Magic Quadrant For Sap Imple 261880

G00261880
Magic Quadrant for SAP Implementation

Service Providers, Worldwide
Published: 31 July 2014
Analyst(s): Susan Tan
SAP has a large ecosystem of implementation service providers, but
providers' investment focus and strengths vary. Buyers of SAP
implementation services can use this Magic Quadrant to identify service
providers for a broad range of global SAP implementation services across
multiple SAP solutions.
Market Definition/Description
The aim of this Magic Quadrant is to evaluate service providers for a broad range of implementation
services across multiple SAP applications and technologies. Buyers of SAP implementation
services can use this Magic Quadrant to help identify and evaluate the right providers of a broad
range of SAP services for their organization. This Magic Quadrant is not suitable for clients looking
for best-of-breed service providers for a specific module, application or industry. Gartner documents
covering CRM services, supply chain services, testing services or business intelligence (BI) services
are better-suited for such purposes. In addition, Gartner publishes a companion document, "Magic
Quadrant for SAP Application Management Service Providers, Worldwide," to help clients identify
leading providers of managed services for their SAP productive systems.
There are over 3,200 service partners and over 4,200 channel partners/distributors in the SAP
ecosystem worldwide. This Magic Quadrant assesses 17 of the leading service providers. Each
provider has its own strengths and weaknesses, and each is more suitable for some types of
engagements and some clients/industries than others. Many capable providers, not included in this
study because of our inclusion criteria and methodology, may be a better fit for specific SAP
implementation projects, depending on module, resourcing objectives, size of project, geography
and other factors. Clients are advised to talk to a Gartner analyst to narrow down a shortlist of best-
fit service providers.
In this Magic Quadrant, we evaluate service providers for SAP programs that include:
Ability to provide a comprehensive set of consulting, system integration and implementation

services across multiple SAP applications, products and technologies
Ability to service multiple industries (see Note 1) in multiple geographies (see Note 2)
For this report, we use the following definitions:
Consulting services are advisory services designed to help companies analyze and improve
the effectiveness of business operations and technology strategies. These go beyond technical
blueprinting to include operating-model changes, business process improvement,
standardization and harmonization of processes, and so forth when they are part of the SAP
program. They also include program management, change management and governance.
System integration and implementation services include configuration, customization and

enhancement of existing SAP functionalities; application, report and interface development; and
data loading, rollout, integration, testing and training services.
Methodology
Gartner evaluates service providers on their Ability to Execute and their Completeness of Vision.
Evaluation is informed by a comprehensive set of primary and secondary research activities,
including 177 client references supplied by the evaluated service providers; feedback from Gartner
clients and insights from client inquiries throughout the year; a detailed vendor survey; briefings;
and publicly available information. This research was peer-reviewed by 14 other Gartner analysts;
their views and comments were taken into account. In addition, this document was presented and
defended at a Gartner Application Services Research Community session. For more details
regarding the methodology, see the Evidence

section.
Page 2 of 39 Gartner, Inc. | G00261880
Magic Quadrant
Figure 1. Magic Quadrant for SAP Implementation Service Providers, Worldwide
Source: Gartner (July 2014)
Gartner, Inc. | G00261880 Page 3 of 39
Vendor Strengths and Cautions
Accenture
Accenture has the largest SAP service practice globally, with 38,500 professionals, of whom about
a third are in cost-competitive locations within its Global Delivery Network. In the last 12 months, it
delivered SAP services to more than 1,000 clients globally and is again the system integrator (SI)
partner driving the highest SAP collaborative revenue globally. Implementation accounted for an
estimated 66% of its SAP business globally in 2013, with the rest coming from infrastructure
services, hosting and application management services. In 2013, Accenture derived its SAP
implementation business from 16 out of the 22 industries defined in this Magic Quadrant, with the
main ones being oil and gas/chemicals/resources, consumer goods, energy and utilities, public
sector, high tech, retail, and mining and construction, but it has a repository of 20,000 process
models across 20 SAP industry solutions. Accenture derives the majority of its SAP implementation
business from companies with more than 10,000 employees.
Accenture invests in 20 SAP industries but prioritizes the following growth industries: financial
services, retail and telecommunications.
Strengths
Scale and global reach Accenture has deep and broad capabilities spanning the SAP
portfolio of products and technologies, across industries, geographies and service lines. It has a
good spread of consultants across different regions, and it is a particularly good fit for large
global programs that require global reach and onshore, nearshore and offshore resources.
Strengths and investments in new SAP technologies Accenture continues to invest in

solutions and capabilities in newer SAP technologies, including Hana, mobility and cloud. It is
also the largest and most experienced partner for Ariba, SuccessFactors and hybris because of
its partnership with these software vendors before their acquisition by SAP. Accenture and SAP
Business Solutions Group, the recent co-innovation with SAP, currently have two solutions in
the market: a Marketing Performance Solution by Accenture and SAP for chief marketing
officers and Upstream Production Operations by Accenture and SAP for the oil and gas
industry. Both solutions are built on Hana. In addition, Accenture delivers its own HR Audit and
Compliance software as a service on the SAP Hana Cloud Platform.
Delivery predictability and leadership Accenture brings its proven methodologies; a strict
discipline and governance; a broad range of tools, frameworks, industry process maps and
accelerators; and an industrialized process to its engagements, ensuring a high level of
predictability for the most complex programs. Clients value Accenture's ability to provide
leadership, discipline, an independent point of view, best practices and stakeholder alignment.
Cautions
Less suited to smaller clients Accenture's SAP practice mostly serves the largest
enterprises in each country. Small and midsize clients may not get the resource availability and
attention they need from Accenture.
Resourcing gaps and inconsistency Even with Accenture's scale, some clients in smaller
markets have reported challenges in staffing and finding the right resources for the
engagement. Similarly, resource quality and experience for the same roles can vary widely by
country.
Premium price Clients continue to perceive Accenture's pricing, especially in subsequent

rollout phases, to be high.
Atos
Atos has nearly 10,700 SAP-skilled professionals. An estimated 42% of its global SAP revenue is
derived from implementation services; the remainder (58%) is derived from application management
and infrastructure services. About a third of its SAP professionals are located in global delivery
centers managed globally as part of Atos global profit and loss. In 2013, Atos derived its SAP
main ones being industrial, public sector, energy and utilities, retail, and oil and gas. Atos derives
the majority of its SAP implementation business from large companies with more than 10,000
employees.
Atos focuses its investments in the following key industries: healthcare, process industry, chemical,
retail and banking.
Strengths
Strong presence in Europe One of the leading SIs in Europe, Atos is particularly strong in
France, Germany, Benelux, the U.K., and Central and Eastern Europe, and it is expanding into
the Middle East and North Africa, South Africa, the Commonwealth of Independent States,
Brazil, Mexico and China. Atos derives nearly 80% of its SAP service revenue from EMEA. Its
European-centric heritage and presence continue to define it to this day.
Industry focus Atos focuses on a set of industries that include: manufacturing, retail,
utilities, public sector, automotive, chemicals, healthcare and financial services. Atos actively
partners with SAP to develop new solutions based on their day-to-day interactions with their
clients, including Atos' largest account, Siemens.
Expertise in selected offerings Atos has invested in and has more than 10 years of
experience with large and complex consolidation and harmonization programs, mostly for
Europe-headquartered clients with global reach. It is a leading provider in applying SAP
sustainability solutions for energy and sustainable operations. It is a key implementation partner
for enterprise mobile products, as well as developing mobile apps to extend SAP products. In
addition, Atos has a cloud focus through Canopy its dedicated cloud company that offers
infrastructure as a service, as well as bundled license/service/hosting cloud solutions (for
example, an HR for Financial Services cloud solution). Atos is a certified Hana Enterprise Cloud
provider.
Cautions
Global coverage Atos lags behind its Tier 1 competitors outside its main markets in Europe.
Its brand and presence in North America, Asia and Latin America is limited. However, it is
improving and currently has seven offshore and nearshore global delivery centers and has local
SAP presence in 35 countries. In Atos' main markets in Europe (Benelux, France, Germany and
the U.K.), it faces increasing competition from the large Indian service providers offering lower-
cost options.
Lack of mind share outside product manufacturing industries Although Atos has strong
SAP applications and technical capabilities, it has not been very successful in gaining mind
share broadly as a leading SAP service provider or as an innovative provider outside of Europe.
Atos is not well represented in competitive shortlists outside the product manufacturing
industries.
Vision, consulting capabilities and business expertise While Atos' SAP application and
system integration expertise are rated highly by clients, clients score Atos below average on its
vision and thought leadership, consulting/advisory and process improvement capabilities and
business acumen.
Capgemini
Capgemini has 14,870 SAP-skilled professionals. An estimated 65% of its global SAP business is
derived from implementation, and 35% is derived from infrastructure services, hosting and
application management. Nearly 40% of its SAP professionals are located in global delivery centers.
Capgemini had more than 1,300 SAP service clients worldwide in 2013. Capgemini derived its SAP
main ones being oil and gas, consumer goods, energy and utilities, and services. Capgemini derives
its SAP implementation business from companies of all sizes.
Capgemini focuses its investments in the following industries: retail/consumer packaged goods
(CPG), oil and gas, utilities, manufacturing, public sector, and financial services.
Strengths
Heavy investments in newer technologies Capgemini has made significant investments in

