1155 Avenue of the Americas, 4th Floor, New York, NY, 10036, USA
Number of Genpact Delivery Centers.
Genpact has over 70 delivery centers across 18 countries
Genpact has a presence across North America, Europe, Asia Pacific, Latin America and Middle East and Africa. For a complete list, please refer to http://www.genpact.com/about-us/regions
Key Global Clients:
Genpact’s Source to Pay Practice serves more than 50 blue-chip clients across industry verticals such as life sciences, consumer goods and retail, high tech, banking, financial services, insurance, capital markets, healthcare, manufacturing and services. Genpact manages an aggregate spend of over US$50 billion annually across these industries.
Genpact’s Source to Pay Practice focuses on three main areas:
- Procurement strategy and transformation
- Sourcing and supplier management
- Procurement operations
Genpact designs, transforms, and runs procurement functions for global enterprises. With deep industry experience and ex-CPOs within our team, we partner with clients through their transformation journeys from strategy development and operating model implementation to strategic sourcing, and operational delivery and improvement.
Our extensive expertise and insights across all indirect spend categories enable us to provide a full range of category management services tailored to an
WHITE PAPERS AND RESEARCH
Delivering robust third-party risk management: The role of digital technologies
Global companies need better visibility of the risks associated with the third parties they work with, and an integrated response capability that engages multiple stakeholders. An ideal third-party risk management framework leverages domain expertise, leading digital technologies and analytics to enhance visibility and risk coverage.
Aligning procurement and finance to drive business impact
If organizations run procurement and finance as separate operational entities they risk high inefficiency, limited spend control and poor supplier relations. This paper uncovers the benefits from greater integration between both functions, and offers four levers to help unlock value from procure to pay.
Master Data Management: Seven levers that will make a difference to the CEO
Poor master data management (MDM) hinders your ability to analyse spend, negotiate contracts, improve supplier relations and reduce vendor risk. By adopting these seven levers, your organization can deliver robust, cross-functional MDM that makes a difference to procurement and the office of the CEO.
The Coming Regulatory Wave: Vendor risk management
A new compliance risk is looming, and most businesses are not yet ready for it. With CXOs focused on many burning issues, vendor risk management (VRM) has not been a priority beyond attention to price and quality. That needs to change, and quickly, because the regulators—and the related enforcement bodies—are becoming more aggressive.
The Changing Face of Business Collaboration
Collaboration remains an often-untapped key to competitive advantage, buried in enterprises’ organizational ’backyard’. A Unified Collaboration framework that takes culture and human behavior into account, and drives technology decisions with a clear focus on business outcome, can deliver significant impact.
Models for an aligned function
Though the journey of a function from one structure to another might be an individual process, the drivers and the
challenges are often familiar to experienced CPOs, reports David Rae from a roundtable event with key figures in London.
Higher eSourcing adoption and better processes produce incremental savings of $40–60 million and 47%...
Pressure from generic drug manufacturers and mounting research costs
prompted a leading pharmaceutical company to implement an ambitious eSourcing initiative that would automate and standardize sourcing processes and implement best practices to drive more savings. However, due to low initial adoption rates, the company requested Genpact’s assistance in implementing best practices that would help the client maximize return on investment (ROI). Genpact conducted an in-depth study of the client’s
Pharmaceutical manufacturer’s tactical procurement overhaul brings first-year savings of US$3 millio...
This European pharmaceutical manufacturer—one of the top five in the world—was dealing with a high number of vendors. Along with an growing number of new suppliers, many thousands of small purchase orders (POs) were with non-contracted suppliers, making contract compliance problematic, thanks to intensive data-management challenges and low levels of automation. Genpact set up a dedicated procurement team to negotiate POs. Over six quarters, the team achieved rapid savings and a sharp decrease
Supply Chain Analytics
Supply chain excellence is a powerful competitive advantage in a global marketplace. Thousands of miles away from customers, hundreds of turbulent events create volatility in supply markets, affecting material and service availability and costs. Creating strategic advantage amidst these unstable environments requires realtime
performance visibility and insight.
“Industrialization” of sourcing and procurement operations
The sourcing and procurement function is increasingly mandated to contribute to the growth and agility necessary in these volatile and uncertain times.
Its current operating models are, however, seldom able to deliver on these expectations—often lacking enough resources to tackle at scale emerging challenges, such as analyzing global and fragmented supply chain risks, as well as enabling frequent changes of company “perimeter” brought on by geographic expansion, M&A, and so on.
Pull these! Five essential procurement transformation levers
Many global businesses have achieved impressive savings and efficiencies through procurement outsourcing, leveraging labor arbitrage, and the ability of service providers to “do more with less.” But this is no longer enough. Companies seeking to reach the
next level in performance must challenge themselves and their service providers to fundamentally transform the procurement function. This paper identifies five essential procurement levers for achieving a step change in total cost of ownership
Building a centralized procurement center: How to standardize processes and increase compliance duri...
One of the world’s largest crude oil and natural gas energy companies
partnered with Genpact to undertake a three-year ERP migration
and process standardization program. Procurement and supply chain
improvements resulted in increased compliance and data/process
standardization across multiple regions and business units. The client’s key was cost management while managing risk and compliance, along
with a successful change management program.
Leveraging the Five Levers of Procurement Transformation for Discontinuous Cost Reduction
Many global businesses have achieved impressive savings and efficiencies through procurement outsourcing, leveraging labor arbitrage and the ability of service providers to “do more with less.” However, this approach no longer suffices. Intelligent enterprises seeking the next level in performance must challenge themselves and their service providers to fundamentally transform the procurement function.
BPM Success Book 2013
Genpact’s smarter, more effective global sourcing structure provides $8.72 million ‘direct’ spend savings for a manufacturing client.
Leveraging “Game Theory” in strategic sourcing
Transaction models such as e-auctions or online marketplaces have expanded buyers’ toolkits. Some of the most sophisticated tools come from game theory. Although their source is an established body of academic literature, the research findings are not being applied to full effect in business.
Leveraging "Game Theory" in strategic sourcing
Transaction models such as e-auctions or online marketplaces have expanded buyers’ toolkits. Some of the most sophisticated tools come from game theory. Although their source is an established body of academic literature, the research findings are not being applied to full effect in business. One reason the theory has such potential is the way it models conflicting and cooperating goals that vie for influence in transaction
negotiations. Where academic research regards these as abstract
Genpact delivers a bottom line impact
with 12% savings of the addressable spend for a global energy company, by deploying smarter sourcing and spend management strategies and ensuring compliant processes globally.
A bigger deal than you think
Amid all the talk and hype about the importance of social media to modern commerce, one term should resonate with every executive: corporate social responsibility (CSR). Companies who ignore it do so at their peril.
Toward a More Intelligent Enterprise: Reaping Savings from Tail-End Spend
Recent economic turmoil has forced companies around the world to re-evaluate and optimize their organizational approach to managing spend. Companies willing to innovate to retain their competitive edge—what Genpact calls intelligent enterprises—are increasing effectiveness in their procurement processes through new cost reduction methodologies.
"Direct" Spend Management: Optimizing spend and increasing direct material availability
In the last few years since the Great Recession, organizations have attempted to optimize supply chain operations and position themselves for growth over the next 3-5 years. This includes tapping “low-hanging fruit” in the optimization journey, largely in the indirect sourcing transactional services such as logistics. Procuring “direct” material, however, seems to be a relatively untapped opportunity for organizations to continue optimizing their supply chains. Inevitably, companies can benefit