作者档案：皮埃尔·米切尔（Pierre Mitchell）

This installment of the Spend Matters PRO research series “Procurement Services Market Landscape Report and目录”继续我们对我们概述的六个采购服务市场组的分析：

• 付费实施提供商
• 区域咨询公司
• 托管服务提供商（MSP）
• 战略咨询公司
• Global Consultancies (including the “Big 5”)
• BPO提供商

部分1强调了研究结果和34个我们最初分析的提供商（请参阅我们的services vendor directory要了解有关提供商的更多信息并查看PDF配置文件）。部分2detailed how procurement professionals can use this information, and it gives more information on the six market segments shown above and the providers in those segments.部分3，，，，部分4and部分5进入前三个部分：S2P咨询公司，区域咨询公司和托管服务提供商（MSP）。

In this installment, we will focus on strategy consultancies that offer procurement services. There is a reason why we focus on the rarefied air of the top-tier strategy firms such as McKinsey, BCG and Bain (and Alix Partners to a lesser extent) rather than any large global consultancy that has a strategy practice as well as a procurement practice. These firms are unencumbered by formal vendor partnerships, and they also have CEO-level influence, so they, more than anyone, should be able to grow a strategically oriented procurement services business.

但是，情况并非总是如此，这些公司（以及其他公司）实际上是采购组织本身的煤矿中有点像金丝雀，可以从有关投资，数字，知识管理，生态系统以及当然还有策略中学习。

There is a lot to learn from here, both for practitioners and also for other procurement consultancies, so let’s dig in.

This installment of the Spend Matters PRO research series “Procurement Services Market Landscape Report and目录”继续我们对我们概述的六个采购服务市场组的分析：

• 付费实施提供商
• 区域咨询公司
• 托管服务提供商（MSP）
• 战略咨询公司
• Global Consultancies (including the “Big 5”)
• BPO提供商

部分1总结了研究结果，并列出了我们最初分析的34个提供商（请参阅我们的服务提供商目录要了解有关提供商的更多信息并查看PDF配置文件）。部分2detailed how procurement professionals can use this information, and it gives more information on the six market segments shown above and the providers in those segments.部分3and部分4探索了前两个细分市场（S2P咨询公司和区域咨询公司），在本第五期中，我们的覆盖范围转向了涵盖各种形式的托管服务提供商（MSP）模型的“ Wild West”部分。

MSPs come in a wide variety. In our primary segmentation model of the overall services market, MSPs focus on “operate” rather than “transform,” but they’re also focused on “enable” — i.e., provisioning of digitally enabled resources used in a procurement operating model — whereas consulting focuses on the (re)design of the operating model itself. The MSP segment actually unpacks into multiple micro segments based on process, category, service resource (e.g., data, integration, infrastructure), commercial value (e.g., spend/supplier aggregation as a service), and commercial model (e.g., contingency-based sourcing and value-recovery services).

该细分市场在采购服务生态系统中的承诺在于其多样性在大多数过程中释放未开发的潜力并花费类别，但是挑战在于找到和策划正确的服务，以进入所需的目标操作模型和整体转型。到目前为止，这一细分市场也是最活跃的部分，随着传统基于知识的服务已被整理成新的数字平台，并将其融合到BPO和管理咨询等更具战略性服务提供商段中，因此数字上最受了破坏。例如，IT类别采购咨询服务目前是红热的，埃森哲刚刚在该领域获得了名为Clearedge Partners的专家。我们将在此分析的稍后讨论IT采购服务领域。

从某种意义上说，从理论上讲，SaaS供应商可以将其归类为托管（应用程序）技术供应服务，并且该软件可以将其视为一组工具，而不是提供业务流程成果或功能的服务。然而，SaaS供应商越来越专注于基于他们（及其合作伙伴）可以为业务流程提供的实际价值销售。在采购中，这需要知识和智能，这些知识和智力被融入分析中，有助于不断找到并实现该价值。这就是为什么专注于某些流程 /类别细分市场的利基工具一直独立地在市场上挣扎，除非嵌入更广泛的基于项目的转型服务或正在进行的托管服务中。

This virtuous convergence of tech and knowledge-based services is clearly a trend right now at the micro-level, but the question remains as to what types of players will be the ecosystem anchors and “platforms.” We’ll address this issue later, but for now, let’s dive into the niches where value is being created within the micro-segments of the MSP services area.

