应付账款， 付款， ， Solution Providers， Technology 我们的分析团队发布了支出事项PRO简介，其中涵盖了AP自动化和B2B支付技术的功能组件，深入了解这两种功能如何互操作，以及为什么它们对用户(中小企业、中端市场公司和大型企业)特别有价值。从本质上说，这两个领域的交集解释了AvidXchange主要针对中小企业组织的增长和成功。这两者都有高度理性和优先级的需求，特别是在数字自动化在劳动力市场紧张和现金仍然为王的情况下。但是，从一个投资主题的潜力来看AP自动化和B2B支付技术的交集(更不用说AR、营运资本、财务和相关领域)，不仅仅是今天的主要业务用例。这篇“花钱很重要”的文章充实了我自己的三个假设，从投资的角度来看，为什么这个市场在采购技术方面可能比其他所有市场都要好(更不用说一般的企业技术了)。Let me share a quick word of caution before I start: This research brief breaks with recent Spend Matters tradition and is based on qualitative insights from discussions with friends in the industry and investors. I do quote from our previous insights, which I think is necessary to make the arguments that I’m about to share. (If you want hard benchmark data and analysis of vendors and the market, read the work of my colleagues!) |
应付账款， 付款， ， Solution Providers， Technology 当Coupa首次公开募股并开始公开市场攀升时，它从投资的角度开始关注采购技术。尽管近年来AP自动化市场一直备受关注——AvidXchange、Tipalti和Tradeshift等公司的独角兽估值——但还没有一家估值高的专业供应商上市。但当AvidXchange成功进行IPO时，一切都改变了。该公司以每股25美元的价格发行股票，筹资6.6亿美元。这使得该公司的企业估值约为50亿美元。对于那些新AvidXchange,我们总结了供应商在以下简短——AvidXchange IPO分析:< a href = " //www.walhrc.com/2021/09/21/avidxchange-ipo-analysis-a-look-behind-the-curtain-s-1-review-vendor-summary-swot-and-outlook/ " >看看幕后(s - 1审查,供应商汇总,SWOT和前景)< / >。Granted, AvidXchange is not entirely alone as a publicly traded AP automation vendor. Glantus, an Irish-based AP automation firm, also had a successful IPO this year, but its revenue is a fraction of Avid’s, and its enterprise value is less than $100 million. BottomLine and Bill.com also are public companies that serve the AP automation market, but both have multiple P&Ls outside of the AP area. So the questions remain: Could AvidXchange’s IPO do for this market, and associated sectors, what Coupa did for procurement technology? And may this market prove even more attractive than procurement alone? Based on interviews with dozens of clients, investors and partners in the AP ecosystem and Spend Matters research, this two-part Spend Matters PRO series provides insight into why the market is zeroing in on AP automation as the next big technology thing. Today we begin by providing an introduction to the functional components of AP and B2B payments for those who are new to the sector, and we explain why these areas are sticky and attractive for solution providers, including key takeaways for those who are brand-new to the area and just need to know the salient points. Additional data and insight on AP automation and providers can be found for those who want to further unpack and flesh out their understanding of AP automation and B2B payments capabilities and requirements, including the competitive landscape of providers, how they stack up and which segments they serve: See our PRO analyst content for AP Automation/Invoice-to-Pay here. See our vendor rankings in SolutionMap for AP Automation and I2P. See our PRO content on payments technology vendors here. |
Business Process Outsourcing, Change Management, Managed Services, Procurement Strategy & Planning, Solution Providers, Technology Tags: PRO In Part 1 of the Spend Matters PRO series “Procurement Services Market Landscape Report and Directory,” we started with the chief procurement officer (CPO) essentially being the “CEO” of a spend/supply management services business. This business includes seven major service areas:
It is hard to overstate both the importance and the complexity of these services in industries where supply chains and suppliers are so volatile and complex right now, and the fact that there are so many internal stakeholders and external technology/service suppliers that have their own ideas of how they plan to run their own services and ecosystems. There is massive complexity here, but also massive opportunity. It’s a chance for CPOs to build out their services business on what they really need: a next-generation Procurement-as-a-Service Digital Platform (which doesn’t really exist yet) in the broadest sense — i.e., the ability to mix and match processes like Business-Process-as-asService), enabled by highly modular SaaS, built on emerging application Platform-as-a-Service (aPaaS infrastructure such as low/no-code tools), iPaas for integration, DaaS for outside-in data/intelligence flows and underlying infrastructure. To build this out, CPOs are going to need a lot of help from the procurement “XaaS” ecosystem, even though that ecosystem is highly in flux. And this problem is an even bigger issue for the services providers, which are either supporting pieces of this puzzle or are tasked with assembling this for their large, complex clients. To do so, CPOs will need to understand their current/future options and then determine the best