作者档案：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：

• Source-to-Pay Implementation Providers
• 区域咨询公司
• Managed Service Providers (MSPs)
• 战略咨询公司
• 全球咨询公司（包括“ 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 directoryto learn more about the providers and see the PDF profiles).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4和部分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）。

在本期中，我们将重点介绍提供采购服务的战略咨询公司。有一个原因为什么我们专注于麦肯锡，BCG和Bain等顶级战略公司的稀有空气（以及较小程度的ALIX合作伙伴），而不是任何具有战略实践和采购的大型全球咨询公司实践。这些公司不受正式供应商合作伙伴关系的困扰，并且它们也具有首席执行官的影响力，因此，它们比任何人都应该能够发展具有战略性的采购服务业务。

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：

• Source-to-Pay Implementation Providers
• 区域咨询公司
• Managed Service Providers (MSPs)
• 战略咨询公司
• 全球咨询公司（包括“ 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to learn more about the providers and see the PDF profiles).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和部分4探讨了前两段(S2P咨询公司和regional consultancies), and in this fifth installment, our coverage turns to the “Wild West” segment covering various forms of a Managed Service Provider (MSP) model.

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。

In a sense, SaaS vendors could theoretically be classified as a managed (application) technology provisioning service of sorts, and the software served up as a service could be viewed as a set of tools rather than a service that delivers business process outcomes or capabilities. Yet, SaaS vendors are increasingly focused on selling based on actual value that they (and their partners) can deliver to the business process. And in procurement, this requires knowledge and intelligence that is baked into analytics that help continuously find and deliver that value. This is why niche tools focused on certain process / category segments have always struggled in the market on a standalone basis unless embedded in a broader project-based transformational service or ongoing managed service.

在微观层面上，这种基于技术和知识的服务的这种良性融合显然是一种趋势，但是关于哪种类型的玩家将是生态系统锚和“平台”的问题。我们将在稍后解决此问题，但是就目前而言，让我们深入研究MSP服务区域中的微分市场中正在创建价值的利基市场。

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
• Managed Service Providers (MSPs)
• 战略咨询公司
• 全球咨询公司（包括“ 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2details how procurement professionals can use this information, and it gives more information on the six market segments and providers in those groups.部分3detailed the seven S2P implementation providers in the first post on the individual groups.

In this installment of group coverage, our focus turns to the six featured regional consultancies that pick their specialization in terms of geography, capabilities and service delivery models that help differentiate them from the mega consultancies. And as with the last installment, PRO subscribers can go to the directory to access a detailed PDF profile of each provider that lists company intelligence information — like employee count, services mix, regions covered, competitors and more strategic insights.

现在，让我们研究这些区域咨询公司。

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）
• Managed Service Providers (MSPs)
• 区域咨询公司
• 战略咨询公司
• 全球咨询公司（包括“ Big 5”）
• BPO提供商

我们的group coverage begins today with the seven Source-to-Pay (S2P) technology vendors that focus predominantly on S2P implementation, but these providers also handle broader consulting and a small portion of managed services. Xoomworks is on our S2P list, and to show how vital and vibrant the services market is,Xoomworks was acquired by Accenturethis week.

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2details how CPOs can use this information, and it gives more information on the six market segments and the vendors in those segments.

现在，让我们深入研究S2P市场及其一组提供商。

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. 主要支出类别和相关利益相关者的基于知识的类别管理服务in 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(e.g., risk management), including sourcing execution, supplier relationship management and contract/commercial management.
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在金融等部门中，IT，风险，人力资源，法律，运营等，而不仅仅是帮助他们更好地管理支出和供应商。
6. Agile product and service (internal/external) development与IT（以及更广泛的“数字”策略/转型小组）和您公司建立的服务提供商生态系统的紧密合作，无论是有条不紊的还是临时的，用于即时发明的新战略流程和计划。
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。

在供应链和供应商现在如此动荡和复杂的行业中，这些服务的重要性和复杂性很难夸大其物的重要性和复杂性，而且事实是，有许多内部利益相关者和外部技术/服务供应商具有自己的想法他们计划如何运行自己的服务和生态系统。

There is massive complexity here, but also massive opportunity. 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).

