GEP Value Trends Procurement Outsourcing

27
NEW RESEARCH REPORT

description

Which procurement activities are larger and mid-sized companies most likely to outsource and which ones do they prefer to keep in-house? Procurement research firm ISG and GEP provide you answers and insights in a new research report on procurement outsourcing in North America and Europe.

Transcript of GEP Value Trends Procurement Outsourcing

Page 1: GEP Value Trends Procurement Outsourcing

NEW RESEARCH REPORT

Page 2: GEP Value Trends Procurement Outsourcing

Copyright © 2012, Information Services Group, All Rights Reserved

GEP Value Trends: Procurement Outsourcing

Third in a Research Series on Procurement from

Information Services Group and GEP

September 2012

ISG research conducted in conjunction with:

Page 3: GEP Value Trends Procurement Outsourcing

2

Copyright © 2012, Information Services Group, All Rights Reserved

Introduction

ISG undertook a research in June 2012 in with support from GEP to provide insights to CPOs and other Procurement executives in an effort to assist them in understanding some of the key issues facing other procurement organizations. Additional goals were to provide insights to steps that they might take to address some of these issues and to move their organizations to the next level in delivering value to their companies.

Respondents to the survey were primarily based in North America with 28 percent of respondents representing other geographies. Respondents included leaders from the financial services, healthcare and pharmaceuticals, business services, manufacturing, energy, government and public sector, media and telecom, retail and travel and transportation sectors. Fifty-nine percent of respondents were from businesses of more than $5B in annual revenue and respondents were generally CFOs, CPOs or their direct reports.

The research focused on three key aspects affecting the procurement function:

• Procurement Strategy: Key Challenges and Transformation Drivers

• Procurement Technology and Implementation

• Procurement Outsourcing

In this three part series, we bring to you insights from the research covering these three aspects, one at a time. These insights reflect the voice of numerous procurement leaders across several industries and can be an effective tool in benchmarking your own procurement organization.

In the first report, we focused on key challenges faced by procurement executives today, areas they perceive as opportunities for improvement and top priorities for procurement executives at this time. The second report provided insights into Procurement Technology and Implementation trends including type of procurement software most actively used today, trends in procurement software adoption, trends in software deployment model and the importance of brand in software provider selection.

This report, the last in the three-part series provides insights into:

• Adoption trends in procurement BPO

• Procurement outsourcing drivers and preferences

• Satisfaction with procurement BPO offerings

• Cross-functional participation and key decision makers for procurement outsourcing

• Executive relationship role in procurement outsourcing decisions and

• Importance of brand in service provider selection

Page 4: GEP Value Trends Procurement Outsourcing

3

Copyright © 2012, Information Services Group, All Rights Reserved

Survey Approach and Respondents Respondents to the survey were primarily based in North America with 28 percent of respondents representing other geographies. Respondents included leaders from the financial services, healthcare and pharmaceuticals, business services, manufacturing, energy, government and public sector, media and telecom, retail and travel and transportation sectors. Fifty-nine percent of respondents were from businesses of more than $5B in annual revenue and respondents were generally CFOs, CPOs or their direct reports. It should further be noted that respondents tended to be from organizations that participate in forward-thinking professional societies and are therefore likely to have a higher degree of awareness of more advanced trends in procurement. Organizations that do not actively participate in such societies may therefore be underrepresented in the survey.

Page 5: GEP Value Trends Procurement Outsourcing

4

Copyright © 2012, Information Services Group, All Rights Reserved

Procurement BPO Procurement BPO has matured significantly since the earlier focus on it as primarily an F&A activity. Increasingly, solutions have become more focused on capability growth and expansion rather than being driven by significant replacement of internal staff to reduce the expense of procurement operations. By focusing on better managing a company’s spend, Procurement BPO providers have been able to attract clients interested in expanding their managed spend capabilities to other geographies and lines of business. The key drivers of this trend are primarily focused around acquiring scarce skills, improving processes and better support for internal business units. In other research conducted by ISG we have observed significant growth in the use of Procurement Business Process Services since 2008. While many companies are not currently considering Procurement BPO, we have also observed this percentage decreasing over time as Procurement BPO becomes better understood in the marketplace.

Currently, Contract Management and Transactional Procurement have a higher adoption rate for procurement BPO with 14 percent of respondents reporting that they have fully implemented these services.

Procurement BPO Adoption Trends

Source: ISG Procurement Technology and Outsourcing Trends Survey March 2012# To what level has your organization implemented the following procurement BPO activities?