SAP's newer technologies, which have resulted in Capgemini boasting a track record of doing/
having done 10 Suite on Hana projects (five live), 30 BW on Hana projects, numerous new
applications on Hana, a mobile Direct Store Delivery application co-innovation with SAP, and
proofs of concept with Hana and Hadoop for Big Data.
Alternative delivery and pricing Capgemini continues to innovate on delivery and pricing
models that offer clients different alternatives to buying and paying for SAP systems. Its
managed cloud as a service (MCaaS) offering, branded "OnePath," includes several of its
preconfigured industry solutions that are offered as a bundle of software and services SAP
license, design, implementation, infrastructure services, application management, hosting and
business process outsourcing (BPO) and that can be bought on a subscription basis. These
OnePath solutions are built on Suite on Hana.
SAP application expertise and rapid implementation Clients are generally impressed with
Capgemini's SAP application and product expertise, senior leadership engagement, and rapid
implementation.
Cautions
Limited coverage and client base in Asia/Pacific Capgemini's traditional region is EMEA,
which continues to provide more than half of its business. It is growing rapidly in North America,
which now makes up over a third of its business. Its acquisition of CPM Braxis has improved its
presence and delivery capabilities in Latin America, particularly in Brazil. However, its local
presence in Asia/Pacific is currently limited, despite achieving triple-digit growth and recently
announcing the formation of a dedicated Asia/Pacific business unit designed to accelerate its
growth further. Currently, the majority of its consultants based in Asia/Pacific are in global
delivery centers servicing European and North American clients.
Inconsistency in delivery quality While Capgemini has invested in making its delivery more
globally consistent through its iSAP methodology, global governance and common tools,
delivery quality varies widely, with some clients reporting high levels of satisfaction while others
were less than thrilled with their project team performance. Clients are cautioned to be diligent
in checking the project team's qualifications.
Healthcare, education and insurance, Ariba, and hybris Capgemini has relatively less
experience and expertise outside the five key sectors of retail/CPG, utilities, manufacturing,
public sector and banking. Capgemini's experience in Ariba and hybris is also more limited than
its competitors', although it is rapidly building its hybris capability.
Cognizant
Cognizant is one of the fastest-growing IT services firms. It is based in the U.S. but known for its
India-based offshore model. Cognizant has more than 7,700 SAP-skilled professionals. An
estimated 57% of its global SAP business is derived from implementation; the other 43% is from
infrastructure services, hosting and application management. About 70% of its SAP professionals
are located in global delivery centers. In 2013, Cognizant derived its SAP implementation business
from 17 out of the 22 industries defined in this Magic Quadrant, with the main ones being
manufacturing, retail, consumer goods, life sciences, and utilities and energy. Cognizant derives the
majority of its SAP implementation business from companies with more than 10,000 employees.
Cognizant focuses its investments in the following industries: life sciences and healthcare, retail and
hospitality, manufacturing and logistics, consumer goods, financial services, communication,
technology, and media.
Strengths
Strong growth Cognizant's SAP practice has consistently grown in the 20%-to-30% range
over the last few years, a result of strong sales, account management and delivery capabilities.
In 2013, growth in Europe was especially strong; it has grown organically and through
acquisitions (such as the acquisition of Germany-based C1 Group). Strong growth has enabled
Cognizant to invest in its SAP practice (such as innovation centers, training, tools and
capabilities in the newer SAP family of products), as well as to attract good talent. It targets
specific industries and domains for investments, and it continues to capitalize on its cost-
effective offshore delivery model and strength in testing services.
Value for money While Cognizant is not the least expensive service provider, clients cite
Cognizant as price-competitive and a good value for money. Cognizant's highly offshore-
leveraged business model, coupled with investments in local resources to create what
Cognizant calls the two-in-a-box model of pairing key onshore delivery roles with their offshore
counterparts as well as investments in knowledge management systems, such as the
Cognizant 2.0 portal, and tools and reusable assets to accelerate implementation have
resulted in quality work at a competitive price point.
Delivery focus Clients are impressed by Cognizant's focus on successfully delivering the
project, its willingness to work with the client to overcome challenges, its commitment to a
long-term partnership, and its flexibility in staffing and adapting to the client's requirements,
such as training its staff to use agile methodology to implement SAP for a European
conglomerate.
Cautions
Limited presence in Latin America and Asia/Pacific North America and Europe continue
to provide the bulk of Cognizant's SAP business, estimated at over 90% of its SAP
implementation business in 2013. Its local presence in Latin America and Asia/Pacific is
sporadic, and the majority of its consultants based in Asia/Pacific are in global delivery centers
servicing European and North American clients.
Gaps in project delivery capabilities Although rapidly improving, Cognizant's SAP practice
is still maturing as it moves up the value chain into more-complex global projects. While it has
delivered projects in complex transformational programs, its track record in this space lags
behind those of its major competitors. It needs to enhance its program and project
management, change management, and advisory capabilities.
Limited industry capabilities outside its target verticals Outside its focused industries,
Cognizant has limited industry and process skills. Even within its target verticals, its bench of
consultants with strong industry and process skills can be deeper.
CSC
CSC has more than 8,000 SAP-skilled professionals. About half of the SAP professionals are
located in global delivery centers. An estimated 40% of its SAP business is derived from
implementation, and the rest is derived from infrastructure services, hosting and application
management. In 2013, CSC derived its SAP implementation business from 19 out of the 22
industries defined in this Magic Quadrant, with the main ones being public sector, aerospace and
defense, oil and gas/chemicals, and banking. CSC derives the majority of its SAP implementation
business from companies with more than 2,500 employees.
CSC has focused its recent investments in the following priority industries: aerospace and defense,
public sector, banking, defense and security, chemicals, and automotive.
Strengths
Global alignment and renewed investments As a result of CSC's global reorganization, its
SAP implementation practice is now a core part of its consulting practice, making it easier
organizationally for CSC to bring consulting capabilities to its SAP engagements. Among some
of its key investments are industry-specific solutions, mobility, Hana, cloud solutions and core
banking.
Public sector CSC has performed some of the most complex SAP engagements for several
U.S. government agencies, including the U.S. Army's Logistics Modernization Program and
Customs and Border Protection. CSC has approximately 370 U.S. federal SAP experts,
specializing in solutions such as SAP financial management, federal logistics solutions, SAP
fraud, waste and abuse, SAP mobility, and analytics/Hana solutions. CSC also provides
significant SAP public sector work in Australia and in parts of Europe.
Capabilities and delivery commitment Clients are impressed by CSC's project

management capabilities, SAP and IT expertise, commitment to delivery, and senior
management involvement. CSC is also strong in system integration, in particular, in the
integration of SaaS/cloud environments with on-premises SAP and legacy environments.
Cautions
Business transformation capabilities Although CSC's SAP practice is now part of its
consulting practice, clients continue to report that CSC can be better at business
transformation and organizational change and design, in terms of a deeper bench, as well as
deeper expertise.
Global integration in progress While CSC strives to become globally integrated, it is still
very much a work in progress. It has pockets of strong capabilities in specific industries in
certain countries, and different industries in other countries. Also, CSC's coverage and client
base in Asia and Latin America are somewhat limited.
Size and growth of the SAP implementation business CSC needs to balance its portfolio
of SAP services to increase the percentage of business from implementation. With an estimated
40% of its SAP business from implementation, it is one of the smaller providers in this study.
Additionally, its SAP implementation service business has not performed as well as the other
providers in terms of growth, which affects its scores in overall viability.
Deloitte
Deloitte is a global network of accounting, tax, consulting and advisory member firms with a broad
IT services portfolio. It has more than 12,500 SAP-skilled professionals worldwide. About a quarter
of its SAP professionals are located in global delivery centers. Around 88% of its SAP business is
derived from implementation, and the rest is from its emerging application management practice. In
2013, Deloitte derived its SAP implementation business from 20 out of the 22 industries defined in
this Magic Quadrant, with the main ones being consumer goods, retail, life sciences, manufacturing
and high tech. Deloitte derives the vast majority of its SAP implementation business from
companies with more than 2,500 employees.
Deloitte focuses its investments in the following industries: consumer business, energy and
resources, financial services, life sciences and healthcare, manufacturing, technology/media and
telecom, and public sector.
Strengths
Multiple competencies Deloitte has multiple competencies that it can draw on to assist an
SAP-enabled business transformation. These competencies include strategy and operations,
technology, human capital, tax, and enterprise risk services. In addition, Deloitte has "feet on
the ground" in 150 countries, allowing it to bring knowledge of local laws, regulations, business
practices and culture to any engagement.
Quality delivery skills Clients perceive Deloitte to be good at leading complex change
programs, with the right level of partnership, flexibility and quality of service. Industry expertise,
process knowledge and ability to bring best practices to the engagement are also cited as
strengths.
Track record and experience in newer technologies and innovation Deloitte has
demonstrated the ability to respond and achieve competitive success as opportunities
developed for newer SAP technologies. Specifically, it has implemented an above-average
number of engagements in Hana, SuccessFactors, Ariba, hybris and mobile. In addition,
Deloitte has invested in a number of innovative solutions, including a Hana-based risk-on-
demand analytic platform that consolidates and aggregates data to give a complete
understanding of risk across the entire organization in real time.
Cautions
Premium price Pricing is one of the most common reasons for clients to disqualify Deloitte
during the competitive bidding process. Its higher price is due to a combination of a larger
number of resources proposed and a higher percentage of more expensive resources in the
project team mix. Although it has significantly grown its offshore capabilities, Deloitte also tends
to utilize a lower percentage of offshore resources compared with some of its competitors,
which also drives up its overall price in high-price locations.
Global consistency Although Deloitte has taken steps in recent years to improve global
consistency, capabilities continue to be uneven across different countries. Capabilities in single-
country engagements in smaller markets are still maturing; the level of capabilities and use of
tools can sometimes differ by country.
Inconsistent resource skills While Deloitte is traditionally known for its change
management capabilities, several clients have been less than satisfied with the change
management resources assigned to their SAP programs. Clients have also noted weaker
resources in system integration and auxiliary work on non-SAP technologies. Integration across
different service lines is sometimes not as seamless as clients expect.
EY
EY (formerly Ernst & Young) is a global network of member firms that provide assurance, tax and
advisory services. It has more than 3,600 SAP-skilled professionals worldwide. About 10% of its
SAP professionals are located in global delivery centers. All of its SAP business is derived from
implementation. In 2013, EY derived its SAP implementation business from 18 out of the 22
industries defined in this Magic Quadrant, with the main ones being energy and utilities and
automotive. EY derives the vast majority of its SAP implementation business from companies with
more than 2,500 employees.
EY renewed its commitment to the SAP implementation market in 2010. Since then, it has grown
very rapidly, chalking up over 50% growth in 2013. It is also expanded through acquisitions, having
bought LogiStar Solutions for its SAP supply chain execution capabilities and Five Point for its
customer care and billing system implementation services for the power and utility industry. EY
focuses its investments in the following industries: manufacturing, life sciences, finance and
insurance, consumer goods, power and utilities, and communications.
EY's position in the Visionaries quadrant reflects its strong vision in the application of newer
technologies, use of alternative delivery models, and investment in innovation, such as analytics,
fraud management and governance, risk and compliance (GRC) cloud. However, EY has an
emerging track record in large global SAP implementation and needs to continue its aggressive
growth in some regions.
Strengths
Rapid growth built on traditional strengths EY's strengths in its SAP practice are built
upon its core traditional strengths in performance improvement, finance, tax, controls and risk
management. Service offering strengths include program management; business engagement
and readiness; requirement definition and process design; finance performance improvement;
planning; budgeting; forecasting; implementing GRC, business planning and consolidation
(BPC) and sales and operations planning; and tax-effective supply chain. Clients' feedback
indicates that EY consultants demonstrate strong leadership and industry expertise, are able to
recommend more-efficient business processes, and are committed to project success.
Investments in innovation EY is rapidly building up credentials in the newer technologies,

