Tagged Content: Plus or PRO

Capgemini IBX Business Network: Vendor Snapshot (Part 2) — Strengths, Weaknesses and Summary Recommendations

supplier management Capgemini IBX Business Network is a provider that continues to quietly build momentum with a broad set of procurement capabilities, many of which are not only deeper than its competitors but also offer a nuanced approach to complementing and enabling existing ERP procurement environments in a manner that can bring procurement and IT organizations together. The IBX platform has undergone constant development and improvement with significant enhancements made to the network, mobile support, invoice automation and spot-buy capabilities (with a new version being released in the coming months). In the P2P and network area, IBX has rolled out a new integration workbench for simplified integration to existing ERP, MRP and catalog management/warehouse solutions, as well as deep support for SAP SRM 7 and SAP MM. This two-part Spend Matters PRO brief provides a comprehensive introduction and review of the IBX solution. In the first installment, we provided an introduction to the provider and its modules and capabilities. In Part 2, we conclude with an analysis of the provider’s comparative strengths and weaknesses and offer perspective on “best fit” customers.

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Empathy, Context and Customer Management: Design-Centered Procurement (Part 2)

tesla In Part 1 of this series, we introduced the idea of design-centered procurement and how procurement needs to put is “users” (stakeholders) at the core of what it does. The heart of good design isn’t just about aesthetics, but about solving a problem — or lots of problems at once. Those problems are very situational, but there can be many common problems as well. The trick is to tease out the problems that are situational to the environment versus dispositional regarding the person experiencing the problem. Both are valid — you need to understand “where people are coming from.” I know this sounds like an eHarmony line, but the reason why Google/Alphabet is worth nearly half a trillion dollars in market capitalization is due in part because its search results are deeply compatible to your situation and relevant to the problem you’re trying to solve when you go searching (i.e., Google is a finding engine, not a searching engine). If you’ve noticed, your search results, especially on your smartphone, are increasingly freakishly relevant, because Google (and an ecosystem of other mega vendors) is constantly watching you and has a digital profile of you (i.e., who you are) that uses your behaviors (and your attributes) to predict what you want so that it can help you find the solution to your problem — and also serve you up to its advertisers. It all starts with you as the customer and your problem as the context. In the rest of this analysis, we’ll discuss how to do this.

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Capgemini IBX Business Network: Vendor Snapshot (Part 1) — Integrated S2P With Head-Spend and Tail-Spend in One

Capgemini IBX Business Network Capgemini, a multinational professional services firm headquartered in Paris, France, is one of the world's largest consulting companies, with more than 180,000 employees in more than 40 countries and almost €12 billion in annual revenue. Buried within this services behemoth is a specialized procurement division, the IBX Business Network, created by IBX Group, in Stockholm, Sweden, and acquired by Capgemini 2010. Since IBX's own acquisitions of Trimondo GmBH and Portum AG in 2005 and 2006, the provider has steadily increased its capabilities, including bringing one of the richest source-to-pay (S2P) platform capabilities that is pre-integrated with a supplier network. While particularly strong in the Nordics, the IBX division of Capgemini has expanded throughout Europe and North America as well. This two-part Spend Matters PRO research brief provides an introduction to Capgemini IBX, an overview of the provider’s strengths and weaknesses and customer recommendations.

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FusionOps: Vendor Snapshot — Supply Chain Intelligence in the Cloud

Torchlite FusionOps is a supply chain intelligence company founded in 2005 in Sunnyvale, California, to automate ERP-based business processes, such as direct materials procurement and supplier collaboration, that could not be accomplished effectively using the standalone sourcing and procurement solutions of the day. However, around 2009, the company switched directions — or “pivoted” in tech speak — and started amalgamating "big data" from ERP, MRP and other supply chain and supply management systems in an effort to extract actionable intelligence for clients. Today, FusionOps delivers "big data as a service" through its supply chain intelligence cloud, which contains more than 50 built-in proprietary supply chain models that run on more than 1,000 KPIs across the inbound, internal and outbound supply chain that can be used for diagnostic, predictive and even prescriptive analytics. This Spend Matters PRO research brief provides an introduction to FusionOps, an overview of the provider’s strengths and weaknesses and customer recommendations.

