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1 The SIG Webinar will begin shortly. Once the webinar begins, the sound will come from your computer speakers. In the meantime, please take a look at the upcoming SIG networking events listed on the right side of your screen and plan to join us if you are in one of these cities this fall. NETWORKING EVENTS GLOBAL SUMMITS April Orlando, FL SYMPOSIUMS Mar 24 Minneapolis, MN April 7 Columbus, OH REGIONAL ROUNDTABLES Mar 15 London, UK April 5 Montreal, CAN May 5 Chicago, IL May 12 Sydney, AUS For more information and to register for all SIG events:

2 RECENT POSTINGS The SIG Career Network is bursting with opportunities. New jobs are posted daily by some of the best known global companies in the world for those seeking careers in sourcing, outsourcing, procurement and related functions. NEW to the Career Network! Hudson s Bay Company posted March 22: Vice President, Procurement FedEx posted March 14: Associate Sourcing Specialist Chubb posted March 7: Global Procurement Category Mgr Westfield Group posted March 7: Procurement Operations Leader LINAK U.S., Inc. posted March 1: Bi-Lingual Sourcing Specialist Unum Group posted Feb 26: Category Manager KinderCare Education posted Feb 25: Sourcing Specialist Ross Stores posted Feb 18: Senior Analyst, Strategic Sourcing VSP Vision Care posted Feb 16: Senior Business Analyst Essilor posted Feb 16: Strategic Sourcing Manager Milliken posted Feb 9: Indirect Sourcing Manager For more information go to:

3 special member benefits 2 free Market Intelligence Reports 15% discount on direct hire placement fees 20% discount on research reports on Chinese cities, technology parks, providers and advisory services $20,000 discount on Enlighta Govern or Risk pilot 5 relationship assessment surveys 20% discount on assessment or implementation services 50% discount off fees associated with GSOS Health Check 6 months of free buy-side access to the Vendor Evaluation & Assessment Tool (NEAT) Receive current market labor rates for your top 5 job openings Join SkillsVillage, learn more For more information, go to:

4 SOCIAL MEDIA Stay connected with other SIG members through various social media channels bit.ly/siglinkedin bit.ly/sigyoutube bit.ly/sigfacebook Join the discussion in SIG s Peer2Peer Resource program too!

5 Upcoming Free SIG Webinars: April 7, 2016 Enterprise Independent Workforce Programs: Beyond Compliant Presented by MBO Partners April 12, 2016 The Quality of Vendors Security Programs is no Secret Presented by RiskRecon April 26, 2016 Solution Deep Dive Presented by Zycus New Topic Each Week NEW TIME!! 8:00 am PST 11:00 am EST 4:00 pm GMT 5:00 pm CET Register at For more information and to register for all SIG events:

6 SIG Town Hall Teleconferences bring a small group of buy-side ONLY attendees together for a facilitated discussion on top-of-mind issues in an open-mic, private conversation. Town Hall Teleconferences are NOT recorded. Calendar of Town Hall Teleconferences Taking place at 1:00 pm Eastern on the following dates: February 10 August 10 March 9 September 14 May 11 October 12 June 8 November 9 July 13 December 14 Upcoming Town Hall Teleconference: May 11 th To be Announced Presented by: To be Announced For more information and to register for all SIG events:

7 SIG Symposiums and Regional Roundtables provide education and local networking for members and invited non-member corporate users Symposiums 2016: Silicon Valley, CA Jan 14 Minneapolis, MN Mar 24 Columbus, OH Apr 7 San Francisco Bay Area Sep 15 Toronto, CAN Sep 22 New York, NY Sep 29 Regional Roundtables 2016: Seattle, WA Feb 2 Hartford, CT Mar 3 London, UK Mar 15 Montreal, CAN Apr 5 Chicago, IL May 5 Sydney, AUS May 12 For more information and to register for all SIG events:

8 SIG Global Summits are semiannual events with decision-makers in attendance Recent speakers include: Non-commercialized Hundreds of industry thought leaders 70% buy-side 4-5 keynote sessions Global brands 3 days of networking Executive Roundtables Over 50 breakout sessions 69% of delegates are director level or above, of which 43% are VP/C-level

9 Online learning environment Sourcing and Governance certifications with Professional and Executive level courses Modules with lessons, formative assessments, summative testing and final proctored exam Certification good for 5 years Certified Sourcing Professional course starts June 27, 2016! Certified Governance Professional course starts May 2, 2016! For more information go to:

10 Finding tomorrow's supply chain professionals today Partnering with Universities Introducing students to seasoned supply chain executives Sharing thought leadership with students in class, SIG University courses and at SIG events Giving access to internship and job postings on the SIG Career Network Allowing students to get real world insight into supply chain careers For more information go to: sig.org/student-outreach.php

11 Procurement Automation Are you really ready for everything to run faster? 11

12 Today s Speakers Santosh Reddy Director, GEP santosh.reddy@gep.com 11 years in process consulting, procurement transformation, technology implementations and strategic sourcing Lead implementations for clients in life sciences, manufacturing and other industries across Europe, US and India Paul Blake Technology Marketing, GEP paul.blake@gep.com 28 Years in the business technology industry Previously project manager for B2B ecommerce projects in Europe, Middle East and Africa and Head of Development for business intelligence in the financial sector. 12

13 Today s Agenda Who are we? Procurement Automation the what, why and how The GEP perspective what to automate and what not to Some experiences from the coal face 13

14 Who We Are and What We Do We combine innovative technology and end-to-end services to drive realized savings to your bottom line. Procurement Strategy Sourcing End-to-End Services Category Procure-to-Pay (P2P) Procurement Software Support Services Faster time to value Increased visibility and control Reduced operating costs Improved compliance Superior customer service Mexico City Princeton, NJ Costa Rica São Paulo Clark, NJ London Prague Mumbai Hyderabad Singapore Shanghai Sydney 14

15 A quick question In the future will the procurement process be automated? 15

16 Automating Procurement Are you really ready for all your processes to run faster? What role does process automation have in the future of procurement?? NEW What is it? Is it really new? Is it inevitable? Can/should everything be automated? Is it a good thing? What will be the cost? Is it desirable? 16

17 The inevitability of process automation? By %... of jobs will be Dr. Nada R. Sanders automated (quoting Gartner) Professor in Supply Chain, Northeastern University 17

18 Predictions of the end of work are as old as technology itself Perhaps we should say: By 2030, 90% of jobs we recognise today will be automated 18

19 Change (and increasing automation) is inevitable and accelerating 19

20 Change (and increasing automation) is inevitable and accelerating 20

21 Why do we need automation in procurement? We just don t want to do it any more. But we shouldn t be surprised. Procurement is ALL about removing unnecessary effort, expense and inefficiency We want our business processes to mirror the rest of our modern experience I want my procurement software to be written by Apple because it will WORK VP Global Sourcing, G2000 Manufacturer 21

22 Why we might not want automation in procurement Automation might stifle innovation Robotizing a process runs the risk of locking us in to it We need flexibility to react to change Online Catalogs were a good idea 20 years ago Regularised/approved and easy to use Today they are still the same restrictive, inflexible, slow to update and we don t use them for anything else anymore You can buy identical goods more easily, at lower cost and with faster delivery times using your smartphone! 22

23 Why we might not want automation in procurement Automation might stifle innovation Robotizing a process runs the risk of locking us in to it We need flexibility to react to change Online Catalogs were a good idea 20 years ago Regularised/approved and easy to use Today they are still the same restrictive, inflexible, slow to update and we don t use them for anything else anymore You can buy identical goods more easily, at lower cost and with faster delivery times using your smartphone! Automated Procurement The Sorcerer s Apprentice An endless stream of end-of-process actions could overwhelm us Speeding up the req to pay process is all very well as long as the people writing the cheques can cope with demand on effort and cash flow Accelerating delivery to Accounts Payable will only work if the AP team are equipped with a process of their own 23

24 What can be automated? The totally automated process Spend Analysis/ Opportunity Identification Savings Planning Sourcing Contract AI/Machine classification Predict potential savings Vendor selection Award to Contract Unstructured data management Assign savings strategy Category specific questions Auto creation Pattern recognition Monitor activity against plan AI Bid Analysis Vendor-specific clauses Predictive analytics Authorize realized savings Real-time negotiations Exception management Decision support vs decision direction X bids and a buy Auto-award No-touch signature Execution to action Supplier Accounts Payable Procureto-Pay Robotic KPI analysis Value-based scoring Master data management Trading status Public data KPIs KPI-based order share Auto-payments Tolerance handling AI exception handling Unattended dynamic discounting Pay to Plan savings tracking Catalog-less requisition Amazon Dash Wand HR/Inventory triggers AI/fuzzy approvals Invoice pre-approval Multi-way matching 24

