Supply chain services are the top investment priority for Retail and Consumer Packaged Goods (RCPG) firms, driven by the need for agility, resilience, and efficiency. As these firms navigate evolving market dynamics, digital disruptions, and sustainability demands, supply chain transformation has become a strategic priority. To drive meaningful change, providers must offer a holistic approach that integrates IT and business process services with strong advisory capabilities. Advanced analytics, AI-driven insights, and automation are vital in optimizing supply chain operations and improving visibility. Additionally, robust capabilities in demand forecasting, inventory management, and supplier collaboration are essential to mitigate risks and ensure seamless execution. Providers must also address industry-specific complexities such as omnichannel fulfillment and last-mile logistics to deliver tailored solutions. Furthermore, ESG-driven supply chain strategies, including circular economy models and carbon footprint reduction, are gaining traction. By combining technology, domain expertise, and strategic guidance, providers can help RCPG firms achieve resilient, customer-centric, and future-ready supply chains. In this report, we assess 15 providers featured on the Supply Chain Transformation Services for Retail and CPG PEAK Matrix® Assessment 2025. Scope Industry: RCPG Geography: global Services: supply chain transformation The assessment is based on Everest Group’s annual RFI process for the calendar year 2024, interactions with leading providers, client reference checks, and an ongoing analysis of the RCPG supply chain services market Contents This report features detailed assessments, including strengths and limitations, of 15 providers that focus on supply chain transformation services in the RCPG industry. Memberships Retail and CPG Procurement and Supply Chain Sourcing and Vendor Management

Tail spend, characterized by low-value, high-volume purchases, is often overlooked as procurement teams traditionally focus on key suppliers. This leaves tail spend fragmented and unmanaged despite its potential to unlock value through cost reduction, enhanced compliance, and improved operational efficiency. In today’s age of economic uncertainty, supply chain disruptions, and inflationary pressures, neglecting tail spend is no longer an option. Managing tail spend presents challenges such as noncompliance due to weak policy integration, siloed purchasing practices, and data fragmentation that limits visibility. Direct tail spend management is further complicated due to supplier qualification requirements and intricate processes. However, emerging technologies such as AI, analytics, and autonomous sourcing are transforming how organizations address these issues. This report highlights the importance of tackling tail spend, persistent challenges, and strategic approaches for optimization. It demonstrates how digital solutions can revolutionize tail spend management, enabling streamlined processes, improved user experiences, and significant cost savings. The report also identifies key success factors to ensure sustainable improvements, helping organizations unlock the full potential of managing their tail spend. Scope All industries and geographies Contents In this report, we examine: Tail spend management’s importance Modern procurement design principles to effectively manage tail spend Unlocking value through technology in tail spend management Key factors for successful tail spend programs Membership(s) Procurement and Supply Chain Sourcing and Vendor Management

In the evolving business landscape, traditional linear supply chains are increasingly scrutinized for their environmental impact and resource inefficiencies. This viewpoint explores the paradigm shift toward circular supply chains that prioritize sustainability through resource reuse, recycling, and regeneration. It delves into circularity's economic and environmental benefits, such as cost savings from resource recovery and reduced waste disposal expenses. The report also addresses this transition's operational, technical, and strategic complexities. A significant focus is placed on the role of advanced technologies – data analytics, internet of things, and blockchain – in overcoming these challenges and optimizing circular supply chain operations. Additionally, it underscores the importance of third-party providers in offering specialized expertise and innovative solutions to guide businesses through adopting circular practices. This viewpoint is valuable for C-suite executives and business leaders, providing actionable strategies to integrate circular practices across supply chain operations and navigate the future of supply chains. Scope All industries and geographies Contents In this report, we examine: Linear supply chain barriers Circular supply chains and key drivers Key interventions enabling circular supply chains, including process interventions and technology enablers Providers’ role in enabling circularity Memberships Procurement and Supply Chain Sustainability Technology and Services

