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8/10/2019 State of Outsourcing 2013 Exec Findings Hfs
1/76
.
for Global Business & IT Services
The Knowledge Community
April 2013
The information contained herein is of a general nature and is not intended to address the circumstances of any particular individual or entity.
Phil FershtFounder and CEO
HfS Research
Jamie SnowdonVice President, Market Forecasting and Data Products
HfS Research
8/10/2019 State of Outsourcing 2013 Exec Findings Hfs
2/76
.
8/10/2019 State of Outsourcing 2013 Exec Findings Hfs
3/76
.
8/10/2019 State of Outsourcing 2013 Exec Findings Hfs
4/76
.
for Global Business & IT Services
The Knowledge Community
Conducted with the support of KPMGs Shared Services and Outsourcing Advisory Practice
The information contained herein is of a general nature and is not intended to address the circumstances of any particular individual or entity.
8/10/2019 State of Outsourcing 2013 Exec Findings Hfs
5/76
.
Q. Based on your recent experiences, will your clients seek to increase / reduce their reliance on thefollowing operating models for their general and administrative functions, over the next 2 years?
4%
9%
21%
30%
14%
47%
64%
50%
36%
32%
11%
17%
37%
12%
4%
2%
9%In-house delivery, no Shared Services
In-house Shared Services (LimitedOutsourcing)
Outsourcing with service providers(Limited Shared Services)
Hybrid Outsourcing & Shared Services(Global Business Services)
Increase significantly Increase moderately No change expected Reduce moderately Reduce significantly
Source: HfS Research 2013 2013 State of Outsourcing Study, n = 495 Service Provider Executives
Conducted with the support of KPMG Shared Services & Outsourcing Adv isory
8/10/2019 State of Outsourcing 2013 Exec Findings Hfs
6/76
.
Q. How important are the following business DRIVERS behind your company's IT outsourcingand BPO decision making in today's business environment?
17%
20%
21%
22%
24%
29%
33%
34%
35%
37%
43%
43%
45%
41%
40%
46%
39%
36%
34%
39%
45%
44%
29%
27%
27%
32%
28%
27%
16%
21%
22%
12%
10%
11%
9%
11%
6%
3%
5%
15%
11%
5%
6%
3%
Force change into our business operations
Proven / mature offerings from serviceproviders
Improve analytical capabilities
Gain access to new technology
Gain access to talent
Transform / re-engineer processes
More effective operations at a global level
Meet compliance / regulatory requirements
Standardize processes
Greater flexibility to scale operations
Reduce Operating Costs
Mission critical Important, but not critical Somewhat Important Not Important at all
Transform / re-engineer processes
More effective operations at a global level
Meet compliance / regulatory requirements
Standardize processes
Greater flexibility to scale operations
educe perating osts
Force change into our business operations
Proven mature o erings rom serviceproviders
Improve analytical capabilities
Gain access to new technology
Gain access to talent
O
perational
Strategic
Source: HfS Research 2013,n = 399 Buy-side Enterprises
2013 State of Outsourcing StudyConducted with the suppor t of KPMG Shared Services & Outsourcing Adv isory
8/10/2019 State of Outsourcing 2013 Exec Findings Hfs
7/76
.
Q. How important are the following business DRIVERS behind your company's IT outsourcingand BPO decision making in today's business environment? (Mission-critical only)
27%
16%
19%
26%
27%
29%
33%
28%
33%
41%
32%
18%
20%
22%
22%
23%
28%
34%
38%
38%
42%
54%
0% 20% 40% 60%
Proven / mature offerings from serviceproviders
Force change into our businessoperations
Improve analytical capabilities
Gain access to new technology
Gain access to talent
Transform / re-engineer processes
Meet compliance / regulatoryrequirements
Standardize processes
More effective operations at a global level
Greater flexibility to scale operations
Reduce Operating Costs
High-end Enterprises
($5bn+)
Mid-Market Enterprises($1bn-$5bn)
32%54%
7%18%
Source: HfS Research 2013,n = 399 Buy-side Enterprises
2013 State of Outsourcing StudyConducted with the suppor t of KPMG Shared Services & Outsourcing Adv isory
8/10/2019 State of Outsourcing 2013 Exec Findings Hfs
8/76
.
Q. Are you likely to increase or decrease your outsourcing activity across the followingbusiness operations areas in the next 12 months?
5%
3%
4%
6%
8%
4%
9%
10%
10%
10%
8%
9%
11%
13%
15%
15%
16%
17%
17%
19%
21%
29%
32%
39%
31%
31%
36%
26%
26%
30%
30%
47%
34%
40%
25%
37%
4%
3%
2%
1%
2%
4%
5%
3%
5%
6%
5%
6%
50%
50%
43%
52%
48%
45%
39%
21%
30%
15%
29%
9%
Marketing Operations Outsourcing
Customer Relationship Management
Legal Process Outsourcing
Knowledge Process Outsourcing
Analytics
Industry Specific Processes
Procurement & Sourcing Outsourcing
Document & Print Operations Outsourcing
Human Resources Outsourcing
IT Infrastructure Outsourcing
Finance & Accounting Outsourcing
Application Development & Maintenance
Will start outsourcing for the 1st time Increase scope Stay the same Decrease scope No plans
8%
9%
32%
39%
25%
37%
5%
6%
29%
9%
Finance Accounting utsourcing
pp ication Development Maintenance
Source: HfS Research 2013,n = 399 Buy-side Enterprises
2013 State of Outsourcing StudyConducted with the suppor t of KPMG Shared Services & Outsourcing Adv isory
8/10/2019 State of Outsourcing 2013 Exec Findings Hfs
9/76
.
Q. How effective have your current BPO / IT outsourcing initiatives been for achieving the following
business benefits to date?
