procurement outsourcing pov

1989 - 200920 Years

by Bill Huber, Director, CPO Services, TPI; Rajiv Gupta, Principal Consultant, Source-to-Pay & Spend Management Solutions, Infosys BPO Ltd.; and Madhusudan (Maddee) Hegde, Client Services Group, Infosys BPO Ltd.

Procurement Outsourcing: Trends, Challenges, Benefits and a Roadmap for Implementation

October 2009

CONTENTS

2. Introduction

2. Trends in ProcurementOutsourcing

3. ProcurementAreas that LendThemselves toOutsourcing

4. Results Achieved ThroughProcurement Outsourcing

5. Implementation:Options and theRoadmap

9. Case Study: GlobalManufacturer

10.Conclusion

1989 - 200920 Years

© Copyright 2009 — All Rights Reserved Technology Partners International, Inc.102209

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INTRODuCTION Compared to the more established practicesin finance, accounting and HR, procurement outsourcing is a relatively new area that hasbeen garnering significant attention because of its ability to have a much larger impact on anorganization.

Thiswhitepaperexplainstrendsinprocurementoutsourcing, areas within the procurement space that lendthemselvestoaglobaldeliverymodeland the key respective benefits. In addition, we discuss how organizations can approach thisarea from an implementation standpoint andshareacompany’sexperienceasoneoftheearlyadopters ofprocurement outsourcing.

TRENDS IN PROCuREMENT OuTSOuRCINGProcurement is one of the least-understoodareas of outsourcing, but awareness is increasing through both growth in the sector and anincreasing body of research and articles. Muchof the misunderstanding is due to these twoprimary factors:

1) Understanding the benefits of outsourcing

2) Appreciatingtheroleofoutsourcingwithintheorganization

In contrast to the better-known forms ofoutsourcing, the benefits of procurement outsourcing are less the result of improvedoperational efficiency and more because of an increase in effectiveness. The other primaryconcern is that procurement is a core businessfunction, and by outsourcing it, companies may be compromising the integrity of theircontracting processes and vendor relationships, therebyreducingprocurementtoalessstrategicrole in theorganization.

While these misunderstandings are graduallybeing dispelled, they remain a factor in some of theemergingtrendsinprocurementoutsourcing.

As a result, buyers often take a strategy of “dipping their toe in the water” rather thancommitting holistically and also often focus ontechnologyenablementratherthanfullbusinessprocess outsourcing (BPO). In this context, to best examine these current market trends, we look at them from three key perspectives: thecustomer, the service provider and the market.

Resource Constraints Force Customers to Examine Procurement Outsourcing

Procurement organizations are increasinglyconstrained by insufficient resources and outdated skill sets. In a time of decliningbudgets, Chief Procurement Officers (CPOs) are often forced to accomplish more with less, forcing prioritization of their efforts. Budgetaryrestrictionsare thusmovingmoreCPOs to lookfor lower-cost service delivery solutions such asoutsourcing.

Also, many CPOs have underestimated the degree of change management required totransform the orientation of their teams froma transactional/negotiation focus to a mindsetof providing knowledge-driven operational andservice-delivery excellence. Today there is anincreasing awareness of how an outsourcedserviceprovidercanprovideafasterpathtowardthe latter.

Lastly, especially in mid-sized companies, CPOs havestruggledtoobtainfundingtorefreshtheirprocurementtechnology.Manyofthemperceivetheadvantagesofimprovedtechnologybundledwithinanoutsourcedofferingasapotentialpathover this hurdle.

Service Providers Innovate and Invest to Seize Opportunities

Service providers have invested significantly in their procurement offerings by enhancingtheir capabilities in a number of areas. Theseareas include an increased sophistication inspend analytics, new procurement knowledge

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process outsourcing (PKPO) offerings in areassuch as contract drafting, risk analytics and value engineering, and the extension of their procurement outsourcing offerings into supplychain management areas such as logisticssupportandinventoryanalysis.Serviceprovidershave additionally continued to recruit seniortalent with category expertise to enhanceand broaden their strategic sourcing offerings.Last, a number of providers have refined their technology approach to offer “platform-based”procurementoutsourcingsolutionsthatcombinethe benefits of service delivery excellence with improvedautomation.

