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December 2015, IDC Manufacturing Insights #US40637915 IDC MARKETSCAPE IDC MarketScape: Worldwide Manufacturing PLM Strategic Consulting 2015 Vendor Assessment Jeffrey Hojlo IDC MARKETSCAPE FIGURE FIGURE 1 IDC MarketScape Worldwide Manufacturing PLM Strategic Consulting Vendor Assessment Source: IDC Manufacturing Insights, 2015 Please see the Appendix for detailed methodology, market definition, and scoring criteria.

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December 2015, IDC Manufacturing Insights #US40637915

IDC MARKETSCAPE

IDC MarketScape: Worldwide Manufacturing PLM Strategic Consulting 2015 Vendor Assessment

Jeffrey Hojlo

IDC MARKETSCAPE FIGURE

FIGURE 1

IDC MarketScape Worldwide Manufacturing PLM Strategic Consulting Vendor Assessment

Source: IDC Manufacturing Insights, 2015

Please see the Appendix for detailed methodology, market definition, and scoring criteria.

©2015 IDC Manufacturing Insights #US40637915 2

IDC OPINION

More than ever before, manufacturers now need service providers skilled in product life-cycle

management (PLM). PLM is finally extending to other enterprise systems, data stores, and processes

after years of discussion about this potential; products with an increased amount of software within

them (i.e., "connected" products) are proliferating at a steady rate (30 billion by 2020, according to

IDC's Internet of Things Survey, 2014), and an enormous amount of product related data is being

produced, which needs to be managed and analyzed. Manufacturers universally, based on recent

conversations, are in the process of moving or planning to rationalize their global PLM instances to a

single one that unifies data and extends to other systems due to product complexity, value chain

expansion, and 3rd Platform technologies. One company has 11 PLM instances globally that it is

looking to unify and simplify. Another manufacturer is expanding its quality team, consistent with our

Product and Service Innovation Survey results that show quality as the top focus. These are all areas

that PLM practitioners and providers cannot handle alone — enter the PLM service providers. Strategic

consulting plays a particularly important role in this age of transformation because of the level of

process, organizational, and value chain complexity inherent to designing, engineering, and

manufacturing of complex, configured, and customized products. IDC Manufacturing Insights'

definition of strategic consulting includes process, system, and platform design; system selection

assistance; go-to-market strategy; management consulting; regulatory compliance consulting; and

enterprise technology strategy or transformation. PLM service providers win based on their ability to

respond flexibly and quickly to customer requests, work independently and make decisions and

recommendations that may be out of the scope of their contract, and present a unified face to the

client. If multiple team members are contacting the client, each with a unique view, or model, or

recommendation, no one wins. Manufacturers want their service provider to function as an extension

of the internal team that deeply understands their business and is a strong cultural fit in their

organization; in short, the same expectations apply to these extended "employees" as to their full-time

employees (FTEs). When a relationship is established on this level, manufacturers are more confident

that their service provider will be a reliable long-term partner. The vendors assessed for the worldwide

manufacturing PLM strategic consulting 2015 IDC MarketScape all have decades of experience in

manufacturing, have large and global PLM practices, and are investing in growing their practices

(some more than others). The fact is the differentiating line between these vendors is close. So how

does a manufacturer differentiate between these service providers? Conversations with end users

reveal that it's important to not only have expertise in the different relevant software packages but have

the ability to integrate these across the enterprise; these capabilities are to be expected. Where

service providers in the PLM market differentiate themselves is in three key elements:

Having the ability to work cohesively across the different functions of the global team to

present a unified front to the client: account management, project management, consulting, and system architecture strategy

Executing to the letter of the service agreement and proactively making recommendations and providing potential solutions to problems

Tying business consulting to architectural planning and integration to support cross-organizational digital transformation

IDC MARKETSCAPE VENDOR INCLUSION CRITERIA

There are multiple IT service providers, large and small, that offer systems integration (SI),

engineering services, and/or business process outsourcing (BPO) for any number of PLM processes:

©2015 IDC Manufacturing Insights #US40637915 3

product design, portfolio management, data management, and collaboration among coworkers,

partners, and customers. For the purposes of this IDC MarketScape we focus on the notable players

with annual revenue of at least $1 billion that offer strategic consulting for a portfolio of PLM processes

at a customer site. In addition, to participate in this analysis, vendors were required to provide at least

one customer reference. This IDC MarketScape includes 10 vendors:

Accenture

Atos

Capgemini

Cognizant

Geometric Ltd.

IBM Global Services

Infosys

L&T Technology Services

Tata Consultancy Services (TCS)

Tech Mahindra

ESSENTIAL BUYER GUIDANCE

The PLM market is maturing, and changing, quickly. Many of the service providers have similar

offerings, are technically very strong, and have a focus on PLM. But there are four companies that

stand out in our research as PLM strategic consulting leaders, based on information from the vendors

and conversations with manufacturers familiar with their work: Accenture, IBM Global Services,

Infosys, and TCS.

Other vendors fall into our Major Players category, meaning that although they did not do well enough

to be in the Leaders category, they have formidable PLM consulting practices, knowledge, and

capabilities. Suffice it to say, however, those Major Players will continue to evolve and grow their

practices to meet the growing product innovation and PLM needs of manufacturers. One such area of

focus and potential differentiation for PLM service providers is strategic consulting as manufacturers

look for one-stop service partners that can help with consulting, systems integration, and technical

support. The services providers that stood out in our analysis showed they could provide this breadth

of support for customers.

In addition to growing a portfolio of capabilities that includes consulting, systems integration, and

technical support, and working in close partnership with customers as extended members of the team,

PLM service providers are differentiating themselves by developing or acquiring software offerings

over the past 5–10 years: examples include Geometric acquiring Teksoft in 2005; Infosys developing

and now offering SocialEdge, its own social media platform for enhancing innovation (mostly used

internally by customers at this point); and Accenture providing a product information portal, named

Enterprise Product Information Content (EPIC), to unify product life-cycle data in support of the

innovation process, important in this age of the product innovation platform. These capabilities are not

meant to replace PLM provider capabilities but rather complement them and extend PLM information

to the global team.

One area of potential for service providers is to grow their industry expertise: many of the vendors

included in this report have programs focused on this recruitment effort, realizing, especially as they

©2015 IDC Manufacturing Insights #US40637915 4

push into emerging PLM industries (i.e., industries new to PLM) and extended enterprise initiatives like

product innovation platforms, that they need to be able to hit the ground running with a team of people

who not only are PLM experts but understand the customer's market and business. This is particularly

important with strategic consulting, where service providers work closely with business leaders that

need to understand technical implications in the language of their industry. That's not to say, however,

that service providers are immediately the experts in the specifics of your business; expect a level of

understanding, but plan to work with them to develop their knowledge and capabilities as an extension

of your team. As one manufacturer said, "Treat them almost as an employee by providing the right

training, tools, and advice."