9%
13%
18%
15%
17%
20%
23%
29%
29%
35%
53%
56%
55%
63%
61%
61%
63%
56%
53%
52%
38%
31%
27%
21%
22%
19%
15%
16%
18%
12%
Providing innovation
Gaining access to analyticalcapabilities
Gaining access to new technology
Transforming processes
Forcing change into our businessoperations
Gaining access to capable talent
Meeting regulatory requirements
Standardizing processes
Supporting more effective ops at aglobal level
Reducing operating Costs
Very Effective Somewhat Effective Not Effective
9%
13%
18%
53%
56%
55%
38%
31%
27%
Providing innovation
Gaining access to analyticalcapabilities
Gaining access to new technology
Good
Performance
Averag
e
Performance
Poor
Performan
ce
Source: HfS Research 2013,n = 399 Buy-side Enterprises
2013 State of Outsourcing Study Conducted with KPMG
Conducted with the suppor t of KPMG Shared Services & Outsourcing Adv isory
8/10/2019 State of Outsourcing 2013 Exec Findings Hfs
10/76
.
Q. How effective have your current BPO/ IT outsourcing initiatives been for achieving thefollowing business benefits to date? (very effective responses only)
7%
11%
16%
18%
17%
21%
19%
27%
31%
41%
7%
12%
14%
17%
17%
20%
21%
29%
32%
44%
Providing new and creative methods ofachieving business value (innovation)
Gaining access to analytical capabilities
Gaining access to new technology
Gaining access to capable talent
Transforming / re-engineering processes
Meeting compliance / regulatoryrequirements
Forcing change into our businessoperations
Standardizing processes
Supporting more effective operations at aglobal level
Reducing operating Costs
High-end Enterprises($5bn+)
Mid-Market Enterprises($1bn-$5bn)
Source: HfS Research 2013,n = 399 Buy-side Enterpr ises
2013 State of Outsourcing StudyConducted with the suppor t of KPMG Shared Services & Outsourcing Adv isory
8/10/2019 State of Outsourcing 2013 Exec Findings Hfs
11/76
.
Q. How effective have your current IT outsourcing initiatives been for achieving the followingbusiness benefits to date?
7%
9%
13%
14%
19%
20%
20%
22%
29%
31%
55%
57%
62%
63%
61%
55%
67%
58%
52%
55%
39%
34%
26%
23%
19%
25%
13%
19%
19%
15%
Providing new and creative methods ofachieving business value (innovation)
Gaining access to analytical capabilities
Transforming / re-engineering processes
Forcing change into our businessoperations
Gaining access to capable talent
Gaining access to new technology
Meeting compliance / regulatory
requirements
Standardizing processes
Supporting more effective operations at aglobal level
Reducing operating Costs
Very Effective Somewhat Effective Not Effective
7%
%
13%
Source: HfS Research 2013,n = 399 Buy-side Enterprises
2013 State of Outsourcing StudyConducted with the suppor t of KPMG Shared Services & Outsourcing Adv isory
8/10/2019 State of Outsourcing 2013 Exec Findings Hfs
12/76
.
Q. How effective have your current IT outsourcing initiatives been for achieving the followingbusiness benefits to date? (very effective responses only)
4%
7%
17%
23%
11%
17%
17%
17%
33%
31%
3%
6%
7%
15%
15%
15%
16%
22%
29%
40%
Supporting more effective operations at aglobal level
Meeting compliance / regulatoryrequirements
Providing new and creative methods ofachieving business value (innovation)
Transforming / re-engineering processes
Standardizing processes
Gaining access to new technology
Gaining access to capable talent
Gaining access to analytical capabilities
Reducing operating Costs
Forcing change into our businessoperations
High-end Enterprises($5bn+)
Mid-Market Enterprises($1bn-$5bn)
17%
23%
7%
15%
Source: HfS Research 2013,n = 399 Buy-side Enterprises
2013 State of Outsourcing StudyConducted with the suppor t of KPMG Shared Services & Outsourcing Adv isory
8/10/2019 State of Outsourcing 2013 Exec Findings Hfs
13/76
.
Q. How effective have your current BPO initiatives been for achieving the following businessbenefits to date?
12%
16%
17%
18%
20%
21%
25%
29%
35%
40%
51%
55%
55%
65%
58%
61%
59%
53%
54%
50%
38%
29%
28%
17%
21%
18%
16%
18%
12%
10%
Providing new and creative methods ofachieving business value (innovation)
Gaining access to new technology
Gaining access to analytical capabilities
Transforming / re-engineeringprocesses
Forcing change into our businessoperations
Gaining access to capable talent
Meeting compliance / regulatory
requirements
Supporting more effective operations ata global level
Standardizing processes
Reducing operating Costs
Very Effective Somewhat Effective Not Effective
29%
35%
0%
upporting more e ective operations ata global level
tandardizing processes
educing operating osts
Source: HfS Research 2013,n = 399 Buy-side Enterprises
2013 State of Outsourcing StudyConducted with the suppor t of KPMG Shared Services & Outsourcing Adv isory
8/10/2019 State of Outsourcing 2013 Exec Findings Hfs
14/76
.
0%
10%
20%
30%
40%
EnterpriseBuy
ersExperiencing
VeryEffectiv
ePerformance
Tactical Measures
Strategic Measures
Q. How effective have your current outsourcing initiatives been for achieving the followingbusiness benefits to date? (Very Effective responses only)
Source: HfS Research 2013,n = 399 Buy-side Enterprises
2013 State of Outsourcing Study Conducted with KPMG
8/10/2019 State of Outsourcing 2013 Exec Findings Hfs
15/76
.
Q. How effective have your current BPO initiatives been for achieving the following businessbenefits to date? (very effective responses only)
11%
21%
14%
22%
24%
21%
15%
24%
33%
43%
11%
12%
17%
19%
24%
26%
27%
35%
36%
48%
Supporting more effective operations at aglobal level
Gaining access to capable talent
Meeting compliance / regulatory
requirements
Gaining access to new technology
Transforming / re-engineering processes
Standardizing processes
Providing new and creative methods ofachieving business value (innovation)
Reducing operating Costs
Gaining access to analytical capabilities
Forcing change into our businessoperations
High-end Enterprises($5bn+)
Mid-Market Enterprises($1bn-$5bn)
27%
35%
Providing new and creative methods ofachieving business value (innovation)
educing operating Costs
Source: HfS Research 2013,n = 399 Buy-side Enterprises
2013 State of Outsourcing Study
Conducted with the suppor t of KPMG Shared Services & Outsourcing Adv isory
8/10/2019 State of Outsourcing 2013 Exec Findings Hfs
16/76
.