Markets Grow and Adapt to Client Objectives

In terms of the number of service providers inthemarketaswellasthenumberofprocurementsubject matter experts at each provider, capacity in the market has expanded, with continued new entrants and increased competition.The entry of India-heritage providers severalyears ago put pressure on earlier outsourcingmodels, resulting in an increased degree of North American and European-based serviceprovider flexibility and willingness to design a procurement outsourcing solution that will fit theuniquerequirementsofthecustomer.Whilelarge source-to-pay contracts drive the fastestand most comprehensive benefits to clients, many clients are seeking ways to augment thecapabilities of their internal organizations or tomove slowly because of organizational changeorperceived risk issues.

The market has adapted to client objectives byprovidingawidevarietyofoutsourcingsolutionsby spend category, process or subprocess or geography. In many cases, initial smaller contractsaredesignedbyboththecustomerandthe outsourcing provider to expand organically, contingentuponthesuccessfulexecutionoftheinitial scope. To this point, TPI’s research has

shown a decrease in the initial contract valueof procurement outsourcing contracts, but very high rates of contract expansions, extensions and renewals.

In all, we continue to anticipate healthy year-over-yeargrowthintheprocurementoutsourcingmarket. The aforementioned trends are strongindicationsofincreasingmaturitythatwebelievewill continue to bear fruit for both customersand service providers.

PROCuREMENT AREAS THAT LEND THEMSELvES TO OuTSOuRCINGService provider capabilities are continuing tomature as providers today engage with theirclients to add value across the spectrum ofprocurement activities, combining transactional, analytical, project and consultative services:

Transactional Buying and Settlement

Transactional activities were the starting pointfor procurement outsourcing. These includeprocessing purchase requisitions and purchaseorders, managing simple RFQs and invoice matching and payment. Service providersincorporate lean approaches to drive theefficiency and accuracy of these activities.

Measurement and Development

Serviceprovidersbringstronganalyticalmethodstomeasurequalityandanalyzespendingpatternsandcompliance.

Selection and Contracting

Provider offerings here tend to be highlycollaborative with internal procurementorganizations, offering both consultative and project services, such as managing RFPs and many elements of contract negotiations.In the vast majority of instances, the client retains all decision and final contract execution responsibilities in theprocess.

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Sourcing Strategy Development

Service providers bring their insights, analysis and recommendations toprocurement to assistin developing corporate supply and sourcingstrategies, savings targets, savings analysis and other special programs.

RESuLTS ACHIEvED THROuGH PROCuREMENT OuTSOuRCING TPI and Aberdeen research indicates that onaverage, procurement outsourcing can deliver improvements in spend under management(18 percent), contract compliance (31 percent) andsavings fromsourcing(28percent)thatareabove and beyond the levels typically achievedby internal procurement organizations.

The balance of this section describes the benefits ofprocurementoutsourcing.

Economic Improvement

Savings from sourcing can be improved andaccelerated through category insights andimproved visibility and compliance. Manyprocurementoutsourcersparticipateincommoncategory markets on an ongoing basis ratherthan the episodic involvement of many internalorganizations.Thisprovidesreal-timeinsightintomarket price points and the opportunity forcontinuous refinements of sourcing tools and processes specific to each market.

Outsourcing often provides a reductionin operational costs of 15-20 percent ormore through process standardization andimprovement, staff right-sizing and realization of economies of scale. Outsourcers live or die bytheir ability togenerateongoing improvementsto processes and workflows, are able to leverage their resources across multiple clients and canbring the benefits of labor arbitrage to many procurement activities.

Service Improvement

Internal procurement organizations are oftenhampered by lingering perceptions of abureaucratic mindset and a compliance focus.While many procurement departments areanecdotally recognized for providing “good”service, internal clients still believe that many procurementactivities take longerthanneededand often focus on “staying in the process”over achieving business outcomes. In contrast, a good outsourcing contract will include analigned set of service levels and an effectivestructure for measuring and reporting theseservice level agreements (SLAs) consistently.SLAs can measure cycle times, satisfaction and realization of benefits more consistently than is usually achieved internally. Because year-over-year improvements are contractually specified and aligned to service provider compensation, the SLAs receive the attention that they needandconsequentlyprovideamorereliablesourceof data for the procurement organization todemonstrate its value and performance to thebroader company.

