Ce diaporama a bien été signalé.
Nous utilisons votre profil LinkedIn et vos données d’activité pour vous proposer des publicités personnalisées et pertinentes. Vous pouvez changer vos préférences de publicités à tout moment.

Sourcing trends and predictions for 2015 and beyond

8 331 vues

Publié le

This edition of the global Sourcing Advisory Pulse survey explores the biggest positive and negative impacts on organizations' sourcing efforts and tracks investment appetite compared with 2013 and 2014.

Publié dans : Business
  • DOWNLOAD FULL BOOKS, INTO AVAILABLE FORMAT ......................................................................................................................... ......................................................................................................................... 1.DOWNLOAD FULL. PDF EBOOK here { https://tinyurl.com/y6a5rkg5 } ......................................................................................................................... 1.DOWNLOAD FULL. EPUB Ebook here { https://tinyurl.com/y6a5rkg5 } ......................................................................................................................... 1.DOWNLOAD FULL. doc Ebook here { https://tinyurl.com/y6a5rkg5 } ......................................................................................................................... 1.DOWNLOAD FULL. PDF EBOOK here { https://tinyurl.com/y6a5rkg5 } ......................................................................................................................... 1.DOWNLOAD FULL. EPUB Ebook here { https://tinyurl.com/y6a5rkg5 } ......................................................................................................................... 1.DOWNLOAD FULL. doc Ebook here { https://tinyurl.com/y6a5rkg5 } ......................................................................................................................... ......................................................................................................................... ......................................................................................................................... .............. Browse by Genre Available eBooks ......................................................................................................................... Art, Biography, Business, Chick Lit, Children's, Christian, Classics, Comics, Contemporary, Cookbooks, Crime, Ebooks, Fantasy, Fiction, Graphic Novels, Historical Fiction, History, Horror, Humor And Comedy, Manga, Memoir, Music, Mystery, Non Fiction, Paranormal, Philosophy, Poetry, Psychology, Religion, Romance, Science, Science Fiction, Self Help, Suspense, Spirituality, Sports, Thriller, Travel, Young Adult,
       Répondre 
    Voulez-vous vraiment ?  Oui  Non
    Votre message apparaîtra ici