including Hana, cloud and SuccessFactors. In addition, it has an analytics-as-a-service offering
and has several co-innovation initiatives with SAP, including predictive fraud management,
integrated business planning on Hana Enterprise Cloud, tax transformation and GRC Cloud
Services impressive for a relative newcomer to the SAP implementation scene.
Trusted advisor status Leveraging the EY brand and other service line capabilities, EY's
SAP practice has credibility with business users and is able to align the SAP change program to
the needs of the business, making EY a strong contender to help its clients in quality assurance
and benefit realization in an SAP program.
Cautions
Lack of scale Although growing rapidly, EY has a staff bench that can limit its ability to
service multiple large-scale global projects. It partners with other service companies for such
projects.
Maturing global delivery model Clients reported EY as being a higher-cost provider due to
its limited offshore play. Globalization of its practice is still a work in progress: North America
accounts for over three-fourths of its revenue; in global projects, clients report that they need to
work with EY partners in each member firm in the countries rather than a global team which
EY sees as an advantage giving clients access to their local leadership but some clients
prefer a consistent point of contact.
Less-mature assets While EY is furiously investing in SAP implementation-specific tools

and assets, typically customizing the non-technology-specific ones it already has, they are not
yet well-tested in multiple client engagements, hardened or industrialized. Clients report that its
tools and accelerators are not as strong as demonstrated in the proposal, and implementation
methodologies are less defined.
HCL Technologies
HCL Technologies has more than 8,600 SAP-skilled professionals, of whom about 60% are located
in global delivery centers. An estimated 66% of HCL's SAP business is derived from
management. In 2013, HCL derived SAP implementation revenue from 18 of the 22 industries
defined in this Magic Quadrant, the key ones being aerospace and defense, oil and gas, utilities and
energy, transportation, consumer goods, and public sector. HCL derives the majority of its SAP
implementation business from companies with more than 2,500 employees.
HCL focuses its investments in the following industries: aerospace and defense, utilities,
manufacturing, CPG/retail, and life sciences.
Strengths
Deep expertise and balanced investments Overall, HCL has strong expertise across the
core set of SAP products and is investing in implementing both traditional and newer SAP
technologies. It has built up good experience in Hana and hybris and is investing in
SuccessFactors. By industry, it has a particular focus and strength in aerospace and defense,
high-tech and manufacturing, consumer goods, life sciences, utilities and energy, and travel
and transportation. In particular, it has deep industry knowledge in maintenance, repair and
operations (MRO) for aerospace and defense, and it brings to engagements its iMRO product,
an SAP-endorsed, upgrade-compatible industry solution add-on. Its iCARE solution is a CRM
template that helps call center staff provide effective and efficient customer service.
Focus on benefit realization One of the first service partners to embed formal benefit
realization methodology into SAP program delivery, HCL works with clients to deploy solutions
with tangible business benefits, enabled through a comprehensive set of processes. These
processes include identifying business benefits and converting these benefits into quantifiable
financial gains, as well as ensuring decisions made during implementation are aligned with
business benefits identified thereby maximizing the potential for the program to achieve its
desired business value. Its willingness to put "skin in the game" through tying a portion of its
fees to the realization of identified benefits attests to its confidence in its delivery.
Partnership approach Clients report that HCL is easy to work with, delivers what it says it
would deliver consistently, provides staff with excellent SAP skills and dedication to support
program objectives, and is committed to the success of the implementation. Clients also
appreciate HCL's ability to give clear guidance and bring best practices.
Cautions
Limited presence in Latin America and Asia/Pacific More than 90% of HCL's SAP
business comes from North America and Europe. Although HCL is delivering some large SAP
programs in Asia/Pacific, its local presence in Asia/Pacific is sporadic, and it has very limited
business in Latin America. The majority of its consultants based in Asia/Pacific and Latin
America are in global delivery centers servicing European and North American clients.
Geographic and language coverage are below those of its competitors, which has led to
subcontracting and the need for a high level of support from bigger practices, such as the U.K.
and India.
Bench strength HCL's bench strength of consultants globally is not as deep as its key
competitors. Clients have noticed that while HCL has strong project managers, subject matter
experts and other key project resources, there is a very limited number of backup resources in
cases of attrition which is higher than average or leave of absence, increasing the risk of
the project. It has also resulted in some clients getting weaker resources who needed to be
replaced or supplemented.
Too flexible While flexibility is appreciated by clients, they note that HCL consultants are
sometimes too flexible and could have pushed back on them with industry best practices that
may have reduced some custom configuration in the end. Clients also comment that they would
like to see stronger project management.
HP
HP is a global provider of end-to-end SAP services with more than 9,200 SAP-skilled professionals.
HP delivers these services at client sites and through 18 global delivery centers, where about 40%
of its SAP professionals are located. An estimated 48% of its SAP business is derived from
implementations, and the rest is derived from application management, infrastructure services and
hosting support. In 2013, HP derived its SAP implementation business from 14 out of the 22
industries defined in this Magic Quadrant, with the main industries being consumer goods, industrial
manufacturing and automotive. The majority of its SAP implementation business is from companies
with more than 10,000 employees, of which many are also its outsourcing clients.
HP focuses its investments in the following industries: consumer services and retail, manufacturing,
travel and transportation, healthcare, and life sciences.
Strengths
End-to-end services HP brings to clients a full complement of core and new SAP solutions,
including on-premises and cloud solutions. Building on its traditional strengths in infrastructure
and operations, HP offers end-to-end services design, build, run and optimize to new and
existing clients. HP is extending its focus on delivering business outcomes in its Run SAP
Services to its implementation programs.
Strong technical capabilities and investments HP is particularly strong in technology-

based services, including infrastructure services, including networks, data center and
virtualization, security and integration, and Basis skills. HP has made significant investments in
Hana services, Hana-based applications, and the Hana appliance and can provide a bundled
solution, including Hana as a service. HP also excels in SAP Rapid Deployment Solutions (RDS)
to get clients up and running quickly.
Client focus Clients report that HP displays a strong sense of responsibility in project
success, focuses on understanding business requirements in detail, and often advocates and
recommends industry best practices.
Cautions
Global delivery model is still maturing While it has made a lot of progress in its global
delivery model, some clients report that the quality of resources in HP's global delivery centers
is inconsistent, and cost is perceived to be higher than average.
Capability gaps Clients have observed that HP has some gaps in implementation
capabilities for some products in the SAP stack and limited bench strength in others. Some skill
sets are not readily available in some geographies, and several clients have noted that turnover
of project team members is a challenge even as overall attrition at HP is quite muted. HP
partners with firms to deliver to full client demand where there are capability gaps.
Business consulting While HP is strong in implementation, it does not yet have the full
spectrum of business consulting capabilities to be a one-stop provider in business
transformational programs. For these, HP continues to partner selectively with its business
consulting alliance partners, such as PwC.
IBM
IBM has more than 34,200 SAP-skilled professionals. About half of its SAP professionals are
located in global delivery centers. An estimated 55% of its SAP business is derived from
management. In 2013, IBM derived its SAP implementation business from 18 out of the 22
industries defined in this Magic Quadrant, with the main ones being automotive, consumer goods,
public sector, oil and gas, utilities and energy, life sciences, and travel and transportation. IBM
derives the majority of its SAP implementation business from companies with more than 10,000
employees, but its general business division offers SAP services to midsize clients using a more
templated approach.
IBM focuses its SAP practice investments in the following industries: automotive, consumer
products, financial services, life sciences, travel and transportation, telecommunications, and
utilities and energy.
Strengths
Global reach and scale IBM has the depth and breadth of technical, functional and process
capabilities across a large number of industries, as well as the global reach for the largest and
most complex global implementations for the largest companies. It offers midsize clients
packaged offerings using its preconfigured industry-specific solutions. IBM offers end-to-end
services, including design, build, rollout, host, manage/operate and BPO.
Delivery predictability IBM has well-tested methodologies and an impressive collection of

