Business Process as a Service ( BPaaS ): What Can It Do for My Mid-Market Company? - PowerPoint PPT Presentation

Business Process as a Service (BPaaS):What Can It Do for My Mid-Market Company?

July 31, 2012

Saurabh Gupta leads Everest Group’s BPO research practice. His areas of expertise spans both horizontal BPO services (like F&A and procurement) as well as industry-specific BPO. Saurabh utilizes his strong analytical background and international research experience to create intellectual property and insights into outsourcing trends, implications and industry best practices. He is a published author in leading global services publications, and is a frequent speaker on the subject. He brings an all-rounded perspective on the BPO market leveraging his experience of working with all stakeholders in the global services market including end-clients, service providers, and other influencers like investors, industry associations, and technology providers.

Saurabh Gupta, VP

Everest GroupBPO Research

David is the Senior Vice President of Client Engagement for Sutherland’s Finance & Accounting Outsourcing Practice. With over 30 years of experience, David has worked as a Partner with Capgemini, and has served as General Manager of Worldwide Financial Services for Microsoft Corporation. During David’s 9 year tenure at Microsoft, his responsibilities were split between running two global businesses as Chief Credit Officer of Microsoft Corporation and President of Microsoft Capital Corporation.  David and his team of 400 professionals managed a global asset of $8 billion in more than 180 countries. 

David Kaminski, SVPSutherland Global ServicesF&A Services

xx%

Annual growth

Cumulative activity to date

Activity in current year

80+ new FAO contract signings in 2011

Number of contracts

FAO contract extensions in 2011 increased

Number of contracts

52%

13%

18%

369

692

76%

611

243

Active 2011 ACV increased by 12% to US$3.9 billion

US$ billion

Cumulative TCV in 2011 increased by 18% to US$32.1 billion

US$ billion

18%

12%

26%

18%

32.1

27.3

Sample size: 692 multi-process FAO contracts signed as of December 2011

The FAO market has been pioneered and dominated by large buyers

More recently, the mid-market and SMBs has started to emerge

SMBs accounted for 20% of the total contracts signed in 2011 compared to ~10% in previous years

FAO market adoption by buyer size over time

Number of contracts

100% =

341

252

70

SMB

(Revenue less than US$1 billion

Mid-market (Revenue between US$1-5 billion)

Large buyers (Revenue greater than US$5 billion)

Sample size: 672 multi-process FAO contracts signed as of December 2011

Typical F&A related challenges faced by SMBs

How FAO helps SMBs to overcome these challenges

Twin pressures of revenue growth and cost reduction

Flexible, scalable and low cost option

Stable F&A operational environment with structured pricing, contracted service levels, and KPIs

Unpredictable operational environment both in terms of costs and service quality

Low F&A maturity; fragmented and broken processes

Best practice F&A process with built-in productivity gains

Manual processes with lack of robust technology

Access to best-in-class F&A tools and technology with minimal upfront costs

Cash flow issues combined with low levels of data visibility and compliance resulting in unfavorable business outcomes (sub-optimal DSO, EPD, and closing of books)

Decision-making support leveraging the power of analytics. Potential to create positive business and cash flow impact

Resource constraints in both recruitment and retention. F&A leadership involved in operational F&A

Access to new talent pools and greater ability to focus on core area of business

Total number of organizations1 by size

Number of companies

Total number of FAO contracts by size

Number of contracts

100% = ~116,000

100% = 672

Large buyers2

SMB4

Mid-market3

Mid-market3

Large buyers2

SMB4

1 Companies with revenue greater than ~US$100 million, subsidiaries in other businesses and countries have been considered as separate companies

2 Revenue greater than US$5 billion

3 Revenue between US$1 billion and US$5 billion

4 Revenue less than US$1 billion

The right balance between savings and investments is a major challenge in mid market

Client acquisition and cost of sales for a service provider is also relatively high for SMBs as compared to large clients

SMBs often lack expertise and maturity required for successful transition and change management