fit strategy for them. Previously, we identified a basic segmentation model for the procurement XaaS market that starts with demand segmentation and the “CPO as service provider” (and strategic value partner and ecosystem builder … there should be no conflict with this). The basic approach is to segment out your processes/services by process scope (e.g., upstream source-to-contract vs. downstream procure-to-pay) and by spend category (e.g., indirect vs. direct) to create your “market basket for procurement services” (individually and collectively) and then consider your supply-side service provider options. The more granular that you break this up, the more flexibility you have with best-of-breed options, but also the greater number of integration points and points of failure. This is only getting made more complicated with agile development processes that are quick to roll out new bite-size apps that might bite you back if you’re not planning for a cohesive architecture (e.g., composite data models and master data harmonization and synchronization). To help take the services landscape basket out to the market (which is full of different vendors, we created a basic segmentation framework on two dimensions that generally encapsulates the market:
For No. 1 above, you may strategically partner with a large BPO that becomes a large virtual extension of your own organization and that helps craft an ecosystem for/with you built on next-generation digital platforms for intelligent automation and analytics (and integrating it to a fragmented flotilla of ERP and S2P applications that your business has built up over over the years) — even if you have a somewhat reduced menu of choices that your provider supports well. You are driving the strategy and services, and you are excellent at managing a large complex services relationship with this partner that has become your “easy button.” On the flipside, your own IT organization may be excellent, but you need third-party transformation services not wedded to any ecosystem, and you want the best thinking, best business models and best emerging practices — and you’ll figure out how to stitch it all together. For No. 2 above, you may want to engage a single trusted advisor that knows your organization and can help you both create the strategy and roll up some sleeves to help you implement it, all the way through implementation of standardized S2P application suites. Conversely, you may want the absolute best objective thinking on strategy without any preconceived notions or subtle bias toward implementing technology strategies and solutions (and associated tech-vendor practices). Once you’ve identified your general strategy, then you can home in on the best-fit service providers to engage to start building out your new ecosystem. To help in this effort, we organized our analysis on these dimensions so that we can try to best help match procurement service supply in the ecosystem to procurement service demand by procurement organizations. Also, since we serve the entire procurement provider ecosystem, we are developing this intelligence to help the supply side of the equation to help providers identify partners that they can engage operationally or “strategically” to help make sure that their part of the ecosystem is appropriately broad and/or deep. Given this context, here’s what we did and what we learned … |
Contract Management, Procurement Systems & Architecture, Solution Providers, Supplier Management, Technology Tags: PRO This Spend Matters PRO Vendor Analysis provides an overview of Brooklyn Vendor Assurance (BVA) and its supplier management solution, which has strengths in contract management. BVA’s roadmap plan is to become the standard supply chain resilience/compliance solution for vendor managers. As a solution for supplier management (SXM) that also offers considerable contract management depth, London-based BVA seeks to address several common problems for its customers. For example, it wants to resolve the frustration surrounding the common need for providing evidence of strong supplier governance to auditors (whether internal or external). Like many other technology providers, BVA is focused on centralization. It aims to allow vendor managers to access contracts, analytics and supplier data all in one platform. From a contractual standpoint, BVA wants to help clients stay ahead of contract end dates and obligations while fully understanding what the contracts entail (e.g., to what degree is a client’s supplier management policy even reflected in a given contract?). Its risk management capabilities leverage its analytics — because BVA also wants to collect supplier performance