reusable asset libraries and tools to help drive successful completion of SAP programs. Clients
appreciate IBM's strong expertise in SAP applications and multivendor capabilities to help
integrate complex hybrid on-premise/cloud environments, as well as its project management,
and commitment and ability to deliver under tight timelines.
Strengths and investments in SAP's newer technologies IBM has shown commitment to
SAP by investing in SAP's newer technologies and products, including developing new
solutions on Hana, even while having overlap with some of its own product offerings. Its "Lab
for SAP Solutions" showcases end-to-end industry-specific offerings (such as Connected Care,
loyalty management and predictive analytics), drives co-innovation activities, and provides a
forum for customized client workshops to tackle problems or introduce innovative thinking
through leveraging the broader IBM capabilities from IBM Research, Watson, IBM Strategy and
Analytics, IBM Interactive Experience and IBM industry specialists.
Cautions
Less-suitable segments IBM does implementation in a wide range of industries, focusing

on selected ones for increased investments. Clients in other industries including aerospace
and defense, media and entertainment, education, and not-for-profit benefit less fully from
these specific IBM investments. Small organizations especially those below $500 million in
revenue will not get the attention they need from IBM.
Tight controls and bureaucracy Given IBM's size and reach, clients can sometimes be
challenged when working across IBM's vast internal landscape and processes. IBM's SAP
practice is currently simplifying its organizational structure and processes to make it easier to
work with and pool resources, but in the meantime, some clients indicate that decision making
on contracts, approaches, changes and access to specialized resources can take longer than
anticipated.
Resourcing challenges Despite IBM's scale, some clients face challenges in project team
resourcing. Ability to secure local skilled resources with appropriate local knowledge, especially
in the newer geographies and smaller countries, can be a challenge, and the quality of IBM's
resources can at times be inconsistent. In the last two years, IBM has made significant
investments in education to increase high-quality resource capacity.
Infosys
Infosys has nearly 12,400 SAP-skilled professionals. An estimated 70% of its SAP professionals are
located in global delivery centers. About 60% of its SAP business is derived from implementation,
and the rest is derived from infrastructure services, hosting and application management. In 2013,
Infosys derived its SAP implementation business from 17 out of the 22 industries defined in this
Magic Quadrant, with the main ones being automotive, life sciences, consumer goods, oil and gas/
chemicals, high tech, utilities and energy, retail, and agriculture, mining and construction. Infosys
derives the majority of its SAP implementation business from companies with more than 10,000
employees.
Infosys focuses its SAP practice investments in the following industries: life sciences, retail, CPG
and logistics, high tech, process manufacturing, automotive, utilities, financial services and
insurance.
Strengths
Focus on value realization Infosys has developed frameworks and methodologies to focus
the implementation team on value realization, aligning the client's SAP programs with desired
business outcomes. Its willingness to sign up for outcome-based pricing based on value
realization although seldom taken up by clients is also a plus.
Investments in newer technologies and delivery models Infosys is investing in newer SAP
technologies, including mobile, cloud and SuccessFactors, Hana, UI5 and Fiori technologies.
Investments in new delivery models include managed-cloud-as-a-service solutions for oil field
services and medical devices, as well as a business platform solution for indirect procurement
that is priced per transaction.
Strong capabilities at a competitive price Clients indicate Infosys offers strong delivery
capabilities including program management (feedback from legacy Lodestone clients), SAP
application and technology expertise, and flexible and knowledgeable resources at a
competitive price.
Cautions
Need to expand presence in Latin America and Asia/Pacific While it has clients in Latin
America and Asia/Pacific, Infosys has limited SAP implementation business from these regions
and few implementation professionals on-site in many countries in these regions.
Consulting skills While Infosys has invested significantly in consulting capabilities, including
the acquisition of Lodestone, client feedback indicates that Infosys can improve its depth of
bench in program/project management, change management, depth of knowledge around
business processes, local knowledge, thought leadership and ability to bring best practices to
the engagements.
Attrition Attrition at Infosys is above average for this peer group. At the corporate level, the
departure of numerous key executives is distracting; at the project level, continuity of
consultants has been a cause for concern among some clients.
Neoris
Neoris was originated in 2000 from the in-house technology arm of Cemex, a leading company in
the building materials industry. Cemex continues to rely on Neoris for its SAP implementation and
global platform support, arming Neoris with experience in global rollouts in multiple countries as
well as experimentation with innovations like Hana, high-performance analytics and supply chain
functions. Following acquisitions and organic growth, Neoris today has nearly 3,000 SAP
consultants, and SAP makes up three-quarters of its total business. It is the largest and most
experienced Latin American-heritage SAP implementation service provider, serving local and Pan-
Latin American clients, as well as global clients in a nearshore model. Nearly 90% of its SAP
business is derived from implementation; the rest is derived from infrastructure services, hosting
and application management. About 60% of its SAP professionals are located in global delivery
centers.
In 2013, Neoris derived its SAP implementation business from 14 out of the 22 industries defined in
this Magic Quadrant, with the main ones being manufacturing, financial services, high tech, utilities
and energy, CPG, and agriculture, mining and construction. Neoris derives the majority of its SAP
implementation business from companies and business units with more than 2,500 employees.
Neoris focuses investments in many industries (manufacturing, natural resources, consumer goods,
agribusiness, healthcare, higher education, financial services, telecommunications, retail and
utilities), but its core strengths are in manufacturing.
Neoris is a very strong candidate for selected solutions, such as Manufacturing Integration and
Intelligence (MII) and analytics, for implementations in Latin America and for nearshore support.
Clients are generally highly satisfied with Neoris. It is positioned in the Niche Players quadrant
chiefly because of its smaller scale and incomplete coverage for larger geographically dispersed
SAP projects.
Strengths
Latin American and nearshore capabilities Neoris is particularly strong in Latin American
rollouts, and client feedback confirms that Neoris consultants display the skills and knowledge
of local business and statutory requirements that clients seek. In addition to Latin American
rollouts, Neoris is also a strong candidate for nearshore support of clients in North America due
to a similar time zone, cultural fit, operational reliability and clients in Spanish and Portuguese-
speaking Europe due to its language capabilities.
Targeted investments in innovation Neoris is investing in innovation in areas where it has a

track record: MII manufacturing solutions and machine automation through MII; 3D digital
factory (connecting shop floor to business operations using SAP Virtual Enterprise and
Microsoft Kinect); Hana and high-performance analytics; hybris, omnichannel and retail; video
wall visualization of supply chain and other operations (leveraging MII in the back end); a
solution utilizing Google Glass for shop floor and warehouse management; and mobile solutions
(such as SAP MII on mobile devices to allow employees to access shop-floor databases and
create their own personalized control panel).
Application and technical expertise Clients report high satisfaction with Neoris,
commenting that its consultants generally possess high levels of business and technical
capabilities and knowledge of SAP. They also cite Neoris' good service quality and
understanding of clients' requirements, as well as good value for money (although not the
lowest price) as strengths.
Cautions
Limited presence outside Latin America Neoris is globalizing its SAP practice through its
support of its global clients, especially Cemex. However, presence outside Latin America, Spain
and Portugal is still small. While Neoris has made expansion in the U.S. a key growth strategy,
its current penetration in the U.S. is still low.
Partial capabilities and experience in some solutions Neoris' smaller scale and focus on
select solutions means that it has limited resources and experience in other solutions, such as
Advanced Planning and Optimization (APO), Transportation Management (TM), Extended
Warehouse Management (EWM) and human capital management (HCM). Neoris continues to
rely on the support of its established partner network for the implementation of these solutions
outside of Latin America.
Some resourcing challenges Clients have reported difficulty in staffing scalability in quick-
turnaround situations or some geographical locations out of their immediate reach and hence
the need for Neoris to work with its established network of subcontractors.
NTT Data
NTT Data's SAP practice was initially formed through the acquisition of a number of anchor
companies: Keane, itelligence and Intelligroup. Acquired companies in North America are organized
and integrated under the NTT Data brand. Itelligence continues to use its own brand, but it is now
under the umbrella of NTT Data Business Solutions. The acquisition spree continued in 2013,
adding Optimal (U.S.-based SAP specialist), Everis (Spanish IT firm with Latin American reach), ebs
(Romania-based nearshore application management services provider), Aster Group (U.S.-based
SAP BPC specialist), 4C Management Consulting (Danish analytics and performance management
company) and Software AG/IDS Scheer in Central and Eastern Europe (SAP regional partner; NTT
Data had earlier acquired its Canadian counterpart).
NTT Data's SAP Global One initiative integrates the various skills, resources and best practices
under the NTT Data brand, bringing together nearly 8,000 SAP consultants in 40 countries. An
estimated 40% of its SAP professionals are located in global delivery centers. About 54% of its SAP
business is derived from implementation, and the rest from infrastructure services, hosting,
application management and license sales.
In 2013, NTT Data derived its SAP implementation business from all the 22 industries defined in this
Magic Quadrant, with the main ones being manufacturing, consumer goods, high tech, automotive,
services, and life sciences. NTT Data focuses its investments in the following industries: discrete
manufacturing, chemicals, high tech, pharmaceuticals, medical devices, distribution, consumer
goods, automotive and higher education. NTT Data derives its SAP implementation business from
companies of all sizes from small enterprises to large corporations.
Strengths
Broad geographical reach with local presence Through numerous acquisitions, NTT Data
now has significantly increased its reach and scale in North and Latin America and Southern
and Eastern Europe, with nearshore capabilities for Europe and Latin America, in addition to its
Indian offshore centers. The result is that its SAP revenue is split fairly evenly across North
America, EMEA and Asia/Pacific. NTT Data clients cite good performance overall with key
strengths in SAP knowledge and the ability to effectively deliver a successful project
Investments and experience in newer products and delivery models NTT Data is quickly
amassing experience in SAP's newer products. It has garnered over 50 engagements and
proofs of concept in Hana/Suite on Hana and over 50 engagements in Business ByDesign in
2013, making it one of the most experienced providers in these two products. It also has over
20 clients in SuccessFactors and is investing in hybris, mobile, MCaaS and Hana Enterprise
Cloud.
Small-and-midmarket segment NTT Data is a strong provider for small and midmarket
enterprises, because it has invested significantly in prescriptive templates, including over 70
RDS and 20 industry solutions, to reduce costs, as well as increase speed and predictability of
implementation in such organizations. The small-and-midmarket segment is also a sweet spot
for several of the acquired companies, and hence they have a strong track record with
greenfield SAP implementations for such enterprises.
Cautions
Limited large-deal track record NTT Data has numerous large-enterprise clients; however,
most engagements are relatively small compared with other vendors. This reflects its focus but
could signal less ability to support large complex deals.
Focus needs fine-tuning With 8,000 consultants, NTT Data runs the risk of spreading itself
too thinly by expanding in all geographies and nearly all sectors, and serving companies of all
sizes. A sharpened focus is needed to build more depth, differentiation and clarity around its
sweet spots.
Integration is still in progress Due to NTT Data's ongoing acquisition strategy, its
strengths, weaknesses and target markets still vary by geography. Capabilities of consultants
still tend to align with each of the legacy companies' traditional strengths, and some clients
have reported challenges in working between countries. NTT Data's One Method initiative has
been launched for global consistency, but some NTT Data consultants are not familiar with or
do not practice the project methodologies used.
PwC
PwC is a global network of member firms that provide assurance, tax and advisory services. PwC
has more than 6,200 SAP-skilled professionals. Less than 20% of its SAP professionals are located
in global delivery centers. Virtually all of PwC's SAP business is derived from implementation. In
2013, PwC derived its SAP implementation business from 21 of the 22 industries defined in this
Magic Quadrant, with the main ones being consumer goods, retail, utilities and energy,
manufacturing: high tech, manufacturing: life sciences, manufacturing: industrial discrete, and
manufacturing: oil and gas/chemicals, and process and resource.
PwC derives the majority of its SAP implementation business from companies with more than 1,000
employees.
Strengths
Business transformation approach PwC takes a business transformation approach to its

