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Tradeshift: Vendor Snapshot (Part 1) — Background and Solution Overview [PRO]

Tradeshift is a cloud platform that connects buyers and suppliers with the goal of digitizing supply chain relationships, processes and information, while also enabling everyday procure-to-pay activities. Its capabilities span the buying of goods and services through to financing and payment — and significant capability in between, especially in the invoice-to-pay area.

In addition to providing its own procure-to-pay modules, Tradeshift offers an open integration framework that allows other technology firms (and customers) to integrate and/or development third-party “apps,” primarily centered on supplier connectivity, transaction enablement and collaboration. Tradeshift can even integrate alternative procure-to-pay providers in cases where specific enabling capability is desired.

This Spend Matters PRO analysis provides an introduction to Tradeshift, both as a platform-as-a-service (PaaS) provider and also as an e-procurement and invoice-to-pay technology vendor. It is designed to provide facts and expert analysis to help procurement and finance organizations make informed decisions about whether they should consider Tradeshift for both traditional “in-the-box” procure-to-pay requirements as well as unique marketplace/platform type digital initiatives.

Part 1 of our analysis provides a company background and detailed solution overview, as well as a summary recommended fit suggestion for when organizations should consider Tradeshift as a complement to other procurement and finance solutions. The remaining parts of this research brief will cover product strengths and weaknesses, competitor and SWOT analyses, and insider evaluation and selection considerations.

LexisNexis Entity Insight: Vendor Snapshot (Part 3) — Summary and Competitive Analysis [PRO]

The supplier risk management market includes a highly diverse set of providers, many of which are difficult to compare on an “apples to apples” basis with each other — unlike just about every other procurement technology segment. Within this market — which also can extended deeper into the tiers of a supply base in the form of supply chain risk management — more organizations are seeking to automate the management of risk as much as possible, as accurately as possible. And arguably, LexisNexis Entity Insight (LNEI) is better positioned than many of its peers to have deep, methodologically-driven conversations based on how it adjudicates data and verifies document integrity to drive risk analysis.

This third and final installment of this Spend Matters Vendor Snapshot covering LexisNexis provides an objective SWOT analysis of the provider and offers a competitive segmentation analysis and comparison. It also includes recommended shortlist candidates as alternative vendors to LexisNexis and offers provider-selection guidance. Finally, it gives summary analysis and recommendations for companies considering the vendor. Part 1 provided an in-depth look at LexisNexis as a supply risk provider and its specific solutions, and Part 2 gave a detailed analysis of solution strengths and weaknesses and a review of the product’s user experience.

Coupa: Vendor Snapshot (Part 3) — Commentary and Summary Analysis (2018 Update) [PRO]

Since we last reviewed Coupa, the provider has continued to increase its market share within the source-to-pay technology segment, albeit with a primary focus on procure-to-pay (e-procurement and invoice-to-pay), spend analytics and sourcing. As we have noted in the past, numerous areas can be credited for its continued ascent, including a spend under management growth rate that continues to exceed revenue growth — a metric that shows the rapid manner in which customers are implementing and scaling Coupa implementations relative to first generation procure-to-pay (P2P) solutions. Coupa’s metrics-centric approach to measurable business value is an extension of its own culture, including an emphasis on rapid solution development based on listening to customers and creating accountability for results.

While Coupa is not an ideal fit for all procurement technology requirements, it has become the new benchmark by which other e-procurement and spend management technology suite vendors must measure themselves, or at least in comparison and differentiation. In many ways, Coupa’s initial public offering (IPO) established the first of a new generation of providers assuming a leadership position in the market.

From a competitive perspective, when we last wrote, we suggested that  Coupa had moved from the hunter to the hunted, although its competition remained fragmented, with the exception of SAP Ariba, which it continues to encounter most in shortlist and evaluation considerations, and Oracle, which is now its second largest competitor as it markets itself as the provider of “Business Spend Management” solutions. More recently, we also have seen Ivalua be considered in — and often win — a range of often large deals, with an emphasis on public sector, healthcare and manufacturing, in situations where Coupa, SAP Ariba and others might have been in the pole position in the past.