25 What can be automated? The totally automated process Spend Analysis/ Opportunity Identification Savings Planning Sourcing Contract AI/Machine classification Predict potential savings Vendor selection Award to Contract Unstructured data management Assign savings strategy Category specific questions Auto creation Pattern recognition Monitor activity against plan AI Bid Analysis Vendor-specific clauses Predictive analytics Authorize realized savings Real-time negotiations Exception management Decision support vs decision direction X bids and a buy Auto-award No-touch signature Execution to action Supplier Accounts Payable Procureto-Pay Robotic KPI analysis Value-based scoring Master data management Trading status Public data KPIs KPI-based order share Auto-payments Tolerance handling AI exception handling Unattended dynamic discounting Pay to Plan savings tracking Catalog-less requisition Amazon Dash Wand HR/Inventory triggers AI/fuzzy approvals Invoice pre-approval Multi-way matching 25

26 What can be automated? The totally automated process Spend Analysis/ Opportunity Identification Savings Planning Sourcing Contract AI/Machine classification Predict potential savings Vendor selection Award to Contract Unstructured data management Assign savings strategy Category specific questions Auto creation Pattern recognition Monitor activity against plan AI Bid Analysis Vendor-specific clauses Predictive analytics Authorize realized savings Real-time negotiations Exception management Decision support vs decision direction X bids and a buy Auto-award No-touch signature Execution to action Supplier Accounts Payable Procureto-Pay Robotic KPI analysis Value-based scoring Master data management Trading status Public data KPIs KPI-based order share Auto-payments Tolerance handling AI exception handling Unattended dynamic discounting Pay to Plan savings tracking Catalog-less requisition Amazon Dash Wand HR/Inventory triggers AI/fuzzy approvals Invoice pre-approval Multi-way matching 26

27 What can be automated? The totally automated process Spend Analysis/ Opportunity Identification Savings Planning Sourcing Contract AI/Machine classification Predict potential savings Vendor selection Award to Contract Unstructured data management Assign savings strategy Category specific questions Auto creation Pattern recognition Monitor activity against plan AI Bid Analysis Vendor-specific clauses Predictive analytics Authorize realized savings Real-time negotiations Exception management Decision support vs decision direction X bids and a buy Auto-award No-touch signature Execution to action Supplier Accounts Payable Procureto-Pay Robotic KPI analysis Value-based scoring Master data management Trading status Public data KPIs KPI-based order share Auto-payments Tolerance handling AI exception handling Unattended dynamic discounting Pay to Plan savings tracking Catalog-less requisition Amazon Dash Wand HR/Inventory triggers AI/fuzzy approvals Invoice pre-approval Multi-way matching 27

28 What can be automated? The totally automated process Spend Analysis/ Opportunity Identification Savings Planning Sourcing Contract AI/Machine classification Predict potential savings Vendor selection Award to Contract Unstructured data management Assign savings strategy Category specific questions Auto creation Pattern recognition Monitor activity against plan AI Bid Analysis Vendor-specific clauses Predictive analytics Authorize realized savings Real-time negotiations Exception management Decision support vs decision direction X bids and a buy Auto-award No-touch signature Execution to action Supplier Accounts Payable Procureto-Pay Robotic KPI analysis Value-based scoring Master data management Trading status Public data KPIs KPI-based order share Auto-payments Tolerance handling AI exception handling Unattended dynamic discounting Pay to Plan savings tracking Catalog-less requisition Amazon Dash Wand HR/Inventory triggers AI/fuzzy approvals Invoice pre-approval Multi-way matching 28

29 What can be automated? The totally automated process Spend Analysis/ Opportunity Identification Savings Planning Sourcing Contract AI/Machine classification Predict potential savings Vendor selection Award to Contract Unstructured data management Assign savings strategy Category specific questions Auto creation Pattern recognition Monitor activity against plan AI Bid Analysis Vendor-specific clauses Predictive analytics Authorize realized savings Real-time negotiations Exception management Decision support vs decision direction X bids and a buy Auto-award No-touch signature Execution to action Supplier Accounts Payable Procureto-Pay Robotic KPI analysis Value-based scoring Master data management Trading status Public data KPIs KPI-based order share Auto-payments Tolerance handling AI exception handling Unattended dynamic discounting Pay to Plan savings tracking Catalog-less requisition Amazon Dash Wand HR/Inventory triggers AI/fuzzy approvals Invoice pre-approval Multi-way matching 29

