Kursverdoppelung bei Actua Corporation (vorm. Internet Capital)
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Auf der anderen Seite haben wir inzwischen eine Institutionalquote von 57,5%. Ich haben ja neulich einmal die 12 größten dieser Institutionals aufgeführt, die zusammen 46% halten - alles Adressen vom Feinsten. Insofern halte ich es auch sehr schwierig, billig eine Übernahme durchzuführen. Denn die Leute bei Barclays und bekannten Hedge-Funds sind sicher nicht so blöd, um nicht zu wissen, wie hoch der Wert der einzelnen Beteiligungen ist.
Insgesamt gesehen, dürfte ich eigentlich nicht unzufrieden mit der Entwicklung sein, denn wenn die Einstiegsmöglichkeiten nicht so günstig gewesen wären und es noch sind, hätte ich es sicher nicht geschafft, dass mir inzwischen jede zweitausendfünfhunderste Aktie von Internet Capital gehört. Wenn die bis Ende 2007 zugelegt haben reicht mir. Denn da werden wir wegen Herrn Steinbrück wohl die Gewinne mitnehmen müssen, wenn ab 2008 die Kursgewinne versteuert werden - insofern ist die Verschiebung der Steuerreform nicht schlecht.
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City of Norfolk, Va.
Norfolk, Va., builds a better permit process with business process management
MARCH 13, 2006 (COMPUTERWORLD) -
Norfolk, Va.
www.norfolk.gov
Business: This municipal government with 5,000 employees serves a city with nearly a quarter of a million residents, the world's largest naval base and the East Coast's second-largest shipping container terminal. Norfolk has an $882 million budget for fiscal 2006.
IT department: 126 employees
Project champion: Hap M. Cluff
Project payback: The average time to process building permits was cut from 19 days to three. Citizens no longer have to spend six to eight hours per application chasing forms through the approval process, saving 100,000 man-hours on 14,000 applications annually. The city has more than 5,000 forms left to automate.
Municipal governments enjoy monopolies within their city limits, but that doesn't mean they can get by with giving bad service. Right next door is another city that's more than willing to bring in new businesses and the accompanying tax revenue.
"We wanted our permitting process to be better than anyone else's, since it was the only way we could compete in our highly competitive region," says Hap M. Cluff, director of IT for the city of Norfolk.
The problem was that it took 19 days, on average, to get a permit approved. Residents and builders had to make multiple trips downtown to chase applications through departments scattered among six different buildings. Citizens complained about the wasted time and lost applications.
"This was not an acceptable time frame for something as simple as a driveway or a patio or a single-family dwelling," Cluff says. "It was not a good way for the city to do business."
The obvious answer was to use business process management (BPM) software to automate the process.
"A lot of government agencies aren't worried about revenue but about saving costs, and it will make people more productive to have managed processes in place," says Colin Teubner, an analyst at Forrester Research Inc. in Cambridge, Mass. "They also want to provide better customer service to their constituents the way Norfolk did, by lowering the permit cycle time."
Sharing the Load
But there was a lot more than just building permits that needed automation. The city has more than 5,000 paper forms, and even doing one a week would stretch the task out into the next century. And there was no money in the budget to hire consultants to take over the job. Norfolk needed a framework for IT to push the automation out into the hands of those who use the forms.
In order to economically automate its numerous proc-esses, the city decided to use existing software and personnel.
Norfolk already had a license for eWork BPM software from Metastorm Inc. in Columbia, Md., which could be used to automate any number of processes. Cluff then created a bureau within IT called eAccess and Process Automation. The bureau's initial target was to tackle the permitting process, which it did within the first 90 days.
With the cycle time being cut down from weeks to days, however, associated activities also needed to be sped up. For example, it used to be that street addresses weren't assigned to vacant lots by surveyors until after the submission of a building permit application. Now those are assigned ahead of time and entered into an ESRI Inc. geographic information system database so the permit staff can enter the data into the electronic forms. It was easy to adjust the electronic processes as needed.
"The citizens, for example, were not used to getting their permits this quickly, so they didn't bring their checkbooks with them to pay for the permits," says Mary White, office automation supervisor. "We had to quickly create a stage to freeze the process until it was paid, but because it was an in-house process, we were able to put that in in a matter of minutes."
Since the successful deployment of the new permitting process, the city has automated other processes, including its vendor applications, which it reduced from four days to one hour, and its voice adds/moves/changes, a complex procedure involving 34 departments. Hundreds of other projects are in the queue throughout the city's operations, with thousands more to follow. But the work isn't all being done by IT.