SAP engagements and is able to bring together strategy, industry, process, tax and software
expertise to bear on a program. It emphasizes putting process improvement and best practices
before system-level decisions, which makes it a clear fit for advisory and consulting related to
SAP-enabled transformation, and implementation projects involving significant change
management or process transformation.
Relationships with business executives PwC's brand and relationships with C-level
executives and finance professionals position it well in SAP projects that involve sponsorship,
buy-in and engagement of these professionals. Clients point to PwC's dedication to results and
the client's success as key strengths. PwC is often the preferred provider for SAP
implementation following its business consulting work for the same client, and it is able to use
its prior experience of client organization to overcome technical and organizational challenges.
PwC's expertise in finance, risk management and operations enables its consultants to
translate technical topics into business language, providing the ability to build strong
relationships with the business and IT.
Broadening capabilities PwC's strongest segments continue to be financial transformation,

performance management, enterprise asset management, supply chain management and GRC.
PwC is increasing investments in its implementation capabilities in many newer areas of the
SAP portfolio, including SuccessFactors, Ariba, Fiori and Sales and Operations Planning (S&OP)
on Hana.
Cautions
Tools and prebuilt solutions PwC approaches the client's business problems as unique
and, in some cases, invests in and leverages fewer automated tools, repositories, and prebuilt
Hana applications or industry solutions. PwC trails competitors in new business models, such
as MCaaS.
Inconsistent resource quality While PwC continues to shine with high-quality resources in
its more traditional consulting spaces, such as project management and design, a few clients
have noticed some variation in quality of its technical and application-specific resources, and in
some cases, difficulty in finding qualified staff.
Price While PwC has improved its pricing, clients continue to point to its higher price as an
area for improvement. A common comment is that PwC does a good job but it comes at a
premium price. A few clients also suggest PwC can improve on challenging users on business
requirements to steer them toward using the standard SAP applications.
SAP Services
SAP Services, the service arm of SAP, delivers SAP implementation services globally through about
16,000 delivery consultants, as well as more than 1,200 custom development consultants and
collaboration with more than 8,000 active support professionals. SAP Services provides prime
integrator services that compete directly with its SI partner ecosystem, but it is aligning more
closely with SAP's overall strategy by focusing on supporting adoption of SAP innovations,
especially Hana, big data and cloud. An estimated 15% of its delivery professionals are located in
global delivery centers. In 2013, SAP Services derived its SAP implementation business from all
industries, but its strategic industries are financial services, retail, healthcare, public sector and
telecommunications. SAP Services derives the majority of its implementation business from
companies with more than 2,500 employees.
Strengths
Product expertise Clients are generally impressed by SAP Services' in-depth knowledge
across the major products, including the acquired SuccessFactors and Ariba. SAP Services is
also involved with more clients in newer products, making it a good fit for such products both
for its experience and for the ability to have "one throat to choke." Clients can also tap into SAP
Services' deep product expertise through specific service offerings, such as its Innovation
Control Center to minimize customization during implementation, its Value Partnership program
for consulting services, and its Learning Hub for state-of-the-art training.
A comprehensive portfolio of services aligned to customer needs SAP Services has

developed a full spectrum of services that allows clients to buy the services most relevant to
their needs: transformation services for high-value consulting, technology services for adopting
new products, custom development services for unique functionalities, deployment services for
industrialized solutions, premium engagement services for management and support, and
learning services for workforce training.
Increasing delivery speed and minimizing the total cost of ownership (TCO) SAP
Services has been focusing on ways to increase delivery speed and minimize TCO. Initiatives
have included an extensive set of fixed-fee/fixed-scope RDS, "assemble to order" and
"industrialized" delivery models that emphasize reuse and repeatability, and a "world template"
that facilitates rapid rollouts to multiple countries.
Cautions
Less experience working with multiple technology vendors The flip side of being
specialized and highly skilled in one family of products is limited capabilities in other software
vendor technologies. SAP Services has limited capabilities to assist in highly heterogeneous
projects involving multiple software vendors in which SAP solutions are only one of a number of
on-premises and cloud applications and technologies.
High hourly rates SAP Services' hourly rate is higher than its service partners'. SAP
Services claims that efficient delivery and faster results for customers result in lower overall total
cost of implementation and lower TCO. SAP Services has committed to an "outcome based"
approach that guarantees agreed-upon outcomes. Clients are advised to compare like-for-like
by contracting on a fixed-price basis, an approach also favored by SAP Services.
Capability gaps SAP Services is not as broad or deep as some of its partners in business
consulting capabilities, such as industry knowledge, process change, large-scale program/
project management and change management. For niche products, like service parts planning,
SAP Services relies on its ecosystem for scale, expertise and cost reasons. It is also rapidly
ramping up its resources to meet demand, resulting in challenges staffing the highly qualified
consultants that clients expect from SAP Services.
Tata Consultancy Services
Tata Consultancy Services (TCS), the largest Indian IT services firm, has more than 13,500 SAP-
skilled professionals. An estimated 67% of its SAP professionals are located in global delivery
centers. About 52% of its SAP business is derived from implementation, and the rest is derived
from infrastructure services, application management and hosting. In 2013, TCS derived its SAP
main ones being industrial, high tech, utilities and energy, life sciences, consumer goods and retail.
TCS derives the majority of its SAP implementation business from companies with more than 2,500
employees.
TCS focuses its investments in the following industries: manufacturing, retail, consumer goods, high
tech, financial services, media/information services, travel/transportation and hospitality.
Strengths
Strong growth TCS has one of the highest growth rates in the SAP implementation market
in 2013: over 30% (versus a midteen growth rate for TCS as a whole). As a consequence, TCS's
SAP practice enjoys priority funding for investments, including acquisitions in new geographies
and for additional capabilities.
Investments in newer technologies TCS is investing heavily in newer SAP products and
technologies, including training over 50 hybris professionals and over 500 Hana consultants,
setting up a customer experience lab for hybris and a user experience center of excellence with
a focus on Fiori and personas, and building industry-specific Hana apps and accelerators, such
as pricing analytics and assortment planning for the retail industry and smart meter analytics for
utilities. TCS has partnered with SAP for seven RDS packages, including in the areas of mobility
and Hana.
Commitment to successful delivery TCS has knowledgeable, well-trained and diligent

resources that demonstrate strong commitment to successful delivery and meeting challenging
timelines at an attractive price. Clients also indicate that TCS is accommodating and flexible in
meeting their changing program demands.
Cautions
Business transformation capabilities TCS is a strong contender in providing SAP technical

and functional resources in support of client-led business transformation programs, but
business consulting and advisory capabilities lag. It is taking significant steps to strengthen its
consulting and advisory services by forming a transformation team, which focuses on providing
business consulting, business process re-engineering, facilitation, change management,
communications, business stakeholder engagement, and program leadership skills.
Onshore resource challenges As TCS is heavily oriented toward an offshore delivery