This installment of the Spend Matters PRO research series “Procurement Services Market Landscape Report and目录” focuses on regional consulting firms as we continue our analysis of six procurement services market segments that we’ve outlined:

• 付款实施（咨询，系统集成，优化）
• 区域咨询公司
• 托管服务提供商（MSP）
• 战略咨询公司
• Global Consultancies (including the “Big 5”)
• BPO提供商

部分1of the series gave an overview of the survey findings and lists the 34 providers that we’re initially profiling. See our服务提供商目录了解有关提供商及其提供的专门提供的更多信息。部分2详细说明了采购专业人员如何使用此信息，并提供有关这些群体中六个市场细分市场和提供商的更多信息。部分3detailed the seven S2P implementation providers in the first post on the individual groups.

在本集团的覆盖范围内，我们的重点转向了六项特色的区域咨询公司，这些咨询公司在地理，能力和服务交付模型方面选择了专业化，以帮助他们与Mega Consultancess区分开。与上一期一样，专业订户可以转到目录以访问每个提供商的详细PDF配置文件，这些PDF列出了公司智能信息，例如员工数量，服务组合，涵盖地区，竞争对手和更多战略见解。

Now, let’s dive into these regional consultancies.

This installment of the Spend Matters PRO research series “Procurement Services Market Landscape Report and目录”开始我们详细介绍了我们之前概述的六个采购服务市场细分市场中的每个细分市场：

• 付款实施（咨询，系统集成，优化）
• 托管服务提供商（MSP）
• 区域咨询公司
• 战略咨询公司
• Global Consultancies (including the “Big 5”)
• BPO提供商

我们的小组覆盖范围今天始于七个来源付款（S2P）技术供应商，主要关注S2P实施，但是这些提供商还处理更广泛的咨询和一小部分托管服务。Xoomworks在我们的S2P列表中，并展示服务市场的重要和充满活力，Xoomworks was acquired by Accenture本星期。

部分1of the series gives an overview of the survey findings and lists the 34 providers we’ll be profiling. See our服务提供商目录to learn more about the firms. For today’s seven S2P services providers, and in subsequent market segment mini reports, PRO subscribers can go to the directory to access a detailed PDF profile of each firm that lists company intelligence information — like employee count, services mix, regions covered, competitors and more strategic insights.

部分2细节要如何使用这些信息,和它gives more information on the six market segments and the vendors in those segments.

Now, let’s dive into the S2P market and its group of providers.

In部分1of the Spend Matters PRO series “Procurement Services Market Landscape Report and目录，”我们从首席采购官（CPO）开始是支出/供应管理服务业务的“首席执行官”。该业务包括七个主要服务领域：

1. 策略和操作模型设计和转型led by the CPO but guided by the business. It determines which set of services are most needed by the business, the use cases for those services (e.g., FP&A, S&OP, M&A, customer-led digital transformation, “one company” initiatives, resiliency improvement, ESG efforts, NPDI support, ERP implementations, etc.), the assessment of the ability to support and even influence those business strategies, and then a target operating model and portfolio of programs/projects (including capability improvement projects surrounding talent, digital, or certain processes or spend/supplier categories).
2. Knowledge-based category management services for major spend categories and associated stakeholdersin order to organize both around supply markets but also to align tightly with critical functional partners that are also supporting business strategies and driving their own services and strategies.
3. 类别/“超级类别”执行的运营服务，与战略类别管理服务和其他公司要求保持一致（例如，风险管理），包括采购执行，供应商关系管理和合同/商业管理。
4. 交易服务（例如，P2P）支持上述要求，重点是朝着低/无触摸指导处理，直观的自助服务UX和失败的欺诈/合规性监控。
5. 与功能合作伙伴的联合服务in departments like finance, IT, risk, HR, legal, operations, etc. rather than just helping them manage their spend and suppliers better.
6. Agile product and service (internal/external) developmentworking closely with IT (and broader “digital” strategy/transformation groups) and the service provider ecosystem that your company has built up, whether methodically or ad hoc, for new strategic processes and programs being invented on the fly.
7. 通过卓越中心提供的支持服务（COE）在采购或企业层面 - 例如，通过全球业务服务（GBS）模型。

It is hard to overstate both the importance and the complexity of these services in industries where supply chains and suppliers are so volatile and complex right now, and the fact that there are so many internal stakeholders and external technology/service suppliers that have their own ideas of how they plan to run their own services and ecosystems.