"The best part of it is we have abandoned the old, traditional approach where IT owned and controlled everything," says White. "Now we have customers taking responsibility for their own training, marketing, and documentation of their eWork processes."
Robb is a Computerworld contributing writer.
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Customer List
Metastorm's credentials are unsurpassed in providing BPM solutions across a wide variety of industries and functional areas. Scroll down to see a representative list of our over 1200 organizations that are using Metastorm solutions to increase output and manage resources in an unprecedented manner.
Financial Services
1199 Pension Fund
Alexander Forbes
ABN AMRO
Bachmann Group
Bank of England
Barclays Capital
Bendigo Bank
CIT Group
Citigroup Asset Management
COIN Financial Systems
Cooper Gay
Davis Bancorp
Firemans Fund
Gartmore Investments
GK Bank
Graubundner Kantonalbank
Healthpens
Juniper Bank
Parex Bank
Postbank
Sumitomo Mitsui Banking Corporation
Wilmington Trust
Government
Australian Government Department of
Finance & Administration
Bracknell Forest Council
Buckinghamshire Fire & Rescue
Carlisle City Council
City of Bakersfield, CA
City of Fresno, CA
City of Norfolk, VA
City of Philadelphia, PA
County of Nevada, CA
City of Walnut Creek
City of Winston-Salem
Department of Social Services State
of Louisiana
Dumfries & Galloway Council
Dundee Council
Federal Communications Commission
Government of the Regions
Hampshire County Council
Highland Council
London Borough of Waltham Forest
Mid Devon District Council
Newport County Borough Council
Northamptonshire County Council
Northamptonshire Fire & Rescue
Office of the Clerk of House
Representative in New Zealand
Ontario Ministry of Agriculture and Food
Pennsylvania Department of Revenue
Richards Bay Transitional Local
Council
Sefton Metropolitan Borough Council
Social Security Administration
South African States Office of the
Presidency
South Carolina Department of Revenue
Southampton City Council
Stirling Council
Surrey County Council
Tayside Contracts
Tynedale Council
U.S. Dept. of Agriculture
U.S. Army
U.S. Department of Defense
U.S. Department of Education
U.S. Dept. of Justice
U.S. Food and Drug Administration
U.S. Small Business Administration
Wiltshire Constabulary
Health Care/Pharmaceuticals
Akzo Nobel Surface Chemistry
AmerisourceBergen
Arwystli Medical Practice
Aventis Pharmaceuticals
Birmingham Women's Hospital
Bro Taf Health Authority
Children's National Medical Center
Cornwall Healthcare NHS Trust
EyeMed
Fairview Medical Center
Gaston Hospital
Gwent Healthcare NHS Trust
Metropolitan Hospital
North Staffs Health Authority
Nutricia
Pinderfields and Pontefract Hospitals
University of Pittsburgh Medical Center
Legal
Allen & Overy
Clyde & Co
Duane Morris
Eversheds
FMC Services LP
Foley & Lardner
Freshfields Bruckhaus Deringer
Hogan & Hartson
Holman Fenwick & Willan
Lewis and Roca LLP
Martineau Johnson
McKenna Long & Aldridge LLP
Mills & Reeve
Mourant De Feu & Jeune
Pannone & Partners
Pepper Hamilton
Powell Goldstein Frazer & Murphy
Shoosmiths
Simmons & Simmons
Stephenson Harwood
Thelen Reid and Priest
Thompson Hine
Wragge & Co.
Manufacturing, Retail, and Distribution
Acordis Acetate Products
Bi-Lo
Blue Rhino
Brembo Group
Casual Male
Charming Shoppes
Clarks
Coles Myers
Conair
CVS Pharmacy
FIAT
Field Boxmore Ltd.
Federated Department Stores
Focus DIY
GKN Automotive
Globus Office World
Great Clips
Interbrew
Johnson Matthey
Magnola
Peter Black
Philips Auction Group
Piaggio
Publix
Safeway
Sheetz
R. Twining & Co
Radford Retail Systems
Schmidlin
SIAE Microelettronica S.P.A.
Tetra
Toyota Technical Center
UTP Special Welding
Valley Range Windows
Vitesse Networks
Media
Bertelsmann Media Group International
Cablecom Media AG
Croatia State TV
Ipsoa Editore
Miller Freeman
Non-Profit
Neighborhood House
North East Chamber of Commerce
Rockefeller Foundation
World Intellectual Property
Organization (WIPO)
Professional/Business Services
Alex Picot
Booz Allen Hamilton
Deloitte & Touche
Eniro
Fujitsu
Leo Burnett
Marconi Applied Networks
Marketing Society
Monnet UK Ltd.