Q. How important are the following business DRIVERS behind your company's IT outsourcingand BPO decision making in today's business environment? (Mission-critical only)
47%
32%30% 31%
26%
15%
21%
13%
7%
11% 11%
41%
37%
32%35% 36%
32%
23% 24%26%
24%
17%
29%
46%
54%
18%
38% 38%
15%
8%
15%
8%
25%
Reduce
OperatingCosts
Greater
flexibility toscale
operations
Standardize
processes
Meet
compliance /regulatory
requirements
More effective
operations ata global level
Transform /
re-engineerprocesses
Gain access
to talent
Gain access
to newtechnology
Improve
analyticalcapabilities
Proven /
matureofferings from
serviceproviders
Force change
into ourbusiness
operations
Europe North America Asia Pacific
24%26
24%
30%32
4
15
2
38%
Source: HfS Research 2013 2013 State of Outsourc ing Study, n = 399 Buy-side Enterprises
Conducted with the support of KPMG Shared Services & Outsourcing Adviso ry
8/10/2019 State of Outsourcing 2013 Exec Findings Hfs
17/76
.
79%
78%
76%
73%69%
73%
71%
60%
55%
52%
56%
44%
46%
42%
45%
42%
40%
38%
14%
13%
14%
15%19%
13%
16%
19%
23%
22%
19%
25%
21%
17%
18%
20%
23%
18%
2%
3%
5%
3%3%
4%
2%
6%
5%
7%
6%
8%
4%
10%
6%
6%
4%
6%
5%
5%
5%
9%10%
10%
11%
15%
17%
19%
19%
23%
30%
31%
32%
33%
33%
38%
Strategic Sourcing: Direct Procurement
Financial Planning & Analysis
Logistics/Supply Chain Management
Workforce data management / analyticsManagement Reporting
Strategic Sourcing: Indirect Procurement
Recruitment / Staffing
Employee contact center
General Accounting / GL
Accounts Receivable
Purchase-to-pay/Transactional Purchasing
Accounts Payable
Benefits Administration
Application Development
IT Infrastructure Management
Ongoing ERP Maintenance
Payroll
IT Help Desk
Inhouse Shared Services Offshore captive Outsourced
Q. Which delivery model do you predominantly use for managing the following processes?
Source: HfS Research 2013 2013 State of Outsourc ing Study, n = 399 Buy-side Enterprises
Conducted with the support of KPMG Shared Services & Outsourcing Advisory
8/10/2019 State of Outsourcing 2013 Exec Findings Hfs
18/76
.
for Global Business & IT Services
The Knowledge Community
Conducted with the support of KPMGs Shared Services and Outsourcing Advisory Practice
The information contained herein is of a general nature and is not intended to address the circumstances of any particular individual or entity.
8/10/2019 State of Outsourcing 2013 Exec Findings Hfs
19/76
.
8/10/2019 State of Outsourcing 2013 Exec Findings Hfs
20/76
.
78%
78%
74%
73%66%
65%
62%
59%
54%
56%
53%
45%
39%
45%
40%
37%
37%
36%
17%
15%
16%
15%17%
21%
21%
21%
23%
22%
22%
25%
19%
14%
22%
17%
20%
16%
1%
4%6%
3%
4%
6%
8%
5%
6%
8%
8%
7%
3%
11%
5%
9%
4%
4%
6%
7%12%
12%
13%
14%
14%
17%
18%
21%
33%
34%
35%
35%
39%
39%
Strategic Sourcing: Direct Procurement
Logistics/Supply Chain Management
Strategic Sourcing: Indirect Procurement
Financial Planning & AnalysisWorkforce data management / analytics
Management Reporting
Recruitment / Staffing
Purchase-to-pay/Transactional Purchasing
Employee contact center
General Accounting / GL
Accounts Receivable
Accounts Payable
Ongoing ERP Maintenance
IT Infrastructure Management
Benefits Administration
Application Development
Payroll
IT Help Desk
Inhouse Shared Services Offshore captive Outsourced
Q. Which delivery model do you predominantly use for managing the following processes?
Source: HfS Research 2013 2013 State of Outsourc ing Study, n = 399 Buy-side Enterprises
Conducted with the support of KPMG Shared Services & Outsourcing Advisory
8/10/2019 State of Outsourcing 2013 Exec Findings Hfs
21/76
.
80%
73%
76%
77%73%
65%
70%
74%
61%
60%
61%
58%
50%
50%
47%
46%
46%
39%
11%
16%
12%
15%11%
18%
14%
13%
19%
16%
14%
17%
22%
17%
23%
23%
21%
24%
6%
6%
7%
3%9%
9%
6%
4%
7%
11%
9%
9%
5%
9%
5%
6%
7%
9%
3%
5%
5%7%
8%
9%
10%
13%
14%
16%
16%
23%
24%
25%
26%
26%
28%
Financial Planning & Analysis
Management Reporting
Logistics/Supply Chain Management
Strategic Sourcing: Direct ProcurementStrategic Sourcing: Indirect Procurement
Employee contact center
Workforce data management / analytics
Recruitment / Staffing
General Accounting / GL
Accounts Receivable
Purchase-to-pay/Transactional Purchasing
Accounts Payable
IT Infrastructure Management
Benefits Administration
Ongoing ERP Maintenance
IT Help Desk
Payroll
Application Development
Inhouse Shared Services Offshore captive Outsourced
Q. Which delivery model do you predominantly use for managing the following processes?
Source: HfS Research 2013 2013 State of Outsourc ing Study, n = 399 Buy-side Enterprises
Conducted with the support of KPMG Shared Services & Outsourcing Advisory
8/10/2019 State of Outsourcing 2013 Exec Findings Hfs
22/76
.