data, automatically build scorecards, analyze survey data and measure ROI of new projects so the user does not have to manually hunt for and interpret data. Finally, BVA wants to help clients with sustainability, which is also included in its risk management offering. BVA describes itself as a contract-based vendor management tool for compliance enforcement policy-driven vendor ops. In the long run, it hopes to continue its centralization process and act as a hub for vendor managers tackling all types of third-party management processes. For most standalone vendors, depth in areas outside of the vendor’s core focus is typically weak. BVA, however, offers impressive CLM and risk management components to complement its core SXM focus, and while it still has plenty of room for improvements, its visions of serving as a centralized vendor manager platform are understandable. This Vendor Analysis also explores the concept behind BVA; the platform, application and supporting services that BVA delivers; a verified customer reference analysis; a list of BVA’s competitors; tech selection tips; and key analyst takeaways. Here’s why BVA matters:
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Business Process Outsourcing, Change Management, Managed Services, Procurement Strategy & Planning, Solution Providers, Technology Tags: PRO Spend Matters today begins a PRO series meant to shed light on an often-overlooked part of digital procurement transformations — namely the services needed to formulate and execute the actual transformation strategy itself! Our series — “Procurement Services Market Landscape Report and Directory” — will profile 34 vendors in six industry categories. Spend Matters analysts gave the rationale for this research as helping “the Global 2000 make more holistic solution decisions that are increasingly incorporating a diverse set of strategy, operations, technology and BPO partners.” But first let’s consider the current state of procurement. Most procurement organizations are pushing hard to improve their stakeholder alignment and business impact. They are trying to extricate themselves from low-value activities in order to expand their portfolio of spend/supply services and capture more value from the supply ecosystem, where nearly everything is now available as a service (i.e., “XaaS”). That’s good news because procurement needs help transforming its diverse “service portfolio,” which is simply all the things that it does to reduce spend, improve supplier value, impact innovation and top-line growth, improve supply chain resiliency, demonstrate environmental/social leadership, and other objectives. However, buyers must approach the procurement services market with a holistic mindset, a disciplined approach and an understanding of the trade-offs involved with different service strategies as well as service provider types. In this initial report that focuses on the end-to-end procurement services market rather than just the business process outsourcing (BPO) market or the procurement consulting market, we will focus on procurement itself as a service provider to the business before turning the lens to the vendors in the supply market. The supply market dynamics are not just driven by legacy service provider segments, but also the disruptive effect of digital on these segments and service providers such that they can cross over more easily into other segments directly or via partnerships. The procurement services market is evolving into an ecosystem that can be harvested for value if buyers know what to look for. As such, in this series, we analyzed nearly three dozen representative procurement service providers in the market to learn from them who they are, the value they deliver and their capabilities across more than two dozen individual competencies. We also investigate how they go to market in these evolving service segments and how evolving digital capabilities are helping them add new value streams beyond traditional ones. See some background on the initial 34 providers here in the provider directory that we’ve created just for this research. We’ll add detailed provider profiles to the directory when we discuss the respective market segment that the providers serve. These are the six provider categories, shown with an explanation of the group’s value propositions:
Now, let’s get into the deeper details about the services that procurement delivers to its stakeholders across a business, challenges that procurement faces and how to engage with the types of service providers that we’re profiling in the directory. |