Sourcing trends and predictions for 2015 and beyond

  1. 1. Top trends and predictions for 2015 and beyond 1Q15 Global Sourcing Advisory Pulse Survey results
  2. 2. © 2015 KPMG International Cooperative (“KPMG International”), a Swiss entity. Member firms of the KPMG network of independent firms are affiliated with KPMG International. KPMG International provides no client services. No member firm has any authority to obligate or bind KPMG International or any other member firm third parties, nor does KPMG International have any such authority to obligate or bind any member firm. All rights reserved. 1 KPMG’s shared services and outsourcing advisory practice The Shared Services and Outsourcing Advisory practice brings a specialized global team of more than 800 professionals within KPMG’s global network of independent member firms operating in 155 countries. These professionals help clients design, build, and manage information technology (IT) and business processes across the enterprise. We help clients align their business strategy, organization and execution to enable them to manage the entire IT and business process life cycle, improving business performance, and laying the groundwork for genuine business transformation. We apply focused research, automating tools, proprietary data, clear business acumen, and a forward-thinking mind-set to provide timely, objective, actionable advice and practical approaches for clients. Who we are What we do How we do it KPMG has the ability to help member firms’ clients transform enterprise services to help improve value, increase agility and create sustainable business performance.
  3. 3. © 2015 KPMG International Cooperative (“KPMG International”), a Swiss entity. Member firms of the KPMG network of independent firms are affiliated with KPMG International. KPMG International provides no client services. No member firm has any authority to obligate or bind KPMG International or any other member firm third parties, nor does KPMG International have any such authority to obligate or bind any member firm. All rights reserved. 2 KPMG Pulse Surveys Focus on performance, trends, and futures  Launched in 2004 by EquaTerra*  Part of a growing family of KPMG Pulse market research studies The Global Sourcing Advisory Pulse Surveys The surveys are a quarterly review of global business services (GBS) market trends and individual observations from the ‘front lines’.  800+ KPMG sourcing advisors  20 leading global business, IT, and cloud service providers  KPMG market research  HfS Research  The annual Top Trends and Predictions Pulse also polls 300+ additional KPMG executives globally across Audit, Tax and Advisory  Drivers for GBS usage  Demand and buying patterns  Deal attributes  Thematic topics for each Pulse survey – Top Trends & Predictions for 2015  Call center/customer care  Finance and Accounting  Human Resources  Information Technology  Procurement  Real Estate and Facilities Management  Vertical Industry BPO  Emerging BPO/KPO functions Input sources: Topics evaluated: Primary functional focus: * KPMG LLP (US) KPMG Holdings Limited (UK) and KPMG International acquired the business and subsidiaries of advisory firm EquaTerra, Inc. in February 2011.
  4. 4. © 2015 KPMG International Cooperative (“KPMG International”), a Swiss entity. Member firms of the KPMG network of independent firms are affiliated with KPMG International. KPMG International provides no client services. No member firm has any authority to obligate or bind KPMG International or any other member firm third parties, nor does KPMG International have any such authority to obligate or bind any member firm. All rights reserved. 3 Summary – key findings 2 4 Top corporate initiatives in 2015 Changes to investment patters and overall market conditions 1Top negative and positive trends for 2015 Top challenges and capabilities required for initiatives 3 Attracting, retaining and managing skilled talent will be the number one concern facing most global companies for the foreseeable future. Even as these organizations are being forced to wage an ongoing and fierce ‘War for Talent’, many will also be preoccupied with concerns over precarious economic/market conditions and deciding which technologies to leverage.
  5. 5. © 2015 KPMG International Cooperative (“KPMG International”), a Swiss entity. Member firms of the KPMG network of independent firms are affiliated with KPMG International. KPMG International provides no client services. No member firm has any authority to obligate or bind KPMG International or any other member firm third parties, nor does KPMG International have any such authority to obligate or bind any member firm. All rights reserved. 4 Shared Services 53% ITO 35% BPO 36% Internal Process Improvement 56% Flat 48% Up 52% Down 0% 60% 1Q13 76% 2Q13 65% 3Q13 72% 4Q13 65% 1Q14 67% 2Q14 60% 1Q15 69% 3Q14 Service Providers: Pipeline Growth Last Quarter Advisors: Demand increase by Service Delivery Model Next 1–2 Quarters Advisors: Top Functional Focus Areas for Service Delivery Improvement Efforts Service Providers: Demand Next 1–2 Quarters 7% 10% 10% 14% 16% 20% 32% 34% 59% 61% Vertical industry specific bus. functions REFM All business functions Customer care All areas, including IT Supply chain HR Procurement/source to pay F&A IT 1Q15 Global Sourcing Advisory Pulse: Key Findings Source: Trends and Predications for 2015 and beyond, KPMG International
  6. 6. © 2015 KPMG International Cooperative (“KPMG International”), a Swiss entity. Member firms of the KPMG network of independent firms are affiliated with KPMG International. KPMG International provides no client services. No member firm has any authority to obligate or bind KPMG International or any other member firm third parties, nor does KPMG International have any such authority to obligate or bind any member firm. All rights reserved. 5 2015 Trends with Biggest Negative Impact on User Organizations • Top two same as 2014, political gridlock moves up one place from last year. • Regional differences • Talent shortages/talent management challenges most acute with advisors supporting global efforts • Geopolitical event; terrorism; war on terror rises in importance in Middle East and Africa.