The procurement function is increasingly recognized as a strategic enabler, addressing cost optimization, adapting to changing customer needs, and fostering collaboration with adjacent functions such as supply chain and finance and accounting. In 2024, procurement organizations have expressed intent to accelerate digital investments, integrating best-of-breed solutions such as autonomous sourcing tools, intake management, procurement orchestration, chatbots, and supplier management tools into their existing technology stacks. These solutions, powered by AI/ML and generative AI, drive process efficiency, assist decision-making, embed intelligent automation, enhance use experiences, and streamline workflows, while empowering procurement practitioners. Apart from technology providers, service providers are also digitally transforming procurement through S2P platforms, integration tools, and point solutions alongside managed services and advisory focused on enabling procurement transformation. Due to economic uncertainty and slower buyer decision-making, the Procurement Outsourcing (PO) market experienced muted growth in 2023, with potential for resurgence in 2024-25 as first-generation enterprises engage with providers and existing buyers expand scope to include upstream procurement. This research provides comprehensive coverage of the PO market, analyzing regional/industry variations, buyer adoption trends, and growth drivers. It is relevant for stakeholders interested in creating agile and resilient procurement functions with differentiated capabilities, including new buyers / parent organizations exploring procurement outsourcing, providers, and industry influencers such as investors and industry bodies. Scope All industries and geographies Contents In this report, we examine: Procurement challenges and digital imperatives Emerging procurement technologies beyond suites Role of providers as partners in digital evolution PO market overview and adoption trends Key buyer adoption trends Membership(s) Procurement and Supply Chain Sourcing and Vendor Management

In today’s fast-paced and ever-changing business environment, effective management of logistics processes within supply chains has become a strategic priority, vital for achieving overall supply chain success. However, organizations face unprecedented logistics challenges, ranging from changing customer expectations to evolving regulations and frequent geopolitical disruptions. CXOs understand that disruptions to logistics processes can have adverse effects on the entire supply chain. Therefore, achieving supply chain resilience through effective management of the logistics function requires organizations to emphasize the role technology can play in addressing these disruptions. Technology has revolutionized various aspects of logistics processes, helping in tracking, visibility, and customer management. In this report, we explore logistics and technology’s role in driving supply chain agility. We discuss the key themes disrupting logistics functions and present eight solutions that are shaping this space. Additionally, we provide essential considerations for enterprises to consider when implementing these solutions. This report is essential for anyone looking to stay ahead of the curve and establish a resilient logistics function for a sustainable and agile supply chain. Scope All industries and geographies Contents In this report, we: Define the logistics value chain Identify eight key themes disrupting logistics functions Explore eight solutions that are shaping this space Provide key considerations for enterprises to consider when implementing these solutions Membership(s) Procurement and Supply Chain Outsourcing Excellence

Amid ongoing economic uncertainties and cost pressures, enterprises are evolving their Procurement Outsourcing (PO) engagements to optimize value, enhance RoI, and achieve improved outcomes. Providers and enterprises are collaborating to bridge the gap between expected and delivered value by understanding and aligning on desired outcomes throughout the procurement value chain. Value drivers along the Source-to-Pay (S2P) value chain vary based on the nature of processes and their strategic importance. Additionally, the nature and volume of spend, as well as the categories outsourced, impact these value drivers. There is a notable increase in the adoption of innovative pricing models that offer greater flexibility, enable risk/reward sharing, and incentivize better performance to drive desired outcomes. In 2022, the PO market grew significantly as providers expanded their scope into strategic procurement areas and improved penetration across various regions and industries. However, starting early in 2023, prevailing economic uncertainties slowed buyer decision-making, resulting in growth moderation. Despite this, decent growth is anticipated as enterprises seek support from providers to navigate uncertainties and manage costs. This research provides comprehensive coverage of the PO market, analyzing it across aspects such as regional/industry variations, buyer adoption trends, and growth drivers. The report will be relevant for stakeholders interested in establishing agile and resilient procurement functions with differentiated capabilities. This includes new buyers / parent organizations exploring procurement outsourcing, service providers, and industry influencers such as investors and industry bodies. Scope All industries and geographies This research leverages our interactions with 23+ leading PO service providers worldwide Contents This report examines: Value from PO function Capturing value through innovative pricing constructs PO market overview and adoption trends Key buyer adoption trends Membership(s) Procurement and Supply Chain Sourcing and Vendor Management

Enterprises grapple with a variety of supply chain challenges, including evolving customer demands, planning constraints, and disruptions in production and distribution. In the face of recessionary pressures and geopolitical tensions, businesses are increasingly turning to third-party providers. Rather than simply seeking cost reduction, enterprises collaborate with providers to elevate value across the entire supply chain. The success of such partnerships is attributable to adept utilization of technology, domain expertise, and specialized talent. To meet evolving demands, providers are enhancing their capabilities by cultivating domain-specific expertise, forming strategic technological and consulting partnerships, and creating cutting-edge solutions. The goal is to help enterprises navigate challenges while simultaneously reducing environmental impact and achieving sustainability goals. In this report, we examine the Supply Chain Management (SCM) market during 2022-23 and analyze it across various aspects including regional variations, buyer adoption trends, growth drivers, and key investment themes. The report will be relevant for stakeholders interested in understanding the evolving SCM Business Process Services (BPS) market, including buyers / parent organizations, providers, Global Business Services (GBS) organizations, and industry influencers such as investors and industry bodies. Scope All industries and geographies This research leverages our interactions with 14 leading SCM service providers and enterprise stakeholders worldwide Contents In this report, we examine: Key challenges that organizations face Top SCM BPS priorities for enterprises Key provider investments SCM BPS market overview and adoption trends SCM buyer trends SCM BPS outlook for 2024 Membership(s) Procurement and Supply Chain Sourcing and Vendor Management

