NEW YORK, May 25, 2010 (BUSINESS WIRE) — Genpact Limited (G 15.52, -0.31, -1.96%), a global leader in business process and technology management, was included on the 2010 Supply & Demand Chain Executive (SDCE) 100 list of leading supply chain solution and service providers. Genpact joins a select group of providers named as leading supply and demand chain innovators who are helping their clients transform their supply chain operations and prepare for future economic recovery-driven growth.

Genpact has been helping to ensure supply chain excellence for its clients around the world for more than 10 years through its comprehensive and holistic methodology. Genpact’s clients — including global multi-billion dollar companies in industries such as aviation, security, insurance, energy, healthcare, logistics, and engineering — have realized increased cash flows, optimized working capital, improved customer service and faster time to market for their products.

“In today’s economy, companies can no longer afford a ‘quick-fix’ approach to mending broken processes that produce short-term gains,” noted Andrew K. Reese, editor of Supply & Demand Chain Executive. “Genpact’s focus on root causes and holistic, end-to-end approach to improving the supply chain based on Six Sigma and Lean, and its Smart Enterprise Processes (SEP(SM)) methodology for managing business processes, helps ensure ‘one-time’ fixes that improve the effectiveness as well as the efficiency of the supply chain. Based on the results Genpact has achieved with its clients, we are pleased to include them in this year’s Supply & Demand Chain Executive 100.”

Genpact boasts an experienced workforce of supply chain and procurement services professionals across the globe that collectively hold domain expertise in more than 10 vertical markets. These experts combine Lean and Six Sigma methodologies with strong process execution, analytics, reengineering, and both proprietary and third-party technologies to help client organizations significantly improve supply chain performance and effectiveness. Genpact’s supply chain services manage over $2 billion in inventory and forecasting for over 500,000 stock-keeping units (SKUs) across industries, more than $15 billion in spend implemented over 12,000 supplier contracts, and more than 2.5 million purchasing transactions and 8 million invoices.

“Many organizations have been struggling with inaccurate demand forecasts, huge inventory build-ups, high material acquisition and logistics costs and customer dissatisfaction. These supply chain inefficiencies have a significant effect on the organizations’ cash flow, and ultimately their competitiveness and profitability,” said Navanit Samaiyar, senior vice president, Procurement and Supply Chain Operations, Genpact and a thought leader in SDCEs 2010 ‘Provider Pros to Know’. “Genpact takes an enterprise-wide view of supply chain improvements rather than a narrow view of individual functions to bring in 2-5x higher business impact to our clients. We are honored to be recognized as a supply chain services innovator based on our commitment to our clients’ supply chain effectiveness,” he added.

About Genpact

Genpact is a global leader in business process and technology management, offering a broad portfolio of enterprise and industry-specific services. The company manages over 3,000 processes for more than 400 clients worldwide. Putting process in the forefront, Genpact couples its deep process knowledge and insights with focused IT capabilities, targeted analytics and pragmatic reengineering to deliver comprehensive solutions for clients. Lean and Six Sigma are an integral part of Genpact’s culture and Genpact views the management of business processes as a science. Genpact has developed Smart Enterprise Processes (SEP(SM)), a groundbreaking, rigorously scientific methodology for managing business processes, which focuses on optimizing process effectiveness in addition to efficiency to deliver superior business outcomes. Services are seamlessly delivered from a global network of centers to meet a client’s business objectives, cultural and language needs and cost reduction goals. Learn more at www.genpact.com.

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Voice of the Customer (VOC)

Both Six Sigma and marketing make it a point to give due consideration to the Voice of the Customer (VOC), although their ultimate goals vary. For example,6Sigma treats VOC as a representation of customer needs and expectations whereas marketing treats VOC as requirements that can be met with effective marketing and advertising. Based on the VOC,6 Sigma aims at reducing costs, improving quality or adding new features as desired by customers.

In comparison, the marketing department treats VOC by increasing ad spends, hiring celebrities as brand ambassadors, or reworking the external features and packaging. Both these functionalities may treat the VOC differently, but that is not a problem for business organizations because ultimately both aim at increasing sales and customer satisfaction.

In today’s highly competitive marketplace, it will be very difficult to determine what will work and what will not – and as such, it is always better to have a two-pronged strategy for attracting and retaining customers.

Cost Reductions

Six Sigma always aims at reducing operational costs, but that is not always the case for the marketing department. Also true is the fact that the marketing department does not reduce costs in the real sense, that it merely utilizes marketing techniques such as discounts and freebies that have more or less the same affect on customers as a real reduction in prices can have.

However, since both the functionalities aim at getting the attention of customers, we can say that cost reductions are a similarity, even though they might be real in the domain of 6 Sigma and superficial in the domain of marketing.

Continuity

Both Six Sigma and marketing are continuous functions (i.e., they aim at making continuous improvements so as to attract more customers and increase market share). Since both stress making continuous improvements in order to make way for increased efficiencies, we can say that “continuity” is a similarity between 6 Sigma and marketing.

However, their actual working differs in that Six Sigma aims at making continuous quality improvements in the product, service or process whereas marketing aims at making continuous improvements in the organizational marketing strategy.

Even though both functionalities have a lot in common, they are quite different from each other – and this is why we do not normally see marketing professionals joining the Six Sigma implementation team members. Exceptions are always possible, but since both the functionalities follow completely different procedures for achieving more or less the same goals and objectives, it is better to leave the two functionalities alone and not try to join things together, something that can spell disaster both for the marketing department and the 6 Sigma team.

Specialization holds the key for success in today’s age of globalization and as such, needs to be respected.

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