Investments

Savings

Factors influencing savings1

Factors influencing costs

Costs

Centralization

Standardization

Productivity

Transition

Scale

Systems

1 Assumes no constraints on use of off-shore solutions

Lower TCO

Faster payback period

Single throat to choke

Access to best practices

Flexibility

Owned by buyer and maintained by service provider

Responsibility is on service provider

Responsibility is on service provider

Responsibility is on service provider

Owned and maintained by service provider

Owned by buyer and maintained by service provider

Owned and maintained by buyer

Owned and maintained by service provider

Owned and maintained by buyer

Traditional FAO

IT+FAO

F&A BPaaS

BPaaS layers

Degree of standardization

Business processes

Application

Infrastructure

Low

High

Factors contributing to lower TCO in a BPaaS model versus traditional FAO

Access to technology that would otherwise be expensive to implement for SMBs

Minimizes ongoing support, maintenance, and software upgrade costs

Ability to leverage cloud economics

Greater leverage of shared resources across clients

Higher offshoring potential given greater standardization

TCO comparison between traditional vs. BPaaS model for SMBs

30-40%

Process services costs

Technology costs

Reduction in deployment time because of highly standardized solution

Consequently, SMBs start realizing benefits quickly – more relevant in the current economic scenario

Pay-as-you-drink allows SMBs

Scale up / down based on changing business needs

Minimize CAPEX and makes OPEX proportional to business volumes

Accommodate rapid growth and proactively downturns

Combines best-in-class process services with best-in-class technology solutions

Earlier difficult for SMBs to procure these services/solutions

Single hand-off with service provider reduces governance and integration effort

Perfect for SMBs that lack scale

Additionally, enables SMBs to redeploy their resources to more critical activities

Faster payback period

Flexibility

Access to best practices

Single throat to choke

Brief description

Build a TCO business case

• Consider a holistic framework that includes all three layers – infrastructure, application, and business processes
• However, magnitude of savings depends on various other factors

Trade-off between TCO reduction and flexibility

• Understand limitations of standardized solutions. BPaaSmodel imposes some constraints on service delivery flexibility
• Industry / client-specific customization would increase cost and implementation time

Be ready for change and have realistic expectations

• Implementation involves significant changes at both technology and operational level, requiring a strong governance process with strong stakeholder alignment, top-management buy-in, and focus on change management

Holistic assessment of BPaaS provider

• Evaluate service provider carefully across each BPaaS component individually as well as collectively
• Things to consider – underlying software application, workflows / application wrappers, look-and-feel, service provider’s commitment and financial stability

Key Concerns

Solutions

• Next-generation solutions with scalable systems & processes designed to catapult growth
• Cloud systems for anywhere, anytime data access; Integrated systems providing real time visibility to processes
• Partner with specialized entities to leverage expertise
• Function specific tools to aid decision making with key insights
• Implement best-practice processes with higher efficiency
• Explore outsourcing activities to lower costs and complexity
• Partner with an entity with global network, expertise and the right solution portfolio

• Inadequate systems to support business process for growth strategies
• Employees, customers and partners need remote access (mobile, web)
• Require expertise across transformed functions and controls
• Require Business Insights through Analytics
• Need optimized & transformational business processes
• Need to control costs across the enterprise
• Need to enable global/regional expansion with cross-culture & multi-jurisdiction business processes

1

2

3

4

5

6

7

Cloud ERP

BPO Services

• FINANCIAL MANAGEMENT
• General Ledger
• Accounts Receivable & Payable
• Bank Management
• Budgetary Control
• Shared Service Support
• Compliance Management…

Cloud ERP

• HUMAN CAPITAL MANAGEMENT
• Organizational & Workforce Management
• Recruitment & Selection
• Development, Training & Performance Management
• Employee Self Service Portal
• Expense Management…

Regionaloutlets

Corporate center

• CLARITY es Cloud SOLUTION
• ERP Modules:
• Financial Management
• Human Capital Management
• Procurement & Sourcing
• Sales & Marketing (CRM)
• Project Management & Accounting
• Project Management
• Supply Chain Management
• Production/Manufacturing
• Business Intelligence & Reporting
• Managed Network Services
• Infrastructure Services