MSB International PLC
Munro Consulting
Owen Williams
SAIC
Stonehage Trust Holdings
Transportation/Tourism
Airport Nurnberg
Hallesche Verkehrs AG
London Underground
Norbulk Shipping
Northgate Vehicle Hire Ltd.
Utilities
American Electric Power
Durban Metro Water Services
Greenville Utility
National Grid
Nextel
Northern Electric
Office of Gas and Electricity Markets
Polkomtel
Scottish Electricity Settlements
Transco Plc
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Und ich habe mir die schon einmal gepostete Struktur der Eigentümer angesehen, wobei ich einmal mir einmal alle Eigner angesehen habe, die mehr als eine halbe Millionen der insgesamt etwas mehr als 39 Millionen Aktien besitzen. Insgesamt sind das 13 Eigner - meist sehr renommierte Adressen, wie etwa Barclays oder William Blair. Zusammen halten diese 13 Eigner allein schon über 44% der Aktien.
MAJOR DIRECT HOLDERS (FORMS 3 & 4)
Holder Shares Reported
BUCKLEY, WALTER W III 556,793 7-Dec-05
TOP INSTITUTIONAL HOLDERS
Holder Shares % Out Value* Reported
GENDELL, JEFFREY L. 2,943,100 7.49 $24,192,282 31-Dec-05
Barclays Global Investors UK Holdings Ltd 2,678,418 6.81 $22,016,595 31-Dec-05
BLAIR (WILLIAM) & COMPANY, L.L.C. 2,021,994 5.14 $16,620,790 31-Dec-05
GRUBER & MCBAINE CAPITAL MANAGEMENT LLC 1,898,200 4.83 $15,603,204 31-Dec-05
Mellon Financial Corporation 1,746,132 4.44 $14,353,205 31-Dec-05
TRAFELET & COMPANY, LLC 1,009,300 2.57 $8,296,446 31-Dec-05
DRIEHAUS CAPITAL MANAGEMENT, INC. 870,699 2.22 $7,157,145 31-Dec-05
EAGLE ASSET MANAGEMENT, INC. 763,780 1.94 $6,278,271 31-Dec-05
DIMENSIONAL FUND ADVISORS INC 614,648 1.56 $5,052,406 31-Dec-05
CAPITAL RESEARCH AND MANAGEMENT COMPANY 500,000 1.27 $4,110,000 31-Dec-05
TOP MUTUAL FUND HOLDERS
Holder Shares % Out Value* Reported
BLAIR (WILLIAM) MUTUAL FUNDS, INC.-SMALL CAP GROWTH FUND 1,547,474 3.94 $12,720,236 31-Dec-05
DREYFUS GROWTH & VALUE FDS-DREYFUS EMERGING LEADERS FD 569,200 1.45 $4,678,824 31-Dec-05
Was ich mir auch nicht vorstellen kann ist, dass die obigen Adressen etwas Unerlaubtes tun und einen Konflikt mit der SEC riskieren. Insofern gebe ich Dir recht, Sozialaktionär, dass die Erklärung auch sehr einfach sein kann: Vielleicht handelt da jemand irrational - z.B. ein shorter Hedge, der sich immer tiefer in die Scheiße rammelt und vielleicht auch noch nicht statistisch erfasst nackt shortet. Wenn ein Shorter mit dem Management unter einer Decke steckt, wäre allerdings auch in einem langfristigen Aufwärtstrend das Shorten mit Gewinn möglich. Und dieser Möglichkeit gebe ich eine Wahrscheinlichkeit von 50%. Denn es ist, wenn man die Aktie jetzt doch schon über einen langen Zeitraum beobachtet hat, frappierend, wie in gewissen Zeiträumen Nachrichten zurückgehalten werden oder wie jetzt bei der letzten Finanzmeldung zu schwer verständlichen Entwicklungen jedwegliche Erklärung vorenthalten wird. Seltsam ist, dass dies immer dann passiert, wenn der Shortseller, wie vermutlich jetzt wieder, in einer schwierigen Lage ist. Garniert wird das dann meist noch mit einer Meldung, dass irgendein Rechtsanwalt einen Prozess anstrenge, zwar nie gegen Internet Captial, sondern fast immer gegen einen Broker im Zusammenhang mit Internet Capital, und einem Bericht in Mootley Fool oder anderen käuflichen US-Börsenblättchen.