81%
84%
75%
66%66%
73%
42%
68%
40%
50%
40%
26%
35%
39%
44%
27%
28%
35%
12%
10%
15%
22%15%
10%
33%
9%
28%
21%
29%
36%
16%
19%
12%
32%
22%
15%
4%
4%
1%
5%
11%
3%
13%
5%
6%
6%
5%
8%
10%15%
15%
18%
18%
21%
27%
28%
29%
36%
38%
39%
39%
44%
44%
Financial Planning & Analysis
Strategic Sourcing: Direct Procurement
Logistics/Supply Chain Management
Management Reporting
Recruitment / Staffing
Workforce data management / analytics
General Accounting / GL
Strategic Sourcing: Indirect Procurement
Accounts Receivable
Employee contact center
Purchase-to-pay/Transactional Purchasing
Accounts Payable
IT Infrastructure Management
Benefits Administration
Application Development
Payroll
IT Help Desk
Ongoing ERP Maintenance
Inhouse Shared Services Offshore captive Outsourced
Q. Which delivery model do you predominantly use for managing the following processes?
Source: HfS Research 2013 2013 State of Outsourc ing Study, n = 399 Buy-side Enterprises
Conducted with the support of KPMG Shared Services & Outsourcing Advisory
8/10/2019 State of Outsourcing 2013 Exec Findings Hfs
23/76
.
86%
79%
78%
80%
66%
73%
62%
72%
49%
55%
47%
50%
30%
47%
33%
40%
40%
32%
11%
12%
10%
10%
21%
13%
18%
14%
28%
21%
29%
24%
33%
11%
29%
23%
19%
19%
4%
6%
4%
4%
6%
1%
7%
6%
5%
10%
11%
6%
6%
7%
5%
6%
8%
9%
10%
14%
14%
16%
18%
18%
22%
26%
30%
32%
34%
35%
42%
Strategic Sourcing: Direct Procurement
Financial Planning & Analysis
Logistics/Supply Chain Management
Strategic Sourcing: Indirect Procurement
Management Reporting
Workforce data management / analytics
Employee contact center
Recruitment / Staffing
General Accounting / GL
Purchase-to-pay/Transactional Purchasing
Accounts Receivable
Benefits Administration
Accounts Payable
Application Development
Payroll
IT Infrastructure Management
Ongoing ERP Maintenance
IT Help Desk
Inhouse Shared Services Offshore captive Outsourced
Q. Which delivery model do you predominantly use for managing the following processes?
Source: HfS Research 2013 2013 State of Outsourc ing Study, n = 399 Buy-side Enterprises
Conducted with the support of KPMG Shared Services & Outsourcing Advisory
8/10/2019 State of Outsourcing 2013 Exec Findings Hfs
24/76
.
81%
77%
75%
72%
78%
73%
73%
59%
59%
53%
52%
41%
52%
44%
41%
39%
38%
27%
11%
15%
11%
18%
11%
16%
16%
21%
18%
23%
24%
28%
19%
20%
24%
21%
18%
22%
1%
1%
7%
7%
7%
9%
9%
9%
9%
13%
20%
21%
21%
27%
27%
31%
33%
37%
41%
48%
Strategic Sourcing: Direct Procurement
Financial Planning & Analysis
Logistics/Supply Chain Management
Management Reporting
Strategic Sourcing: Indirect Procurement
Workforce data management / analytics
Recruitment / Staffing
Purchase-to-pay/Transactional Purchasing
Employee contact center
Accounts Receivable
General Accounting / GL
Accounts Payable
Benefits Administration
Application Development
Payroll
IT Infrastructure Management
Ongoing ERP Maintenance
IT Help Desk
Inhouse Shared Services Offshore captive Outsourced
Q. Which delivery model do you predominantly use for managing the following processes?
Source: HfS Research 2013 2013 State of Outsourc ing Study, n = 399 Buy-side Enterprises
Conducted with the support of KPMG Shared Services & Outsourcing Advisory
8/10/2019 State of Outsourcing 2013 Exec Findings Hfs
25/76
.
87%
81%
77%
76%
78%
68%
68%
64%
62%
55%
50%
54%
49%
59%
45%
48%
43%
40%
7%
15%
12%
12%
20%
18%
19%
14%
14%
23%
13%
19%
9%
20%
13%
15%
2%
8%
3%
9%
7%
7%
7%
7%
7%
7%
8%
9%
13%
14%
21%
23%
24%
24%
25%
25%
31%
31%
35%
42%
Workforce data management / analytics
Recruitment / Staffing
Financial Planning & Analysis
Strategic Sourcing: Direct Procurement
Logistics/Supply Chain Management
Strategic Sourcing: Indirect Procurement
Management Reporting
Purchase-to-pay/Transactional Purchasing
Ongoing ERP Maintenance
Employee contact center
General Accounting / GL
Application Development
Accounts Receivable
IT Infrastructure Management
Accounts Payable
IT Help Desk
Benefits Administration
Payroll
Inhouse Shared Services Offshore captive Outsourced
Q. Which delivery model do you predominantly use for managing the following processes?
Source: HfS Research 2013 2013 State of Outsourc ing Study, n = 399 Buy-side Enterprises
Conducted with the support of KPMG Shared Services & Outsourcing Advisory
8/10/2019 State of Outsourcing 2013 Exec Findings Hfs
26/76
.
86%
78%
76%
72%
73%
64%
68%
52%
61%
47%
52%
40%
51%
39%
35%
33%
33%
30%
10%
16%
13%
18%
14%
21%
17%
23%
13%
23%
21%
24%
17%
14%
24%
23%
19%
20%
2%
6%
2%
11%
5%
6%
8%
12%
14%
14%
22%
23%
24%
24%
29%
31%
36%
38%
41%
44%
47%
Financial Planning & Analysis
Strategic Sourcing: Direct Procurement
Logistics/Supply Chain Management
Strategic Sourcing: Indirect Procurement
Recruitment / Staffing
Management Reporting
Workforce data management / analytics
General Accounting / GL
Employee contact center
Accounts Receivable
Purchase-to-pay/Transactional Purchasing
Accounts Payable
Benefits Administration
Application Development
Payroll
IT Infrastructure Management
Ongoing ERP Maintenance
IT Help Desk
Inhouse Shared Services Offshore captive Outsourced
Q. Which delivery model do you predominantly use for managing the following processes?
Source: HfS Research 2013 2013 State of Outsourc ing Study, n = 399 Buy-side Enterprises
Conducted with the support of KPMG Shared Services & Outsourcing Advisory
8/10/2019 State of Outsourcing 2013 Exec Findings Hfs
27/76
.