Capability Improvement

As discussed previously, procurement outsourcers are often able to provide expanded supplymarket knowledge in many categories alreadymentioned and beyond what companies canafford to maintain internally, thus resulting in more effective sourcing. Some providers willbundle eProcurement tools, such as spend analysis, eRFX, reverse auctions, supplier enablement, eProcurement and eInvoicing.

Budget-constrained procurement organizationsoften cannot afford to maintain valuable butexpensive capabilities in certain areas (marketresearch, risk measurement, analytics, etc.) or even effect the timely adoption of contracttemplates to different flavors of procurement requirements.Serviceproviderscandelivertheseskills at a lower price point with the additional

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benefit of offering measurable service levels. This enables the procurement organization todeliver more value-added services for the samecost, while the retained organization can focus moreof its talentonearlierandmoreeffectiveengagement with key internal customers todefine and execute sourcing and supplier management strategies.

Adaptability

Procurementisoftenoneofthelastorganizationsto obtain funding for improvement andgrowthand often faces significant staff reduction pressures, including being asked to “do more with less.” Service providers can leverage theirresources across multiple clients and can bemore adaptable in staffing for peaks and valleys inbusiness activity with a client company.

Business Risk Reduction

Because service providers are compensated ontheir ability to measure and report, they have greatly refined capabilities and typically provide improved transactional/spend visibility andcompliance, which enables earlier detection and interventionof complianceand risk issues.

Service providers must meet Sarbanes-Oxleystandards and tend to be proficient in process documentation.Itisstandardforregularinternaland customer audits to be provided for underthe terms of the outsourcing agreement.Additionally, service providers often offer mature technology hosting, support and disaster recovery solutions.

Regulatory and Corporate Social Responsibility

Outsourcing can provide lower cost solutionsforregulatoryandcorporatesocialresponsibilityrequirements.

IMPLEMENTATION: OPTIONS AND THE ROADMAPImplementing a procurement outsourcingprogramconsistsofevaluatingapproachoptionsand vendor selection and contracting beforethe actual rollout. While each step has its ownvalue to the overall process, successful program implementations are differentiated by theirapproachand theprogram rollout itself.

Here we evaluate how Infosys has arrived at approach options in complex procurementoutsourcing programs, has helped companies choose the one that best fits their current challenges and change management, and puts theminthebestpositiontomeettheirbusinessneeds several years into the future.

There are two broad options to approachingimplementingprocurementoutsourcing:

1. Consult, fix and outsource

or

2. Consult, outsource and fix

Apartfromthesequenceinwhichweapproachthese options, choosing an option depends on several factors that we will examine. But first let’s define the key phases involved:

Consult:Theconsultphase isaconstantacrossboth options and is an important precursorto the outsourcing journey. During this phase, you create a detailed inventory of your“as-is” procurement ecosystem, including people, processes, systems and special in-flight projects. Creating this inventory will help develop theblueprint of a future ecosystem, consisting of integrated retained and outsourced processes, people and governance for outsourcing servicedelivery, and a business case that could be reviewed for the returns being generatedthrough the procurement outsourcing programimplementation.

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Fix: This is essentially akin to a mini-transformation phase where process optimization is accomplished, productivity adjustments are made, and tools for enhancing effectiveness and efficiency are brought in asmaybeneeded andblueprinted in the consult phase.

Shift/Outsource: During this phase, the outsourcer assumes responsibility for performing outsourced activities and is governed by service SLAs to work toward identified key performance indicators (KPIs).

Factors To Be Considered In Choosing the

Right Approach

Factor Description

Consult, Fix and Shift Consult, Shift and Fix

As-Is Situation As-is stateofprocurementsystems;peopleandprocessesin the capabilitymaturity lifecycle.

Awidegapbetweencurrentandbest-in-class staterequires significant up-front changemanagementandpolicy intervention. In suchinstances, it is preferable foroutsourcing to followtransformation initiation or atthe minimum finalization of roadmap.

In caseno large-scalesystemsandprocesschange is involved, it is optimal to shift (outsource)andcontinue processtransformationusing serviceprovider also as a changeagent and implementationvehicle.

Speed to Benefit Time takenfor businessbenefits to start accruingandrealize value

Driving transformationinternally is oftenmorecomplex, time consuming andcostly. This reduces theROI realized overprojecttimeframe.