Regardless, Coupa competes against both a select few and many dozen of providers — depending on the situation and how fragmented the competition is for a given opportunity, geography, industry or modular need. Regardless, Coupa competes against both a select few and many dozen of providers — depending on the situation and how fragmented the competition is for a given opportunity, geography, industry or modular need.

This third and final installment of this Spend Matters Vendor Snapshot covering Coupa provides an objective SWOT analysis of Coupa and offers a competitive segmentation analysis and comparison based on Q4 2018 information. It also includes recommended shortlist candidates as alternative vendors to Coupa and offers provider selection guidance. Finally, it provides summary analysis and recommendations for companies considering Coupa. Part 1 provided an in-depth look at Coupa as a firm and its specific solutions, and Part 2 gave a detailed analysis of solution strengths and weaknesses and a review of the product’s user experience.

AdaptOne: Vendor Snapshot (Part 2) — Product Strengths and Weaknesses [PRO]

supplier network

As a standalone component of procurement, supplier management is not new. Nor is the technology to enable it. But most procurement organizations still only have sourcing or e-procurement technology (at best) with capabilities that offer targeted supplier support for larger vendors. From a supplier management standpoint, the majority of firms still pay little attention to the long tail of hundreds, thousands or even tens of thousands of suppliers that they do business with. One of the key promises of supplier management solutions is to tier engagement levels and manage these suppliers across the entire lifecycle of engagement.

Within this market, AdaptOne offers targeted capabilities that focus on supplier information management (SIM) and supplier diversity, which represent two sub-disciplines within supplier lifecycle management. Having started out as an enterprise business process management (BPM) and workflow management provider that customized solutions to client processes, AdaptOne evolved into a SIM provider that offers turn-key solutions inclusive of customized configuration.

This Spend Matters PRO Vendor Snapshot explores AdaptOne’s product strengths and weaknesses, providing facts and expert analysis to help procurement organizations decide if they should shortlist the vendor. It also offers a critique of the user interface. Part 1 of our analysis offered a company background and detailed solution overview, as well as a summary recommended fit suggestion for when organizations should consider AdaptOne’s supplier management software. The final installment of this series will offer a SWOT analysis, user selection guide, competitive alternatives, and additional evaluation and selection considerations.

AdaptOne: Vendor Snapshot (Part 1) — Background and Solution Overview [PRO]

The supplier lifecycle management software market — which can be segregated at least half a dozen different ways — includes dozens upon dozens of different providers specializing in one or more enterprise technology areas. These include supplier information management (SIM), supplier performance management (SPM), supplier relationship management (SRM), supplier quality management (SQM), supplier discovery management (SDM), supplier diversity, supplier risk management, and governance, risk and compliance (GRC). 

Some of these areas are data-centric, others are process-centric and others still are relationship-centric. Following this pattern, from a tech vendor “supply market” perspective, some of the providers that compete in this sector are well known to procurement organizations, having invested heavily in marketing and sales for many years. But the majority tend to slip under the radar, either due to lack of marketing investment, lack of focus or simply poor communication (e.g., getting caught up in broader offerings/suite capabilities). And some are not even on the radar of most organizations.

One of the providers in these latter camps that recently caught our attention is AdaptOne. And not necessarily because it has a unique supplier management solution, as the truth is there is a lot of similarity between it and a few other SIM solutions. Rather, AdaptOne piqued our interest because it comes from a unique background and sells the solution from a new perspective. Leveraging a business process management (BPM) development and deployment orientation, AdaptOne’s solution is more configurable and, well, adaptable (sorry, we could not resist) than most of its peers.

But how does AdaptOne stack up functionally, and what does its solution offer? This Spend Matters Pro Vendor Snapshot provides an overview of the AdaptOne solution, along with facts and expert analysis to help buying organizations, suppliers and their partners make informed decisions about AdaptOne's SIM-centric solution. Part 1 of our analysis provides a company background and detailed solution overview, as well as a summary recommended fit suggestion for when organizations might want to consider AdaptOne. The rest of this multipart research brief will cover product strengths and weaknesses, competitors and SWOT analysis, user selection guides, insider evaluation and selection considerations.

Aquiire: Vendor Snapshot (Part 3) — Summary and Competitive Analysis [PRO]

BuyerQuest

The competitive landscape for e-procurement software still counts dozens of vendors globally that offer varying degrees of solution breadth, depth and focus. One provider that drives to the core of e-procurement requirements (search, shopping, catalog management, compliance, requisitioning and approvals) with a set of deep and differentiated capabilities is Aquiire.

