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What Comes after ERP?
- 1. 1 © 2011 Forrester Research, Inc. Reproduction Prohibited
- 2. Cloud Breakout Session:
What Comes After ERP?
China Martens, Analyst
Forrester Research
April 12, 2012 4:45 p.m.
2 © 2011 Forrester Research, Inc. Reproduction Prohibited
2009
- 3. Agenda
Introduction
ERP: Yesterday, today, and tomorrow
Challenges companies battle in their supply chain
The appeal of the cloud and collaborative commerce
User case studies
Q&A
3 © 2012 Forrester Research, Inc. Reproduction Prohibited
- 4. What do we mean by “cloud”?
Cloud = Forrester defines cloud computing as: “a standardized IT
capability (services, software, or infrastructure) delivered by Internet
standard technologies in a pay-per-use, self-service way.”
There are three classes of cloud services – software you rent (software-
as-a-service -- finished apps); app services and platforms (platform-as-a-
service -- middleware for developers to build cloud apps); and
infrastructure services and platforms (infrastructure-as-a-service -- places
to deploy cloud apps – on-demand virtual hosting).
4 © 2012 Forrester Research, Inc. Reproduction Prohibited
- 5. What do we mean by “network” and “collaborative
commerce”?
Network = a platform to connect companies with their trading partners
and to facilitate collaboration between all parties. The network supports a
wide variety of functionality including partner discovery, e-procurement,
and e-invoicing.
Collaborative commerce = a combination of cloud software, services,
and community to enable organizations and their current and potential
trading partners -- suppliers and buyers -- to negotiate and work closer
together for their mutual financial benefit.
5 © 2012 Forrester Research, Inc. Reproduction Prohibited
- 6. The processes powering ePurchasing
Emerging category:
Supplier risk and
2. Supplier performance
assessment management
1. Spend
analysis 3. Supplier
identification
8. Electronic
invoice Supplier
network 4. Sourcing
processing and
presentment services
7. Order
5. Contract
fulfillment
life-cycle
(services
management
procurement)
6. Procurement
6 © 2012 Forrester Research, Inc. Reproduction Prohibited
- 7. Potential agenda
Introduction
ERP: Yesterday, today, and tomorrow
Challenges companies battle in their supply chain
The appeal of the cloud and collaborative commerce
User case studies
Q&A
7 © 2012 Forrester Research, Inc. Reproduction Prohibited
- 8. Seven trends are reshaping ERP, other business apps
Flexibility drives higher value and business involvement
8 © 2012 Forrester Research, Inc. Reproduction Prohibited
- 9. A closer look at three of those trends:
SaaS, mobile, and collaboration
Cloud deployment models change app economics
- SaaS is also impacting look-and-feel of apps
- Creating cloud apps ecosystems.
Mobile technology accelerates business processes
– Rethinking apps for mobile impacts user interfaces
– Tablets extend user experience
Social collaboration tools come to apps
– Much of the initial focus is on internal collaboration
– Creates linkages across a firm's business apps
9 © 2012 Forrester Research, Inc. Reproduction Prohibited
- 10. But much of ERP's focus remains inward looking
ERP as a transactional system
– Centered on individual company‟s needs
– Some vertical focus
– On-premises deployment
ERP as transactional and enablement system
– Centered on individual company‟s needs
– More vertical focus
– Variety of deployment options, including SaaS
10 © 2012 Forrester Research, Inc. Reproduction Prohibited
- 11. Four forces are reshaping ePurchasing
Vertical
Cloud industry
computing focus
E-purchasing
Smart
computing software
Supplier
networks
11 © 2012 Forrester Research, Inc. Reproduction Prohibited
- 12. Four drivers for ePurchasing customers
SaaS is becoming more attractive – sometimes, epurchasing software is
only available as a SaaS deployment, e.g., supplier networks.
The rise of „smart computing‟ – the addition of analytics and collaboration
to apps.
A stronger focus on the needs of specific industries – to meet the different
buying processes of verticals including government.
Supplier networks are the place for buyer-supplier engagements –
exchanges of purchase orders, invoices, documents, etc. More recognition
among buyers of the value of such networks.