这里有很大的复杂性，但也有很大的机会。It’s a chance for CPOs to build out their services business on what they really need: a next-generation Procurement-as-a-Service Digital Platform (which doesn’t really exist yet) in the broadest sense — i.e., the ability to mix and match processes like Business-Process-as-asService), enabled by highly modular SaaS, built on emerging application Platform-as-a-Service (aPaaS infrastructure such as low/no-code tools), iPaas for integration, DaaS for outside-in data/intelligence flows and underlying infrastructure.

To build this out, CPOs are going to need a lot of help from the procurement “XaaS” ecosystem, even though that ecosystem is highly in flux. And this problem is an even bigger issue for the services providers, which are either supporting pieces of this puzzle or are tasked with assembling this for their large, complex clients.

为此，CPO将需要了解其当前/将来的选项，然后确定他们的最佳拟合策略。

以前，我们确定了采购XAA市场的基本细分模型，该模型始于需求细分和“作为服务提供商的CPO”（以及战略价值合作伙伴和生态系统构建器……都不应与此冲突）。基本方法是按流程范围（例如上游来源与合同与下游采购付款）和支出类别（例如，间接与直接）来分割您的流程/服务，以创建您的“市场篮子”用于采购服务”（单独和集体），然后考虑您的供应端服务提供商选项。分解此问题的颗粒状越多，使用最好的选项的灵活性就越多，而且集成点和故障点的数量越多。This is only getting made more complicated with agile development processes that are quick to roll out new bite-size apps that might bite you back if you’re not planning for a cohesive architecture (e.g., composite data models and master data harmonization and synchronization).

为了帮助将服务景观篮子带到市场上（充满了不同的供应商，我们在两个维度上创建了一个基本的细分框架，通常封装了市场：

• Transform (consulting) vs. Operate/Enable (BPO&MSP)
• 战略与运营与数字（其中既是“ I”和“ T”）

For No. 1 above, you may strategically partner with a large BPO that becomes a large virtual extension of your own organization and that helps craft an ecosystem for/with you built on next-generation digital platforms for intelligent automation and analytics (and integrating it to a fragmented flotilla of ERP and S2P applications that your business has built up over over the years) — even if you have a somewhat reduced menu of choices that your provider supports well. You are driving the strategy and services, and you are excellent at managing a large complex services relationship with this partner that has become your “easy button.” On the flipside, your own IT organization may be excellent, but you need third-party transformation services not wedded to any ecosystem, and you want the best thinking, best business models and best emerging practices — and you’ll figure out how to stitch it all together.

对于上面的第2号，您可能需要与一位知情的顾问交流，该顾问知道您的组织，并可以通过实施标准化的S2P应用套件来帮助您创建策略并卷起一些袖子来帮助您实施它。相反，您可能希望对战略进行绝对的最佳客观思考，而没有任何先入为主的观念或微妙的偏见来实施技术战略和解决方案（以及相关的技术供应商实践）。

Once you’ve identified your general strategy, then you can home in on the best-fit service providers to engage to start building out your new ecosystem. To help in this effort, we organized our analysis on these dimensions so that we can try to best help match procurement service supply in the ecosystem to procurement service demand by procurement organizations. Also, since we serve the entire procurement provider ecosystem, we are developing this intelligence to help the supply side of the equation to help providers identify partners that they can engage operationally or “strategically” to help make sure that their part of the ecosystem is appropriately broad and/or deep.

Given this context, here’s what we did and what we learned …

beplay网页下载今天的支出问题开始了一个专业系列，旨在阐明数字采购转换的经常被掩盖的部分 - 即制定和执行实际转换策略本身所需的服务！

我们的series — “Procurement Services Market Landscape Report and Directory” — will profile 34 vendors in six industry categories. Spend Matters analystsgave the rationale for this researchas helping “the Global 2000 make more holistic solution decisions that are increasingly incorporating a diverse set of strategy, operations, technology and BPO partners.”

