clients, Capgemini creates and delivers business and technology solutions that fit their needs and drive the results they want. 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

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