Given that as a backdrop, the following are key takeaways for end users when choosing and working

with a strategic consultant in the PLM market:

Manufacturing industry expertise: Industry expertise is a differentiating factor among service providers; PLM expertise and technical skills are not an issue at any service provider with references we spoke with. Look for service providers that have solution architects, project

managers, and consultants that work well as a team and know your industry and business nuances.

A road map to the product innovation platform: The ability to evolve PLM into a product innovation platform is a key capability for service providers — not only connecting PLM systems, processes, and data across the enterprise and value chain leveraging 3rd Platform

technologies but also in concert with complementary business process and organizational consulting.

Clear communication of capabilities: Find a service provider that is clear on what it can and can't do in support of your consulting needs, what its future road map is for service, and how its consulting and systems integration teams will work together. Sit down with your service

provider and mutually set expectations before the start of a project. Some end users felt thatthe marketing message of their PLM service provider was not always clear and their provider was trying to be all things to everyone in their organization.

Connecting project price with outcomes: Explore profit-sharing or risk-sharing models with your service provider: this may not be appropriate for every project, but your service provider

should have the flexibility to offer the model that meets your business needs. New product development and introduction (NPDI) is by its nature project based and focused on delivering profitable products, so strategic consulting pricing should reflect this.

Proactive expertise/skills development and retention: Find a service provider that has a track record of successfully mitigating the high attrition rate prevalent in some engineering and PLM

services firms due to the competition for talent. High attrition rate is a continual challenge with services firms; so mitigating this with a strong team of people who have "apprenticed" with more senior technical or industry experts, and can be plugged into whatever project, should be

a strong focus for any service provider.

Our research shows that successful relationships seem to be born out of proactivity by the

manufacturer in working with the strategic consultant — one manufacturer said the "amount of value is

proportional to the effort you put in [to the relationship with the consultant]." This particular

manufacturer was proactive in training and in creating a retention plan (for the consultants) by

establishing early delivery bonuses and penalties.

©2015 IDC Manufacturing Insights #US40637915 5

VENDOR SUMMARY PROFILES

This section briefly explains IDC's key observations resulting in a vendor's position in the worldwide

manufacturing PLM strategic consulting 2015 IDC MarketScape. While every vendor is evaluated

against each of the criteria outlined in the Appendix, the description here provides a summary of each

vendor's strengths and challenges.

Accenture

Accenture is in the Leaders category of the worldwide manufacturing PLM strategic consulting 2015

IDC MarketScape. Our research shows Accenture is differentiated through its ability to define

manufacturers' architectural road map and strategy, as well as in account management and customer

support.

Accenture may be best known for its strategic consulting work but actually derives the majority of its

revenue from its systems integration business. Revenue was bolstered by Accenture's 2013

acquisition spree of Germany-based systems integrator Prion, for Siemens PLM expertise; PCO, for

Dassault Systèmes and PTC expertise; and evopro, for industrial and embedded software capabilities.

Fjord is another acquisition, though not on the PLM team per se but worth mentioning: this group

brought design capabilities to the Accenture Digital division. In total, these acquisitions added 1,500

technical experts to the Accenture PLM practice, which has 4,000 employees in total — including 20%

on the strategy side and 40% on the technical side.

Much of Accenture's industry success is in the high-tech and consumer products industries based on

the number of customers (although the company also has considerable business with large

automotive, aerospace and defense, and life science manufacturers), and of late, the company has

seen traction in the oil and gas industry and has developed a joint "energy catalyst" with Siemens for

this market. As far as global reach is concerned, Accenture has presence on four continents and

derives 10% of its revenue from Asia/Pacific (AP) to complement a 40:40 mix from North America and

Europe (followed by Latin America, 5%; and the rest of the world [ROW], 5%). From a capability

standpoint, in addition to supporting design, systems engineering, and the PLM collaboration platform,

the company is focused on the natural extension that is taking place with PLM integrated to the rest of

the enterprise, beyond engineering — "idea to supply chain," as Accenture says.

To achieve this, Accenture works with clients on value stream and capability maturity mapping to bring

out the siloes of information and determine how efficient collaboration is actually happening across the

organization. The company has also focused some of its latest efforts on developing assets that

address common current product innovation pain points: one, as Accenture calls it, is a PLM portal

(the aforementioned EPIC) for encompassing all product innovation content in an organization,

whether from PLM systems, ERP, quality, or compliance, and the other is a framework for unified PLM

and ALM/DevOps.

Strengths

Given Accenture's roots in business consulting, it's not surprising that customers said the company's

strengths are in defining the architectural road map and strategy, as well as in account management

and customer support. It's also important to note that although Accenture's PLM practice is a relatively

small but growing piece of the company's overall revenue, the company already has the benefit of

scale, with 60 delivery centers worldwide and 6 centers of excellence (COEs) focused on product

innovation–related topics like analytics and connected products. One customer said Accenture is a "key

©2015 IDC Manufacturing Insights #US40637915 6

part of the team" and its strengths are in defining the business processes the customer needs for

product development from a big picture. This same manufacturer started a business transformation

project three years ago and continues working with Accenture because of its broad perspective on

industry best practices.

Challenges

Accenture is not that strong in tactical implementation and technical development, but clients said

even so, they feel they derived value from the relationship because of Accenture's strengths in other

areas. Multiple references pointed out that Accenture's strategic consulting can be expensive;

however, they consistently are happy with the work. As one customer said, it "knows it will be paying a

premium, but know it will be getting good work." Another customer said, "They are expensive, but you

get what you pay for."

Atos

Atos is in the Major Players category of the worldwide manufacturing PLM strategic consulting 2015

IDC MarketScape. Our research shows that Atos excels at infrastructure outsourcing, with an

emerging focus on high-performance computing, strong presence across manufacturing, and a deep

expertise with Siemens systems due to Atos' acquisition of Siemens IT Solutions & Services.

Atos acquired Siemens IT Solutions & Services in 2011 and remains close partners with Siemens.

Siemens owns 15% of the shares of Atos, one of Siemens' managing board members also sits on the

board of directors of Atos, Siemens is the single-largest customer of Atos, and the companies continue

to collaborate jointly on key initiatives. In July 2015, there was an announcement that they would be

focusing on growing their services capabilities in advanced data analytics, cybersecurity, and device

connectivity by expanding their joint innovation program funding from €100 million to €150 million. The

companies said they have also leveraged the fund to develop other offerings, such as "supplier

connect," which connects suppliers to the product innovation team. This relationship does not,

however, mean that Atos can't support consulting for other PLM software implementations (although

40% of its business is on Siemens products): Atos also implements PLM software from PTC, Dassault

Systèmes, SAP, Oracle, and Aras.