30 What can be automated? The totally automated process Spend Analysis/ Opportunity Identification Savings Planning Sourcing Contract AI/Machine classification Predict potential savings Vendor selection Award to Contract Unstructured data management Assign savings strategy Category specific questions Auto creation Pattern recognition Monitor activity against plan AI Bid Analysis Vendor-specific clauses Predictive analytics Authorize realized savings Real-time negotiations Exception management Decision support vs decision direction X bids and a buy Auto-award No-touch signature Execution to action Supplier Accounts Payable Procureto-Pay Robotic KPI analysis Value-based scoring Master data management Trading status Public data KPIs KPI-based order share Auto-payments Tolerance handling AI exception handling Unattended dynamic discounting Pay to Plan savings tracking Catalog-less requisition Amazon Dash Wand HR/Inventory triggers AI/fuzzy approvals Invoice pre-approval Multi-way matching 30

31 What can be automated? The totally automated process Spend Analysis/ Opportunity Identification Savings Planning Sourcing Contract AI/Machine classification Predict potential savings Vendor selection Award to Contract Unstructured data management Assign savings strategy Category specific questions Auto creation Pattern recognition Monitor activity against plan AI Bid Analysis Vendor-specific clauses Predictive analytics Authorize realized savings Real-time negotiations Exception management Decision support vs decision direction X bids and a buy Auto-award No-touch signature Execution to action Supplier Accounts Payable Procureto-Pay Robotic KPI analysis Value-based scoring Master data management Trading status Public data KPIs KPI-based order share Auto-payments Tolerance handling AI exception handling Unattended dynamic discounting Pay to Plan savings tracking Catalog-less requisition Amazon Dash Wand HR/Inventory triggers AI/fuzzy approvals Invoice pre-approval Multi-way matching 31

32 What can be automated? The totally automated process Spend Analysis/ Opportunity Identification Savings Planning Sourcing Contract AI/Machine classification Predict potential savings Vendor selection Award to Contract Unstructured data management Assign savings strategy Category specific questions Auto creation Pattern recognition Monitor activity against plan AI Bid Analysis Vendor-specific clauses Predictive analytics Authorize realized savings Real-time negotiations Exception management Decision support vs decision direction X bids and a buy Auto-award No-touch signature Execution to action Supplier Accounts Payable Procureto-Pay Robotic KPI analysis Value-based scoring Master data management Trading status Public data KPIs KPI-based order share Auto-payments Tolerance handling AI exception handling Unattended dynamic discounting Pay to Plan savings tracking Catalog-less requisition Amazon Dash Wand HR/Inventory triggers AI/fuzzy approvals Invoice pre-approval Multi-way matching 32

33 Another quick question Should everything that can be automated actually be automated? 33

34 The Forbin Project (1970) The intention: Automate military decision making. Eliminate the threat of accidental war 34

35 Life imitating art The problem: Warn: There is another system 35

36 Life imitating art The result: The two systems join forces to eliminate the cause of the problem 36

37 Battle of the Algorithms Fully automated procurement could end with systems negotiating ad infinitum Drive for Value Offer BUYER SUPPLIER Sourcing Bid Development Offer Drive for Margin 37

38 What should be automated today? Automate what makes sense and adds value Spend Analysis/ Opportunity Identification Savings Planning Sourcing Contract AI/Machine classification Unstructured data management Pattern recognition Predictive analytics Decision support vs decision direction Predict potential savings Assign savings strategy Monitor activity against plan Authorize realized savings Vendor selection Category specific questions AI Bid Analysis Real-time negotiations X bids and a buy Auto-award Award to Contract Auto creation Vendor-specific clauses Exception management No-touch signature Execution to action Supplier Accounts Payable Procureto-Pay Robotic KPI analysis Value-based scoring Master data management Trading status Public data KPIs KPI-based order share Auto-payments Tolerance handling AI exception handling Unattended dynamic discounting Pay to Plan savings tracking Catalog-less requisition Amazon Dash Wand HR/Inventory triggers AI/fuzzy approvals Invoice pre-approval Multi-way matching 38

39 Hybrid Automation SOFTWARE Spend Analysis/ Opportunity Identification Savings Planning Sourcing Contract Procure to Pay Accounts Payable Supplier Strategy, direction and decision point Methodology Assignment Sign-off Vendor selection Negotiation Award Terms Dev. Negotiation (redlining) Signature and Execution Approvals and Oversight Exception Handling Cash (DD) Relationship Building Performance Assessment PRACTITIONER 39