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Tradeshift Heads to China: Getting an ICP License, Q&A and Summary Analysis

- April 27, 2016 2:39 AM | Categories: China, eProcurement / Procurement, Industry News, P2P, Technology

Tradeshift Baiwang For technology vendors, entering new geographic markets can be as easy as hiring a handful of local employees, offering local language support and getting an office. But in the case of China, especially when the solution a firm sells touches at the very core of government VAT requirements, market entrance is many orders of magnitude more complicated. This Spend Matters PRO research series explores how Tradeshift is entering the Chinese market in partnership with Baiwang, including the process Tradeshift went through to obtain an Internet Content Provider (ICP) license, its specific (regionally customized) solution elements for the Chinese market and a summary analysis of what increasing levels of VAT and tax collection legislation will mean for multinational corporations and the e-invoicing solutions that they deploy. For background on the new Chinese VAT and tax reporting requirements, including system components and elements, please see the first installment of this Spend Matters PRO research brief.

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Tradeshift and Baiwang: A Solution Approach to Meeting Chinese VAT and E-Invoicing Requirements

- April 26, 2016 2:17 AM | Categories: China, eProcurement / Procurement, Industry News, P2P, Technology

Tradeshift Baiwang Tradeshift is bringing e-invoicing into the world’s most important developing — or developed, depending on perspective — economy: China. A few weeks ago, Tradeshift announced its partnership with Baiwang to deliver an integrated compliance solution in the Chinese marketplace, which we covered in a quick research note. Our research suggests the partnership is more than just a marketing agreement. It involves a material commitment by both parties and could play a significant role in Tradeshift’s global expansion, and the implementation of e-invoicing and compliance programs in China. But it also raises a number of questions, which the Spend Matters team was able to pose to Tradeshift’s Christian Lanng and Vishal Patel following the announcement. In this two-part Spend Matters PRO brief, we provide a closer examination into the partnership, including background insight into Chinese tax reform and e-invoicing requirements that drove Baiwang to collaborate with Tradeshift. We also feature a Q&A with the Tradeshift team and provide our own analysis of the partnership and co-investment in platform localization, including the rationale and implications for connectivity and e-invoicing adoption in China.

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Defining Your Solution Approach: Supplier Management 101 (Part 3)

supplier management In Part 1 of this series, we introduced supplier management from a process and methodology standpoint before mapping it to various solution areas that are out in the marketplace. Supplier management often is called SLM because of its lifecycle focus, which spans initial analysis (analysis and opportunity identification), planning (sourcing), negotiation (contract management) and execution (performance), and closes the process loop by leading back to the analysis phase of the strategic sourcing cycle as a result of future opportunity identification. Third-party management (3PM), which deals with non-suppliers that are also critical to your organization — such as government agencies, third-party logistics, partners and (media) agencies — is simply the application of the appropriate finely-tuned subset of supplier management capabilities to the third party that needs to be managed for organizational success. And, of course, you also need good supplier information. In this installment we cover what is in scope from a process and information standpoint before mapping to solution categories that are available in the market.

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Torchlite: WIP of the Week

Torchlite This week we present Torchlite as the WIP of the Week. The company, just out of the blocks in 2015, specializes in providing the full-range of digital marketing services through a unique “service provider” platform-based model. In many ways, the company acts like an outsourcer of digital marketing services for companies that are not in a position to execute digital marketing on their own — or do so at a very high cost with unsatisfactory results. In this brief, we provide an overview of Torchlite and its unique platform model and, as usual, offer our own commentary.