应付账款， Featured SolutionMap Article， Procurement Systems &， Solution Providers， Technology < a href = " //www.walhrc.com/tag/pro/ " rel = "标签" > < / >,< a href = " //www.walhrc.com/tag/map_apauto/ " rel = "标签" > SolutionMap美联社自动化溢价< / >,< a href = " //www.walhrc.com/tag/allmaps/ " rel = "标签" > SolutionMap溢价< / > < / p > Tipalti和中音部是两个AP自动化供应商,现在是一个热门趋势的一部分。 |
< a href = " //www.walhrc.com/tag/pro/ " rel = "标签" > PRO < / > < / p > < a href = " //www.walhrc.com/pro/ " >花箴重要内容< / >带给你最深最广的各种各样的分析师覆盖采购供应商的技术空间,这每月的帖子将回顾为什么9月供应商和覆盖问题是很重要的。 |
， Supplier Management， Technology 企业越来越多地采用三重底线(TBL)框架，从社会、环境和金融互动中创造更广泛的商业价值部分原因是外部压力要求这样做，部分原因是考虑更大利益对商业意识构成沉重负担的时机已经到来。并列的是，当TBL对利润、人和地球的三部分承诺出现时，它是在产品生命周期缩短和供应链延长的时候出现的，因此增加了复杂性和波动性。解决这种困境的方法在于数字创新。对于企业，特别是制造商来说，快速创新的需求并没有更大。随着商业世界逐渐适应这种需求，它认识到，最好的创新来源并不完全来自它自己的内部，而是来自最有价值的外部来源——它的供应商。为了从这种伙伴关系中充分获益，组织管理供应商关系的重要性正在迅速增加。我们看到供应商创新的例子，支持多个战略优先事项，远远超出了公司的核心产品开发。 To tap into these efforts, a supplier innovation model and underlying supplier management competencies are essential, so that priorities are aligned and supported.We explore this model and required management competencies in depth in a recent white paper authored in collaboration with Oracle, “Making Supplier Innovation Deliver to Manufacturers’ Triple Bottom Line,” by our Chief Research Officer Pierre Mitchell. This Spend Matters PRO brief excerpts the highlights and provides a framework to help understand how to move from transactional supplier relationships to achieving SRM Nirvana. |
Analytics， Featured SolutionMap Article， Procurement Systems &， Solution Providers， Technology PRO， SolutionMap Analytics Premium， SolutionMap Premium，SolutionMap What Makes It Great 但是SpendHQ在哪里真正脱颖而出并帮助“设置”支出分析，为什么这对采购和财务组织重要?我们的SolutionMap对单个解决方案能力的评分可以阐明这些问题。让我们先来看看消费分析的状态。在2021年德勤全球首席采购官调查中，我们很难忽视这一关键信息:分析是采购领域中最令人兴奋和最有影响力的数字领域。这是因为支出分析可以提供一个普通组织的洞察力不仅是有启发性的，而且是授权的。通过可见性，组织最终知道它从谁那里购买了什么，以什么价格购买了什么，通过增强和丰富的数据，市场报价多少，社区支出多少，甚至平均组织中应该预期有多少差异。 And with more enrichment and enhancement, how stable or risky the suppliers are, whether any products or services are coming from risky regions, how much of the spend could be in danger of violating organizational policies, industry standards or regulations. But without deep analytics and insight, an organization barely knows what it’s paying, generally has no clue if the payments match the invoices or the invoices match the POs, and certainly doesn’t understand the full supplier landscape or variation between payments. So a good, modern spend analysis is not only enriching and enhancing, but exhilarating. This is where SpendHQ plays, and why vendors like it are needed. Now, let’s look deeper into the SolutionMap results for SpendHQ’s offering. “What Makes It Great” is a recurring column that shares insights from our SolutionMap updates for subscribers to SolutionMap Insider content and PRO analysis. Based on both our rigorous evaluation process and customer reference reviews, each brief offers quick facts on the provider, describes where it excels, provides hard data on where it beats the SolutionMap benchmark and concludes with a checklist for ideal customer scenarios in which procurement, finance and supply chain organizations should consider it. |
应付账款， 付款， ， Solution Providers， Technology 它披露了大量信息，表明该公司有意通过首次公开募股(ipo)成为一家上市公司。虽然我们可能会开玩笑说IPO太过时了，但对于那些可以选择IPO或SPAC的公司来说，IPO通常仍是首选路线。如果你能让高盛(Goldman Sachs)和摩根大通(JP Morgan)像AvidXchange一样担任联合账簿管理人(即首席银行家)，那么IPO交易还有什么理由不受欢迎呢? For those that have been around corporate finance in the B2B tech industry for some time, getting Goldman and JP Morgan together is a giant feather in the cap. And getting such a list of additional bankers (in addition to the two giants) to support the transaction is also quite an accomplishment, given so many are making gobs of money on highly lucrative M&A activities at the moment and have serious capacity constraints. But why is there so much interest in AvidXchange? This Spend Matters PRO piece provides an overview of some of the salient points from the S-1 document along with our interpretation of the numbers and statements. But it starts by providing background on AvidXchange, including a high level summary of the strengths and weaknesses of the provider relative to the competition based on our AP Automation SolutionMap benchmark — both at the true SME end of the AP automation and B2B payments market (e.g., Bill.com, MineralTree, etc.) and the higher-end in the core middle and upper-middle market (e.g., Medius, Tipalti, etc.), a market that is not as much of a focus for the provider. We also include an updated SWOT analysis. If you’re new to AvidXchange, you may also wish to start here for all the details about where this AP and payments amalgam fits into the broader finance and procurement technology market:
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