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Heute kam wieder so eine Meldung zu ICGCommerce:
ICG Commerce Senior Director of Global Logistics Recognized By Industry Publication as Top Thought Leader
Thursday March 23, 8:00 am ET
Paul Svindland Honored as 'Pro to Know' By Supply & Demand Chain Executive, Making it the Fourth Consecutive Year an ICG Commerce Executive Has Been Recognized
PHILADELPHIA, March 23 /PRNewswire/ -- Leading procurement services provider ICG Commerce today announced that Paul Svindland, senior director of ICG Commerce's Global Logistics Solutions Group, has been recognized as a "2006 Provider Pro to Know" by Supply & Demand Chain Executive magazine. As further testament to the procurement services provider's strong and deep team of experts, Svindland represents the fourth different ICG Commerce executive to be included on the prestigious list over the past four years.
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After evaluating hundreds of executives, Supply & Demand Chain Executive's senior writers and editors recognized elite individuals from software and service providers who exhibit the deepest domain knowledge, tightest customer focus and most innovative thinking within the supply chain arena. Through a dedication to continued improvement in supply chain process and technology, the "Pros to Know" are leading the way in helping companies gain significant value from their supply chain management initiatives.
As head of ICG Commerce's Global Logistics Solutions Group, Svindland has been instrumental in educating leading companies on how to transform their logistics operations to optimize performance and drive significant reductions in transportation costs. Svindland and his team have helped ICG Commerce customers source more than $3 billion in logistics spent over the last three years. Some of their key sourcing successes to date include helping a leading aluminum manufacturer obtain 20 percent cost savings on truckload transportation spend; reducing a leading pharmaceutical company's overall LTL costs by 22 percent; enabling a specialty retail shop to save 33 percent on its small parcel expenses; and generating eight percent cost savings on ocean freight expenditures for a leading manufacturing company.
Under Svindland's leadership, ICG Commerce has enhanced its logistics offering to provide a complete suite of logistics management services to include not only strategic sourcing but also the implementation of new carriers, transaction automation, and ongoing management of the transportation buying category. Through this unique combination of proven processes and experience, ICG Commerce is able to drive value across an organization's entire logistics network.
"I am very proud to be named a Supply & Demand Chain Executive 'Pro to Know,'" Svindland said. "I view this recognition as a tribute to the breadth and depth of expertise that exists throughout our entire company."
For the complete listing of Supply & Demand Chain Executive's 2006 "Pros to Know" and accompanying editorial, please see the February/March issue of the publication in print or online at http://www.sdcexec.com .
About ICG Commerce, Inc.
ICG Commerce ( http://www.icgcommerce.com ) is a leading Procurement Services Provider exclusively focused on helping companies buy more effectively and efficiently in order to reduce costs significantly and continuously. The company offers an unmatched combination of process and category expertise, market insights and benchmarks and a world-class operational Buying Center to deliver Sourcing and Procurement Outsourcing Services. ICG Commerce Inc., a privately held company founded in 1992, is a member of Internet Capital Group's (Nasdaq: ICGE - News) network of partner companies. For four consecutive years, ICG Commerce has been as a Forbes Best of the Web: B2B honoree, and the company also has had multiple executives recognized in Supply & Demand Chain Executive magazine's annual "Pros to Know" listing.
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"Arnie
22.03.06, 16:28 Uhr (20 Klick(s)) Beitrag anzeigen
ICGE weiterhin Short
Einstiegskurse und Kaufsignale könnte es bald wieder geben.
Ich hoffe auf Kurse um 8,40. "
Offensichtlich haben sich, wenn ich den Umsätzen in Frankfurt nach gehe, nicht viele an meinen Rat gehalten, sind mit Staffelimits eingestiegen. Dass es ein Ausgeburt des Schwach-und Flachsinns ist, bei einem fundamental extrem unterbewerteten Wert, der sich in einer langfristigen Aufwärtsbewegung, ein- und auszusteigen, kapiert auch der Dümmste - nur der Allerdümmste nicht. Hinzu kommt noch, dass beim Höchststeuersatz, wenn noch Kirchensteuer und Soli dazu kommt, der Herr Steinbrück unter den momentan noch geltenden Bedingungen 50% kassiert - bei einer Haltedauer von einem Jahr dagegen sind die Kursgewinne steuerfrei. Kassiert wird diese Bestimmung jetzt offensichtlich doch erst in 2008.