Current Planned

70%

59%

57%

56%

53%

18%

18%

20%

21%

24%

Vendor Management

Sourcing

Spend Analysis

Contract Management

Transactional Procurement

Considering implementing Not considering implementing

5%

16%

11%

9%

9%

7%

7%

12%

14%

14%

Vendor Management

Sourcing

Spend Analysis

Transactional Procurement

Contract Management

Fully implemented Currently implementing

n = 57

Page 6: GEP Value Trends Procurement Outsourcing

5

Copyright © 2012, Information Services Group, All Rights Reserved

We observed considerable similarity in adoption of various procurement BPO solutions by industry, notably a significantly lower use of vendor management in financial services, healthcare and pharmaceuticals and manufacturing.

Third party procurement management services (Procurement BPO) are increasingly being adopted for a variety of reasons. Chief among them is improved focus on sourcing and other subject matter expertise, followed by best practice processes to better support the business. Adding capacity was also relatively highly ranked, but achieving savings through labor arbitrage was a relatively weaker driver. This is consistent with trends that we have seen in the industry, where procurement BPO is primarily being implemented as a method to improve or expand capabilities. While organizations are certainly focused on managing their costs of delivery of these services, the net trend is one of investment in procurement, with an increasing tendency to buy vs. build additional capabilities.

Procurement BPO Adoption Trends by Industry

Source: ISG Procurement Technology and Outsourcing Trends Survey March 2012# To what level has your organization implemented the following procurement BPO activities?

Financial Services (n = 18) Healthcare & Pharmaceuticals (n = 10)

Business Services (n = 10) Manufacturing (n = 6)

5%

6%

11%

22%

11%

0%

6%

6%

0%

0%

28%

23%

11%

17%

11%

67%

65%

72%

61%

78%

Transactional Procurement

Sourcing

Vendor Management

Contract Management

Spend Analysis

30%

10%

10%

10%

10%

0%

10%

10%

30%

20%

20%

20%

20%

10%

20%

50%

60%

60%

50%

50%

Transactional Procurement

Sourcing

Vendor Management

Contract Management

Spend Analysis

0%

16%

0%

0%

0%

33%

17%

0%

16%

0%

0%

0%

17%

17%

33%

67%

67%

83%

67%

67%

Transactional Procurement

Sourcing

Vendor Management

Contract Management

Spend Analysis

Fully implemented Currently implementing Considering implementing Not Considering implementing

30%

0%

0%

20%

20%

10%

20%

0%

0%

10%

10%

20%

10%

10%

10%

50%

60%

90%

70%

60%

Transactional Procurement

Sourcing

Vendor Management

Contract Management

Spend Analysis

Page 7: GEP Value Trends Procurement Outsourcing

6

Copyright © 2012, Information Services Group, All Rights Reserved

We also looked at preferences in the types of service providers being used to deliver Procurement BPO. In general, the greatest percentage of buyers preferred multifunction service providers who provide procurement and other services. We saw clear patterns emerge depending upon whom in the organization we asked and what their primary priorities were. Those who leaned toward multifunction providers tended to have a higher focus on reducing the cost of procurement and a lower focus on achieving sourcing savings. Procurement specialist providers were the clear preference among respondents who ranked the achievement of sourcing savings high. The chief driver among CPOs was adding staff/capacity, while the chief driver at the manager level was process best practices.

The following series of graphics highlights the procurement outsourcing drivers and preferences of respondents according to their organizational size, role and industry segment.

Procurement Outsourcing Drivers and Preferences

Source: ISG Procurement Technology and Outsourcing Trends Survey March 2012# Which of the following would best describe how your procurement organization considers value in procurement outsourcing?# If you were to consider a procurement BPO provider, who would you prefer?

Drivers

Preferences

20%

20%

23%

37%

Provider of just procurement services

Provider of procurement software and services as well as multi-function service providers

Provider of procurement software and services

Multi-function service providers who support procurement andother business functions as well

n = 57

n = 56

14%

19%

21%

23%

23%

Accelerate sourcing savings

Savings in resource costs/labor arbitrage

Adding capacity to existing team vs. hiring

Need for process best practices to better support business

Improved focus and skills needed on sourcing and other subjectmatter expertise

Page 8: GEP Value Trends Procurement Outsourcing

7

Copyright © 2012, Information Services Group, All Rights Reserved

What were the drivers behind these preferences?