The combined Atos–Siemens IT Solutions & Services organization resulted in over 1,000 customers,

with the largest percentages in heavy equipment, aerospace, industrial machinery, and high tech,

primarily in the European and Asia/Pacific regions. Automotive, chemicals, and consumer products

constitute the next largest revenue percentages by industry, attributed in part to Siemens IT Solutions

& Services' focus on these industries. PLM is a small but growing segment of Atos' business (5% last

year), with 8% of Atos' total revenue coming from PLM, but Atos also has planned an increase of 25%

of the company's engineering services budget for employees, sales and marketing, new locations, and

so forth. Most of Atos' business currently is Europe based, but the company has among the largest

percentages of revenue from projects in the Asia/Pacific region, many of which (according to multiple

service providers we've spoken with) are smaller in nature — this may explain why the company has a

considerable business with SMBs (20% $250 million to $1 billion; 10% under $250 million).

For PLM, the company employs its M4PLM framework for implementation, which supports early stage

PLM assessment; product development KPI creation and reporting; and customer service. The

M4PLM framework is also used to enable strategic consulting engagements with manufacturers.

©2015 IDC Manufacturing Insights #US40637915 7

Strengths

Infrastructure outsourcing constitutes the greatest percentage of work that Atos does (50% of

revenue), followed by systems integration (35%). The company provides cloud based services models

for private, public, or Atos-hosted cloud (called Canopy). The company's focus on this area is timely as

our research is showing a move to cloud for certain PLM processes including design, quality, and

analytics. To build this focus, the company recently acquired Bull, a provider of high-performance

computing, cloud, and security solutions. It's an interesting bet that could pay dividends as it becomes

more and more difficult for service providers to differentiate. And of course, working so closely with

Siemens has its advantages: when a manufacturer is looking for PLM consulting on Siemens

manufacturing systems, Atos has the deep expertise required.

Challenges

The perception that Atos is a Siemens-only shop, due to the aforementioned relationship, is a hurdle to

overcome — although references we spoke with did not mention this, it's only natural this question

would arise. Others noted that Atos has good expertise with PLM, although its project management is

not a strength.

Capgemini

Capgemini is in the Major Players category of the worldwide manufacturing PLM strategic consulting

2015 IDC MarketScape. Our research shows that Capgemini has a large team of industry experts that

have good PLM knowledge and strong technical acumen.

Capgemini, a Paris, France-based consultant, recently acquired IGATE for $4 billion, adding

considerable engineering services talent to its relatively new engineering services team (formed in

January 2014) — and an expanded presence in India. Completion of the acquisition is planned by the

middle of 2016. It should be noted that although this group with Capgemini may be new, the

organization has more than 33,000 employees and 80% of its manufacturing full-time employees once

worked in the industry — very valuable experience that is not always present at services providers.

From a manufacturing perspective, Capgemini has a very strong consumer products practice, with

over 200 customers, followed by heavy equipment, industrial machinery, and high tech. Its core

engineering services team, residing primarily in the United States, the United Kingdom, France,

Germany, and India, works with the company's centers of excellence for non-PLM and industry-

specific expertise — these include COEs for mobility, cloud, manufacturing, energy, and life sciences.

Application development and management (for all major PLM systems) is a key offering for Capgemini,

with 36% of the company's revenue from this area. Capgemini also has offerings to support the

standard engineering services areas of mechanical design and simulation, embedded systems, and

technical publications while providing a platform of analytics and security to enable the "digital

engineering value chain," as the company calls it: digital product development, digital collaboration,

digital manufacturing, digital factory, and digital service. Strategic consulting works closely with the

engineering services group in a team approach through frameworks such as PLM maturity

assessment, road map definition, PLM strategy and definition, and solution and architecture design.

Further, Capgemini is focusing on enhancing frameworks for PLM including "PLM on mobile," "PLM

One Search," and "PLM ERP Integration," and overall, the company plans to increase its investment in

engineering services by 30–40%, as evidenced by the aforementioned acquisition and our

conversations with it.

©2015 IDC Manufacturing Insights #US40637915 8

Strengths

PLM and technical expertise are Capgemini's strengths, according to one reference we spoke with.

The company also has a strong focus on industry, with over 25% of employees from the manufacturing

industry with an average of 10 years' industry experience — both of these metrics are among the

highest of all companies reviewed in this report. This industry expertise is an important complement to

Capgemini's strategic consulting work.

Challenges

The previously mentioned customer (happy with PLM expertise) said, however, that coordination

among different groups within has been a challenge, with different templates and processes presented

to the same people at times. Sometimes, customers "feel like the team is meeting each other for the

first time." Because of this, Capgemini's account management and project management capabilities

were not seen as areas of strength.

Cognizant

Cognizant is in the Major Players category of the worldwide manufacturing PLM strategic consulting

2015 IDC MarketScape. Our research shows that Cognizant is focused on rapidly growing its

engineering services practice beyond its traditional roots in financial services and healthcare into

industries new to PLM by leveraging the company's PLM accelerators and focusing on key enabling

technologies, such as the Internet of Things (IoT) and analytics.

Cognizant is one of the fastest-growing service providers in our report, at 16% YoY for 2013–2014. The

company feels the reasons for growth of its business includes its focus on business consulting, which

led to implementation opportunities; investment in its "accelerators" for PLM adoption ("ASPIRE"

framework); end-to-end service offering and PLM system selection; and focus on industries new to

PLM such as pharmaceutical, retail, and consumer goods. The company was unable to provide PLM-

specific revenue, and we think this is a small percentage of the company's overall revenue. Actually,

the largest share of Cognizant's revenue comes from non-PLM-centric industries: financial services,

followed by healthcare and then manufacturing/retail/logistics. In the company's own words,

engineering services is an "emerging venture" and one that requires "significant investment." To that

end, Cognizant is increasing its investment in its engineering services offerings by 40–50% (inclusive of

consulting and systems integration), an indication of growing focus on manufacturing industries.

Most of the references Cognizant provided us were in the consumer products or consumer health

industry, indicating at this point much of its work is focused here; to this point, the company has also

forged a systems integrator partnership with R&D software vendor Selerant to support its DevEX spec

management and formulation platform. It also has systems integrator partnerships with Dassault

Systèmes, Siemens PLM, and Oracle. References we spoke with were impressed by the company's

technical and PLM acumen and the ability to quickly adapt and apply this knowledge to the emerging

industries that they are targeting. This may be in large part due to its industry-focused recruitment

program that identifies and recruits strong talent from the industry. These subject matter experts are

engaged with clients, support COEs, and help build solutions that address industry challenges.