89%
79%
88%
77%
85%
86%
85%
80%
67%
66%
78%
62%
51%
60%
48%
52%
51%
39%
7%
17%
7%
17%
9%
7%
8%
9%
22%
21%
10%
23%
28%
22%
27%
19%
20%
9%
1%
2%
2%
1%
1%
2%
1%
3%
3%
4%
3%
4%
5%
2%
2%
3%
3%
13%
2%
3%
3%
5%
5%
5%
5%
8%
8%
9%
9%
12%
16%
17%
23%
26%
26%
39%
Strategic Sourcing: Direct Procurement
Financial Planning & Analysis
Logistics/Supply Chain Management
Workforce data management / analytics
Management Reporting
Strategic Sourcing: Indirect Procurement
Recruitment / Staffing
Employee contact center
General Accounting / GL
Accounts Receivable
Purchase-to-pay/Transactional Purchasing
Accounts Payable
Application Development
Payroll
Benefits Administration
IT Infrastructure Management
Ongoing ERP Maintenance
IT Help Desk
Inhouse Shared Services Offshore captive Outsourced
Q. Which delivery model do you predominantly use for managing the following processes?
Source: HfS Research 2013 2013 State of Outsourc ing Study, n = 399 Buy-side Enterprises
Conducted with the support of KPMG Shared Services & Outsourcing Advisory
8/10/2019 State of Outsourcing 2013 Exec Findings Hfs
28/76
.
71%
63%
74%
74%
55%
68%
70%
70%
52%
48%
47%
39%
33%
46%
40%
42%
44%
41%
26%
32%
19%
17%
34%
21%
19%
18%
32%
33%
35%
35%
40%
18%
32%
24%
19%
20%
10%
8%
9%
10%
10%
13%
15%
16%
23%
25%
26%
27%
31%
34%
36%
Strategic Sourcing: Direct Procurement
Logistics/Supply Chain Management
Strategic Sourcing: Indirect Procurement
Financial Planning & Analysis
Employee contact center
Workforce data management / analytics
Management Reporting
Recruitment / Staffing
General Accounting / GL
Accounts Receivable
Purchase-to-pay/Transactional Purchasing
Accounts Payable
Benefits Administration
Application Development
Payroll
IT Infrastructure Management
IT Help Desk
Ongoing ERP Maintenance
Inhouse Shared Services Offshore captive Outsourced
Q. Which delivery model do you predominantly use for managing the following processes?
Source: HfS Research 2013 2013 State of Outsourc ing Study, n = 399 Buy-side Enterprises
Conducted with the support of KPMG Shared Services & Outsourcing Advisory
8/10/2019 State of Outsourcing 2013 Exec Findings Hfs
29/76
.
78%
65%
80%
73%
73%
70%
56%
52%
60%
49%
50%
48%
44%
40%
44%
53%
39%
39%
16%
20%
13%
18%
17%
16%
20%
25%
15%
17%
21%
18%
14%
26%
17%
17%
23%
20%
4%
10%
4%
8%
5%
7%
12%
6%
8%
15%
12%
2%
7%
6%
5%
5%
8%
8%
11%
16%
17%
18%
21%
24%
26%
27%
27%
28%
28%
31%
35%
Strategic Sourcing: Direct Procurement
Logistics/Supply Chain Management
Financial Planning & Analysis
Management Reporting
Workforce data management / analytics
Recruitment / Staffing
Employee contact center
General Accounting / GL
Strategic Sourcing: Indirect Procurement
Purchase-to-pay/Transactional Purchasing
Accounts Receivable
IT Infrastructure Management
Application Development
Accounts Payable
Ongoing ERP Maintenance
Benefits Administration
Payroll
IT Help Desk
Inhouse Shared Services Offshore captive Outsourced
Q. Which delivery model do you predominantly use for managing the followingprocesses?
Source: HfS Research 2013 2013 State of Outsourc ing Study, n = 399 Buy-side Enterprises
Conducted with the support of KPMG Shared Services & Outsourcing Advisory
8/10/2019 State of Outsourcing 2013 Exec Findings Hfs
30/76
.
82%
89%
81%
87%
77%
79%
56%
73%
55%
59%
40%
51%
36%
48%
31%
47%
28%
28%
7%
16%
14%
22%
16%
25%
18%
20%
17%
15%
17%
15%
8%
2%
10%
1%
1%
9%
18%
8%
18%
8%
22%
9%
10%
12%
14%
16%
16%
23%
26%
27%
31%
35%
45%
51%
Strategic Sourcing: Direct Procurement
Financial Planning & Analysis
Logistics/Supply Chain Management
Workforce data management / analytics
Management Reporting
Strategic Sourcing: Indirect Procurement
General Accounting / GL
Recruitment / Staffing
Employee contact center
Purchase-to-pay/Transactional Purchasing
Accounts Receivable
Payroll
Accounts Payable
Benefits Administration
IT Help Desk
IT Infrastructure Management
Ongoing ERP Maintenance
Application Development
Inhouse Shared Services Offshore captive Outsourced
Q. Which delivery model do you predominantly use for managing the following processes?
Source: HfS Research 2013 2013 State of Outsourc ing Study, n = 399 Buy-side Enterprises
Conducted with the support of KPMG Shared Services & Outsourcing Advisory
8/10/2019 State of Outsourcing 2013 Exec Findings Hfs
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.