Outsourcing followedbytransformationhas theadvantageof realizingsignificant cost advantages muchearlier in theprocess.Leveraging service providers’proven capabilities andexperience gives the changeprocess abetter chance ofresulting in amuchmoreattractiveROIover theproject timeframe.

ImplementationRisk

Risk associatedwithprojectimplementationoften requiresspecialized skillset anddomainexpertise

Changemanagementinvolving procurement ismore complex thanotherfunctionsdue to requirementof specialized skill sets, market knowledgeanddomainexpertise.Doing it allin-house presentshigher risktoproject implementation.

Choosinga service providertobring in expert resourcesequipped with specializedskill set anddomainexpertiseenables faster andaccurateimplementationofbest-in-class tools andprocesses andthus significantly lowers the implementation risk.

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Whilethechartabovemayhelpidentifythebestapproach to a particular implementation, a few keyfactorsshouldbeconsideredfortheprogramrollout per the agreed approach and blueprint.At the top of the list — irrespective of theoption chosen, and like any other outsourcing initiative—topmanagementsupportisacriticalfactor. Also, identifying internal champions within process areas is critical to success.

Additionally, here are some key prerequisites for maximizing success of your procurementoutsourcingprogram:

1. Managing risks due to reduced control over the process:Oneofthekeychallengesin procurement outsourcing is handingover control of the company’s spend andcrucial supplier relationships. To minimizeimplementation risk, it is important to implement service delivery controls thatdemonstrate ability and commitment tobuilding measurable, enforceable SLAs with penalties for nonperformance.

2. Managing continuity of service delivery:Service delivery should be managed by ajoint (client and service provider) processteam to manage compliance to theoutsourcing contract. Make this a stronggovernance teambyempowering them totakethenecessaryactions.Itisimportanttosecure the service provider’s commitmenttobeinggoverned.

3. Managing personnel and process transition issues: Before a procurementoutsourcing contract is agreed to andsigned, a detailed transition plan should be createdthatoutlinesthekeymilestonesofthe transition as well as how it addressesthe issues surrounding people and servicedelivery.

4. Managing technology integration issues:Ensuring the service provider brings thetechnical competence to implement the

technology solution as well as maintainthe technologyenvironmentenables fastertime to value. The one-size-fits-all platform and solution is an unrealistic expectation.The key to success is a modular approachthat links procurement technologies andfunctionalities to keyprocesses.

5. Managing expectations and consensus:Assembling a cross-functional reviewteam that includes representation fromthe following functions helps build thenecessary consensus for the procurementoutsourcing program implementation:

a. Human Resources (HR): HR should be brought on board early in the game tohelp walk through the sensitive issuessurrounding employee transfer to theservice provider (if any), freeing up existing resources and helping supervisechangemanagement.

b. Information Technology (IT): An earlyonboarding of the IT department helpsassist with internal assessments of thetechnology/applications extendibility, IT risk management and subsequentreviews of the service provider’sproposalfortechnologyconnectivityandcommunications solution options.

c. Legal: A transaction of this magnituderequiresreviewindetailbylegalcounselfromboththeperspectiveoftheclient’sown legal liability as well as from theviewpoint of the client’s supply base.

d. Finance: Assistance from finance departmentswillbeneedednotjustpre-implementation to provide guidance asto the pricing model suggested by theservice provider, but also to ensure that theclientappropriatelyaccountsforandmeasuresthereturnoninvestmentoftheprocurementoutsourcing initiative.

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6. Joint governance and service innovation board:Ajointgovernanceandprocurementinnovationboardshouldbeestablishedandcomprisedofexecutives fromboththeclientandtheserviceprovider in order to provide the top-level attention necessary to ensure a successful workingrelationshipandsustainedvaluecreation.Participatingclientexecutivesmayvarydependingonthe industry involved but typically include the CFO, CPO and COO. The governance board should provide the right escalation path to bring service delivery and compliance issues to the jointgovernanceboard for resolutionpursuant topreviouslyagreedprotocol.Escalationproceduresarecritical forensuring that issuesare resolvedquicklyand to the satisfactionofbothparties.It is a good idea to include timeframes in the escalation so that issues do not languish andcauseharmtotherelationship.The jointgovernanceandservice innovationboardshouldalsoprovide for driving sustained value creation initiatives through the procurement outsourcingprogram.