Cognizant's focus areas now and in the next three to five years include developing industry-specific

accelerators, supported by its "three-in-a-box approach" (consulting, delivery, account management);

alignment of next-generation technology; and driving growth through sustained innovation such as

evolving its pricing model to support risk-sharing, outcome-based, and volume-based approaches.

©2015 IDC Manufacturing Insights #US40637915 9

Strengths

Cognizant has good account management and technical expertise combined with a growing business

consulting practice that works closely with the SI side of its team. Accelerators, frameworks, and

centers of excellence are focused in areas of pain for manufacturers today: extended PLM integration,

data cleansing and migration, analytics, and the IoT.

Challenges

Pushing into new industries has brought Cognizant increased revenue, but every new venture has its

challenges. Customers we spoke with in emerging industries said although Cognizant has good

account management and PLM knowledge, in the early stages of working with customers, there was a

ramp-up to understanding their business and specifics of their industry. Cognizant, to this point, is

focusing much of its effort in hiring from industry through its "lateral recruitment program"; currently,

the company has hired 20–25% of full-time employees from the manufacturing industry.

Geometric

Geometric is in the Major Players category of the worldwide manufacturing PLM strategic consulting

2015 IDC MarketScape. Our research shows that Geometric has deep expertise in PLM, having been

focused on this area for over 20 years, and customers applaud the company's account management

capabilities and ability to be flexible partners.

Geometric, founded in 1994, has been on a (in its own words) transformation journey for the past three

years by adopting a strategy of working with a limited set of customers to focus its efforts and spend

more quality time with each customer. The company said this approach has resulted in customers

bringing it into the early stages of strategic discussions; concurrently, Geometric has experienced flat

growth as revenue from its largest customer declined by 30% (due to the customer's economic

difficulties, according to Geometric). The company is confident, however, this focused approach will

pay dividends long term.

Geometric has been focused on the PLM market for over 20 years and has strong expertise in PLM. In

fact, 70% of its revenue comes from PLM engagements — much more than its competition, due to the

fact that these other service providers have a wider portfolio of offerings, larger global presence, and

bigger consulting practices. Customers also applauded Geometric for its technical skills and account

management, but feedback on project management was that it was adequate/met expectations.

Overall, customers think Geometric is a strong, flexible partner to work with. As noted previously,

manufacturers think that service providers are at times focused only on the software, not their dynamic

needs. Geometric's customers consistently said the company is very flexible and focused on their

changing needs — exactly what Geometric said it was trying to achieve by streamlining its business.

Geometric is growing its strategic consulting capabilities to complement its rich PLM knowledge and

established SI practice. One customer we spoke with has PLM users spread across program

management, engineering, manufacturing, purchasing, finance for cost management, marketing for

portfolio management, and service, quality, and product management. A very mature, cross-functional

approach to PLM, although, as the company said, is not easy as some groups tend to still work in

siloes. To alleviate this challenge, Geometric helped coordinate and led training workshops and

established a strong process connecting the different teams.

©2015 IDC Manufacturing Insights #US40637915 10

Future plans for Geometric include strengthening its systems engineering capabilities, expanding its

3D printing, enhancing its support of multidisciplinary PLM, and growing its PLM analytics support

capabilities from product to manufacturing to service.

Geometric has long-standing partnerships with most of the large PLM vendors, including Siemens,

PTC, Dassault Systèmes, and Aras, but in early 2015, Geometric doubled down on its relationship with

Dassault Systèmes (a Gold partner) by setting up a new subsidiary of 3D PLM Software (a joint

venture between Geometric and Dassault Systèmes), named 3D PLM Global Services Pvt. Ltd.

(3DGS). 3DGS will enhance and accelerate the deployment of Dassault Systèmes' 3DEXPERIENCE

platform. Finally, continuing to expand its PLM services, Geometric acquired a German firm in 2013,

3cap Technologies GmbH, which is a specialist in electronics and embedded systems — a timely

acquisition, with the massive growth of connected, smart products upon us.

Strengths

Geometric is very focused on PLM and engineering services and combines this with excellent

technical skills to support PLM and embedded systems. Geometric is also a software vendor, with the

Teksoft assets it acquired in 2006 for CAM capability as well as a technology portfolio that enables

PLM interoperability, design, manufacturing, and visualization.

Challenges

Geometric has struggled to grow in the past few years, perhaps due to its laser focus on the PLM and

engineering services business. We expect growth to occur as the company continues to evolve its

services, including strategic consulting, and leverage its deep expertise in PLM to enable

manufacturers to achieve next-generation PLM, or the product innovation platform as we call it.

IBM Global Services

IBM Global Services is in the Leaders category of the worldwide manufacturing PLM strategic

consulting 2015 IDC MarketScape. Our research shows that the company has one of the widest global

footprints of all PLM service providers, and it is well positioned to support 3rd Platform technologies

that will accelerate PLM adoption: cloud, mobile, social, and analytics.

IBM Global Services has approximately 25% of the overall market share of the PLM service provider

market; however, its PLM business has not shown growth in the past two years. This is reflective of the

overall drop in the revenue of IBM as it retrenches to sell and enable 3rd Platform technologies (cloud,

mobile, and analytics). The company did not, according to its policy, reveal its PLM-specific revenue

nor its planned investment in engineering and PLM services but is focusing efforts in this area,

according to our discussions with the company. Over the past five years, the company has led multiple

strategic consulting PLM projects but is clearly focused on supporting 3rd Platform technologies for

product innovation, from analytics to social media to mobile — the next frontier for PLM, if you will. IBM

is particularly well positioned to support the PLM analytics opportunity as it matures, given the

company's heritage in this area. These emerging areas will require strategic consulting support as well

as systems integration as companies strive to unite global organizations across a unified PLM

process. IBM, as with other leaders included in this report, can support manufacturers on both fronts.

IBM delivers business and technology services, starting with a business value assessment that

determines the project path, from market and portfolio planning to concept development to design,

production and testing, and maintenance. The company also has the luxury of infrastructure and

software solutions to support some of the critical areas of innovation — in fact, it has invested $17

©2015 IDC Manufacturing Insights #US40637915 11

billion on software acquisitions since 2005. Its PLM services support is delivered in part through five

areas:

New technologies and architectures (e.g., IBM Bluemix Cloud App Development)

New processes (e.g., IBM Rational Engineering Lifecycle Manager)

Social business (e.g., IBM Social Collaboration and Digital Experience)

Business process management (e.g., IBM Business Process Manager)

Business analytics (e.g., IBM Predictive Maintenance and Quality)

These focus areas, combined with infrastructure and software offerings and consulting, make IBM

Global Services a formidable player in PLM services, one that is worth considering for manufacturers

interested in such a wide range of products and services.

