Customers are the final link in a product’s or service’s supply chain, and it is vital to ensure they are satisfied after buying a product. After-sales support, commonly known as post-sales services, is a component of supply chain management that deals with the support a customer needs after purchasing a product or service. It includes multiple interaction points with a customer and can become a dealbreaker for an enterprise in this highly competitive landscape. Efficient after-sales services help enterprises meet ever-changing customer demands and improve business outcomes. In recent years, enterprises have been leveraging analytics, IoT, sensors, and blockchain in the after-sales space to deliver value and improve the experience for customers, service partners, and regulatory bodies. Despite these steps, enterprises have failed to achieve the desired benefits because of multiple shortcomings in their execution. This report suggests the factors necessary for successful management of the after-sales function based on multiple success stories across enterprises and service providers. It provides comprehensive coverage across dimensions such as buyer objectives, key considerations, service provider initiatives, after-sales market size and adoption, and service provider landscape. Scope After-sales processes including claims management, warranty management, field services management, spare parts management, and returns management All geographies and industries We have analyzed the following service providers as part of this report: Accenture, Genpact, OnProcess Technology, Infosys, TCS, Wipro, Cognizant, DXC Technology, HCL, EXL, Tech Mahindra Contents In this research, we analyze the after-sales market across the following dimensions: Introduction and importance of after-sales services in supply chain management Key enterprise challenges and considerations Enterprise success stories Market landscape BPO overview and service provider landscape Membership(s) Procurement Outsourcing (PO)

Executive Summary The next-generation of global business process services is being ushered in by drivers that extend beyond traditional metrics such as cost arbitrage. The primary ask of the buyers is now centered on driving business outcomes which are hard to achieve if not clearly defined, contracted for, and executed in that spirit. As a result the traditional lift-and-shift outsourcing is becoming redundant and paving way for the emergence of Outcome-Driven Business Process Services (ODBPS) model.   Such changes have acutely affected the broader supply chain arena, which is now witnessing a second awakening with the emergence of an ODBPS model for aftersales services. Such an approach will gear the value proposition of aftersales services towards driving business outcomes, similar to what Procurement Outsourcing (PO) has achieved today, but differentiated by an even faster pace of evolution. What is this evolution, why is it happening, what are its drivers, and how can aftersales organizations drive business outcomes though a strategic services alliance, are some of the questions that this research seeks to explore.

Executive Summary For most organizations, their supply chain is both the life blood of the company and a complex maze of many players and many processes. Against this background, Supply Chain Management (SCM) BPO is fast emerging as a strategic choice for organizations to efficiently manage their supply chain processes. This has resulted in a market with around US$1-1.2 billion in annual spend and growing at 20-25%. SCM BPO can further be divided into four segments – manufacture, deliver, aftersales, and Master Data Management (MDM). Among these, aftersales services (AS) is especially interesting. While it is not the largest component of SCM BPO, it is growing the fastest with signficant upside potential. Aftersales is the “front-office” of supply chain - this is how end customers experience the product and the way the brand is perceived and valued. However, it is also an area with inherent complexities in terms of dealing with multiple stakeholders (both internal and external), multiple products and SKUs, sporadic and unpredictable service demands, and need to balance cost-to-serve (efficiency) with customer satisfaction (effectiveness). Given the increasing interest in this space, this research paper explores how AS BPO targets the dual objectives of enhanced business outcomes and better cost management. The key themes covered in this research are: Market drivers of AS BPO and the underlying value proposition Market definition, overview, and outsourcing adoption trends Challenges and BPO value proposition Role of technology and analytics in aftersales services BPO solutions Aftersales services BPO service provider landscape