model, clients have noticed challenges in finding appropriately skilled resources onshore in
multiple locations globally. Delay in getting work visas for Indian consultants to come onshore
also contributes to staffing challenges, which can lead to a slow ramp-up of a project and/or
resource rotation from one client to another. TCS's acquisition of Alti, a French company, will
help to address some of these challenges in France and parts of Europe, but availability of local
resources, particularly in North America and Europe, falls short of client requirements. TCS is
addressing this issue by ramping up local recruitment in these geographies.
Structured knowledge sharing processes TCS can improve on its knowledge sharing at
the companywide level. Clients report that they seem to get only the expertise of the team on
their project when they think they are buying the institutional knowledge base of TCS. Clients
state that they would like to see more support from TCS's wider community, including its top
management, and more structured knowledge sharing practices. TCS is addressing this issue
through its internal knowledge management portal, where all solutions, best practices, assets
and templates from the projects are captured and available to all associates for use. Also, TCS
has formed its internal online discussion platform for sharing issues and getting help from the
internal associates on solutions and ideas.
Wipro
Wipro has nearly 10,300 SAP-skilled professionals. An estimated 66% of its SAP professionals are
located in global delivery centers. About 50% of its SAP business is derived from implementation,
and the rest is derived from infrastructure services, hosting and application management. In 2013,
Wipro derived its SAP implementation business from 20 out of the 22 industries defined in this
Magic Quadrant, with the main ones being industrial, consumer goods, oil and gas/chemicals, and
utilities and energy. Wipro derives the majority of its SAP implementation business from companies
with more than 2,500 employees.
Wipro focuses its SAP investments in the following industries: retail/consumer goods, utilities,
discrete and process manufacturing, energy and natural resources, healthcare/pharmaceuticals,
and engineering and construction.
Strengths
Strong SAP capabilities at a competitive price Leveraging tools, a reuse-led factory model
and offshore/landed labor, Wipro is able to provide solid expertise at an excellent price. It is
also investing in preconfigured templates, more than 700 process maps that include key
performance indicators, and RDS to reduce the total cost of implementation. Clients generally
find that Wipro is able to meet or exceed their technical needs, and its project teams in general
possess strong technical and SAP application capabilities.
Commitment and flexibility Clients report that Wipro consultants show great commitment
and flexibility to deliver the project, despite all odds. They display a strong partnership
approach to help clients reach their goals, including creative and predictable pricing.
Investments in newer technologies Wipro continues to be a leading partner for newer SAP
products and technologies. It has an above-average track record in consulting and
implementing projects and proofs of concept in Hana (including Suite on Hana), hybris, SAP
mobile technologies and Ariba. It has invested in managed cloud as a service and now offers
subscription-based industry solutions on the Hana platform for the mining, chemicals and water
industries. In addition, Wipro is SAP's partner for the River Definition Language (RDL)
development, a new language for building native Hana applications.
Cautions
Business knowledge While resources from Wipro Consulting Services are knowledgeable
about business processes and how they are expressed in SAP, clients notice that Wipro's
offshore delivery resources need to scale up in their business process understanding and
industry and functional depth.
Proactive guidance Clients continue to notice that Wipro tends to be shy about offering
advice and instead is more comfortable executing decisions and solving technical problems.
Given its vast experience in consulting and implementing SAP, clients would like to see Wipro
be more proactive in proposing alternatives to business design requirements and approaches,
and challenging clients' decisions
Project planning and communications Clients note that Wipro can improve on project
planning and communications. A few commented that they would like to see Wipro conduct a
more thorough and detailed scoping of the project effort and deliverables at the outset of a
project, and communicate in a more timely fashion, especially when things do not go smoothly.
Vendors Added and Dropped
We review and adjust our inclusion criteria for Magic Quadrants and MarketScopes as markets
change. As a result of these adjustments, the mix of vendors in any Magic Quadrant or
MarketScope may change over time. A vendor's appearance in a Magic Quadrant or MarketScope
one year and not the next does not necessarily indicate that we have changed our opinion of that
vendor. It may be a reflection of a change in the market and, therefore, changed evaluation criteria,
or of a change of focus by that vendor.
Added
EY has been added because it meets the inclusion criteria.
Dropped
CGI and Fujitsu were dropped because they do not meet the inclusion criteria for revenue.
Inclusion and Exclusion Criteria
The criteria for inclusion of service providers for the Magic Quadrant are based on a combination of
quantitative and qualitative measures.
Quantitative Criteria
Providers must have a minimum of $250 million in revenue (estimated for fiscal year 2013) in
worldwide SAP implementation services.
SAP implementation service revenue must be derived from clients in at least three of the four
regions: North America, EMEA, Latin America and Asia/Pacific (including Japan).
No more than 80% of the revenue should be derived from the largest region. A minimum of $50
million in revenue (estimated for fiscal year 2013) must be derived from the second-largest
region.
Qualitative Criteria
Client interest in specific SAP service providers, as revealed by Gartner analysts' interactions
with enterprise buyers and/or Gartner analysts' opinion on the attractiveness of specific
providers to Gartner enterprise clients
Overall market interest in and visibility of the provider, determined by serious consideration for
selection from enterprise clients
Ability to provide consulting and solution implementation services across multiple SAP modules
and with multiple competencies
Evaluation Criteria
Ability to Execute
Gartner evaluates service providers on their Ability to Execute and their Completeness of Vision
as per the definitions below. When the two sets of criteria are evaluated together, the resulting
analysis provides a view of how well the provider performs a spectrum of services compared with
its peers and how well it is positioned for the future.
For more information on Gartner's Magic Quadrant research methodology, refer to our Research
Methodologies on the Gartner website and/or review "How Gartner Evaluates Vendors and Markets
in Magic Quadrants and MarketScopes."
Gartner analysts evaluate technology providers on the quality and efficacy of the processes,
systems, methods or procedures that enable IT provider performance to be competitive, efficient
and effective, and to positively impact revenue, retention and reputation. Ultimately, technology
providers are judged on their ability and success in capitalizing on their vision.
Product or Service: This criterion assesses core services that are offered by the provider and that
compete in/serve the defined market. This includes current service capabilities, quality, skills, and
so on. Subcategories include:
Breadth and depth of capabilities in the full portfolio of SAP applications
Capabilities in business/process consulting and industry knowledge
Capabilities in other key delivery success factors: project management, change management,
communication, and so on
Demonstrated track record in successfully executing large complex global engagements

Overall Viability: Viability includes an assessment of the overall organization's financial health and
the financial and practical success of the business unit, and the likelihood of the individual business
unit to continue to invest in the service and continue to offer the service, advancing the state of the
art within the organization's portfolio of services. Specific assessment includes the size and growth
of the SAP implementation business.
Sales Execution/Pricing: This criterion assesses the service provider's capabilities in all presales
activities and the structure that supports them. These include deal management, pricing and
negotiation, presales support, and the overall effectiveness of the sales channel. Subcategories
include:
Pricing strategy and alternative pricing models
Customer feedback on value for money