Strengths

IBM has global reach across industry: with thousands (IBM does not disclose exactly how many) of

consultants in 170 countries and 17 industries, there is no shortage of support for manufacturers.

Infrastructure and integration knowledge makes the company well positioned to advise and support

product innovation platform development (extending PLM to the enterprise, and beyond), as well as

PLM analytics, and cloud PLM deployments — all growth areas of PLM. So we expect IBM Global

Technology and Business services' financial performance to improve over the next 24 months in the

areas of engineering services and PLM.

Challenges

IBM is not growing, overall and in global business and technology services, while some PLM service

providers are growing double digits. The reason for this could be IBM's focus on 3rd Platform

technologies (cloud, analytics, social, mobile), which at many manufacturers may be immature; other

service providers also have focus here but have continued to focus on and grow their core engineering

services. As IBM's CEO noted in the latest annual report, "We will shift an additional $4 billion of

spending to data, cloud, and engagement this year, aimed at deepening our differentiation in the

marketplace."

Infosys

Infosys is in the Leaders category of the worldwide manufacturing PLM strategic consulting 2015 IDC

MarketScape. Our research shows that Infosys differentiates itself through its expertise in process

manufacturing industries, as well as other emerging PLM industries like medical devices, and is

evolving its business, particularly in strategic consulting, to broadly support innovation, as a

complement to its PLM and engineering services offerings.

Infosys has been serving the manufacturing industry for 33 years, and it has a wide breadth of

offerings for IoT and connected products, analytics, PLM, systems engineering, product configuration,

and SLM. It acquired Lodestone Management Consultants in 2012 to bolster its strategic consulting

capability, particularly in support of SAP. The company counts 57 customers as PLM clients, with

multiple other clients in the aforementioned related areas. Interestingly, the company has over 35

delivery centers in the Asia/Pacific region, an indication of strong focus in this area, and plans to ramp

up the business there considerably. Geographically, most of the business comes from North America

and Europe. One area of differentiation is in product compliance, where the company has built its own

product compliance engine to connect to PLM and enable faster onboarding of suppliers.

©2015 IDC Manufacturing Insights #US40637915 12

For one large manufacturer, Infosys was involved in strategic planning, setup, coordination, and

enablement of training, as well as the migration of data and users at 15 global sites, across multiple

business and engineering users. This is an example of the transformative product innovation platform

projects that many large manufacturers are undertaking today and also an example of Infosys' ability to

combine the company's consulting and systems integration capabilities for customer benefit. One

device that Infosys employs to manage projects and programs such as these is its Transceed

(transform, scale, exceed) program framework to manage areas such as strategic planning,

organizational change management, and program metrics.

Infosys is focused on expanding its footprint in the innovation space beyond engineering services and

PLM, by setting up a $500 million innovation fund to finance new technologies and start-ups with a

focus on emerging areas like automation and IoT. It has also forged partnerships with academia to

expand its offerings (and of course, create opportunities for employee training and recruitment) — for

example, its relationship with Stanford University for "design thinking." This is not an area where

Infosys has traditionally focused (i.e., the front end of innovation), but the company is now working with

Stanford to create centers for design and training its own employees (45,000 at this point) on what this

means — which is how to ask complex questions about new products and determine the right,

profitable approach to design. Other partnerships include MIT for supply chain, Renmin University of

China for data science, and the University of Aachen in Germany for Industry 4.0.

Infosys has had success in "emerging PLM" markets such as consumer products, food and beverage,

and medical devices. In fact, the greatest number of its clients come from consumer products and food

and beverage; this may be due in part to its close relationship with Siemens for process manufacturing

(Teamcenter, SIMATIC IT) and PTC for retail and consumer products (FlexPLM). Infosys also has a

strong, growing presence in "traditional PLM" markets — automotive, machinery, aerospace, and

defense.

Strengths

Infosys has best-in-class technical skills, according to customer conversations, combined with a team

of industry experts, 35% of which are from manufacturing industries, particularly in the emerging PLM

industries like consumer products, food and beverage, and medical devices. It has also begun to push

the boundaries of what a PLM service provider can do, through initiatives such as design thinking and

its $500 million innovation fund to finance start-ups. The company is also focused on growing its

consulting practice to complement the aforementioned technical skills and emerging initiatives.

Challenges

Project management is not seen as a core capability by the customers we spoke with, although

Infosys' Transceed program framework should help enable improvement in this area. One observation

based on information provided to us by Infosys is that it does not have many engagements, systems

integration or strategic consulting, around mobility or cloud as it relates to PLM — IDC Manufacturing

Insights believes that to achieve world-class PLM collaboration, these technologies should be

leveraged at least to enhance some aspects of the product development process. The reality,

however, is that many manufacturers are simply not ready to adopt these technologies and are still

focused on rationalization of PLM instances, data cleansing, and migration and establishing unified

product innovation processes. Infosys just needs to be ready to evolve to support these areas (which

we think it is) when its customers are ready.

©2015 IDC Manufacturing Insights #US40637915 13

L&T Technology Services

L&T Technology Services is in the Major Players category of the worldwide manufacturing PLM

strategic consulting 2015 IDC MarketScape. Our research shows that L&T Technology Services

differentiates itself through its global team flexibility, a sister company that can be leveraged to support

3rd Platform technologies, and the ability to support SMB manufacturers.

L&T Technology Services was established as a business unit within Larsen & Toubro (L&T) in 2009,

and it is currently a wholly owned subsidiary of L&T since April 2014. As the engineering and services

group at L&T, it has amassed 178 customers across transportation, industrial products, telecom, high

tech, and process manufacturing, and almost 20% of its revenue in PLM is from midsize ($250 million

to $1 billion) companies, with close to 75% of its business from North America. Like other PLM service

providers, the company has a considerable number of delivery centers in Asia/Pacific yet a small

percentage of revenue from that region, indicating that the company sees strong potential there, due to

proximity to fast-growing markets.

