Accenture is a Leader and Star Performer in Everest Group Procurement Outsourcing Market Report for 2018

Accenture is a leader in both market impact and vision and capability.

REUTERS

Accenture has been recognized as a Leader and Star Performer in the Everest Group Procurement Outsourcing (PO) BPO Service Provider Landscape with Services PEAK Matrix TM Assessment 2018.


According to the report, Accenture is a Leader in both market impact (market adoption, portfolio mix, value delivered) and vision and capability (vision & strategy, scope of services, innovation & investments, delivery footprint). Accenture's classification as a Star Performer is based on year-over-year improvement on the Services PEAK MatrixTM.

Accenture

"As the PO market continues to evolve to target business outcomes, Accenture is helping define the model for partnerships that enable clients to achieve these outcomes. Since the early days of the PO market, Accenture has been one of the leading providers shaping the direction of the market through continuous innovation and transformative client journeys," remarked Katrina Menzigian, vice president, Everest Group.

According to Everest Group, Accenture strengths include:

  • A "strong focus on enabling the client's procurement transformation journey through digital, touchless transactions, and seamless customer experiences;"
  • Continued investments in the "right technology platforms, analytics solutions, and talent model," and Accenture's "next generation solutions" include AI-enabled customer experiences; and
  • Good traction in the emerging geographies, such as Asia Pacific and Latin America, in addition to Accenture's strong presence in North America and Europe.
Everest Group also highlights that Accenture is "best in class" when it comes to value delivered to clients. Clients referenced Accenture's "operational discipline, scalability, and domain expertise" as key strengths and differentiators.

"Accenture's strong position in this latest report sets the standard for our industry. Getting recognized for our end-to-end capabilities and vision means that we're able to deliver superior business outcomes for our clients today while building a foundation for future success," said Keith Hausmann, managing director of procurement business process services at Accenture. "Our goals are not only to help clients optimize the cost of the procurement process, but to help clients reap savings and value from the billions spent on the goods and services that run their day-to-day business operations."

The report analyzed the global procurement outsourcing service provider landscape in 2018, classifying 13 procurement outsourcing service providers into three categories: Leaders, Major Contenders and Aspirants. The Everest Group's Procurement Outsourcing (PO) BPO Service Provider Landscape with Services PEAK MatrixTM Assessment 2018 can be accessed here.

Successful Companies Pivot to New Opportunities by Revitalizing – Not Neglecting – Their Core Businesses, Accenture Report Finds

Report identifies three actions common to the six percent of companies that have embraced the future most decisively

REUTERS

Originally Published by Accenture.

The majority (54 percent) of C-level executives expect their new business activities to generate at least half of their company's revenues within the next three years, even though only one-third (33 percent) of the executives said their company currently generates more than half of its revenues from business activities started in the past three years, according to new research from Accenture.

Read More Show Less

Accenture Commits $200 Million to Education, Training and Skills Initiatives over next Three Years to Equip People Around the World for Work in the Digital Age

Commitment includes company's Skills to Succeed goal to equip more than 3 million people with job and entrepreneurial skills by 2020.

REUTERS

Originally published by Accenture.

Supporting its vision to improve the way the world works and lives, Accenture (NYSE: ACN) is committing more than US$200 million over the next three years to help equip people around the world with job skills for the digital age.

Read More Show Less
REUTERS

Originally Published by Accenture.

While most companies recognize the value of a digitally enabled supply chain – empowered by new technologies like artificial intelligence, blockchain, big data and analytics ­– many chief supply chain officers (CSCOs) are not leveraging their C-suite counterparts to help reinvent the supply chain function and transform it into an engine of new growth models and customer experiences, according to new research from Accenture.

The research report, Drive Your Own Disruption: Is your supply chain in sleep mode?, reveals that the 900 supply chain executives surveyed were more likely to say that they see their function in two years as a cost efficiency driver (60 percent) or a support function (68 percent) than as a competitive differentiator (48 percent) or a growth enabler (53 percent) within their organizations, which can leave significant value on the table.

"Supply chain executives should take no comfort in being categorized as a support function," said Mohammed (Mo) Hajibashi, a managing director at Accenture and global Supply Chain lead in its Products industry practice. "In this digital era where customers demand speed to market and hyper-personalization, these executives need to ensure that their supply chain function is not only a key differentiator but also ensures the sustained growth of their organizations. The fast and efficient adoption of the right new technologies that enable a new way of working, along with increased C-suite engagement with the supply chain function, are the keys to achieving growth via new digital business models that create new customer experiences, craved by the consumer."

Accenture research found that 80 percent of the supply chain executives surveyed identify the chief information officer or chief technology officer – not the CEO, chief operating officer (COO) or chief financial officer (CFO) – as key stakeholders, even despite the major role the CFO has in making technology investment decisions and the COO's role in designing the operating model.

Furthermore, in many organizations, the supply chain isn't seen as a driver of differentiation and aggressive growth. Meanwhile, the CSCOs blame the absence of a clear business strategy (cited by 43 percent of CSCOs surveyed), together with an inadequately skilled workforce (48 percent) and incompatible legacy systems (44 percent), for their function's inability to drive value for the organization.

How To Overcome C-suite Challenges

According to the report, CSCOs have an opportunity to work with the full C-suite to overcome three core challenges – leadership, labor and legacy technology – and move their function toward better and more strategic partnerships that will provide the organization with increased value-driving potential.

  • Leadership. The CSCO will need to be better aligned with business strategy and build a new and productive working relationship with the executives responsible for long-term digital investment: the CFO and COO.
  • Labor. CSCOs need to build a workforce that focuses on core supply chain workers, "adaptive" (part-time and on-demand) workers and artificial intelligence / robotics — all working together to drive productivity at speed. The CSCO will also need to leverage their C-suite connections to secure support for a reskilling strategy founded on continuous learning.
  • Legacy Technology. Digitally decoupling legacy systems provides a less-resource-intensive and more impactful way to drive agility than spending on new, more compatible systems. CSCOs can start by decoupling data from their legacy IT systems, replicating it and moving it, in real time, to cloud-based data "lakes" that are accessible to customers.
To find out more about the report, visit Accenture.com/wakeupyoursupplychain. Join the conversation at @Accenture #supplychain and #wakeupyoursupplychain.