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Lavante: Vendor Snapshot (Part 2) — Strengths, Weaknesses, Competition and Customer Recommendations

e-procurement market outlook While not as well known as many other technology providers in the procurement technology ecosystem, Lavante has quietly developed a strong list of Fortune 500 customers, many with diverse sets of supplier information management and audit recovery challenges. (And it has succeeded in linking these initiatives together, we might add.) While Lavante remains North American-centric — it has no offices overseas — the firm can support global clients that want to take audit recovery “in-house” with the flexibility (and option) to self-fund the management of supplier onboarding, master data cleansing and broader compliance initiatives through direct savings capture. As we noted in the first installment in this series, Lavante counts a diverse set of large retail, manufacturing, transportation, healthcare, pharmaceutical, hospitality, telecommunications and financial services clients, many with large supplier and transactional datasets. In our initial coverage, we provided an introduction to Lavante and some of the highlights of its solution set and capabilities. This Spend Matters PRO research brief provides additional insight into Lavante’s strengths, weaknesses and competition, and offers recommendations to customers and prospective customers that are using or considering the solution.

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HICX: Vendor Snapshot (Part 2) — Strengths, Weaknesses, Competition and Customer Fit

supplier network Those procurement organizations that have already deployed supplier management solutions or are familiar with the details of them are likely aware that they are often as — or more — complicated as purchase-to-pay (P2P) and other related solutions. While some providers targeting this area offer focused solutions (e.g., supplier risk management, supplier performance management, supplier portals), others go broad (and deep) spanning all of these areas and more. One such provider is HICX, which we previously provided a company and solution overview for in the first installment of this series. HICX competes against a range of suite providers (e.g., Ariba/SAP, Emptoris/IBM, Coupa, GEP, Determine, Ivalua, Oracle, SciQuest, Zycus, etc.) as well as vendors that target specific or broader aspects of the supplier management area (e.g., Aravo, Biznet, CVM Solutions/Kroll, ConnXus, DiversePoint, DIR, Hiperos/Opus Global, Lavante, OpenText/GXS/Rollstream, Source Intelligence, SourceMap, etc.). It also competes against “substitute” providers offering supplier management capabilities on a managed services basis (e.g., Achilles, Helios, Global Risk Management Solutions, etc.). This Spend Matters PRO research brief provides insight into HICX’s strengths, weaknesses, competition and ideal customer fit.

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Lavante: Vendor Snapshot (Part 1) — Background and Solution Overview

Lavante Lavante was arguably the first provider in the audit recovery sector to focus on commercializing technology and selling direct to customers rather than leveraging it as a means to make solution delivery more effective through a consulting or managed services offering. Since introducing its capabilities over a decade ago, the Lavante solution has evolved materially, extending well past its audit recovery roots. But we would be negligent if we did not mention Lavante has continued to expand its capabilities as a technology solution to collect and manage basic supplier details, contract and PO/invoice information to enable invoice and statement auditing scenarios in a more proactive manner than traditional services-oriented solutions (although audit recovery firms like PRGX and Apex Analytix have become significantly more technology centric-in the past decade as well). This Spend Matters PRO research brief provides an introduction to Lavante’s solution, including an overview of its audit recovery, fraud detection, vendor compliance and supplier management capabilities, as well as its supplier networked-based approach to managing information.

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Work Intermediation Platforms: Examples Within 3 Basic Categories

ra2 studio/Adobe Stock In the PRO brief, “The Digital Evolution of the Contingent Workforce Supply Chain: A Simple Typology for Work Intermediation Platforms (Part 2B),” we developed a framework that defined WIPs in terms of three basic categories (marketplaces, service providers, private pools/networks) with further differentiation based on a few key attributes. We also unpacked/discussed these three basic categories and their variants in detail (if you have not read the brief, reading it will provide helpful background). However, this discussion was somewhat abstract, so in this brief we present and discuss a number of example WIPs that we would assign to one of the three categories — noting once again that some WIPs could be represented in more than one category.

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