Supply Chain Management (SCM) Business Process Services (BPS) Provider Compendium 2023 provides accurate, comprehensive, and fact-based snapshots of 14 providers and includes their scale of operations, technology solutions, investments, and delivery locations, along with Everest Group’s PEAK Matrix® service provider assessment. The study will help current and potential buyers of SCM service provider offerings assess the provider landscape on not just their strengths and limitations but also their client base, technology investments, and partnerships detailed in the report. Scope All industries and geographies Contents This report features 14 SCM provider profiles and includes: Services suite and scale of operations: key leaders, service suite, FTEs, revenue, recent developments, and partnerships Capabilities and clients: major engagements and their scope, revenue split by geography and industry, and number of clients by buyer size Delivery locations: city-level detail of key delivery locations worldwide Technology solutions: brief descriptions of key technology solutions Everest Group assessment: providers’ position on the Supply Chain Management (SCM) Business Process Services (BPS) – PEAK Matrix® Assessment 2023, market impact and vision and capability, and overall evaluation of providers’ capabilities Membership(s) Procurement and Supply Chain Sourcing and Vendor Management

Enterprises grapple with various supply chain challenges, including evolving customer demands, planning limitations, and disruptions in production and distribution. Amid recessionary headwinds and geopolitical tensions, enterprises are increasingly seeking third-party support to address these challenges. Rather than relying solely on providers for cost reduction, enterprises now collaborate with them to add value across the entire supply chain using technology, process expertise, and specialized talent. To serve this need, providers are enhancing their capabilities by cultivating domain-specific expertise, forging strategic technological and consulting partnerships, and developing state-of-the-art solutions to help enterprises navigate these challenges, reduce environmental impact, and achieve sustainability goals. In this report, we assess 14 Supply Chain Management (SCM) providers on Everest Group’s PEAK Matrix®  and categorize them as Leaders, Major Contenders, Aspirants, and Star Performers based on their capabilities and market impact. The study will assist key stakeholders (providers, buyers, and technology vendors) understand the current state of the SCM provider landscape.   Scope All industries and geographies Services: Supply Chain Management (SCM) Business Process Services (BPS) The assessment is based on Everest Group’s annual RFI process for the calendar year 2022, interactions with leading supply chain service providers, client reference checks, and an ongoing analysis of the SCM BPS market Contents In this report, we: Present the SCM BPS PEAK Matrix® Assessment 2023 Provide key insights into PEAK Matrix® dimensions List providers’ strengths and limitations Discuss enterprise sourcing considerations Examine the SCM BPS provider landscape Membership(s) Procurement and Supply Chain Sourcing and Vendor Management

This report is available only to Outsourcing Excellence members. For information on membership, please contact us This ready-to-use category strategy template offers editable frameworks for internal assessment and detailed industry and market category overviews to assist category managers, procurement professionals, and CPOs in creating an informed category strategy for Supply Chain Management (SCM) services. SCM encompasses various functions such as planning, manufacturing, delivery, after-sales services, reporting and compliance support, and data management and analytics. Enterprises are developing strategies to leverage advanced technologies, such as predictive tracking, mechanized warehouses, inventory optimization, accurate forecasting, and automated after-sales support, to enhance the efficiency and accuracy of their supply chain. Category managers can customize this template with internal category information, such as spend, suppliers, and subcategory overview. They can also use the industry and market insights provided in this template to build a strong supply base understanding. A category strategy’s goal is to create an action plan for effective category management, and this template provides the requisite tools, frameworks, and information to create a robust strategy. Best-in-class procurement organizations effectively leverage such tools and techniques to drive continuous improvements in their categories. Scope All industries and geographies Category in focus: SCM Contents In this report, we offer comprehensive templates based on a four-step process to create a category strategy: Define internal needs: define category maturity and objectives, create a buyer profile to gauge the current supply base state and predict future demand, and conduct total cost modeling Understand the market: build industry and supply base understanding by evaluating aspects such as market trends, key suppliers, major delivery locations, pricing trends, performance benchmarks, and category risks Determine the sourcing strategy: decide between an in-house versus outsourced model for the category and identify best practices and value levers to drive category efficiency Create an action plan: identify and prioritize projects and drive them toward execution