Source: ISG Procurement Technology and Outsourcing Trends Survey March 2012# Which of the following would best describe how your procurement organization considers value in procurement outsourcing?# If you were to consider a procurement BPO provider, who would you prefer?

n = 56

9%

18%

18%

27%

28%

Savings in resource costs/labor arbitrage

Accelerate sourcing savings

Need for process best practices to bettersupport business

Improved focus and skills needed onsourcing and other subject matter expertise

Adding capacity to existing team vs. hiring

Provider of procurement software and services as well as multi-function service providers

0%

9%

18%

36%

37%

Need for process best practices to bettersupport business

Improved focus and skills needed onsourcing and other subject matter expertise

Adding capacity to existing team vs. hiring

Accelerate sourcing savings

Savings in resource costs/labor arbitrage

Provider of just procurement services

8%

8%

15%

31%

38%

Accelerate sourcing savings

Savings in resource costs/labor arbitrage

Improved focus and skills needed onsourcing and other subject matter expertise

Adding capacity to existing team vs. hiring

Need for process best practices to bettersupport business

Provider of procurement software and services

5%

14%

24%

24%

33%

Accelerate sourcing savings

Adding capacity to existing team vs. hiring

Savings in resource costs/labor arbitrage

Need for process best practices to bettersupport business

Improved focus and skills needed onsourcing and other subject matter expertise

Multi-function service providers who support procurement and other business functions as well

Page 9: GEP Value Trends Procurement Outsourcing

8

Copyright © 2012, Information Services Group, All Rights Reserved

Outsourcing Drivers and Preferences by Organizational Role

4%

21%

17%

37%

21%

20%

16%

28%

12%

24%

29%

43%

14%

14%

0%

Accelerate sourcing savings

Adding capacity to existing team vshiring

Improved focus and skills needed onsourcing and other subject matter

expertise

Need for process best practices tosupport business

Savings in resource cost/laborarbitrage

CPO VP/Director Manager/Staff

8%

29%

21%

42%

28%

24%

12%

36%

33%

0%

50%

17%

Provider of just procurementservices

Provider of procurement softwareand services

Providers of procurement softwareand services as well as multi-function

service providers

Multi-function service providers whosupport procurement and other

business functions as well

CPO VP/Director Manager/Staff

Drivers by Organizational Role Preferences by Organizational Role

Source: ISG Procurement Technology and Outsourcing Trends Survey March 2012# Which of the following would best describe how your procurement organization considers value in procurement outsourcing?# If you were to consider a procurement BPO provider, who would you prefer?

n = 56

n = 56

Page 10: GEP Value Trends Procurement Outsourcing

9

Copyright © 2012, Information Services Group, All Rights Reserved

Outsourcing Drivers and Preferences by Organizational Size

Drivers by Organizational Size Preferences by Organizational Size

Source: ISG Procurement Technology and Outsourcing Trends Survey March 2012# Which of the following would best describe how your procurement organization considers value in procurement outsourcing?# If you were to consider a procurement BPO provider, who would you prefer?

24%

33%

19%

24%

21%

36%

25%

18%

Provider of procurement softwareand services as well as multi-

function service providers

Multi-function service providerswho support procurement and other

business functions as well

Provider of procurement softwareand services

Provider of just procurementservices

$1 B - $10 B > $10 B

14%

19%

19%

34%

14%

24%

27%

21%

14%

14%

Savings in resource costs/laborarbitrage

Adding capacity to existing team vs.hiring

Need for process best practices tobetter support business

Improved focus and skills neededon sourcing and other subject

matter expertise

Accelerate sourcing savings

$1 B - $10 B > $10 B n = 50 n = 50

Page 11: GEP Value Trends Procurement Outsourcing

10

Copyright © 2012, Information Services Group, All Rights Reserved

Outsourcing Drivers by Industry

Source: ISG Procurement Technology and Outsourcing Trends Survey March 2012# Which of the following would best describe how your procurement organization considers value in procurement outsourcing?

16%

17%

28%

17%

22%

10%

30%

20%

10%

30%

0%

10%

10%

60%

20%

17%

0%

33%

17%

33%

Accelerate sourcing savings

Improved focus and skills needed on sourcing andother subject matter expertise

Adding capacity to existing team vs. hiring

Need for process best practices to better supportbusiness

Savings in resource costs/labor arbitrage

Financial Services (n = 17) Healthcare & Pharmaceuticals (n = 10) Business Services (n = 10) Manufacturing (n = 6)

Outsourcing Preferences by Industry

Source: ISG Procurement Technology and Outsourcing Trends Survey March 2012# If you were to consider a procurement BPO provider, who would you prefer?