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http://www.icgcommerce.com/corporate/doc/html/careers/monster.htm
Mit 76% ist das das Unternehmen mit zweithöchsten Beteiligung. In seiner Spezialdisziplin, dem Outsourcing von Beschaffung für indirekte Güter und Dienstleistungen ist ICGCommerce Marktführer. 32% der abgeschlossenen Kontrakte entfielen auf ICGCommerce. Damit wurde der andere Spezialist, Ariba, klar abgehängt - ebenso die Generalanbieter IBM und Accenture. Nicht auszuschließen ist allerdings, dass einer der beiden letzteren sich ICGCommerce schnappen könnte. Für Ariba ist der Brocken wohl zu teuer.
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KAUFEN BIS ZUM ANSCHLAG!!!!!!!!
Wenn der Shortseller billig an Euch verkaufen will, warum solltet Ihr dieses Angebot nicht annehmen?
Oder kennt jemand von Euch einen Grund, warum man in solchen Situationen nicht massiv kaufen sollte?
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Auch das Geschwätz mit den Shortsellern geht auf die Nerven. Hätte er in ganz normale werte wie z.B. Salzgitter investiert, dann hätte er heute schon ein Vermögen,
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Das ist durchaus richtig. Im Gegensatz zu früher weist Internet Capital jetzt sogar exakt die anteiligen Jahresumsätze für acht Kernbeteiligungen, die Private Helds sind, mit 93 Millionen Dollar aus. Da Internet Capital im Schnitt mit 49% an diesen Beteiligungen beteiligt ist, auch das steht in den letzten Slide Presentations, dürfte der Jahresumsatz der acht Kernbeteiligungen, die Private Helds sind, bei zusammen ca. 190 Millionen liegen. Im Schnitt kam also jede dieser acht Beteiligungen, Freeborders, Starcite, Credittrade, ICGCommerce, Marketron, Metastorm, Investorforce und Whitefence, im Schnitt in 2005 auf einen Jahresumsatz von 24 Millionen Dollar, wobei die letzten beiden den Schnitt gedrückt haben dürften. In 2006 wurde von Internet Capital ein Umsatzanstieg von 20% prognostiziert, sodass der Durchschnittsumsatz der einzelnen Beteiligungen in 2006 bei 28 bis 29 Millionen Dollar liegen dürfte.
Bei der Argumentation zu den rückläufigen Umsätzen der acht Kenbeteiligungen wird übersehen, dass umsatzstarke Kernbeteiligungen verkauft wurden bzw. an die Börse gingen, und zwar Linkshare und GoIndustry, zuvor Blackboard. Diese drei Beteiligungen sind also nicht mehr in den ausgewiesenen acht Kernbeteiligungen enthalten, die Private Helds sind, sondern sie stecken in der Position "Kassenbestand und Marktgängige Wertpapiere", die immerhin inzwischen einen Betrag von 235 Millionen hat.
Große Teile der Marktkapitaliserung von ca. 340 Millionen sind allein schon von der Nettocash in Höhe von ca. 200 Millionen abgedeckt. Die ca. 110 Millionen Umsätze der Kernbeteiligungen in 2006, die Private Helds sind, müssen somit nur 140 Millionen Dollar Marktkapitalsierung abdecken. Gerade die verbliebenen acht Kernbeteiligungen verkörpern nach dem Abgang von GoIndustry ausschließlich Umsätze mit allerhöchster Qualtiät, die Kurs-Umsatz-Verhältnisse zwischen vier und 10 (je nach Beteiligung) plausibel machen. Die 110 Millionen liefern aber im Vergleich zu den 140 Millionen nur einen Wert von 1,3, sodass das Potenzial enorm ist. Allein der Wert von Freeborders dürfte die Differenz zwischen der momentanen Marktkapitalisierung und der Nettocash schon abdecken, den Rest gibt es dann umsonst.
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IPO's
by: t0b00t 03/23/06 03:52 pm
Msg: 240185 of 240191
FREEBORDERS , ICG COMMERCE. The market is ripe to raise capital. Anyone know when? TIA
Aus den Äusserung eines der bei Co-CEO's von Freeborders kann man entnehmen, dass dies sehr schnell gehen kann. In 2004 hatten sie ja schon einmal angedacht, sich in 2005 den Betrag von 200 Millionen mittels eines IPO zu holen, wobei nicht gesagt wurde, wieviel Prozent des gesamten Aktienwertes diese 200 Millionen darstellen. Dann kam das enorme Wachstum dazwischen und die Pläne wurden verschoben. Inzwischen kam einem der bei Co-CEO von Freeborders die Äusserung, dass Freeborders die erste Milliardenkapitalisierung eines IT-Outsourcers werden könne. Nun - wir wären auch schon einmal mit 500 Millionen zufrieden, denn für Internet Capital würden dann durch seine 33% Beteiligung immerhin Werte von 165 Millionen offenbart.