This third and final installment of our Vendor Snapshot covering Aquiire provides an objective SWOT analysis of the vendor and offers a competitive segmentation analysis and comparison. It also includes recommended shortlist candidates that could serve as alternatives to Aquiire and offers provider selection guidance. Part 1 provided an in-depth look at Aquiire as a technology provider and its specific solutions. Part 2 gave a detailed analysis of solution strengths and weaknesses.

Aquiire: Vendor Snapshot (Part 2) — Product Strengths and Weaknesses [PRO]

Despite what Coupa and SAP Ariba would like companies to believe, the e-procurement market is far from consolidated. Moreover, some of the lesser-known vendors in the sector are not only driving some of the more unique areas of spend management innovation, but can also be the most adaptable to unique requirements that fall outside of the standard e-procurement box (which might include a single “buyer” or even a broader consortia of organizations coming together to buy in a “marketplace”). Aquiire is one such provider.

This Spend Matters PRO Vendor Snapshot explores Aquiire’s strengths and weaknesses, providing facts and expert analysis to help procurement organizations decide whether they should consider the vendor. Part 1 of our analysis provided a company and detailed solution overview, as well as a recommend fit list of criteria for firms considering Aquiire. The third part of this series will offer a SWOT analysis, user selection guide, competitive alternatives, and additional evaluation and selection considerations.

Aquiire: Vendor Snapshot (Part 1) — Background and Solution Overview [PRO]

In September 2016, Vinimaya announced the launch of Aquiire, a cloud-based, real-time procure-to-pay (P2P) software suite. While Vinimaya had always been in the e-procurement business, Aquiire was an entirely new solution, built from the ground up, albeit one that took advantage of the company’s federated search, shopping and marketplace product roots.

Fast-forward to today, and that new product has become the future of Vinimaya. In fact, the company officially changed its corporate name in February 2017 to Aquiire Inc., extending both the brand and the philosophy behind its e-procurement solution across the entire company. Today, Aquiire competes primarily against a select group of e-procurement specialists (e.g., BuyerQuest and Vroozi) and is winning business against top-tier suite providers (e.g., Coupa, Ivalua, Jaggaer, SAP Ariba).

But it can also serve as a broader buy-side marketplace as well (when requirements extend outside the standard e-procurement box). In fact, many of Aquiire's customers integrate its real-time B2B marketplace and catalog management functionality into competitor’s platforms (e.g. SAP Ariba) to complement and extend indirect purchasing and catalog management capabilities.

This Spend Matters PRO Vendor Snapshot uses facts and expert analysis to help procurement organizations make informed decisions about Aquiire’s e-procurement and P2P software solutions. Part 1 of our analysis provides a company background and detailed solution overview, as well as suggestions for when organizations should consider Aquiire. The remainder of this multipart research brief covers product strengths and weaknesses, competitor and SWOT analysis, user selection guides, and insider evaluation and selection considerations.

Coupa’s DCR Acquisition: Analyzing the Move (Part 2) — Strategic Context and Differences Between Labor and Goods Ecosystems [PRO]

Even discounting the technological capabilities DCR Workforce brings customers, Coupa’s recent acquisition of the VMS provider is a watershed event for the procurement software market. Specifically, it signals to the market a coming together of technology offerings for services procurement and indirect source-to-pay solutions.

As we observed in our previous brief in this series, SAP Ariba and SAP Fieldglass did not have a compelling reason in the immediate years following SAP’s acquisition of both companies to “work as one” in developing, positioning and selling the joint value proposition of one source-to-pay portal for buyers and suppliers that spanned indirect and services spend in a single go-to-market effort. In contrast, Coupa is on a different track — one that SAP is now starting to follow, as well — in uniting these two disparate solution areas and business functions inside companies.

But humans are not SKUs, which is one topic among many that we’ll discuss as we explore the context of Coupa’s strategic acquisition in this research brief. We’ll also explain the key sector differences between the services procurement/VMS market and indirect-centric procure-to-pay and source-to-pay solutions.

Just coming up to speed? In the first two components of this series covering Coupa’s recent acquisition of DCR Workforce, we provided an overview of the acquisition itself and a review of the DCR solution set.