7. Measuring success: Metrics are a part of SLAs that will detail expectations and roles of bothparties. While some companies may be interested in spend management effectiveness-relatedKPIs, others may be concerned with the cost of procurement. While traditionally the focus in any outsourcingengagementhasbeenonSLAslinkedtotransactionalmetricsconcerningturnaroundtime, accuracy and quality, the value in procurement outsourcing engagements is derived out of metrics related to spend reduction, category management, compliance and suppliers and/or spend under management. The fast-maturing industry is also increasingly adopting gainsharearrangementsforSLAsachievedbeyondestablishedthresholdsthatrelatetometricsasdescribedabove.

Client - Service Provider Joint Procurement Innovation Board

Objective

Tasks

Incentives

Drive Continuous Improvement & Cost Reduction Program

Review Transformation Project ProposalsVerify Cost - Benefit and Expected ROISponsor Project ImplementationReview Engagement Sustainability & Improvement IdeasApprove Reward / Recognition Proposals

Benchmark, Transform and Implement Improvement Projects

Enable cross-engagement best practices review and discussions forumsIdentify transformation projects, prepare implementation plan and provide sounding board for prioritization Present proposals for engagement sustainability enhancement, people recognition and reward

Measured Against Realized Cost Improvement

Measured Against Ideas Generated, Qualified, Implemented and Performance Recognized and Rewarded

Continuous Process Improvement Culture

Service Provider S&P PracticeS&P Practice HeadOnsite dedicated Procurement Program ManagerDedicated Transformation Analyst

Client Procurement LeadershipProcurement LeadershipProcurement Outsourcing PMOSupply Chain Excellence

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While procurement outsourcing has its share of complexity, the promise of value realization and multi-fold return on investment is too hard to ignore. With a well planned strategy, selecting the right service provider with a risk-averse implementation plan, procurement outsourcing can be a source of significant competitive advantage as experienced by some of the leading global companies.

CASE STuDy: GLOBAL MANuFACTuREROne of the world’s largest manufacturers, located in the Midwestern United States, wanted to increase the focus of its procurement organization on strategic initiatives, new product development and enhanced levelsof collaborationwithprocurement’s internal customers.

To support this initiative, the company’s procurement group wanted a partner that could support manyof its transactionalprocurement functions thatutilizedthecompany’s legacyERPplatform. InMarch 2008, the company engaged TPI to assist it in understanding the procurement outsourcing marketby conductingan outsourcing source selectionprocess. The initiative was conductedunderthe company’s Six Sigma protocols with a strong “voice of the customer” component throughout.The company assessed the overall market capabilities and then selected five service providers to participate in the RFP process. The sourcing process was designed to be highly collaborative and enable candid executive interaction with the service providers early in the process to better aligncompany requirements withmarket capabilities.

At the end of the process, the company selected Infosys BPO, and several additional processes have been subsequently added to the contract asdepictedbelow.

DirectTransaction

Optimization(TO) 6-Sigma

StrategicSourcing (6SSS)project initiatedwith TPI as the

advisor

Infosys BPO chosenafter

a RFP process supported bythoroughduediligence thatincluded site

visits

Outsourcedoperations for

direct TO-wentlive forNAwith

~50 FTEs in Pune, India

Infosys BPOchosen to

manageIndirectPurchasing SSC

DirectPurchasingoperationsspread to

provide siteand segment

advancedpurchasing

support

March2008 September 2008 December 2008 January2009 March2009

The Company’s Procurement Outsourcing Journey

ThecompanyapproachedtheprojectwithdedicatedresourcesanddeployedaSixSigmablackbeltearlyin theproject. Seniormanagementwithin thepurchasingorganizationensured that internal stakeholderswere made aware of the strategic intent of the project to meet best-in-class procurement benchmarksthrough open, proactive and frequent communication. Both organizations understood the need for a

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measured approach, with initial success in the identified scope in direct purchasing being a key requirement for expanding the outsourcingfootprint. A collaborative and flexible mindset on both sides helped manage any issues thatcropped up in the implementation process.The company was challenged by the lack ofstandardized processes, multiple purchasing systems in use and a dependence on legacysystems.