但是首先让我们考虑当前的采购状态。

大多数采购组织正在努力improve their stakeholder alignment and business impact. They are trying to extricate themselves from low-value activities in order to expand their portfolio of spend/supply services and capture more value from the supply ecosystem, where nearly everything is now available as a service (i.e., “XaaS”).

That’s good news because procurement needs help transforming its diverse “service portfolio,” which is simply all the things that it does to reduce spend, improve supplier value, impact innovation and top-line growth, improve supply chain resiliency, demonstrate environmental/social leadership, and other objectives.

However, buyers must approach the procurement services market with a holistic mindset, a disciplined approach and an understanding of the trade-offs involved with different service strategies as well as service provider types.

在这份重点关注端到端采购服务市场的初步报告中，而不仅仅是业务流程外包（BPO）市场或采购咨询市场，我们将专注于采购本身作为企业的服务提供商，然后再转换镜头供应市场中的供应商。

供应市场动态不仅是由传统服务提供商细分市场驱动的，而且还受到数字对这些细分市场和服务提供商的破坏性影响，从而可以直接或通过合作伙伴关系更轻松地跨入其他细分市场。

The procurement services market is evolving into an ecosystem that can be harvested for value if buyers know what to look for. As such, in this series, we analyzed nearly three dozen representative procurement service providers in the market to learn from them who they are, the value they deliver and their capabilities across more than two dozen individual competencies. We also investigate how they go to market in these evolving service segments and how evolving digital capabilities are helping them add new value streams beyond traditional ones.

See some background on the initial 34 providers here in the provider directory that we’ve created just for this research.当我们讨论提供商服务的各自的市场细分市场时，我们将在目录中添加详细的提供商配置文件。

这些是六个提供商类别，显示了小组价值主张的解释：

• Source-to-pay technology specialists— These purpose-built consultancies will help rapidly and effectively implement and optimize the leading S2P applications and suites — and some other tools as well.
• 全球咨询公司- 这些公司，包括5个大公司，在全球范围内以及在S2P以外的各种服务方面拥有覆盖范围和支持。
• Strategy consultancies— The C-suite at buyer organizations are undoubtedly using one of these firms, and most of these consultancies are developing formidable capabilities.
• 区域公司- 使用这些顾问进行当地的存在，文化契合和专业化（甚至比率较低）。
• 全球BPO- 这些公司的客户进行一站式购物，以进行大规模的数字转型和全球运营。
• MSPs— These firms occupy the “long tail” of the market and offer niche enablement by category, process, resource, benefit, commercial model, etc.

现在，让我们了解有关采购在企业中为其利益相关者提供的服务的更深入的细节，采购面临的挑战以及如何与我们正在分析的服务提供商类型的挑战directory。

组织越来越多地采用三重底线（TBL）框架，从社交，环境和财务互动中创造更广泛的业务价值 - 部分是因为外部压力需要它，部分原因是考虑到更大的商品在考虑商业意识上重大的时机已经很重。

The juxtaposition is that while the tri-part TBL commitment to profit, people and the planet emerges, it does so at a time when product lifecycles are shortening and supply chains are lengthening, therefore increasing in complexity and volatility. The way around this predicament lies in digital innovation.

对于企业，尤其是制造商而言，以速度进行创新的需求并不高。随着商业界逐渐满足了这种需求，它认识到，最佳创新来源不是完全来自其自己的四堵墙，而是来自最有价值的外部来源（其供应商）。为了充分利用这一合作伙伴，组织管理供应商关系的需求正在迅速提高重要性。我们看到了供应商创新的实例，这些创新支持多个战略优先事项，这些优先事项超出了公司的核心产品开发。为了利用这些努力，供应商的创新模型和基本供应商管理能力至关重要，因此优先级得到一致和支持。