Market Responsiveness/Track Record: This criterion assesses the vendor's ability to respond,
change direction, be flexible and achieve competitive success as opportunities develop,
competitors act, customer needs evolve, and market dynamics change. This criterion also
considers the provider's history of responsiveness and ability to quickly build capabilities to
successfully implement new SAP products (cloud, mobility and Hana) and in new markets
(emerging countries and new industries)
Customer Experience: This criterion assesses the relationships, products and services/programs
that enable clients to be successful with their SAP programs. This criterion also considers client
feedback on overall experience working with the SAP application service provider.
Operations: This criterion assesses the ability of the organization to meet its goals and
commitments. Factors include the quality of the organizational structure, ability to manage
utilization and attrition, tools, methodologies, knowledge management systems, training programs,
global presence, global delivery centers, centers of excellence, and other vehicles that enable the
organization to operate effectively and efficiently on an ongoing basis.
Table 1. Ability to Execute Evaluation Criteria
Criteria Weight
Product or Service High
Overall Viability Medium
Sales Execution/Pricing Medium
Market Responsiveness/Track Record Medium
Marketing Execution No Rating
Customer Experience High
Operations Medium
Completeness of Vision
Gartner analysts evaluate technology providers on their ability to convincingly articulate logical
statements about current and future market direction, innovation, customer needs, and competitive
forces and how well they map to the Gartner position. Ultimately, technology providers are rated on
their understanding of how market forces can be exploited to create opportunity for the provider.
Market Understanding: This criterion assesses the ability of the provider to understand buyers'
needs and translate these needs into products and services. Vendors that show the highest degree
of vision listen and understand buyers' wants and needs, and they can shape or enhance those
wants with their added vision. Subcategories include the service provider's knowledge and
articulation of key market direction and trends, and the service provider's reputation as a thought
leader.
Marketing Strategy: This criterion assesses a clear, differentiated set of messages that are
consistently communicated throughout the organization and are externalized via communications,
advertising, customer programs and positioning statements.
Sales Strategy: This criterion assesses the strategy for selling services, which uses the appropriate
network of direct and indirect sales, marketing, service, and communications affiliates that extend
the scope and depth of market reach, skills, expertise, technologies, services and customer base.
Subcategories include:
Service provider's strategies for partnerships and alliances
Account management and vision for creating new and/or additional SAP service business
Offering (Product) Strategy: This criterion assesses a service provider's approach to SAP
implementation service development and delivery that emphasizes depth and breadth of
capabilities, differentiation, and methodologies as they map to current and future requirements,
such as enhancements/extensions to SAP products, innovative use cases for Hana and mobility,
benefit realization, and continual investments into making delivery speedier, less costly and with
reduced risks.
Vertical/Industry Strategy: This criterion assesses the technology provider's strategy to direct
resources, skills and offerings to meet the specific needs of individual market segments, including
verticals. This includes vertical, industry and process investments, as revealed by dedicated
resources, training and related templates/preconfigured solutions/process maps and other
intellectual-property development in selected verticals, industries and processes.
Innovation: This criterion assesses the direct, related, complementary and synergistic layouts of
resources, expertise or capital for investment, consolidation, defensive or pre-emptive purposes. It
also includes reputation as an innovator and co-innovation activities with SAP.
Geographic Strategy: This criterion assesses the provider's strategy to direct resources, skills and
offerings to meet the specific needs of geographies outside the "home" or native geography,
including global delivery locations, either directly or through partners, channels and subsidiaries, as
appropriate for that geography and market.
Table 2. Completeness of Vision Evaluation Criteria
Evaluation Criteria Weighting
Market Understanding High
Marketing Strategy Medium
Sales Strategy Medium
Offering (Product) Strategy Medium
Business Model No Rating
Vertical/Industry Strategy Medium
Innovation Medium
Geographic Strategy Medium
Quadrant Descriptions
Leaders
Leaders are performing well today, gaining traction and mind share in the market; they have a clear
vision of market direction and are actively building competencies to sustain their leadership position
in the market. The players in this quadrant generally have a global client base, a track record of
implementing complex SAP programs globally that support business transformation, and well-
balanced business, process and industry consulting and implementation capabilities that are
supported by rigorous tools and methodologies.
Challengers
Challengers execute well today for the portfolio of work selected, but they have a less-defined view
of market direction. Consequently, these service providers are the "up and comers" of the future.
Vendors in this quadrant generally have some gaps in consulting or other capabilities, sales,
marketing, innovation, geographic presence or offering strategy.
Visionaries
Visionaries articulate important market trends and direction. They have a vision for changing market
rules, but they are not in a position to fully deliver and consistently execute.
Niche Players
Niche Players focus on a few segments of the market, such as certain geographies, vertical
industries, client segments or functional areas. Their ability to execute is limited to these focus
areas and, therefore, is assessed accordingly. Their ability to innovate is also affected by this
narrow focus. Many of the providers in this segment were rated highly for customer satisfaction,
and many can be considered to be leading players within their niche market focus. Niche Players
need to increase their geographic sales and delivery, as well as increase overall breadth and depth
of capabilities, innovation and bench strength.
Context
A large service ecosystem of over 7,400 services and channel partners supports SAP's customers
and helps it sell into organizations. Needless to say, the 17 service providers included in this Magic
Quadrant make up a small fraction of the thousands of service providers that implement SAP. Many
capable providers are not included in this study due to our inclusion criteria and methodology.
These include (but are not limited to) ABeam Consulting, Bluefin Solutions, Bristlecone, CGI, Ciber,
Clarkston Consulting, Dell Services, Epi-Use, Fujitsu, Hitachi Consulting, Igate, KPMG, Keneos,
Keytree, L&T Infotech, Tech Mahindra, NGA Human Resources, Sita Corp, Softtek, KPIT,
TEKsystems and Yash Technologies. Market Guides, Cool Vendors and Hype Cycle reports feature
smaller and/or niche SAP service providers that may be a better fit for specific SAP implementation
projects, depending on the SAP module, resourcing objectives, size of project and other factors.
This Magic Quadrant analyzes the largest providers of SAP implementation services. The relative
positioning of vendors in this Magic Quadrant is based on Gartner's standard Magic Quadrant
methodology. We analyze consulting and system integration projects that typically require a blend
of process, industry, SAP application and technology, and program and project management skills.
When considering implementation partners for a request for information or request for proposal,
clients are advised not to simply select service providers in the Leaders quadrant. All selection
requirements are enterprise-specific; consequently, vendors in the Challengers, Visionaries or Niche
Players quadrants may prove to be more appropriate for their engagement. For example, each
provider will have a different deal sweet spot, reflecting the scale of deals in which it performs well,
its culture and industry coverage, as well as the maturity of service provision that its clients value
(see "Deal 'Sweet Spot' Analysis Accelerates Service Provider Evaluation and Selection").
Additionally, because the inclusion criteria in the Magic Quadrant result in the analysis of the most
established providers in the SAP implementation market, clients should not disqualify any potential
competitors. Other IT services providers not evaluated in this Magic Quadrant may present better
alternatives for your business requirements. A Gartner analyst can help with a shortlist of the most
suitable candidates based on client requirements.
This Magic Quadrant evaluates only the consulting and system integration capabilities required for
discrete project work and excludes multiyear contractual engagements typical of outsourcing
agreements.
For this document, we obtained 177 references to the 17 leading SAP service providers to
supplement our views based on daily interaction with Gartner clients and vendors.
Market Overview
While great strides have been made in SAP implementation, clients continue to struggle with age-
old challenges:
How can enterprises implement faster and less expensively, with less risk and more
predictability?
How can enterprises ensure that the implementation brings about the business benefits
promised in the business case?
Added to these age-old issues are new opportunities and challenges to help clients with their digital
transformation, enabled by the ever-expanding SAP family of new and acquired products and
technologies such as Hana, mobility, Ariba, hybris, Fiori, cloud and SaaS.
Service Providers Have Stepped Up Investments to Address Opportunities and
Challenges
While the SAP service market is a large one, competition is intense with over 7,400 services and
channel partners in the ecosystem. Service providers are furiously investing to differentiate
themselves to win in this marketplace. Service providers' investments for differentiation that
address the challenges and opportunities in the SAP implementation market include:
Capabilities and offerings in new products and disruptive technologies: SIs differentiate on
capabilities in newer products and disruptive technologies, such as in Hana, hybris,
SuccessFactors and mobile. These new products are driving a flurry of investment activities
among SIs eager to get in front of demand, such as hiring and (re)training talent, investing in
new use cases and centers of excellence, putting together a full set of offerings from
assessment and road maps to migration factories.
Alternative delivery models: SIs also innovate on newer delivery and consumption models,
such as financial re-engineering of bundled hardware, software and services into subscription-
based billing, known as managed cloud as a service (MCaaS). Examples include Capgemini's
OnePath and industry-specific MCaaS offerings by NTT Data (for example, education), Infosys
(for example, oil field services), Wipro (for example, mining, water and chemicals) and others.
As-a-service models are particularly embraced by service providers in Hana and mobility to
make it easier and faster for clients to buy and consume these newer SAP products without
making a large capital investment or hiring in-house staff with the right skill sets. For example,
HP has an as-a-service solution for Hana, Accenture has its subscription-based Marketing
Performance Solution built on Hana, EY is making investments in analytics as a service, and
Atos offers a cloud-based mobility solution based on SAP Mobile Platform.
Benefit realization: On-time and on-budget delivery continues to be the yardstick of success
for many enterprises, but increasingly, sophisticated clients are demanding measurable returns.
More service providers including Accenture, Deloitte, HCL, IBM and Infosys are now
stepping up to offer both methodology and fee-at-risk contracts that more likely lead to benefit
realization.
Business capabilities: Leading service providers are investing in industry, business process
and local knowledge to differentiate from their more technically oriented competitors. India-
centric providers, such as Cognizant, Infosys, TCS and Wipro, are hiring consultants with
specific industry experience and local consultants in specific geographies, in addition to
acquisitions in some cases, for such capabilities.
Reusable assets: Leading SIs have invested heavily in accelerators, reusable assets in
industry-specific or horizontal niche functionalities, and preconfigured solutions. SAP has
developed a portfolio of RDS that encompasses highly targeted fixed-scope solutions that can
be implemented quickly so clients reap benefits early. Some SIs including CSC, NTT Data,
Infosys and Wipro are also developing RDS to offer to their clients. Leading service providers
also co-innovate with SAP or develop applications on top of SAP products to round out the
standard functionalities and make the combined products a better fit to clients' requirements in
a specific subvertical or process. Examples include Infosys' Oil Field Services solution, HCL
iMRO and PwC's "GRC in a box."
Tools and automation: Tools and automation cut costs of implementation and often indicate a
service provider focus in that particular service offering. Tools such as Accenture's BOSS and
Deloitte's Process X-Ray automate process discovery, often eliminating lengthy and often
erroneous manual gathering of information, while Atos' Live Tools, IBM's cloud-based
traceability tool for regulatory reporting, Cognizant's Upgrade Plus and NTT Data's Uptimizer
accelerate implementation and reduce its costs. While commercial tools such as Panaya
exist, tools brought by service providers to a project are typically included in the service fees,
and clients do not explicitly pay for the use of these tools.
Local capabilities: Clients are increasingly expecting more local support and capabilities.
India-centric providers are responding by actively building up their local consulting capabilities
through both hiring of locals and acquisitions. Examples include TCS's acquisition of Paris-
based Alti, Infosys' acquisition of Lodestone and Cognizant's acquisition of Germany's C1.
SAP Implementation Is, in the Final Analysis, a People Business
While the advantages that come with methodologies, tools, automation and preconfigured solutions
are very real, SAP implementation is, in the final analysis, a people business. This Magic Quadrant
evaluates the providers' institutional strengths and cautions; every project team and its team
members from any one firm vary by expertise, experience, people skills and temperament.
Consistency in quality is, by definition, difficult. Leading SIs have ameliorated this through training,
enforced use of common tools, methodologies and knowledge management systems, among other
things. But as this Magic Quadrant shows, consistency continues to be a challenge, even for the
most mature SIs. Consistency is especially problematic in smaller or emerging countries where local
resources are spotty and experience with SAP implementation is not proven. Clients are advised to
evaluate both the institutional capabilities and the key people proposed for the engagement when
selecting implementation partners.
Leading SIs have continued to keep their utilization of resources especially onshore resources
high, which has brought about challenges, such as difficulty in staffing projects, delays in finding
professionals with the right skill sets (especially for newer SAP products), and project attrition.
Some leverage the contractor market to supplement their own employees, which can be a boon in
that these contractors are typically highly specialized in their fields, but this approach can also be a
big challenge because they are not familiar with the SI's methodology and tools, and they have less
vested interest in staying on to the end of the project. Clients are advised to ensure their chosen SI
has the right resources in place within the time frame required and have incentives in place to
encourage staff to stay to the end of the engagement or, at a minimum, to the end of a significant
milestone.
With some exceptions, clients are generally pleased with the "hard" (for example, application and
technical) skills demonstrated by SIs but find many of the SIs' "soft" skills somewhat limited.
Change management, communications, industry and business process knowledge, business
acumen and project management continue to be challenges. Clients are advised to evaluate the SI
on these factors and insist on strong candidates with these soft skills in staffing key roles.
Acronym Key and Glossary Terms
BI
business intelligence
BPC
business planning and consolidation
BPO
business process outsourcing
CPG
consumer packaged goods
GRC
governance, risk and compliance
Hana
SAP's in-memory High-Performance Analytic Appliance
MCaaS
managed cloud as a service
MII
Manufacturing Integration and Intelligence
MRO
maintenance, repair and operations
RDL
River Definition Language
RDS
Rapid Deployment Solutions
S&OP
Sales and Operations Planning
SaaS
software as a service
SI
system integrator
TCO
total cost of ownership
Gartner Recommended Reading
Some documents may not be available as part of your current Gartner subscription.
"How to Partner With ERP Implementation Service Providers for Program Success"
"Market Trends: Seeking Opportunities in a Crowded SAP Service Market"
"How to Increase Your IT Project Success Rate"
"Deal 'Sweet Spot' Analysis of Pan-Regional Application Service Providers in Asia/Pacific"
"How Markets and Vendors Are Evaluated in Gartner Magic Quadrants"
Evidence
Evaluation in this Magic Quadrant is informed by:
Primary research Face-to-face and phone briefings with the 17 participating service
providers in the Magic Quadrant.
Primary research Gartner inquiries and discussions conducted in the past 12 months with
service providers and user organization clients.
Primary research Discussions with Gartner clients that generously provided impartial
feedback on their service providers.
Primary research Feedback from 177 client references, submitted by the participating service
providers, using online surveys and follow-up interviews with a subset of these references.
Primary research A detailed vendor survey covering revenue, staffing, geographic

