Case Study 1

Contingent Workforce Program Optimization

Profile

Global multinational conglomerate with $30 billion in annual revenue; contingent workforce in 85 countries and $150M in US Temp labor spend under management.

Situation

  • Stagnated taxonomy and rate card that had not been assessed or updated in 5+ years
  • Workday implementation, requiring the need to map contingent worker taxonomy to Full-Time Employee job codes
  • High turnover
  • Long time to fill metrics

Solution

  • Implemented Talent Data Exchange (TDX) and Bi-annual spend review
  • Defined and implemented a rate management strategy
  • Assessed CW job taxonomy and mapped to FTE job codes
  • Conducted rate analysis, developed, reviewed and approved new rate card
  • A defined cost savings strategy

Outcome

  • Improved Hiring Manager and Supplier satisfaction by 25% in the first year
  • Number of CW job requirements aging greater than 30 days went from 150 to 0 in the first two quarters
  • Increased Quality - unfavorable contractor ends decreased by 20% in the first year
  • Increased competitive bidding by 24% in year 1
  • Annualized cost savings of $3.5M

Case Study 2

Services Procurement Transformation

Profile

Financial Services, Banking organization with a high percent of IT Temp and SOW spend.  About $120M in IT Temp spend, and $200M in IT SOW Services Procurement spend.

Situation

  • Misaligned taxonomy for CW and FTE
  • Lack of rate management and market benchmarks
  • Lack of visibility into Services Procurement spend and framework to manage
  • Priority to optimize workforce mix and holistic talent strategy

Solution

  • Conducted program assessment and a taxonomy and rate assessment; including mapping CW to FTE
  • Defined a solution to manage evolving taxonomy and market rates leveraging Talent Data Exchange
  • Assessed all SOW/Services Procurement spend and established the framework to manage SOW at category level
  • Defined a cost savings strategy that aligns to the expectation of the CIO

Outcome

  • Optimized taxonomy, mapped to FTE taxonomy enabling make vs. buy workforce analysis
  • Taxonomy & rate management strategy
  • Visibility and defined program framework to manage SOW/Services Procurement spend in the scope of the program
  • Defined savings strategy and action plan, targeting $8.5M in savings

Case Study 3

Workforce Mix Optimization

Profile

A multinational organization with $30 billion in annual revenue;  $150MM in US Staff Aug contingent labor spend under management, with 50% within Manufacturing.

Situation

  • High turnover and lack of efficiency in hiring
  • Increased rates to drive the supply of talent
  • Lack of forecasting and transparency into workforce needs
  • Lack of visibility into workforce options and decision support
  • Lack of sourcing and supplier management strategy for Manufacturing

Solution

  • Assessed and designed sourcing and supplier model for Manufacturing
  • Assessed current state workforce mix and make vs. buy
  • Built workforce decision support tool based assessment
  • Defined future state sourcing model and strategy for Manufacturing
  • Defined workforce analysis, forecasting methodology, and tools

Outcome

  • Complete visibility into external and internal labor spend
  • Ability to configure workforce mix to best deliver business outcomes
  • Better partnership with HR and Finance to forecast and meet talent needs
  • Annual cost savings of over $12.8 M

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