• PROCUREMENT & SOURCING
• Direct & Indirect Procurement
• Purchase Requisitions
• Supplier Relationship Management
• Vendor Self Service Portal…

• CUSTOMER CARE
• Inbound/ Outbound Sales
• Help Desk
• Collections…

Cloud ERP

BPO Services

• Faster implementation due to the ‘Rapid On’ model
• ‘Go Live’ in as little as 30 days
• Reduced IT costs, complexity and maintenance
• Elimination of all on-premise ERP hardware
• Anywhere, anytime access to critical information
• Greater control resulting from improved real-time visibility
• Global, scalable and customizable to system

• Gain simplicity, agility and efficiency
• Adoption of best practices based on a proven methodology
• Significantly reduced ERP implementation risk
• Business processes will be handled by trained personnel
• Labor cost arbitrage and perpetual operational efficiency
• Ongoing cost reduction
• Access to insightful and powerful F&A technology, resulting in a platform for rapid growth

Sutherland will contract to agreed business case savings

• Familiar Look and Feel
• “Enterprise applications have traditionally been at cross purposes: the more complex the processes they support, the more difficult they are for users to learn and adopt. With Dynamics AX 2012, Microsoft adds support for greater complexity while making work simpler for administrators, developers, and end users.” Nucleus Research (April 2011)
• Named an ERP Leader
• “Microsoft Dynamics AX is positioned as one of two solutions in the Leaders quadrant of this Magic Quadrant. Its ability to execute is proven by a long track record and above-average growth rates in the midmarket, its intuitive and easy-to-learn and use Microsoft Office-like UI, and by its functionality, which is a healthy mix of strong out-of-the-box functionality for the selected industries, combined with industry- and customer-specific functionality built by or together with partners.” Gartner Inc. (Dec. 2010)
• “Microsoft (Dynamics AX) enters the Leader band for the first time based principally on the strength of its strategy, including a top three product and go-to-market strategy as well as market-leading ownership costs.” Forrester Research (August 2010)
• Targeting Tier 1 ERP
• “The product's enhanced flexibility and usability will position it well in deals at the margins of the enterprise category—companies with $500 million to $2 billion in revenues.” Forrester Research (May 2011)

Established Partner

Guaranteed Solution

• Leading provider of BPO services since 1986 for Retail, Tech., Telecommunications, Financial Services and other industry verticals
• Profitable and strong balance sheet; zero debt
• Globally distributed delivery capacity across four geographies
• ~3000 FTE across Finance & Accounting, Human Capital Mgmt. & Procurement, ~30K FTE in CRM practice delivering services from four geographies with industry certifications

• Time-tested solution Microsoft Dynamics AX from trusted vendor with full service support from Microsoft Gold certified partner
• Easy integration with MS Windows; convenience of upgrades
• 12,000 installations globally
• 50+ installations on cloud growing at triple digit rates
• Industry specific Dynamics AX solutions
• Familiar to your people, easy to adopt, enjoyable to use

PCI

Impeccable Industry References

“After working with Sutherland for the past year I am extremely impressed with their ability to provide great talent and world class results. Sutherland has proven committed, reliable and greatly increased our efficiency.” Leading Global Software Solution provider

“As a CFO, it is easy to be drawn into the day to day back office activities when I really need to be focused on our core competencies to grow the business, and our partnership with Sutherland allows me to focus more on strategy.” Leading Real Estate Firm

• Lower TCO for ERP due to elimination of on-premise hardware costs
• Greater control through “on-demand” reports across activities
• Better planning leading to consolidated procurement and reduced indirect spend
• Higher centralization eliminating regional FTEs
• G&A reduction due to outsourcing of back office operations
• Lean corporate office reducing FTE costs and associated overheads
• Access to state-of-the-art technology

David Kaminski—Moderator Senior Vice President, Client EngagementFinance & Accounting OutsourcingSutherland Global Servicesdavid.kaminiski@sutherlandglobal.com

Saurabh Gupta—Speaker

Vice President

BPO Research Practice

Everest Group

• saurabh.gupta@everestgrp.com
• The Paradox of FAO Adoption in SMBs: BPaaS Emerging as the Answer