12 © 2012 Forrester Research, Inc. Reproduction Prohibited
- 13. Most enterprises still have a buyer-centric approach
to ePurchasing
13 © 2012 Forrester Research, Inc. Reproduction Prohibited
- 14. We‟re now seeing the emergence of global
communities of buyers and sellers
Cloud
Computing
•Scale and reach to be effective
•Unstructured collaboration, not merely transactions
•Sharing information with your peers
14 © 2012 Forrester Research, Inc. Reproduction Prohibited
- 15. Three tiers of B2B supplier networks
EDI-based GXS, IBM Sterling, EDI standards, direct
Crossgate, SPS between buyers and
Commerce, Covisint, suppliers, any documents
Covisint, Liaison, EasyLink, through pipe, charge
Seeburger, NuBridge suppliers more than buyers
PO and/or Ariba, ADP P2P (DO2), XML standards, standard
invoice based Basware, Hubwoo, security and reliability, POs
Quadrem, OB10, Perfect, and/or invoices and related
Emergence of Capgemini Procurement, documents, charge buyers
Relationship-based
GHX, TradeCard, Elemica, or suppliers more heavily
Exostar, Agentrics,
networks
SciQuest, OFS Portal,
JPMorgan Chase P2P
General Itella (Finland), Stralfors Basic security and reliability,
electronic (Norway), Evenex any documents, low fees
documents (Denmark) equally for buyers and
suppliers
15 © 2012 Forrester Research, Inc. Reproduction Prohibited
- 16. Emerging tier of B2B supplier networks:
Transaction and relationship-based network
Enables advanced collaboration
In addition to exchanging PO/invoice data, companies are also:
– Reaching out during the sourcing process to discover new suppliers, or, if
suppliers, finding potential new customers.
– Proposing and evaluating services, e.g., temporary labor candidates, with the
aim of discovering the best value.
– Negotiating spot buys.
16 © 2012 Forrester Research, Inc. Reproduction Prohibited
- 17. Potential agenda
Introduction
ERP: Yesterday, today, and tomorrow
Challenges companies battle in their supply chain
The appeal of the cloud and collaborative commerce
User case studies
Q&A
17 © 2012 Forrester Research, Inc. Reproduction Prohibited
- 18. Challenges companies are trying to deal with across
their global supply chains
How to more proactively respond to change – economic, environmental,
industry – and manage risk
How to improve connections between their ERP apps and the many
disparate apps being used by trading partners to minimize process
inefficiencies, errors, and costs
How to cut back on manual processes and move to more automation,
freeing up staff from data entry, support desk, and “firefighting” roles
How to better co-innovate with suppliers in both good economic times and
bad
How to gain more visibility into order, invoice, and payment status
How to gain more control over spend
18 © 2012 Forrester Research, Inc. Reproduction Prohibited
- 19. Challenges companies face with managing their
supply chains – looking outward as well as inward
How to continue making internal processes more efficient and
streamlined, both to cut costs and to grow profitability.
How to boost interorganizational productivity by forging tighter bonds with
all their partners and the transactions they‟re engaged in.
How to achieve a deeper level of collaboration with partners and
customers and a more effective two-way flow of information.
How to realize more benefit from buyer and supplier networks – both in
terms of expanding additional relationships and identifying potential new
opportunities and partners.
How to work with partners so they and the company function as a
community, a combined organization for the better benefit of all – re
resolving issues faster, negotiating discounts, etc.
19 © 2012 Forrester Research, Inc. Reproduction Prohibited
- 20. Customers are keen to open up their supply chain
beyond the four walls of their organization
20 © 2012 Forrester Research, Inc. Reproduction Prohibited
- 21. Potential agenda
Introduction
ERP: Yesterday, today, and tomorrow
Challenges companies battle in their supply chain
The appeal of the cloud and collaborative commerce
User case studies
Q&A
21 © 2012 Forrester Research, Inc. Reproduction Prohibited
- 22. Why companies are choosing SaaS apps
Don‟t want to be in the “IT business” of supporting on-premises software
Seeking cheaper alternative to on-premises software and associated
maintenance
Keen to cut costs of IT infrastructure, servers, etc.
Speed of SaaS implementation and deployment
Gain features or functionality not available in traditional licensed product
Comfortable with SaaS model, want to try it elsewhere in the organization
Want to focus internal IT resources on other projects
Have a SaaS-first IT strategy for apps
Mismatch between existing on-premises apps and business needs is
widening
22 © 2012 Forrester Research, Inc. Reproduction Prohibited
- 23. What are your firm‟s concerns about using SaaS?