28%

22%

28%

22%

10%

50%

20%

20%

20%

10%

20%

50%

0%

17%

33%

50%

Provider of procurement software and services aswell as multi-function service providers

Provider of just procurement services

Provider of procurement software and services

Multi-function service providers who supportprocurement and other business functions as well

Financial Services (n = 18) Healthcare & Pharmaceuticals (n = 10) Business Services (n = 10) Manufacturing (n = 6)

Page 12: GEP Value Trends Procurement Outsourcing

11

Copyright © 2012, Information Services Group, All Rights Reserved

The majority of respondents with experience with Procurement BPO were satisfied with the services that they received, with less than 10 percent expressing dissatisfaction with any service except contract management, where dissatisfaction levels were 18 percent.

Satisfaction with Procurement BPO offerings

Source: ISG Procurement Technology and Outsourcing Trends Survey March 2012# If you answered ‘fully implemented’ or ‘currently implementing’, how satisfied are you with the service offerings currently provided by the procurement BPO providers?

Are buyers Satisfied?

36%

27%

29%

17%

9%

9%

18%

0%

8%

9%

55%

55%

71%

75%

82%

Sourcing (n = 11)

Contract Management (n = 11)

Vendor Management (n = 7)

Transactional Procurement (n = 12)

Spend Analysis (n = 11)

Satisfied Dissatisfied Can't say

Page 13: GEP Value Trends Procurement Outsourcing

12

Copyright © 2012, Information Services Group, All Rights Reserved

Companies considering procurement BPO consistently indicated a high degree of cross-functional collaboration in selecting a solution. This is consistent with the more general need for procurement to be collaborative with multiple stakeholders so it can be successful in driving adoption and savings across the corporation. Therefore it is not surprising to see procurement involving other stakeholders in the decision to select a BPO solution.

Cross-functional participation is evident across large and middle-sized organizations, with a business unit playing the primary decision-maker role among larger organizations, while procurement function assuming this role among the middle-sized ones.

Page 14: GEP Value Trends Procurement Outsourcing

13

Copyright © 2012, Information Services Group, All Rights Reserved

The CFO or CPO is the primary decision maker for procurement outsourcing at 57 percent of respondent organizations, with 14 percent reporting their CEO is the decision maker. In all three of these cases a common driver is presumably driving financial impact to the bottom line. However, beyond this common interest, it is important to note that CFOs are highly focused on financial controls, financial transparency and risk, whereas CEOs are often focused on acquiring strategic capability, enhancing organizational agility and improving the enterprise’s ability to support entry into new markets or geographies. CPOs tend to be motivated by the need to solve their capability challenge, in other words, pursuing strategies to accomplish the strategic and operational mandate assigned to procurement with finite resources.

Page 15: GEP Value Trends Procurement Outsourcing

14

Copyright © 2012, Information Services Group, All Rights Reserved

It is also worth noting that CPOs in larger enterprises (with greater than $10B in revenue) have a much larger degree of influence on decisions to employ procurement BPO. This suggests to us that within larger organizations CPOs have a higher degree of awareness and sophistication regarding procurement BPO than their counterparts at smaller organizations. We have also observed that in some cases, smaller organizations do not yet have a formal CPO role.

Page 16: GEP Value Trends Procurement Outsourcing

15

Copyright © 2012, Information Services Group, All Rights Reserved

It is also interesting to note that in some industries, including business services and healthcare, CPOs have a much more limited degree of interest than in others, such as financial services, and especially manufacturing, where it is more common for the CPO to be a true “C-Level” executive reporting to the CEO.

Procurement Outsourcing Decision-making by Organizational Size

0%

0%

10%

9%

38%

29%

14%

10%

7%

0%

10%

14%

42%

17%

Director/Senior Manager

Corporate Strategy

CIO

COO/CAO

CPO

CFO

President/CEO

$1 B - $10 B > $10 B

n = 50Source: ISG Procurement Technology and Outsourcing Trends Survey March 2012# At what level of the organization would a decision to consider procurement outsourcing likely to be initiated?