L&T Technology Services has a center of excellence focused on supporting key PLM processes and

integration scenarios such as data migration, product configuration, and CAD design and

collaboration. It also has a growing focus on design services for industrial design and

conceptualization, reminiscent of Infosys' design thinking — this is indicative of the efforts of (and need

for) service providers to expand their capabilities beyond core engineering services (data migration,

systems integration, tech support) to the front end of innovation, emerging industries, and advanced

technologies such as mobility, cloud, IoT, and engineering analytics. It does not currently have a focus

in the emerging technology areas of product innovation, such as mobility, social collaboration, and

cloud as it relates to PLM, based on the small number of projects the company has in these areas. But

the company will increase its funding for engineering services capabilities by up to 20% in the next

year, and according to the company, it is "increasingly focusing on emerging technology areas like

mobility, connectivity, and cloud as it relates to PLM."

Customers we spoke with focused on systems integration, although one of the manufacturers also

worked with L&T Technology Services for consulting saying the company participated in management

meetings and provided advice on what technology the manufacturer should use and how the

manufacturer should manage product development processes such as change management — in other

words, focused on process design and systems selection.

Perhaps the most differentiating characteristic of L&T Technology Services is its lineage with its parent

company L&T and sister business unit, L&T InfoTech. Each group has a focus and capability in the

aforementioned emerging areas that could be further leveraged. For example, L&T InfoTech has a

service called analytics and information management as well as one focused on mobility. Beyond

discrete manufacturing–focused PLM, L&T Technology Services has a small number of process

manufacturing projects focused on recipe management and formulation, as well as packaging and

labeling. One example of this collaboration is in the consumer products market, where L&T

Technology Services is implementing and managing a plant engineering implementation while L&T

InfoTech is managing the ERP implementation.

Strengths

L&T Technology Services has good core engineering services, CAD, and PLM support, complemented

by capabilities from its sister business unit, L&T InfoTech. According to conversations with customers,

L&T Technology Services transitions smoothly between people during the course of a project, dealing

©2015 IDC Manufacturing Insights #US40637915 14

with attrition quite well. In other words, one particular client did not notice any negative affect after

changes in personnel. Also, 40% of L&T Technology Services SIs and consultants come from

manufacturing industries.

Challenges

L&T Technology Service is PLM focused, with a center of excellence in this area; for support in areas

such as mobile, analytics, or cloud infrastructure, manufacturers need to also work with L&T InfoTech.

This is both a strength and a challenge for the company: manufacturers should work with L&T to

establish a services contract that enables seamless collaboration across the two different business

entities.

TCS

Tata Consultancy Services is in the Leaders category of the worldwide manufacturing PLM strategic

consulting 2015 IDC MarketScape. Our research shows that TCS differentiates itself through a focus

on PLM, combined with support for broad enterprise data management and emerging technology

enablement, complemented by strategic consulting.

Founded in 1968, TCS is a part of the Tata Group, one of India's largest business conglomerates, with

headquarters in Mumbai, India. TCS has 324,000 engineers and IT consultants located in 46

countries, with a substantial number dedicated to the manufacturing industry. Almost all of its business

is in North America and Europe, with a small percentage in Asia/Pacific. Consistent with its

competition, TCS has a large number of delivery centers in AP, indicating that the company expects

considerable growth here.

TCS is focused on the PLM market, which is reflected in its revenue from this area, and combines this

with a focus on program management for integrated PLM, master data management, and support for

emerging innovation technologies such as mobility, cloud, and analytics. Our research and experience

indicate the company has PLM experts with strong technical skills; customer feedback proves this and

additionally shows good account and project management capabilities. According to feedback from

customers and partners, industry expertise is still maturing. TCS currently has one of the lowest

percentages of hires from the manufacturing industry among vendors analyzed in this report, although

the company has concerted efforts in this area. Of course, this can always be improved through

concerted recruitment efforts and industry-focused training programs. According to the company, "TCS

is consciously investing to improve industry expertise by hiring more people from the manufacturing

industry and conducting industry-focused training programs for its associates."

For strategic consulting, one customer shares its overall business strategy with TCS and TCS solution

architects help design the optimal business processes for product development that align with this

strategy. Our research also shows that TCS has multiple strategic consulting engagements in overall

PLM process design, product costing, and engineering and manufacturing collaboration as well as

PLM training and enablement.

TCS grew 16% in the 2013–2014 period, one of the largest jumps of all services providers included in

this report. Why is it growing at this clip when some of its competition's growth is flat to declining? TCS'

rationale: large PLM deals that include multiple enterprise applications, strong growth from Europe,

and extension of existing PLM implementations to acquisition entities. Our take: the company has

benefitted from the resurgence in PLM growth over the past few years, which has occurred because of

the increase in product complexity, dynamic customer demand, and expanded value chains, which

©2015 IDC Manufacturing Insights #US40637915 15

incorporate a wide swath of suppliers and partners that support the entire design and development

process. The company also invests in PLM and engineering services: in the next year, the company

plans to increase its budget in support of this area considerably — actually, the highest of all vendors

reviewed for this report.

Strengths

TCS has deep knowledge of PLM and experience with engineering services, combined with world-

class technical skills. The company has grown its strategic consulting practice in recent years, and its

account management and project management capabilities during systems integration work have

improved to the point where customers note that they exceed expectations in most cases.

Challenges

TCS is evolving its industry expertise (i.e., knowledge of the specific market and business the

company is working with) based on feedback from customers, which said the knowledge of its industry

is good; however, there is room for improvement. It should be noted, however, that one customer in

the automotive space (an industry not new to PLM) gave TCS high marks for industry knowledge.

Tech Mahindra

Tech Mahindra is in the Major Players category of the worldwide manufacturing PLM strategic

consulting 2015 IDC MarketScape. Our research shows that Tech Mahindra combines strong PLM

knowledge and technical capability with support for key product innovation platform–enabling

technologies such as cloud and analytics.

Tech Mahindra's 2009 acquisition of Satyam enabled growth into the PLM services market, to the point

where today the company is one of the fastest-growing PLM service providers, with 17% YoY growth

for 2013–2014. The company has over 800 consultants focused on PLM and over 7,000 engineers,

20% of whom are from manufacturing industries. Almost half of Tech Mahindra's business is focused

on application development, maintenance, and support, with a smaller percentage focused on systems

integration. Perhaps this is one reason for the company's growth: with the expansion of connected

products and IoT and the need for software development support, Tech Mahindra is well positioned

with its capabilities. Also, it has a growing business in Asia/Pacific (8% of revenue) and Latin/South

America (2% of revenue) — actually, it is the only services provider included in this report that has any

manufacturing engagements in Latin/South America. The company works quite closely with Dassault

Systèmes, in particular developing its ENOVIA PLM for mobile, federated search; data migration; and

compliance portal offerings that Dassault Systèmes leverages today. Tech Mahindra, much like its

service provider counterparts in the PLM market, also works with Aras, Siemens PLM, Oracle, PTC,

and SAP.