我们在与Oracle合作撰写的最新白皮书中探讨了该模型和所需的管理能力，“Making Supplier Innovation Deliver to Manufacturers’ Triple Bottom Line,”由我们的首席研究官皮埃尔·米切尔（Pierre Mitchell）。这项支出很beplay网页下载重要，Pro简要摘录了亮点，并提供了一个框架，以帮助了解如何从交易供应商关系转变为实现SRM Nirvana。

Editor’s note: Spend Matters' analysts write about what they’re thinking in the Analysts’ Corner feature for our weekly email updates, like this post from Chief Research Officer Pierre Mitchell about the annual planning process, budgeting and procurement's role. On occasion, we publish these insights for our wider audience. To read future Analysts’ Corner posts,sign up for our weekly email update。

Well, it’s coming to that time of year when many procurement organizations are beginning their annual planning processes that coincide with enterprise annual planning and budgeting processes.

Unfortunately, this is also usually a time of missed opportunity for these companies and the providers who serve them.

在最近与世界一流邮轮运营商Carnival Cruise Line的CPO的讨论中，我们发现在某些行业和某些供应中，按时交货绝对是不可商量的。例如，在这个行业中，当船离开港口时，它会离开。没有迟到的意外情况。

As we know, there are always two sides to the supply/demand equation. The buyer at a supplying firm might well encounter delays in parts acquisition, might think enough time has been built into the order process, or might have a CFO ordering them to keep cash in the business until absolutely necessary and to buy just in time. The customer, on the other hand, just wants their goods on time. It throws up all sorts of questions for the supplier: so what's a supplier to do? We asked chief research officer Pierre Mitchell.

Siemens AG, a global technology provider,宣布收购供应框架，全球电子价值链的设计 - 源智能（DSI）平台的提供商。

两家公司在宣布收购的新闻稿中表示，这笔7亿美元的交易将使客户可以访问西门子的产品和SupplyFrame的市场情报。两家公司将旨在帮助客户降低成本，提高敏捷性并做出明智的决定。该交易通过SaaS的新能力增强了西门子的投资组合。

SupplyFrame的DSI平台拥有全球超过1000万工程和供应链专业人士的所在地，为企业提供了在全球电子供应链中设计，来源，市场和销售产品的选择。其2021年的预期收入为7000万美元。

"We are very pleased to welcome Supplyframe’s highly innovative and talented team to the Siemens family. Supplyframe will be the nucleus to accelerate our overall digital marketplace strategy,” Cedrik Neike, member of the Managing Board of Siemens AG, said in the press release. "Supplyframe’s ecosystem and marketplace intelligence complements our industrial software portfolio perfectly and strengthens our capabilities for the growing market of small- and mid-size customers.”

这项支出的beplay网页下载快速分析研究摘要探讨了估值考虑，组合的基本原理，产品生命周期管理（PLM）（PLM）和直接材料采购之间的相交以及供应商/产品智能的兴起，作为采购组织的关键所需能力 -通过扩展设计工程和供应链团队。该简介还探索了更广泛的市场和供应链的影响，即将合并资产融合。要了解有关SupplyFrame的直接材料采购功能的更多信息，我们建议您从最新的供应商进行有关提供商的分析开始hereandhere。

我们最近写道，我们将发表有关首席研究分析师皮埃尔·米切尔（Pierre Mitchell）授予的有关“非常规智慧”的新帖子。无论在与市场的交谈中，我们的关注，行业和其中的采购人员都将成为一个审查的话题 - 我们正在寻找通常没有挑战性和不寻常的问题，这些问题通常是无言，未表达或未得到解决的问题。

今天,我们在回复评论a CPO interview: "Right now, in my opinion, provider choice is very big and specialization too narrow.” We mine Pierre's brain to understand better what it is that is holding the solution providers back from addressing this challenge.

Deloitte has released its latest Global Chief Procurement Officer Survey, titled “Agility: The Antidote to Complexity.” The survey comes out every two years to gauge the priorities, performance, capabilities, perceptions, plans and perspectives of roughly 400 CPOs around the world.

The 2019 edition of the study focused on complexity as the major headwind to procurement performance, and the 2021 edition focuses on agility as the critical emerging competency to addressing this complexity/risk. Agility isn’t a new idea, but the study describes it holistically; read on for some examples, an analysis of the findings and an interesting new twist to the 2021 edition.