79%
72%
74%
65%
67%
73%
65%
63%
42%
45%
43%
49%
47%
35%
40%
38%
30%
27%
13%
19%
17%
16%
21%
13%
21%
19%
30%
27%
31%
16%
18%
31%
19%
17%
22%
21%
4%
2%
2%
8%
2%
4%
2%
6%
6%
4%
2%
8%
6%
4%
6%
8%
6%
6%
4%
6%
6%
10%
10%
10%
13%
13%
22%
24%
24%
27%
29%
29%
34%
38%
42%
46%
Financial Planning & Analysis
Strategic Sourcing: Direct Procurement
Logistics/Supply Chain Management
Employee contact center
Management Reporting
Recruitment / Staffing
Strategic Sourcing: Indirect Procurement
Workforce data management / analytics
Purchase-to-pay/Transactional Purchasing
Accounts Receivable
General Accounting / GL
Application Development
Benefits Administration
Accounts Payable
IT Infrastructure Management
Ongoing ERP Maintenance
Payroll
IT Help Desk
Inhouse Shared Services Offshore captive Outsourced
Q. Which delivery model do you predominantly use for managing the following processes?
Source: HfS Research 2013 2013 State of Outsourc ing Study, n = 399 Buy-side Enterprises
Conducted with the support of KPMG Shared Services & Outsourcing Advisory
8/10/2019 State of Outsourcing 2013 Exec Findings Hfs
32/76
.
67%
78%
73%
71%68%
60%
64%
42%
42%
43%
35%
24%
31%
38%
38%
35%
34%
31%
18%
16%
15%
16%12%
23%
17%
27%
27%
23%
26%
30%
29%
22%
19%
20%
18%
21%
10%
1%
5%
2%7%
3%
2%
10%
8%
10%
12%
13%
5%
5%
6%
7%
9%
6%
5%
5%
8%
11%12%
13%
16%
21%
23%
24%
27%
33%
34%
35%
36%
38%
39%
43%
Logistics/Supply Chain Management
Strategic Sourcing: Direct Procurement
Financial Planning & Analysis
Workforce data management / analytics
Strategic Sourcing: Indirect Procurement
Management Reporting
Recruitment / Staffing
General Accounting / GL
Employee contact center
Purchase-to-pay/Transactional Purchasing
Accounts Receivable
Accounts Payable
Payroll
Benefits Administration
IT Infrastructure Management
Ongoing ERP Maintenance
Application Development
IT Help Desk
Inhouse Shared Services Offshore captive Outsourced
Q. Which delivery model do you predominantly use for managing the following processes?
Source: HfS Research 2013 2013 State of Outsourc ing Study, n = 399 Buy-side Enterprises
Conducted with the support of KPMG Shared Services & Outsourcing Advisory
8/10/2019 State of Outsourcing 2013 Exec Findings Hfs
33/76
.
for Global Business & IT Services
The Knowledge Community
Conducted with the support of KPMGs Shared Services and Outsourcing Advisory Practice
The information contained herein is of a general nature and is not intended to address the circumstances of any particular individual or entity.
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.
Q. How important are the following service provider attributes your organization today?
6%
14%
17%
17%
19%
23%
28%
29%
30%
35%
35%
36%
40%
35%
39%
40%
48%
43%
47%
42%
48%
42%
44%
29%
34%
43%
40%
34%
37%
27%
30%
25%
26%
20%
23%
18%
21%
25%
16%
19%
13%
7%
7%
8%
6%
5%
3%
5%
3%
15%
6%
2%
Brand
Ability to guarantee gainsharing incentives forproductivity / growth improvements
Ability to provide analytical insight
Ability to support business-outcome initiatives, asopposed to solely effort-based pricing
Ability to provide innovation - new sources ofproductivity / growth
Ability to transform / reengineer existing processes
Culture of the provider's delivery organization
Capability of delivery talent to add value beyondstandard operations
Ability to support change management andgovernance needs
Track record to deliver standard operational services
Global delivery scale and flexibility
Knowledge of specific industry processes
Financial stability
Mission critical Important, but not critical Somewhat Important Not Important
Source: HfS Research 2013 2013 State of Outsourc ing Study, n = 399 Buy-side Enterprises
Conducted with the support of KPMG Shared Services & Outsourcing Advisory
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.
Q. How important are the following service provider attributes your organization today?Q. Based on your experience, how important are the following service provider attributes to your clients todayfor IT/BPO services? (Mission Critical responses only)
Source: HfS Research 2013 2013 State of Outsourcing Study, n = 399 Buy-side Enterprises
n = 495 Service Provider Executi ves
6%
14%
17%
17%
19%
23%
28%
29%
30%
35%
35%
36%
40%
11%
19%
24%
22%
30%
34%
21%
45%
32%
50%
35%
45%
33%
0% 20% 40% 60%
Brand
Ability to guarantee gainsharing incentives forproductivity / growth improvements
Ability to provide analytical insight
Ability to support business-outcome initiatives,as opposed to solely effort-based pricing
Ability to provide innovation - new sources ofproductivity / growth
Ability to transform / reengineer existingprocesses
Culture of the provider's delivery organization
Capability of delivery talent to add valuebeyond standard operations
Ability to support change management andgovernance needs
Track record to deliver standard operationalservices
Global delivery scale and flexibility
Knowledge of specific industry processes
Financial stability
What Providersthink Buyers viewas Mission Critical
Buyers view ofMission Critical
8/10/2019 State of Outsourcing 2013 Exec Findings Hfs
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.
for Global Business & IT Services
The Knowledge Community
Conducted with the support of KPMGs Shared Services and Outsourcing Advisory Practice
The information contained herein is of a general nature and is not intended to address the circumstances of any particular individual or entity.
8/10/2019 State of Outsourcing 2013 Exec Findings Hfs
37/76
.