Almost 40% of Tech Mahindra's revenue is from PLM engagements — the company's focus on

application development, PLM support, and engineering services, as well as a tuck-in merger of

Mahindra Engineering Services (which became a separate entity from Tech Mahindra two years ago),

has led to this large percentage. Also, the company's projects over the past four years have been

focused on core PLM such as collaborative product data management and CAD/CAM/CAE; the

company has an emerging focus on the complementary areas of product innovation like analytics,

mobile, social, and cloud and has some projects here as well. From a strategic consulting standpoint,

most of its engagements in recent years have been in enabling engineering and manufacturing

collaboration and PLM training/enablement.

©2015 IDC Manufacturing Insights #US40637915 16

Tech Mahindra's focus on PLM (40% of the team are certified PLM professionals), combined with an

ability to support emerging innovation technologies, is consistent with other service providers that have

had strong growth in the past year. The company plans to continue to invest in its PLM business,

allocating an increase of 20–30% spending on its engineering services people and capabilities.

Strengths

Tech Mahindra's strengths include focus on the PLM market and engineering services and on

application development and the IoT as well as strong knowledge, in particular Dassault Systèmes'

products such as ENOVIA. The company's ability to handle attrition at the systems and technical level

was noted by one customer as a strength: with the war for talent in service, it's of critical importance for

service providers to keep a team trained and ready to go, should they need to fill in on a project. This

customer said many of the people had one to two years' experience out of school and were

consistently shadowing their more senior colleagues on projects (i.e., an apprenticeship approach).

Approaches such as this could be the reason why multiple customers have stayed with the company

for 10+ years. One longtime customer praised the close working relationship it has with Tech Mahindra

executives and the proactive nature of the services firm, even when there are issues to be dealt with.

Challenges

Customers note that project management is not a strength of Tech Mahindra. And while the company

has had success backfilling technical team members, attrition, on the negative side, has impacted the

account management quality, according to one customer we spoke with. The challenge for the

company will be to continue to evolve its offerings beyond core PLM into other related areas — which in

part it is doing with its expanding IoT practice and growing number of cloud-based initiatives (30% of

current initiatives are cloud based, according to Tech Mahindra). The company's continued future

growth is dependent on evolving its support of the emerging technology that can accelerate next-

generation PLM, such as IoT, connected products, and analytics.

APPENDIX

Reading an IDC MarketScape Graph

For the purposes of this analysis, IDC divided potential key measures for success into two primary

categories: capabilities and strategies.

Positioning on the y-axis reflects the vendor's current capabilities and menu of services and how well

aligned the vendor is to customer needs. The capabilities category focuses on the capabilities of the

company and product today, here and now. Under this category, IDC analysts will look at how well a

vendor is building/delivering capabilities that enable it to execute its chosen strategy in the market.

Positioning on the x-axis, or strategies axis, indicates how well the vendor's future strategy aligns with

what customers will require in three to five years. The strategies category focuses on high-level

decisions and underlying assumptions about offerings, customer segments, and business and go-to-

market plans for the next three to five years.

The size of the individual vendor markers in the IDC MarketScape represents the overall share of each

individual vendor, since it was not possible to precisely define PLM and engineering services–specific

revenue.

©2015 IDC Manufacturing Insights #US40637915 17

IDC MarketScape Methodology

IDC MarketScape criteria selection, weightings, and vendor scores represent well-researched IDC

judgment about the market and specific vendors. IDC analysts tailor the range of standard

characteristics by which vendors are measured through structured discussions, surveys, and

interviews with market leaders, participants, and end users. Market weightings are based on user

interviews, buyer surveys, and the input of a review board of IDC experts in each market. IDC analysts

base individual vendor scores, and ultimately vendor positions on the IDC MarketScape, on detailed

surveys and interviews with the vendors, publicly available information, and end-user experiences in

an effort to provide an accurate and consistent assessment of each vendor's characteristics, behavior,

and capability.

Market Definition

Product Life-Cycle Management

IDC Manufacturing Insights defines the PLM market as an enterprise software application solution that

brings together a number of activities required to develop, model, track, manage, and control the

products and to manufacture, sell, maintain and, finally, retire these products. PLM applications are:

Actively involved in enabling at least some of the PLM functions described in this section

Sold into product-centric environments (e.g., manufacturing)

Integrated to allow for data exchange and collaboration among employees, with a range of different responsibilities within the enterprise, as well as with outside partners (customers, marketing and sales, outsourced manufacturers, and so on)

For a vendor to be defined by IDC as a provider of PLM solutions, the vendor's enterprise software

should offer any of the following core functions:

Engineering software or some access to it, including mechanical computer-aided design (MCAD), mechanical computer-aided engineering (MCAE), and mechanical computer-aided manufacturing (MCAM)

cPDM, which according to IDC's taxonomy has a number of subsegments including vaulting, document management, change management, light geometry with view/markup capabilities

for visualization across the Web, parts libraries, and newly emerging idea management and product-focused environmental compliance management

Project and portfolio management (PPM) software used for new product development and introduction (NPDI)

Beyond these features that form the core of PLM applications, a comprehensive solution should also

include:

Collaboration applications, especially for team collaboration within the enterprise as well as

with external business partners

Business performance measurement software to analyze cost efficiencies and search for

process improvements

Strategies and Capabilities Criteria

Tables 1 and 2 provide key strategy and capability measures IDC Manufacturing Insights uses for

evaluating the success of PLM strategic consulting providers.

©2015 IDC Manufacturing Insights #US40637915 18

TABLE 1

Key Strategy Measures for Success: Worldwide Manufacturing PLM Strategy Consulting Vendors

Strategies Criteria Market-Specific Subcriteria Definitions

Subcriteria

Weights

Offering strategy

Functionality or offering road map Breadth of offerings are expected to match directly to current

customer needs to deliver maximum customer benefit over the next

three to five years.

2.0

Range of services strategy Vendors are expected to have deep experience in each of the areas

in which customers are currently seeking product life-cycle

management support–related offerings over the next three to five

years.

3.5

Portfolio strategy The vendor is expected to attribute a significant priority level to its

focus on product life-cycle management for the manufacturing

segment over the next three to five years.

3.0

Other offering strategies The company is expected to have a substantial customer base over

the next three to five years, including a number of manufacturing

customers across more than one manufacturing subindustry.

1.5

Subtotal 10.0

Go-to-market strategy

Pricing model The vendor will be willing to demonstrate value through flexible pricing

mechanisms, including profit sharing–based relationships, over the

next three to five years.