40 Potentially Disruptive Technologies Spend Analysis/ Opportunity Identification Savings Planning Sourcing Contract Procure to Pay Accounts Payable Supplier 40

41 Potentially Disruptive Technologies Spend Analysis/ Opportunity Identification Savings Planning Sourcing Contract Procure to Pay Accounts Payable Supplier Predictive Analysis 41

42 Potentially Disruptive Technologies Market Intelligence Spend Analysis/ Opportunity Identification Savings Planning Sourcing Contract Procure to Pay Accounts Payable Supplier Predictive Analysis 42

43 Potentially Disruptive Technologies Market Intelligence Spend Analysis/ Opportunity Identification Savings Planning Sourcing Contract Procure to Pay Accounts Payable Supplier Predictive Analysis Common Business Interface 43

44 Potentially Disruptive Technologies Market Intelligence Spend Analysis/ Opportunity Identification Savings Planning Sourcing Contract Procure to Pay Accounts Payable Supplier Predictive Analysis Common Business Interface Catalog-free 44

45 Potentially Disruptive Technologies Market Intelligence Blockchain Spend Analysis/ Opportunity Identification Savings Planning Sourcing Contract Procure to Pay Accounts Payable Supplier Predictive Analysis Common Business Interface Catalog-free Public KPI 45

46 Potentially Disruptive Technologies Market Intelligence Blockchain Spend Analysis/ Opportunity Identification Savings Planning Sourcing Contract Procure to Pay Accounts Payable Supplier Predictive Analysis Common Business Interface Catalog-free Public KPI 46

47 How to achieve automation Look for the right solution ERP systems are no longer meeting the needs of businesses but will be with us for some time Legacy systems force lower efficiency but must be included in the model Look for automation in the cloud, not in the legacy systems don t repeat the static model errors of the past 47

48 How to achieve automation Look for the right solution ERP systems are no longer meeting the needs of businesses but will be with us for some time Legacy systems force lower efficiency but must be included in the model Look for automation in the cloud, not in the legacy systems don t repeat the static model errors of the past Understand that people will make the automated process work You can free up headcount from transactional process Use it to create value in the supply chain rather than as a top line cost saving Automation needn t have too great a human cost 48

49 How to achieve automation Look for the right solution ERP systems are no longer meeting the needs of businesses but will be with us for some time Legacy systems force lower efficiency but must be included in the model Look for automation in the cloud, not in the legacy systems don t repeat the static model errors of the past Understand that people will make the automated process work You can free up headcount from transactional process Use it to create value in the supply chain rather than as a top line cost saving Automation needn t have too great a human cost Know that the software does nothing of value unless built around your business 49

50 Best practice in achieving automation Fix the process Fix it while automating it s too late if you automate first, but don t lose time. Use the opportunity to increase awareness, engagement and ownerships Your new level of automation will bed-in more comfortably 50

51 Best practice in achieving automation Fix the process Fix it while automating it s too late if you automate first, but don t lose time. Use the opportunity to increase awareness, engagement and ownerships Your new level of automation will bed-in more comfortably Design for success Build in flexibility and allow for human intervention and process interrupts 51

52 Best practice in achieving automation Fix the process Fix it while automating it s too late if you automate first, but don t lose time. Use the opportunity to increase awareness, engagement and ownerships Your new level of automation will bed-in more comfortably Design for success Build in flexibility and allow for human intervention and process interrupts Suddenly, it wasn t just about enterprise sourcing or managing the major categories. Now, we also had to work directly with thousands of small suppliers From a cultural perspective, it s been a huge shift, but the contrast is undeniable: we began with an elderly and outdated solution and have transitioned to something that makes us a far more efficient and effective organization. VP Supply Chain 52

53 Best practice in achieving automation Fix the process Fix it while automating it s too late if you automate first, but don t lose time. Use the opportunity to increase awareness, engagement and ownerships Your new level of automation will bed-in more comfortably Design for success Build in flexibility and allow for human intervention and process interrupts Understand the data Success hinges on access to and control of the key data sources 53

54 Best practice in achieving automation Fix the process Fix it while automating it s too late if you automate first, but don t lose time. Use the opportunity to increase awareness, engagement and ownerships Your new level of automation will bed-in more comfortably Design for success Build in flexibility and allow for human intervention and process interrupts Understand the data Success hinges on access to and control of the key data sources We would have done a faster and better job of implementation if we d cleaned our data upfront and might have been able to shave two months off the implementation timescale. Director of Procurement 54