Bei ICGCommerce glaube ich eher an einen Merger. Hier ließen sich meines Erachtens höhere Erlöse realisieren, da z.B. für IBM, Accentur oder vielleicht auch Ariba erhebliche Synergieeffekte entstehen könnten.
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http://www.bfmag.com/magazine/archives/article.html?articleID=14583
Bitte blättert ruhig alle sieben Seiten durch.
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By William Atkinson -- 3/16/2006
Fighting the urge to keep everything in house, an increasing number of companies are sending their
indirect-purchasing chores outside. And guess what: They think they're better off, as the case studies
beginning on page 50 show. But, outsourcing procurement may not be the right strategy for everyone.
When you mention procurement outsourcing to some procurement professionals, visions of segments of
their departments being chopped off come to mind. Even worse, some execs envision their departments
(and their jobs) disappearing completely from the organizational chart.
But wait a minute! In fact, outsourcing part of your company's procurement activities may be a positive
move. That's especially true for small companies that don't have critical mass in terms of volume
purchases, says Roger Whittier, director of corporate purchasing at high-tech giant Intel in Santa Clara,
Calif.
As for those visions of purchasing jobs disappearing, Mark Mirelez, global procurement manager at
National Instruments in Austin, Texas, says you'll still need purchasing personnel to manage the
outsourced-service relationship, though a small cadre to be sure.
Whether it's a good thing or a bad thing, there is no denying that the trend is growing—quickly. In the last
five or six years, more and more companies, especially the large publicly traded companies, have begun
to scrutinize a selected number of horizontal business processes as potential candidates for outsourcing—
divesting themselves of noncore functions. Indeed, a study by the Aberdeen Group notes that there has
been a threefold increase in the number of requests for proposals for procurement-outsourcing services in
the last 12 months alone.
According to Shruti Yadav, a research analyst in the business process outsourcing division of IDC, the
functions that are most commonly being outsourced are human resources, customer care,
finance/accounting, and, more recently, procurement.
According to research from the Everest Group in Dallas, which publishes an annual study on procurement
outsourcing, the procurement outsourcing sector grew 30% in 2005 to reach $297 million. It is expected to
exceed $380 million in 2006. Given that the current "spend base" is estimated to be about $25 billion
(translating into a current market penetration of under 1%), there is a huge potential for growth in
procurement outsourcing. According to Everest, "Procurement outsourcing has the potential to become the
biggest 'game changer' in business process outsourcing."
The business sectors that are getting into outsourcing most heavily are manufacturing (especially hightech
and chemical), retail, telecom, and financial services.
Why is the trend growing so rapidly? Peter Bendor-Samuel, CEO of The Everest Group, says companies
traditionally don't invest a lot of resources and expertise in indirect spend categories. Most of their
resources and expertise go into direct spend, which is critical to the functioning of the organization.
"However, it is important not to ignore indirect spend, because the total amount spent throughout the
company on indirect can be very large, especially for non-manufacturing companies," he points out. "For
example, a $6 billion insurance company found that its indirect spend was about $500 million."
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finding the right talent, and the challenge of retaining the talent if they do find it.
"The main reason, though, is increasing cost pressures," says IDC's Yadav. That is, companies want to be
able to hand over the procurement work to category experts, which not only have the personnel expertise
available, but which also are willing to make the investment in the most efficient and up-to-date
infrastructure and technology platforms. "In addition, providers have expertise in compliance
management," she adds.
Interestingly, the manpower savings associated with procurement outsourcing really only scratches the
surface of benefits. The real savings come from the specialized procurement expertise and the volumegenerated
leverage that procurement outsourcing providers can bring to the table, which lead to lower
procurement costs. In fact, according to Everest Research Institute, one reason for the growing popularity
of procurement outsourcing is that the strategy can achieve five times the savings multiples of other
business process outsourcing domains, delivering a potential bottom-line savings of up to 2% of sales.
A recent Everest report explains that the savings do not depend on labor cost scale to pay off. Instead,
savings are dependent on sector/functional expertise, with the savings coming from smarter sourcing
decisions, effective relationship management, and legal compliance. "Companies get some savings by
reducing internal costs associated with managing indirect spend activity," explains Everest's Bendor-
Samuel. "However, they are receiving significant savings in the cost of the spend itself, because the
outsourcing firms have the expertise and the leverage to negotiate much better deals. In some cases,
providers will even guarantee certain levels of savings."