To help take the services landscape basket out to the market (which is full of different vendors, we created a basic segmentation framework on two dimensions that generally encapsulates the market:

• 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）。

确定了一般策略后，您可以回家使用最合适的服务提供商，以开始建立新的生态系统。为了帮助您进行这项工作，我们组织了对这些维度的分析，以便我们可以尽力使生态系统中的采购服务供应与采购组织的采购服务需求相匹配。另外，由于我们为整个采购提供商生态系统提供服务，因此我们正在开发这种情报，以帮助方程式的供应方面，以帮助提供者确定他们可以在操作或战略上参与的合作伙伴，以确保其生态系统的一部分适当宽和/或深度。

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

Spend Matters today begins a PRO series meant to shed light on an often-overlooked part of digital procurement transformations — namely the services needed to formulate and execute the actual transformation strategy itself!

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.

In this initial report that focuses on the end-to-end procurement services market rather than just the business process outsourcing (BPO) market or the procurement consulting market, we will focus on procurement itself as a service provider to the business before turning the lens to the vendors in the supply market.

The supply market dynamics are not just driven by legacy service provider segments, but also the disruptive effect of digital on these segments and service providers such that they can cross over more easily into other segments directly or via partnerships.

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。

These are the six provider categories, shown with an explanation of the group’s value propositions:

• Source-to-pay technology specialists- 这些专门建立的咨询公司将有助于快速有效地实施和优化领先的S2P应用程序和套房，以及其他一些工具。
• 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。
• 战略consultancies— The C-suite at buyer organizations are undoubtedly using one of these firms, and most of these consultancies are developing formidable capabilities.
• Regional firms- 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。

并置的是，尽管三部分的TBL承诺对利润，人和星球的出现，但在产品生命周期缩短并供应链延长的时候，它确实如此，因此复杂性和波动性增加。这种困境的方式在于数字创新。

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。

我们探索这个模型并要求薪酬管理etencies in depth in a recent white paper authored in collaboration with Oracle,“Making Supplier Innovation Deliver to Manufacturers’ Triple Bottom Line,”by our Chief Research Officer Pierre Mitchell. This Spend Matters PRO brief excerpts the highlights and provides a framework to help understand how to move from transactional supplier relationships to achieving 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。

好吧，一年中的那个时候，许多采购组织正在开始其年度计划流程，这些过程与企业的年度计划和预算流程相吻合。

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.

西门子AG，全球技术提供商，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.”

这花重要的beplay网页下载快速分析研究短暂explores valuation considerations, the rationale for the combination, the increasing intersection between product lifecycle management (PLM) and direct materials procurement, and the rise of supplier/product intelligence as a critical required capability for procurement organizations — and by extension design engineering and supply chain teams. This brief also explores broader market and supply chain implications of bringing the combined assets togethers. To learn more about Supplyframe’s direct materials procurement capabilities, we recommended starting with a recent PRO Vendor Analysis on the provider which you can findhere和here。

We wrote recently that we would be starting a new series of posts on ‘unconventional wisdom’ imparted by our chief research analyst Pierre Mitchell. Whatever takes our eye during our conversations with the market, the industry and the procurement people within it, will be a topic for scrutiny — we are looking for the more challenging and unusual questions that are often left unsaid, unexpressed, or unaddressed.

今天，我们正在回应在CPO采访中发表的评论：“目前，我认为，提供商的选择非常大，专业化太狭窄了。”我们挖掘了皮埃尔的大脑，以更好地理解使解决方案提供商无法应对这一挑战的是什么。

德勤（Deloitte）发布了其最新的全球首席采购官调查，标题为“敏捷：复杂性解毒剂”。该调查每两年进行一次，以评估全球大约400 CPO的优先事项，能力，看法，计划和观点。

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.