  7. 7. © 2015 KPMG International Cooperative (“KPMG International”), a Swiss entity. Member firms of the KPMG network of independent firms are affiliated with KPMG International. KPMG International provides no client services. No member firm has any authority to obligate or bind KPMG International or any other member firm third parties, nor does KPMG International have any such authority to obligate or bind any member firm. All rights reserved. 6 2015 Trends with Biggest Positive Impact on User Organizations • Expanding the adoption and use Innovative technologies is the clear focus for improving the status-quo. • The following 4 trends are clustered in importance and can be directly associated to the biggest negative trends in 2015. • Regional Differences: • North America lags in focus on expanding emerging market opportunities for selling goods and. services
  8. 8. © 2015 KPMG International Cooperative (“KPMG International”), a Swiss entity. Member firms of the KPMG network of independent firms are affiliated with KPMG International. KPMG International provides no client services. No member firm has any authority to obligate or bind KPMG International or any other member firm third parties, nor does KPMG International have any such authority to obligate or bind any member firm. All rights reserved. 7 Top 2015 User Organization Initiatives 0% 20% 40% 60% 80% 100% Optimize global service delivery chains; excel at global… Optimize global supply chains Engage in M&A or divestitures Find, attract and retain talent globally Deliver new/innovative products/services into market;… Redesign/reengineer core business processes Invest in new/improve information technology Continue to drive down operating costs 50% 25% 38% 33% 58% 58% 58% 83% 21% 24% 25% 33% 36% 53% 53% 71% Advisors SPs • The top 3 initiatives are the same as 2014, however, the focus on driving down operating costs increased 8%, which could be a concern for the rest of initiatives as they will require capital investment. • Regional differences • Find, attract and retain talent globally, is not a priority cited by advisors supporting global clients, despite talent shortages the top cited negative trend. • Advisors supporting South America, Middle East and Africa are the most diverse in citations. Source: Trends and Predications for 2015 and beyond, KPMG International
  9. 9. © 2015 KPMG International Cooperative (“KPMG International”), a Swiss entity. Member firms of the KPMG network of independent firms are affiliated with KPMG International. KPMG International provides no client services. No member firm has any authority to obligate or bind KPMG International or any other member firm third parties, nor does KPMG International have any such authority to obligate or bind any member firm. All rights reserved. 8 Top Challenges to Successfully Undertaking 2015 Initiatives 0% 20% 40% 60% 80% 100% Competitive pressures from new/emerging market competitors Inadequate/fragmented global business services capabilities Inadequate management/board skills and capabilities Inability to innovate Lack of adequate and skilled talent; inability to attract and retain talent Inadequate/antiquated IT infrastructure and systems Dysfunctional/fragmented organizational/operating models, designs and processes 42% 33% 29% 63% 50% 63% 58% 19% 22% 45% 45% 53% 56% 61% Advisors SPs • While the top three challenges are the same as 2014, Talent Challenges increased 13%, which is a trend that we expect to continue. • Regional differences • Talent Challenges are most pronounced in Middle East and Africa. • Inability to innovate is a bigger issue with advisors supporting global clients. Source: Trends and Predications for 2015 and beyond, KPMG International
  10. 10. © 2015 KPMG International Cooperative (“KPMG International”), a Swiss entity. Member firms of the KPMG network of independent firms are affiliated with KPMG International. KPMG International provides no client services. No member firm has any authority to obligate or bind KPMG International or any other member firm third parties, nor does KPMG International have any such authority to obligate or bind any member firm. All rights reserved. 9 Top Capabilities Required to Successfully Undertake 2015 Initiatives • It is clear from the results that investment in technology capabilities will be the key driver of success in 2015 and beyond. • This involves platforms & processes to harness data and drive insights; enable innovative management practices with the ability to implement; and cost effective opportunities such as the cloud while following all risk, privacy and security protocols. • Regional difference • Business intelligence/harnessing "big data“ especially important to advisors supporting global clients and much less important in South America, Middle East and Africa, and Asia Pac • The ability to find, attract and retain talent globally most relevant in South America and Middle East and Africa 0% 20% 40% 60% 80% Strong global governance policies and procedures Global business-services-integrated service delivery models Alternative service delivery models-shared svrcs &… The ability to find, attract and retain talent globally Business intelligence/harnessing "big data" IT systems and capabilities beyong cloud Smart/innovative management &management practces 17% 63% 63% 38% 54% 54% 42% 24% 30% 39% 42% 45% 47% 54% Advisors Service Provider Source: Trends and Predications for 2015 and beyond, KPMG International