Strategic opportunity
While some procurement executives worry that the end result of procurement outsourcing will be to shut
down procurement departments completely, virtually all (approximately 98%, according to most research)
outsourcing engagements focus exclusively on indirect spend. "The vast majority of companies outsource
only a portion of procurement, this being the indirect spend, which they realize is a noncore activity," states
IDC's Yadav. "In a few instances, though, we are seeing companies outsource some categories of direct
spend, but this is not common."
Common targets for indirect spend outsourcing include temporary labor, travel/entertainment services,
office supplies, marketing/print/advertising, IT, telecom, and facilities management. According to Jason
Gilroy, vice president of outsourcing for ICG Commerce in King of Prussia, Pa., some companies, are also
outsourcing transportation and logistics.
Specific procurement-related activities that are being outsourced include: analysis of requirements,
supplier selection, strategic sourcing, contracting, vendor management, day-to-day purchasing, and
invoicing and accounts payable.
Interestingly, while some companies outsource all or most of the processes associated with one or more
indirect spend categories, it is possible to outsource one or more processes for all or most indirect spend
categories. According to Shahriar Broumand, vice president and general manager of managed
procurement services for Ariba in Sunnyvale, Calif., "Examples would be outsourcing the analysis of
requirements, supplier selection, contracting, invoice processing, or supplier management, for most or all
of your indirect spend categories, and maybe even for some of your direct spend categories," he states.
Whose job is it anyway?
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According to research from the Everest Group in Dallas, which publishes an annual study on procurement
outsourcing, the procurement outsourcing sector grew 30% in 2005 to reach $297 million. It is expected to
exceed $380 million in 2006. Given that the current "spend base" is estimated to be about $25 billion
(translating into a current market penetration of under 1%), there is a huge potential for growth in
procurement outsourcing. According to Everest, "Procurement outsourcing has the potential to become the
biggest 'game changer' in business process outsourcing."
Der Markt auf dem ICGCommerce agiert ist kein Riesenmarkt und ich weiss auch nicht, ob sich die Zahlen nur auf die USA beziehen oder weltweit gemeint sind. Das Wachstum ist zwar nicht atemberauben, aber ganz ordentlich mit knapp 30% pro Jahr. Und das Potenzial ist noch enorm. Es sind die nicht die gigantischen Zahlen, in denen die Ex-Verzocker einst bei Commerce One und ähnlichen Katastrophenwerten schwelgten, aber es ist auch besser als nichts. Und für uns als Eigner von Internet Capital-Aktien ist es halt sehr erfreulich, dass ICGCommerce auf diesem Markt der Marktführer ist und Internet Capital immerhin 76% an ICGCommerce hält.
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Jeder macht sich am besten sein eigenes Bild und vergleicht mal die Ankündigungen von ihm mit dem wirklich Eingetretenen. Welche Lichter einem da aufgehen! Und wenn er nicht mehr weiterweiss, dann waren wieder die Shorties schuldig.
Und wenn in Zukunft die Shorties fette Gewinne einstreichen, dann fällt er wahrscheinlich vom Glauben ab, ... obwohl, vielleicht war er schon um die Jahrtausendwende dabei, dann hat er ja schon viel härteres erlebt...
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mit freundlicher Unterstützung von CarpesDies und Traumdeuter:
"Arnie
22.03.06, 16:28 Uhr (23 Klick(s))
ICGE weiterhin Short
Einstiegskurse und Kaufsignale könnte es bald wieder geben.
Ich hoffe auf Kurse um 8,40 "
Wenn man derartigen Blödsinn liest, kann man tatsächlich Albträume bekommen, aber es leider kein Traum - man verliert da echtes Geld.
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In some arrangements, procurement departments outsource portions of the spend that have been
managed internally. In other instances, though, the indirect spend is still being managed by the individual
departments and is then directly outsourced to a third-party provider, completely bypassing the
procurement department and, in essence, having no impact on them at all. For example, if a company's
human resources department, rather than the purchasing department, handles procurement of temporary
labor, then the decision to outsource that activity has no impact on the purchasing department.
Who makes the decision to outsource the indirect spend? In large companies, according to IDC's Yadav,
the decision to look into it in the first place and then to actually go ahead with the outsourcing is most often
made at the "C" level, such as the CFO, CIO, or CPO. In smaller companies, the decision is usually made
by the president or CEO.
Buyer's market
According to the Everest Research Institute report, outsourcing procurement is currently a buyer's market,
which allows companies to negotiate favorable terms. The reason is that providers currently have a
significant amount of capacity available for sale.
A caveat, though: "While the savings are attractive, it is important to realize that procurement outsourcing
is generally much more complex than any other area of business process outsourcing," points out
Everest's Bendor-Samuel. "It takes a lot of organizational design to put a program such as this into place."