Q. Are you likely to increase or decrease your outsourcing activity across the followingbusiness operations areas in the next 12 months? (Will look to start outsourcing for the first
time only) Top 3 responses by industry
Insurance Manufacturing Banking CPG
Document & Print OperationsOutsourcing 17%
Analytics 15%Document & Print Operations
Outsourcing 10%Application Development &
Maintenance Outsourcing 13%
Analytics 8% Human ResourcesOutsourcing 14%
IT Infrastructure Outsourcing10%
IT Infrastructure Outsourcing13%
Application Development &Maintenance Outsourcing 8%
Knowledge ProcessOutsourcing 8%
Finance & AccountingOutsourcing 7%
Finance & AccountingOutsourcing 11%
Energy & Utilities EntertainmentPharma, Life Sciences &
HealthcarePublic Sector
Document & Print OperationsOutsourcing 25%
IT Infrastructure Outsourcing30%
Procurement & SourcingOutsourcing 20%
Document & Print OperationsOutsourcing 40%
IT Infrastructure Outsourcing18%
Application Development &Maintenance Outsourcing 18%
Finance & AccountingOutsourcing 19%
Customer RelationshipManagement Outsourcing 20%
Marketing OperationsOutsourcing 18%
Analytics 10% Analytics 13%Industry Specific Processes
20%
Source: HfS Research 2013 2013 State of Outsourc ing Study, n = 399 Buy-side Enterprises
RetailSoftware, Hi-Tech and
TelecomsTransportation & Logistics Other industries
IT Infrastructure Outsourcing
25%
Human Resources
Outsourcing 15%
Human Resources
Outsourcing 44%Analytics 24%
Application Development &Maintenance Outsourcing 13%
IT Infrastructure Outsourcing14%
Procurement & SourcingOutsourcing 38%
Finance & AccountingOutsourcing 18%
Document & Print OperationsOutsourcing 11%
Application Development &Maintenance Outsourcing 13%
Finance & AccountingOutsourcing 25%
Knowledge ProcessOutsourcing 18%
Conducted with the support of KPMG Shared Services & Outsourcing Advisory
8/10/2019 State of Outsourcing 2013 Exec Findings Hfs
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.
Q. Are you likely to increase or decrease your outsourcing activity across the following businessoperations areas in the next 12 months? (Will look to start outsourcing for the first time only)
3%
3%
4%
6%
7%
8%
9%
9%
10%
10%
10%
13%
2%
6%
2%
15%
13%
4%
2%
6%
7%
9%
9%
6%
2%
4%
4%
6%
4%
4%
2%
11%
15%
8%
6%
13%
0% 20%
Customer Relationship ManagementOutsourcing
Legal Process Outsourcing
Industry Specific Processes
Document & Print Operations Outsourcing
Finance & Accounting Outsourcing
Knowledge Process Outsourcing
Marketing Operations Outsourcing
Analytics
Human Resources Outsourcing
Application Development & MaintenanceOutsourcing
Procurement & Sourcing Outsourcing
IT Infrastructure Outsourcing
Small Enterprises ($5b >$1b
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.
Q. To help us with our research, how important are the following topics/issues to yourorganization's outsourcing strategy going into 2013? (Mission Critical only)
18% 18% 20% 20%
25%
39%
17% 17%
33%
28%
8%13%
17%
29% 29%
17%
12%
17%
33%
17%15%
31% 31% 31%
58%
10% 9%11%
-20%
0%
20%
40%
60%
Creating a globalbusiness services
framework
Improving our analyticalcapabilities
Accomplishing innovationwith operational
processes
Change management Altering the mindset ofleadership from one of
cost to value-creation
Banking CPG
Insurance Manufacturing
Energy & Utilities Entertainment
Source: HfS Research 2013 2013 State of Outsourc ing Study, n = 399 Buy-side Enterprises
Conducted with the support of KPMG Shared Services & Outsourcing Advisory
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.
Q. To help us with our research, how important are the following topics/issues to yourorganization's outsourcing strategy going into 2013? (Mission Critical only)
30%26%
35%
15% 15%
40% 40%
20%20%
10%
45%
10%
44%
33%
53%50%
44%
22% 22%
33%
22%
44%
17%
35%
24% 24%
35%
-20%
0%
20%
40%
60%
Creating a global businessservices framework
Improving our analyticalcapabilities
Accomplishing innovationwith operational processes
Change management Altering the mindset ofleadership from one of cost
to value-creation
Pharma, Life Sciences & Healthcare Public Sector
Retail Software, Hi-Tech & Telecoms
Transport & Logistics Other Industries
Source: HfS Research 2013 2013 State of Outsourcing Study, n = 495 Service Provider Executives
Conducted with the support of KPMG Shared Services & Outsourc ing Advisory
8/10/2019 State of Outsourcing 2013 Exec Findings Hfs
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.
Q. To help us with our research, how important are the following topics/issues to yourorganization's strategy going into 2013?
8%
9%
19%
19%
20%
22%
23%
28%28%
28%
32%
33%
39%
41%
46%
38%
33%
41%
47%
38%
44%
48%
42%42%
41%
39%
50%
38%
42%
36%
37%
38%
34%
27%
27%
27%
25%
25%25%
25%
27%
15%
18%
14%
17%
17%
20%
7%
7%
15%
7%
4%
5%5%
6%
2%
2%
5%
3%
1%
Making better use of social media to improve client collaboration
Making better use of social media to improve internal collaboration
Accessing price benchmarks
Understanding the opportunities in the middle-market
Helping clients create a global business services framework
Improving our clients' analytical capabilities
Improving our account management talent
Helping clients with change management
Accessing performance benchmarks
Improving our marketing capabilities
Improving the perception of outsourcing within our clients' organization
Helping clients accomplish innovation with operational processes
Getting more visibility in the market
Moving our services up the operational value chain
Altering the mindset of clients' leadership from cost to value-creation
Mission critical Important, but not critical Somewhat Important Not Important at all
Source: HfS Research 2013 2013 State of Outsourcing Study, n = 495 Service Provider Executives
Conducted with the support of KPMG Shared Services & Outsourc ing Advisory
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.
for Global Business & IT Services
The Knowledge Community
Conducted with the support of KPMGs Shared Services and Outsourcing Advisory Practice
The information contained herein is of a general nature and is not intended to address the circumstances of any particular individual or entity.
8/10/2019 State of Outsourcing 2013 Exec Findings Hfs
50/76
.
Q. Are you primarily a buyer (customer), advisor or provider of outsourcing services?
Buyer ofoutsourcing
services /
currentlyevaluating
30%
Outsourcingadvisor /
consultant /analyst
30%
Provider ofoutsourcing
services40%
Source: HfS Research 2013 2013 State of Outsourc ingStudy, n = 1355 Enterprises
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.