We also shared our view on some of the strengths and weaknesses of the DCR solution prior to the acquisition, along with an overview of the broader competitive landscape that will be relevant as DCR now becomes “Coupa Contingent Workforce.”

In this section of the series, Part 1 explored the history and context of services procurement and indirect procurement from the perspective of both Coupa and the broader market. It also provided context based on the differences between how SAP pursued the market initially with Ariba and Fieldglass following its acquisition of both vendors.

Coupa’s Acquisition of DCR Workforce: Analyzing the Move (Part 1) — History, Context and SAP [PRO]

In the first two briefs in this ongoing series covering Coupa’s recent acquisition of DCR Workforce, we provided an overview of the acquisition itself along with a review of the DCR solution set. We also shared our view on some of the strengths and weaknesses of the DCR solution prior to the acquisition, as well as an overview of the broader competitive landscape that will be relevant as DCR now becomes “Coupa Contingent Workforce.”

As our analysis continues, we turn our attention to what the DCR Workforce acquisition could mean for Coupa as a developer of technology solutions and as a business in the indirect procurement software sector. Spend Matters believes the deal is the most significant strategic bet Coupa has made since the vendor shifted its strategy from providing open source e-procurement to what it is today. But is Coupa (and the market) ready for such a shift?

Coupa Acquires DCR Workforce (Part 2): DCR Product Strengths and Weaknesses [PRO]

The contingent workforce (CW/S) technology sector could benefit from daylight when it comes to visibility into how “good” solutions actually are. Within the vendor management system (VMS) market specifically, there are various market dynamics that have led to an opaque situation in the past, in which limited information transparency exists. And when it does, this information can be often “overlooked” for various reasons when organizations are making technology-buying decisions.

Pardon the baseball analogy, but we’re still on the first at-bat in the first inning in trying to create a degree of transparency ourselves with Spend Matters CW/S SolutionMap, which launched last week, albeit with only a subset of the market’s top vendors participating in the first round launch — something we suspect will change in the coming quarters. If you’re curious to take a look, you can skim the free ranking charts for Q3 2018 (Independent Contract Workers, Temporary Staffing and Contract Services/Statement of Work). And if you want to review the true, transparent details yourself, see our SolutionMap Insider reports and ratings, as well.

While in our view the CW/S technology market trends more to capability/technology obfuscation than enlightened cloud transparency among procurement and HR organizations, DCR Workforce stands out as one of the few providers driving innovation at multiple levels, including its embrace of artificial intelligence (AI).

But how good is it really? This Spend Matters PRO research brief (Part 2 in our series covering the Coupa acquisition of DCR; see Part 1: Acquisition Analysis and Competitive Landscape Segmentation) provides a primer for those that want to answer that question. It is based on prior Spend Matters PRO research content, with new updates and insights included. (Granted, we cover the strengths and weaknesses on what we would consider a summary level by our standards, given that we consider more than 400 individual CW/S functional requirements as part of our SolutionMap analysis. But you’ve got to start somewhere.)

Coupa Acquires DCR Workforce: First Take Analysis and Competitive Landscape Segmentation [PRO]

Coupa recently announced it had acquired the technology assets of DCR Workforce, a leading provider of contingent workforce/services (CW/S) procurement software. By so doing, Coupa has taken a giant leap forward in providing its clients a comprehensive platform that will now include the option of industrial-strength CW/S sourcing and management capabilities.

For many organizations, CW/S spend (including temporary staffing, independent contract workers and a broad range of categories of services provided by external suppliers) represents a considerable portion of external spend (including good and materials). And much of this spend — particularly outside of temporary staffing — is unmanaged today, in terms of procurement or HR’s ability to fully influence and orchestrate it.

In this Spend Matters PRO series, we take an in-depth look at what the acquisition of DCR means for Coupa and DCR, as well as to their customers. In Part 1 of this series, we look at what Coupa is getting by acquiring DCR, in terms of both business strategy and DCR’s specific capabilities. Based on DCR’s footprint, we also segment the competitive landscape into six primary competitor types.

Part 2 will consider DCR’s strengths and weaknesses within the competitive CW/S market. Subsequent PRO briefs will examine customer recommendations, competitive landscape implications and related considerations.