55 Best practice in achieving automation Fix the process Fix it while automating it s too late if you automate first, but don t lose time. Use the opportunity to increase awareness, engagement and ownerships Your new level of automation will bed-in more comfortably Design for success Build in flexibility and allow for human intervention and process interrupts Understand the data Success hinges on access to and control of the key data sources Understand the scale Is everybody ready? What are the costs of a long, phased adoption process 55

56 Best practice in achieving automation Fix the process Fix it while automating it s too late if you automate first, but don t lose time. Use the opportunity to increase awareness, engagement and ownerships Your new level of automation will bed-in more comfortably Design for success Build in flexibility and allow for human intervention and process interrupts Understand the data Success hinges on access to and control of the key data sources Understand the scale Is everybody ready? What are the costs of a long, phased adoption process We were surprised at the sheer volume of data and documents that we had to work with. In contracts alone, there are more than 8,000 documents to be loaded, which meant getting through about 150 per week. Head of Sourcing COE 56

57 Best practice in achieving automation Fix the process Fix it while automating it s too late if you automate first, but don t lose time. Use the opportunity to increase awareness, engagement and ownerships Your new level of automation will bed-in more comfortably Design for success Build in flexibility and allow for human intervention and process interrupts Understand the data Success hinges on access to and control of the key data sources Understand the scale Is everybody ready? What are the costs of a long, phased adoption process Remember the people You have more stakeholders than you know 57

58 Best practice in achieving automation Fix the process Fix it while automating it s too late if you automate first, but don t lose time. Use the opportunity to increase awareness, engagement and ownerships Your new level of automation will bed-in more comfortably Design for success Build in flexibility and allow for human intervention and process interrupts By working Understand with the our data suppliers and internal stakeholders and looking for opportunities to blend multiple into single agreements, we found we could be Success hinges on access to and control of the key data sources generating additional procurement efficiencies and savings, as well as making the eventual Understand implementation the scalesimpler, cleaner and, ultimately, more productive. We didn t expect that Is everybody ready? VP of Procurement What are the costs of a long, phased adoption process Remember the people You have more stakeholders than you know 58

59 The Whole Process Problem 59

60 The Whole Process Problem Retail Hotel 60

61 The Whole Process Problem Retail Hotel 61

62 The Whole Process Problem Retail Hotel 62

63 The Whole Process Problem Retail Hotel 63

64 The Whole Process Problem Retail Hotel 64

65 The Whole Process Problem Retail Hotel Did a good thing Acted quickly to solve a problem Made the process faster (in theory) Achieved nothing 65

66 The Whole Process Problem Retail Hotel Consider the whole process Include the outliers The entire process is determined by the slowest step 66

67 The Whole Process Problem Retail Hotel Understand ownership Encourage collaboration (don t assume it!) Plan together, Save together 67

68 Thank you and good luck! GEP is a diverse, creative team of people passionate about procurement. We invest ourselves entirely in our client's success, creating strong collaborative relationships that deliver extraordinary value year after year. We deliver practical, effective procurement services and procurement technology that enable procurement leaders to maximize their impact on business operations, strategy and financial performance. Honored as Best Supplier at this year s EPIC Procurement Excellence Awards, GEP regularly wins accolades as both a provider of a broad range of procurement services and innovative procurement technology. Among its recent distinctions, GEP has been named Leader and Star Performer in Everest Group's PEAK Matrix of Procurement Services Providers, Leader in NelsonHall s NEAT Matrix of Global Procurement BPO Service Providers, Winner in the HfS Blueprint Report on Procurement Outsourcing Providers, Leader in the Kennedy / ALM Vanguard Report on Procurement Consulting, as well as one of Spend Matters 50 Companies to Know and to the Supply & Demand Chain Executive 100. Clark, NJ-based GEP has 12 offices and operations centers in Europe, Asia and the Americas. To learn more about our comprehensive range of consulting and outsourcing services, please visit For more about SMART by GEP, our cloud-native sourcing and procurement software platform, please visit Access our free knowledge resources at Walnut Avenue, Clark, NJ P info@gep.com Clark, NJ Princeton, NJ London Prague Mumbai Hyderabad Shanghai Mexico City Costa Rica São Paulo Singapore Sydney Copyright 2016 GEP. All rights reserved. 68