capabilities, industry and process assets, partnerships, joint initiatives, investments and other
relevant information.
Secondary research Press releases and publicly available information, including company
websites and financial reports.
Other Gartner analysts This document was peer-reviewed by 14 other Gartner analysts; their
views and comments were taken into account. In addition, this document was presented and
defended at the 5 June 2014 Gartner Application Services Research Community session.
Note 1 Industries
This Magic Quadrant addresses the capabilities of the included vendors in the following 22
industries:
Financial services: Banking
Financial services: Insurance
Financial services: Other financial services
Manufacturing: Oil and gas, chemicals, process and resource
Manufacturing: Automotive
Manufacturing: Aerospace and defense
Manufacturing: Industrial discrete
Manufacturing: High tech
Manufacturing: Consumer goods
Manufacturing: Other manufacturing
Manufacturing: Life sciences

Healthcare (Provider)
Public sector
Communications
Utilities and energy
Wholesale
Retail
Services
Travel and transportation
Agriculture, mining and construction
Education
Not for profit

Note 2 Countries per Region
This Magic Quadrant addresses worldwide capabilities of the included vendors in the following
regions:
North America: United States and Canada
Latin America: Argentina, Bolivia, Brazil, Chile, Colombia, Costa Rica, Ecuador, Guatemala,
Mexico, Panama, Peru, Uruguay and Venezuela
Asia/Pacific and Japan: Australia, Bangladesh, China, Hong Kong, India, Indonesia, Japan,
South Korea, Malaysia, New Zealand, Pakistan, the Philippines, Singapore, Sri Lanka, Taiwan,
Thailand and Vietnam
EMEA: Austria, Algeria, Azerbaijan, Bahrain, Belarus, Belgium, Bulgaria, Cameroon, Cte
d'Ivoire, Croatia, Czech Republic, Denmark, Egypt, Finland, France, Germany, Greece,
Hungary, Iceland, Ireland, Israel, Italy, Jordan, Kazakhstan, Kenya, Kuwait, Lebanon, Libya,
Lithuania, Luxembourg, Morocco, Netherlands, Nigeria, Norway, Oman, Poland, Portugal,
Qatar, Romania, Russia, Saudi Arabia, Serbia, Slovakia, Slovenia, South Africa, Spain, Sweden,
Switzerland, Syria, Tunisia, Turkey, Ukraine, United Arab Emirates, the United Kingdom and
Yemen
Evaluation Criteria Definitions
Ability to Execute
Product/Service: Core goods and services offered by the vendor for the defined
market. This includes current product/service capabilities, quality, feature sets, skills
and so on, whether offered natively or through OEM agreements/partnerships as
defined in the market definition and detailed in the subcriteria.
Overall Viability: Viability includes an assessment of the overall organization's financial
health, the financial and practical success of the business unit, and the likelihood that
the individual business unit will continue investing in the product, will continue offering
the product and will advance the state of the art within the organization's portfolio of
products.
Sales Execution/Pricing: The vendor's capabilities in all presales activities and the
structure that supports them. This includes deal management, pricing and negotiation,
presales support, and the overall effectiveness of the sales channel.
Market Responsiveness/Record: Ability to respond, change direction, be flexible and
achieve competitive success as opportunities develop, competitors act, customer
needs evolve and market dynamics change. This criterion also considers the vendor's
history of responsiveness.
Marketing Execution: The clarity, quality, creativity and efficacy of programs designed
to deliver the organization's message to influence the market, promote the brand and
business, increase awareness of the products, and establish a positive identification
with the product/brand and organization in the minds of buyers. This "mind share" can
be driven by a combination of publicity, promotional initiatives, thought leadership,
word of mouth and sales activities.
Customer Experience: Relationships, products and services/programs that enable
clients to be successful with the products evaluated. Specifically, this includes the ways
customers receive technical support or account support. This can also include ancillary
tools, customer support programs (and the quality thereof), availability of user groups,
service-level agreements and so on.
Operations: The ability of the organization to meet its goals and commitments. Factors
include the quality of the organizational structure, including skills, experiences,
programs, systems and other vehicles that enable the organization to operate
effectively and efficiently on an ongoing basis.
Completeness of Vision
Market Understanding: Ability of the vendor to understand buyers' wants and needs
and to translate those into products and services. Vendors that show the highest
degree of vision listen to and understand buyers' wants and needs, and can shape or
enhance those with their added vision.
Marketing Strategy: A clear, differentiated set of messages consistently
communicated throughout the organization and externalized through the website,
advertising, customer programs and positioning statements.
Sales Strategy: The strategy for selling products that uses the appropriate network of
direct and indirect sales, marketing, service, and communication affiliates that extend
the scope and depth of market reach, skills, expertise, technologies, services and the
customer base.
Offering (Product) Strategy: The vendor's approach to product development and
delivery that emphasizes differentiation, functionality, methodology and feature sets as
they map to current and future requirements.
Business Model: The soundness and logic of the vendor's underlying business
proposition.
Vertical/Industry Strategy: The vendor's strategy to direct resources, skills and
offerings to meet the specific needs of individual market segments, including vertical
markets.
Innovation: Direct, related, complementary and synergistic layouts of resources,
expertise or capital for investment, consolidation, defensive or pre-emptive purposes.
Geographic Strategy: The vendor's strategy to direct resources, skills and offerings to
meet the specific needs of geographies outside the "home" or native geography, either
directly or through partners, channels and subsidiaries as appropriate for that
geography and market.
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G00261880

Magic Quadrant for SAP Implementation

Ability to provide a comprehensive set of consulting, system integration and implementation

System integration and implementation services include configuration, customization and

Strengths and investments in new SAP technologies Accenture continues to invest in

Premium price Clients continue to perceive Accenture's pricing, especially in subsequent

Heavy investments in newer technologies Capgemini has made significant investments in

Capabilities and delivery commitment Clients are impressed by CSC's project

Investments in innovation EY is rapidly building up credentials in the newer technologies,

Less-mature assets While EY is furiously investing in SAP implementation-specific tools

Strong technical capabilities and investments HP is particularly strong in technology-

Delivery predictability IBM has well-tested methodologies and an impressive collection of

Less-suitable segments IBM does implementation in a wide range of industries, focusing

Targeted investments in innovation Neoris is investing in innovation in areas where it has a

Business transformation approach PwC takes a business transformation approach to its

Broadening capabilities PwC's strongest segments continue to be financial transformation,

A comprehensive portfolio of services aligned to customer needs SAP Services has

Commitment to successful delivery TCS has knowledgeable, well-trained and diligent

Business transformation capabilities TCS is a strong contender in providing SAP technical

Onshore resource challenges As TCS is heavily oriented toward an offshore delivery

Breadth and depth of capabilities in the full portfolio of SAP applications

Capabilities in business/process consulting and industry knowledge

Demonstrated track record in successfully executing large complex global engagements

Pricing strategy and alternative pricing models

Customer feedback on value for money

Service provider's strategies for partnerships and alliances

Primary research A detailed vendor survey covering revenue, staffing, geographic

Financial services: Banking

Financial services: Insurance

Financial services: Other financial services

Manufacturing: Oil and gas, chemicals, process and resource

Manufacturing: Aerospace and defense

Manufacturing: Industrial discrete

Manufacturing: High tech

Manufacturing: Consumer goods

Manufacturing: Other manufacturing

Manufacturing: Life sciences

Utilities and energy

Travel and transportation

Agriculture, mining and construction

Not for profit

North America: United States and Canada

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