Infosysleverageditstoolsandprocessexpertisetohelpthecompanyovercomethesechallengesandfocusonitscorebusinessbyleveragingthestrong leadership support, a cultural alignment that helped build mutual confidence, and a transparentbusinessrelationshipthathashelpedmanage change smoothly and provided thebenefits of standardized work and cost savings.

CONCLuSIONService providers continue to develop theircapabilities in procurement outsourcing. Asmore buyers gain familiarity with this uniqueform of outsourcing, we expect to see continued robustgrowth in this sector.

LOOKING FOR A STRATEGIC PARTNER?TPI’sCPOServicesexpertscanhelpyouachieveyour organizational goals through objectiveadvice, knowledge of your industry, and experience with arrangements from simple tocomplex.

Looking for a strategic partner? Contact Bill Huber, Director, CPO Services, TPI, at +1 540 318 0124 or [email protected]. For more information, visit www.tpi.net.

mailto:[email protected]

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ABOuT THE AuTHORS: Bill Huber is Director of CPO Services for TPI. He joined the firm in 2006 following a successful career as a sourcing leader spanning four Global 500 companies with responsibility for all areasof outsourcing and procured services. Since joining TPI, Bill has led strategy and implementation initiatives in the automotive, building products, financial services and life sciences industries, resulting inboth internal andoutsourced solutions.

Bill worked in several senior management positions in the financial services industry before joining TPI. He was Senior Vice President of Outsourcing Strategy and Governance, SVP/Chief Procurement Officer and Head of Strategic Sourcing, and VP/Head of IT Sourcing at Wachovia. As Senior Vice President Outsourcing Strategy and Governance, Bill completed the enterprise service delivery transformation strategy for Wachovia Corporation. The transformation included an enterprise offshore strategy, multiprocess human resources outsourcing, and the establishment of a large virtual captive offshore solution forbusiness and knowledgeprocesses.

As Chief Procurement Officer & Head of Strategic Sourcing, he was responsible for procurement transformation and attained more than US$300 million in annualized savings, led merger integration and rationalization activities, implemented a leading sourcing management system and outsourced facilities management for office towers.

BillholdsaBachelorofArtsdegreeinGovernmentfromDartmouthCollegeandaMasterofBusinessAdministration degree in International Business from the University of Bridgeport. He completed additional post-graduate work in Accounting at Western Connecticut State University. Bill wastwo-term Chairman of the Board for the International Association for Contract and CommercialManagementandcurrently serveson theAdvisory Board for the Sourcing Interests Group.

Rajiv Gupta is head of solution design for Infosys BPO’s sourcing and procurement practice. He has more than 15 years of work experience in the procurement space and has worked with globalcorporations to maximize value by helping them build their outsourcing roadmap, choose processes to outsource, implement governance models and manage and drive the performance of their outsourcing relationships.

Madhusudan (Maddee) Hegde leads client services for customers in the discrete manufacturingportfolio in Infosys BPO. He works with global corporations to maximize value by helping them build their outsourcing roadmap, choose processes to outsource, implement governance models and manage and drive the performance of their outsourcing relationships. Maddee has more than 13years of work experience. Prior to Infosys, Maddee was head of automotive sales for North America fora leading IT solutionsprovider.Maddeeholdsabachelor’sdegree inengineeringandamaster’sdegree inmanagement.

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AMERICASBill HuberDirector, CPO [email protected]

ASIA PACIFIC Arno FranzPartner & Regional President, Asia [email protected]

EMEADeniseColganMarketing Director, [email protected]

ABOuT TPI TPI, a unit of Information Services Group, Inc. (ISG) (NASDAQ:III, IIIIU, IIIIW), is the founder and innovator of the sourc-ing advisory industry, and the largest sourcing data and advisory firm in the world. We are expert at a broad range of businesssupportfunctionsandrelatedresearchmethodologies.Utilizingdeepfunctionaldomainexpertiseandex-tensive practical experience, TPI’s accomplished industry experts collaborate with organizations to help them advance their business operations through the best combination of business process improvement, shared services, outsourc-ing and offshoring. In addition, TPI Momentum, a business unit of TPI, provides information and insights to outsourc-ing and offshoring service providers to help them provide enhanced services to their sourcing clients. For additional information, visit www.tpi.net.

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