  11. 11. © 2015 KPMG International Cooperative (“KPMG International”), a Swiss entity. Member firms of the KPMG network of independent firms are affiliated with KPMG International. KPMG International provides no client services. No member firm has any authority to obligate or bind KPMG International or any other member firm third parties, nor does KPMG International have any such authority to obligate or bind any member firm. All rights reserved. 10 Advisors: Investment Appetite for 2015 vs. 2014 26% 19% 10% 7% 11% 11% 8% 11% 8% 6% 4% 5% 60% 61% 63% 62% 57% 56% 58% 53% 52% 53% 42% 38% 14% 20% 27% 32% 33% 33% 34% 36% 40% 42% 54% 57% Non-cloud IT enterprise software Third party advisory services Enterprise-wide governance, risk & compliance Talent and talent management Social media Mobility GBS/shared services/outsourcing infrastructure & software GBS/shared services/outsourcing staff & resources Cloud infrastructure Cloud software and services Data and analytics staff and resources Data and analytics software and services Less Same More Source: Trends and Predications for 2015 and beyond, KPMG International
  12. 12. © 2015 KPMG International Cooperative (“KPMG International”), a Swiss entity. Member firms of the KPMG network of independent firms are affiliated with KPMG International. KPMG International provides no client services. No member firm has any authority to obligate or bind KPMG International or any other member firm third parties, nor does KPMG International have any such authority to obligate or bind any member firm. All rights reserved. 11 Service Providers: Investment Appetite for 2015 vs. 2014 33% 4% 8% 8% 4% 4% 4% 67% 75% 63% 58% 63% 57% 58% 54% 30% 33% 21% 17% 21% 29% 33% 33% 39% 42% 46% 65% 67% 79% 83% Non-cloud IT enterprise software Enterprise-wide governance, risk & compliance Third party advisory services Talent and talent management GBS/shared services/outsourcing staff & resources Social media Mobility GBS/shared services/outsourcing infrastructure & software Data and analytics staff and resources Cloud infrastructure Cloud software and services Data and analytics software and services Less Same More Source: Trends and Predications for 2015 and beyond, KPMG International
  13. 13. © 2015 KPMG International Cooperative (“KPMG International”), a Swiss entity. Member firms of the KPMG network of independent firms are affiliated with KPMG International. KPMG International provides no client services. No member firm has any authority to obligate or bind KPMG International or any other member firm third parties, nor does KPMG International have any such authority to obligate or bind any member firm. All rights reserved. 12 What we think The primary concern here is that while many global companies are doubling down on cutting operating costs, many of them may be ignoring opportunities to move their organizations up the Global Business Services (GBS) maturity curve, which can lead to much greater opportunities for value creation. At the same time, we were surprised, particularly because of the acute talent shortages being faced by many of these companies, that ‘finding, attracting and retaining talent globally’ was not cited by advisors as one of the top initiatives being undertaken by global clients. Companies that find themselves fixated solely on cutting costs may ultimately find themselves falling further behind their competitors who are migrating to GBS operating models and positioning themselves to create significantly greater value across their organizations. Or those who are not only investing in the GBS operating model, but also enabling technologies that can accelerate their position, such as cloud adoption, automation, and analytics. David Brown, Partner Global Lead, Shared Services and Outsourcing Advisory “ ”
  14. 14. © 2015 KPMG International Cooperative (“KPMG International”), a Swiss entity. Member firms of the KPMG network of independent firms are affiliated with KPMG International. KPMG International provides no client services. No member firm has any authority to obligate or bind KPMG International or any other member firm third parties, nor does KPMG International have any such authority to obligate or bind any member firm. All rights reserved. 13 Summary 1. The War for Talent – Organizations need to understand current capabilities to develop the optimal strategic plan for talent. They should also explore emerging technologies such as robotics process automation to alleviate talent shortage and reduce costs. 2. The Adoption of Innovative Technologies – While this will require substantial investment, the ability to truly bring your organization’s technology platforms into the 21st century can play a vital role in helping attract talent and can pay significant dividends over the long term. 3. Big Data and IT – With proper implementation, big data and IT can provide an organization with strategies to respond to both internal and external challenges, resulting in a strategic advantage. This is more than internal benchmarks and identifying customers. 4. First-Mover Advantage – Many organizations are still waiting on the sidelines to see what changes their competitors will make. Now is the time to assess and overhaul operating models. With the current pace of technology and volatile market conditions, adopting a ‘wait and see’ approach could be disastrous to an organization’s ability to compete over the long term.
  15. 15. © 2015 KPMG International Cooperative (“KPMG International”), a Swiss entity. Member firms of the KPMG network of independent firms are affiliated with KPMG International. KPMG International provides no client services. The KPMG name, logo and “cutting through complexity” are registered trademarks or trademarks of KPMG International. The information contained herein is of a general nature and is not intended to address the circumstances of any particular individual or entity. Although we endeavour to provide accurate and timely information, there can be no guarantee that such information is accurate as of the date it is received or that it will continue to be accurate in the future. No one should act on such information without appropriate professional advice after a thorough examination of the particular situation. kpmg.com/socialmedia kpmg.com/app Contact Us: David Brown Partner Global Lead, Shared Services and Outsourcing Advisory T: +1 314 803 5369 E: djbrown@kpmg.com Visit www.kpmg.com/2015SourcingTrends for more information on the 2015 Sourcing Trends Survey.

×