Percentages represent the percentage of respondents who selected “4” or “5” on a scale of 1 to 5
where 1= not at all concerned and 5= very concerned.
Base: 556 North American and European software decision-makers in enterprise organizations
Source: Forrsights Software Survey, Q4 2011
23 © 2012 Forrester Research, Inc. Reproduction Prohibited
- 24. Companies worry about SaaS security, but that
concern is being gradually allayed
Enterprise use of SaaS means enterprises have
carried out and continue to carry out their own
assessments of SaaS vendors‟ infrastructure
Some organizations view SaaS as potentially more
secure and less risky than their own aging, on-
premises environments
SaaS vendors continue to build out data center
infrastructure around the globe
Increased confidence in SaaS vendors‟ security
policies and their service level agreements
More interest/confidence in third-party certification
of SaaS security
24 © 2012 Forrester Research, Inc. Reproduction Prohibited
- 25. Benefits of collaborative commerce
Technology that non-invasively hooks existing ERP into supply chain
community to access a broader wide range of spend and collaborative
business processes
Access to a large community of suppliers and buyers beyond the trading
partners firms already engage with
A single point for all suppliers to collaborate
Better positioned to manage supplier relationships, more easily onboard
new suppliers, etc.
Can be more proactive to change, speed invoice process
Can better communicate real-time invoice and payment status to suppliers
Can realize savings when more transactions are automated
25 © 2012 Forrester Research, Inc. Reproduction Prohibited
- 26. Recent cloud moves from ERP and supply chain
vendors
Ariba – Commerce Cloud – combines SaaS spend management, finance
management, and sales generation apps with Discovery services
Basware – B2B Cloud - Alustra multi-tenant cloud-based platform for B2B
transaction collaboration – focus on wide range of company sizes.
IBM – Smart Commerce – combines recently acquired (DemandTec,
Emptoris, Sterling Commerce) and in-house technologies
Oracle – Fusion Procurement
SAP – SAP Supplier Infonet – cloud-based data collection service collects
information from customers‟ ERP systems and presents to suppliers as
KPI graphs and alerts
26 © 2012 Forrester Research, Inc. Reproduction Prohibited
- 27. Vendors expanding scope via M&A
2011:*
Ariba buys Quadrem (supply network provider, SaaS supply
management)
Emptoris buys Rivermine (telecom expense management)
Emptoris buys Xcitec (German supplier management vendor)
Ariba buys b-process (French e-invoicing service provider)
SAP buys Crossgate (B2B integration provider)
2012:
Basware buys First Businesspost (German e-invoicing network
operator)
IBM buys DemandTec (SaaS price, promotion, merchandising
analytics)
IBM buys Emptoris (supply and contract management vendor)
27 © 2012 Forrester Research, Inc. Reproduction Prohibited
- 28. Potential agenda
Introduction
ERP: Yesterday, today, and tomorrow
Challenges companies battle in their supply chain
The appeal of the cloud and collaborative commerce
User case studies
Q&A
28 © 2012 Forrester Research, Inc. Reproduction Prohibited
- 29. User case study - Nalco
29 © 2012 Forrester Research, Inc. Reproduction Prohibited
- 30. User case study - Alcoa
30 © 2012 Forrester Research, Inc. Reproduction Prohibited
- 31. User case study – Rio Tinto
31 © 2012 Forrester Research, Inc. Reproduction Prohibited
- 32. Potential agenda
Introduction
ERP: Yesterday, today, and tomorrow
Challenges companies battle in their supply chain
The appeal of the cloud and collaborative commerce
User case studies
Q&A
32 © 2012 Forrester Research, Inc. Reproduction Prohibited
- 33. Q&A
33 © 2012 Forrester Research, Inc. Reproduction Prohibited
2009
- 34. Thank you
China Martens
+1 617.613.6548
cmartens@forrester.com
Twitter: @chinamartens
www.forrester.com
© 2009 Forrester Research, Inc. Reproduction Prohibited
Notes de l'éditeur
- *Date of deals cited are the closing dates for the acquisitions, not the announcement dates.