Page 17: GEP Value Trends Procurement Outsourcing

16

Copyright © 2012, Information Services Group, All Rights Reserved

Procurement Outsourcing Decision by Industry

11%

6%

0%

17%

11%

22%

33%

CIO

Corporate Strategy

Director/Senior Manager

COO/CAO

President/CEO

CPO

CFO

Financial Services (n = 18)

0%

0%

10%

20%

0%

10%

60%

CIO

Corporate Strategy

Director/Senior Manager

COO/CAO

President/CEO

CPO

CFO

Healthcare & Pharmaceuticals (n = 10)

0%

20%

20%

0%

10%

10%

40%

CIO

Corporate Strategy

Director/Senior Manager

COO/CAO

President/CEO

CPO

CFO

Business Services (n = 10)

0%

0%

0%

0%

17%

50%

33%

CIO

Corporate Strategy

Director/Senior Manager

COO/CAO

President/CEO

CPO

CFO

Manufacturing (n = 6)

Source: ISG Procurement Technology and Outsourcing Trends Survey March 2012# At what level of the organization would a decision to consider procurement outsourcing likely to be initiated?

Page 18: GEP Value Trends Procurement Outsourcing

17

Copyright © 2012, Information Services Group, All Rights Reserved

Given the degree of change management and cross-enterprise coverage typically associated with procurement BPO, executive relationships and brand reputation were potentially critical differentiators for clients when selecting a provider. In fact, this is the case with a minority of clients; 28 percent of respondents believe that executive relationships are very important in considering or executing a BPO deal. However, approximately the same percentage indicated that executive relationships were not important, and 44 percent saw executive relationships as a factor, but not an overriding factor, in procurement BPO decisions. It is also worth noting that the higher the level of the respondent in the survey, the less likely they were to indicate that executive relationships were the primary decision factor, and that there was no significant variation in this trend between larger and smaller companies. Interestingly, we did see significant variation in responses by industry, with financial services showing a relatively low level of importance on this factor, and manufacturing and healthcare/pharmaceuticals showing a much higher degree of importance. This suggests that despite the lack of existing executive relationships, smaller providers will have a reasonable opportunity to compete for business in the majority of opportunities in the broader marketplace, but that providers may be inclined to test the waters in qualifying pursuits in some industries. From a buyer perspective, this underscores the importance of an effectively managed sourcing process to ensure a level playing field for competition.

Page 19: GEP Value Trends Procurement Outsourcing

18

Copyright © 2012, Information Services Group, All Rights Reserved

Page 20: GEP Value Trends Procurement Outsourcing

19

Copyright © 2012, Information Services Group, All Rights Reserved

Importance of Executive Relationships by Organizational Size

28%

41%

31%

29%

43%

28%

Very important in considering/executing a deal

Important but other factors such as supplier's brand,reputation and capability also matter

Not important, the capabilities of the provider are mostimportant

$1 B - $10 B > $10 B n = 50

Source: ISG Procurement Technology and Outsourcing Trends Survey March 2012# Executive relationships between a software/service provider and my company’s leadership is:

Page 21: GEP Value Trends Procurement Outsourcing

20

Copyright © 2012, Information Services Group, All Rights Reserved

Importance of Executive Relationships by Industry

22%

40%

30%

50%

33%

40%

50%

50%

45%

20%

20%

0%

Financial Services (n = 18)

Healthcare & Pharmaceuticals (n = 10)

Business Services (n = 10)

Manufacturing (n = 6)

Not important - the capabilities of the provider are most important

Important but other factors such as supplier's brand, reputation and capability also matter

Very important in considering/executing a deal

Source: ISG Procurement Technology and Outsourcing Trends Survey March 2012# Executive relationships between a software/service provider and my company’s leadership is:

Page 22: GEP Value Trends Procurement Outsourcing

21

Copyright © 2012, Information Services Group, All Rights Reserved

Brand appears to be a more of a contributing factor to software/service provider selection than a major one, with 40 percent of respondents indicating that brand was of minimal importance and only 7 percent listing it as the most important criteria, with the results being similar across large (revenues > $10B) and middle-sized (revenues of $1-$10B) enterprises. The higher the organizational level of the respondent, the less that the respondent considered brand to be a major factor For example, 57 percent of CPOs said brand is of minimal importance for service provider selection and none said it was the most important criterion, while at the manager level 15 percent of respondents perceived brand to be the most important criterion and only 29 percent said it is of minimal importance. Among verticals, brand importance was ranked lowest by the manufacturing sector and was somewhat higher in financial services and healthcare/pharmaceuticals.