The first step, according to Kathleen Fuller, vice president of procurement services for IBM's Integrated
Supply Chain division in New York is that the CPO or other senior procurement executive needs to
determine what is core and needs to be kept inside, as well as what is not core. "The next step is to decide
if it makes more sense to build the expertise in-house to manage the noncore spend, or if it makes more
sense to outsource it to a firm that may already be years ahead in managing that type of spend," she
states.
If you do elect to outsource indirect spend, it's not necessary to make a 100% commitment. In fact,
according to ICG Commerce's Gilroy, most companies outsource only 50-70% of indirect spend. "The
spend they keep internal involves those areas where they have either already built internal competencies
and expertise, or where they consider the indirect spend to be strategic to their organization," he says.
One important key to success, according to IDC's Yadav, is to spend time determining who will be on the
company's governing body that will work with the outsourcing firm. Members should include
representatives from the functions that will be affected, such as HR, IT, travel services, facilities
management, procurement, etc. This governing body should determine in advance how much
responsibility the outsourcing firm will have for the procurement, what responsibility will be retained by the
company, how the two will work together, and how the outsourcing firm's performance will be monitored.
Once the decision is made to outsource, according to IBM's Fuller, the CPO should play a role in helping
to drive compliance to make sure everyone in the organization is adhering to the new structure. "The
purchasing executive should also make sure there is clarity of what role each party will play in the process,
so that the teamwork necessary for success can be created," she adds.
What happens to the employees who once handled the indirect spend after it has been outsourced? In
most cases, they can be redeployed to other more strategic functions in procurement. "For example, one
of our clients retrained the people in the purchasing department who had been responsible for the indirect
spend to be in relationship roles with the functional owners of the spend to help support us as the third
party," says ICG's Gilroy. "Other companies move their people to activities where they are responsible for
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![](http://www.ariva.de//board/pneditor/images/em.icon.approve.gif)
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Andererseits ist auch sonnenklar, dass der Versuch, den Kurs unter dem Gleichgewichtspreis zu etablieren, immer nur kurzfristig sein kann, denn langfristig bestimmen doch die echte Nachfrage und das echte Angebot den Preis.
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low-cost country sourcing for direct materials and other strategic roles."
Down the road
Procurement outsourcing providers are working more aggressively to win clients (especially large clients)
in the current market. And as clients begin to place greater demands on the providers, the latter are
beginning to provide more services. "For example, they are becoming more involved in providing access to
global integrated services and solutions," states IDC's Yadav. "They are also investing in more
standardized technologies."
While the vast majority of procurement outsourcing these days is limited to indirect spend, some wonder
whether the concept will expand to direct spend. For strategic reasons, it is unlikely that many companies
will want to turn over such a critical activity to a third party.
However, some companies are already testing the waters a bit. "Some companies are having us handle
some of their semidirect spend, such as packaging and chemicals," states Gilroy. "In the future, though, I
think that some companies will even begin moving some direct spend to us."
That, of course, is another story. In any case, those who fear the outsourcing of procurement should heed
this advice from National Instruments' Mirelez, who says: "Constantly demonstrate your value-add and be
a differentiator within your own company."
As Intel's Whittier says, procurement professionals have a vested interest to be sure that their purchasing
strategies and results are better than anyone else could generate.
Who you gonna call?
A shortlist of procurement outsourcing providers:
Accenture
Ariba
IBM
ICG Commerce
Capgemini
Prosero
Who's it right for?
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Indeed, research carried out by Everest Partners reveals that ICG has won 26% of the contracts
signed in the procurement outsourcing space to date, more than any other vendor. ICG leads
IBM, which has secured 24% of deals, Accenture (16%) and Ariba (15%).
Of these four leading suppliers, ICG and Ariba represent the specialist providers, as opposed to
global IT services giants IBM and Accenture, who offer procurement outsourcing as just part of a
BPO business that also includes areas such as finance and accounting and human resources.
Jason Gilroy is keen to emphasize the point that ICG is "100% focused on procurement
outsourcing."
Gilroy also said that, while ICG and Ariba can both be described as procurement specialists, the
two companies have different business models. "Ariba started as a software company," said
Gilroy, "and a lot of [ICG] customers are Ariba users, but also use ICG to drive value and
efficiency from their technology investments".
"For ICG, technology is an absolute necessity for enablement, but we don't care what technology
it is," said Gilroy. "In that sense, we are technology agnostic."
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1 Nutzer wurde vom Verfasser von der Diskussion ausgeschlossen: Scansoft