Q. Please specify your company's industry?
Source: HfS Research 2013 2013 State of Outsourc ingStudy, n = 1355 Enterprises
Banking21%
Insurance12%
Pharma, LifeSciences &Healthcare
9%CPG9%
Manufacturing9%
Software, Hi-Tech andTelecoms
8%
Energy andUtilities
6%
Retail6%
Entertainment5%
Transportation& Logistics
4%
Public Sector2% Other
9%
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.
Q. Where are you located?
Asia Pacific7%
Europe23%
North America
65%
Other5%
Source: HfS Research 2013 2013 State of Outsourc ingStudy, n = 1355 Enterprises
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.
Q. What are your company's annual revenues?
Less than $500M15%
Between $500Mand $1B
11%
Between $1B and$3B16%
Between $3B and$5B11%
Between $5B and$10B12%
Greater than $10B32%
Non-profit3%
Source: HfS Research 2013 2013 State of OutsourcingStudy, n = 1355 Enterprises
8/10/2019 State of Outsourcing 2013 Exec Findings Hfs
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.
for Global Business & IT Services
The Knowledge Community
Conducted with the support of KPMGs Shared Services and Outsourcing Advisory Practice
The information contained herein is of a general nature and is not intended to address the circumstances of any particular individual or entity.
8/10/2019 State of Outsourcing 2013 Exec Findings Hfs
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.
-
-
-
-
-
-
8/10/2019 State of Outsourcing 2013 Exec Findings Hfs
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.
F&A BPO , $25,
3%
CRM BPO , $52,5%
HR BPO , $42,4%
IndustrySpecific , $185,
20%
IT InfrastructureMgmt, $143,
15%
ADM, $70, 7%
IT Prof Services,$309, 33%
Other ITServices, $126,
13%
2013 Total Market Size:$952 Bill ion
IT Services: $648 bnBPO: $304 bn
Source: HfS Research, 2013
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.
7.8%
4.1%
5.6%
5.0%
3.8%
4.8%
3.1%
3.3%
F&A BPOCRM BPO
HR BPO
Industry Specific BPO
IT Infrastructure Mgmt
ADM
IT Prof Services
Other IT Services
% Growth 2012-13
Source: HfS Research, 2013
ITOMarkets
BPOMarkets
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.
-
250
500
750
1,000
1,250
2012 2013 2014 2015 2016 2017
AnnualExpe
nditure($Bi
llions)
Other IT Services
IT Prof Services
ADMIT Infrastructure Mgmt
Industry Specific
HR BPO
CRM BPO
F&A BPO
Source: HfS Research, 2013
8/10/2019 State of Outsourcing 2013 Exec Findings Hfs
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.
Source: HfS Research, 2013
North
America,$398, 42%
LatinAmerica,$44, 5%
EMEA,$319, 34%
APexJ,
$88, 9%
Japan,$101, 10%
2013 Total Market Size:$952 Bil lion
8/10/2019 State of Outsourcing 2013 Exec Findings Hfs
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.
0
100
200
300
400
2012 2013 2014 2015 2016 2017
AnnualExpend
iture($Billions)
Japan
APexJ
EMEA
Latin America
North America
Source: HfS Research, 2013
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.
0
100
200
300
400
500
600
700
800
900
2012 2013 2014 2015 2016 2017
AnnualExpenditure($Billions) Japan
APexJ
EMEA
Latin America
North America
Source: HfS Research, 2013
8/10/2019 State of Outsourcing 2013 Exec Findings Hfs
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.
-
-
-
-
-
-
-
-
-
-
-
-
8/10/2019 State of Outsourcing 2013 Exec Findings Hfs
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.
2013 Total Market Size:$301 Bill ion
IT Services: $204bnBPO: $97bn
Source: HfS Research, 2013
CRM BPO,$18, 6%
F&A BPO,$10, 3%
HR BPO,$11, 3%
IndustrySpecific, $58,
19%
ADM, $25,8%
ITInfrastructureMgmt, $49,
16%
Other ITServices,$39, 13%
IT ProfServices,$98, 32%
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.
8.1%
3.1%
6.0%
5.3%
3.1%
5.3%
-1.2%
2.0%
F&A BPO
CRM BPO
HR BPO
Industry Specific BPO
IT Infrastructure Mgmt
ADM
IT Prof Services
Other IT Services
% Growth 2012-13
.1%
Source: HfS Research, 2013
ITOMarkets
BPOMarkets
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.
Source: HfS Research, 2013
Benelux,$23, 8%
CentralEurope,
$65, 21%
EasternEurope,$13, 4%
France,$47, 15%
Nordic,$31, 10%
ROE, $6,2%
SouthernEurope,
$39, 13%
UK, $85,27%
8/10/2019 State of Outsourcing 2013 Exec Findings Hfs
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.
-
-
-
-
-
-
-
-
-
8/10/2019 State of Outsourcing 2013 Exec Findings Hfs
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.
2013 Total Market Size:$188 Bill ion
IT Services: $154bnBPO: $34bn
Source: HfS Research, 2013
CRM BPO,
$7, 4%
F&A BPO,$2, 1%
HR BPO, $3,
1%
IndustrySpecific, $23,
12%ADM, $15,
8%
IT
InfrastructureMgmt, $37,
19%
Other ITServices,$32, 17%
IT ProfServices,$71, 38%
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8.7%
5.8%
8.2%
6.0%
4.0%
4.4%
7.3%
3.0%
F&A BPO
CRM BPO
HR BPO
Industry Specific BPO
IT Infrastructure Mgmt
ADM
IT Prof Services
Other IT Services
% Growth 2012-13
Source: HfS Research, 2013
ITOMarkets
BPOMarkets
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Source: HfS Research, 2013
Japan, $90,51%
Australia &
NZ, $31,17%China, $16,
9%
India, $15,8%
Rest of Asia/Pacific, $27,
15%
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for Global Business & IT Services
The Knowledge Community
Conducted with the support of KPMGs Shared Services and Outsourcing Advisory Practice
The information contained herein is of a general nature and is not intended to address the circumstances of any particular individual or entity.
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