Page 23: GEP Value Trends Procurement Outsourcing

22

Copyright © 2012, Information Services Group, All Rights Reserved

Importance of Brand by Organizational Role

Source: ISG Procurement Technology and Outsourcing Trends Survey March 2012# Please describe the importance of Brand in the selection of a procurement software/service provider

n = 57

13%

58%

29%

4%

52%

44%

0%

43%

57%

Brand is the most important factor in the selectionof a software/service provider

Brand is important,but other factors also matter

Brand is of minimal importance in the selection ofa software/service provider

CPO VP/Director Manager/Staff

Page 24: GEP Value Trends Procurement Outsourcing

23

Copyright © 2012, Information Services Group, All Rights Reserved

Importance of Brand by Organizational Size

10%

57%

33%

4%

55%

41%

Brand is the most important factor in theselection of a software/service provider

Brand is important, but other factors alsomatter

Brand is of minimal importance in theselection of a software/service provider

$1 B - $10 B

> $10 B

n = 50Source: ISG Procurement Technology and Outsourcing Trends Survey March 2012# Please describe the importance of Brand in the selection of a procurement software/service provider

Page 25: GEP Value Trends Procurement Outsourcing

24

Copyright © 2012, Information Services Group, All Rights Reserved

Importance of Brand by Industry

0%

10%

20%

0%

78%

70%

30%

50%

22%

20%

50%

50%

Financial Services (n = 18)

Healthcare & Pharmaceuticals (n = 10)

Business Services (n = 10)

Manufacturing (n = 6)

Brand is of minimal importance in the selection of a software/service provider

Brand is important,but other factors also matter

Brand is the most important factor in the selection of a software/service provider

Source: ISG Procurement Technology and Outsourcing Trends Survey March 2012# Please describe the importance of Brand in the selection of a procurement software/service provider

Page 26: GEP Value Trends Procurement Outsourcing

25

Copyright © 2012, Information Services Group, All Rights Reserved

Conclusion We will continue to provide research into the increasingly dynamic procurement space.

• The relatively high degree to which Procurement organizations’ operations are in line with the industry standard practices suggest a significant opportunity to take advantage of standardized solutions in the marketplace.

• While Procurement BPO adoption remains relatively low, significantly increased adoption over the past few years suggests that we may be at an inflection point in the industry, and that we may see significant growth in this sector moving forward.

• The CFO’s office is the powerhouse for procurement outsourcing decisions; however cross-functional participation is very high.

• Evaluating providers in the market followed by RFP execution is the most sought after vendor evaluation approach.

• Procurement organizations are increasingly looking for additional capacity, along with specialized skills, subject matter expertise and process best practices from procurement service providers, and have modest expectations for reductions in procurement operational costs. Procurement BPO is clearly becoming primarily a capability strategy, and it is likely that this is the cause of increased interest in this sector.

• The market for procurement service providers has become increasingly complex, and most buyers have a limited familiarity with the range of solutions available. Buyers should seek additional insights and subject matter expertise to ensure that they have a full understanding of their options in both delivery models and service providers prior to finalizing their solution strategy.

Page 27: GEP Value Trends Procurement Outsourcing

26

Copyright © 2012, Information Services Group, All Rights Reserved

For More Information If you would like more information about GEP products and solutions, please visit www.gep.com or contact us at [email protected] Clark, NJ, USA London, UK Mexico City, Mexico São Paulo, Brazil +1 732-382-6565 +44 (0)20 3008 7471 (52) 55 4777-2251 55 11 2787 6393 Prague, Czech Republic Mumbai, India Hyderabad, India Shanghai, China (420) 233 025 400 91 (22) 6137 2100 91 (40) 4004 4212 86 (21) 6122 1238 About GEP GEP is a diverse, creative team of people passionate about procurement. We invest ourselves entirely in our client’s success, creating strong collaborative relationships that deliver extraordinary value year after year. We deliver practical, effective procurement services and technology that enable procurement leaders to maximize their impact on business operations, strategy and financial performance. Named a category leader in procurement outsourcing by the Black Book of Outsourcing, a Star Performer in Everest Group’s Peak Matrix of service providers, and to the Supply & Demand Chain Executive 100 for seven years, GEP is also ranked as one of the Fastest Growing Technology Companies in Deloitte's Technology Fast 500. Clark, NJ-based GEP has eight offices and operations in North and South America, Europe and Asia. To learn more, please visit www.gep.com. Unauthorized copying, distribution or re-printing in part or whole, without the written permission of GEP is strictly prohibited.