0.5

Sales/distribution strategy Over the next three to five years, the vendor's sales/distribution

structure will be aligned with the way customers, especially those in

high-growth market segments, want to buy — as demonstrated by a

global presence, large project experience, and location and number of

delivery centers.

4.5

Marketing strategy The vendor's marketing organization, marketing messages, and

account management structure are aligned with the priority customer

segments and executing well over the next three to five years.

2.0

Customer service strategy The vendor's customer-facing industry-specific expertise, technical

skills, project management capabilities, and level of value delivered to

customers are expected to satisfy market wants and needs over the

next three to five years.

3.0

Subtotal 10.0

Business strategy

Growth strategy The company is knowledgeable of the manufacturing market and has

a product life-cycle management focus. It will be heavily focused on

the manufacturing sector and specifically product life-cycle

management over the next three to five years.

1.5

©2015 IDC Manufacturing Insights #US40637915 19

TABLE 1

Key Strategy Measures for Success: Worldwide Manufacturing PLM Strategy Consulting Vendors

Strategies Criteria Market-Specific Subcriteria Definitions

Subcriteria

Weights

Innovation/R&D pace and

productivity

The pace of continued R&D investment is expanding the company's

PLM offerings within manufacturing over the next three to five years.

2.5

Financial/funding model The company will generate, attract, and manage capital/funding well

over the next three to five years to create market value and growth.

0.5

Employee strategy The company is expected to hire highly qualified manufacturing

resources and employees with industry experience and to organize

itself optimally to create market value for customers over the next

three to five years.

4.5

Other business strategies The company is expected to maintain a highly satisfied existing

customer base.

1.0

Subtotal 10.0

Source: IDC, 2015

TABLE 2

Key Capability Measures for Success: Worldwide Manufacturing PLM Strategy Consulting Vendors

Capabilities Criteria Market-Specific Subcriteria Definitions

Subcriteria

Weights

Offering capabilities

Delivery model appropriateness

and execution

Vendor shows it has worked on multiple projects in multiple categories

relevant to PLM and has capabilities in multiple areas including app

development, maintenance and support, infrastructure outsourcing,

SI, and so forth.

2.0

Portfolio benefits delivered The vendor has devoted a significant amount of time and effort to

product life-cycle management for the manufacturing industries

segment — as demonstrated by length of time in the market and

breadth of project types.

2.0

Range of services delivery Vendors have deep experience in each of the areas in which

customers are currently seeking product life-cycle management

support, which is demonstrated clearly through things such as

industry-specific project experience.

3.0

Other offering capabilities The company has a substantial customer base as demonstrated

through the number and type of customers across manufacturing

segments.

3.0

©2015 IDC Manufacturing Insights #US40637915 20

TABLE 2

Key Capability Measures for Success: Worldwide Manufacturing PLM Strategy Consulting Vendors

Capabilities Criteria Market-Specific Subcriteria Definitions

Subcriteria

Weights

Subtotal 10.0

Go-to-market capabilities

Pricing model options and

alignment

The vendor is willing to demonstrate value through flexible pricing

mechanisms, including profit sharing–based relationships.

1.0

Sales/distribution structure,

capabilities

The current sales/distribution structure is aligned with the way

customers, especially those in high-growth market segments, want to

buy as demonstrated by a global footprint, wide and varied project

experience, and delivery centers.

4.0

Marketing The vendor's marketing organization, marketing messages, and

account management are aligned with the priority customer segments

and executing well.

2.0

Customer service The vendor's industry-specific expertise, technical skills, project

management capabilities, and level of value delivered to customers

satisfy market wants and needs.

3.0

Subtotal 10.0

Business capabilities

Growth strategy execution The company is knowledgeable in manufacturing and is heavily

focused on the product life-cycle management sector.

2.5

Innovation/R&D pace and

productivity

The pace of continued R&D investment is expanding the company's

product life-cycle management for manufacturing offerings.

2.5

Financial/funding management The company is generating, attracting, and managing capital to create

market value; is profitable; and is growing.

0.5

Employee management The company will continue to hire qualified product life-cycle

management resources and employees with manufacturing industry

experience and organize itself optimally to create market value for

customers.

3.5

Other business capabilities The company is willing to provide customer references and examples. 1.0

Subtotal 10.0

Source: IDC, 2015

©2015 IDC Manufacturing Insights #US40637915 21

LEARN MORE

Related Research

IDC MarketScape: Worldwide Manufacturing PLM Systems Integrator and BPO Services 2015 Vendor Assessment (IDC Manufacturing Insights #MI259496, October 2015)

IDC MarketScape: Worldwide Manufacturing Service Life-Cycle Management SI/BPO 2015Vendor Assessment (IDC Manufacturing Insights #MI259305, September 2015)

Methods and Practices: 2015 Product and Service Innovation Survey — Ensuring Quality Is the Primary Goal (IDC Manufacturing Insights #MI256998, June 2015)

Perspective: The Time Is Now for PLM Analytics (IDC Manufacturing Insights #MI257148, June 2015)

IDC PlanScape: Building the Product Innovation Platform (IDC Manufacturing Insights #MI255220, April 2015)

Perspective: What Is the Impact of Connected Products on Product Innovation? (IDC Manufacturing Insights #MI254962, March 2015)

IDC FutureScape: Worldwide Manufacturing Product and Service Innovation 2015 Predictions(IDC #253397, December 2014)

Synopsis

This IDC Manufacturing Insights report uses the IDC MarketScape model to provide an assessment of

a number of providers participating in the worldwide manufacturing PLM strategic consulting market.

The IDC MarketScape is an evaluation based on a comprehensive framework and a set of parameters

that assesses providers relative to one another and to those factors expected to be most conducive to

success in a given market during both the short term and the long term.

"Where service providers in the PLM market differentiate themselves in strategic consulting is in

having the ability to work cohesively across the different functions of the global team to present a

unified front to the client — account management, project management, system architecture, and

technical support — and in not only executing to the letter of the service agreement but also proactively

making recommendations and providing potential solutions to problems," said Jeff Hojlo, program

director, Product Innovation Strategies.

About IDC

International Data Corporation (IDC) is the premier global provider of market intelligence, advisory

services, and events for the information technology, telecommunications and consumer technology

markets. IDC helps IT professionals, business executives, and the investment community make fact-

based decisions on technology purchases and business strategy. More than 1,100 IDC analysts

provide global, regional, and local expertise on technology and industry opportunities and trends in

over 110 countries worldwide. For 50 years, IDC has provided strategic insights to help our clients

achieve their key business objectives. IDC is a subsidiary of IDG, the world's leading technology

media, research, and events company.

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