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2. 2The 2014/2015 Procurecon Contingent Workforce Trends Report
Introduction
Due to several years of unpredictable global, economic conditions, organizations must
keep up with evolving standards. These standards change rapidly, so organizations
must be prepared for things to accelerate quickly. As companies hastily attempt to cut
costs at every corner, driving value through procurement is a top priority for business
leaders across all sectors. Procurement professionals have earned a “seat at the table” in
the corporate world, but they must adopt a business-driven (not a cost-driven) focus and
balance long-term vision with short-term agility in order to keep it.
It was with this in mind that 310 procurement executives came together at the
ProcureCon Indirect East (PIE) conference in February 2014 to answer questions
about emerging trends in the procurement sector. The team behind WBR’s ProcureCon
conference series, along with partner Beeline (a leading provider of contingent
workforce solutions), put together a questionnaire that was distributed to attendees at the
ProcureCon Indirect East conference. The goal of the survey was to understand where
companies are in their procurement transformation processes, whether they are on
track to completing their transformations according to their plans, and how they plan to
combat cost increases in 2014. According to attendees’ responses, many procurement
functions still do not operate on a strategic level within their respective organizations.
Thirty-six percent of procurement professionals reported that their companies were
behind schedule in their transformation goals. Of the procurement professionals
who said that their companies were behind schedule, 43 percent of them have been
operating their systems for less than a year.
This report is comprised of the responses from 70 cross-vertical leading enterprises,
including Google, Deloitte, and Toyota. The roles of those answering the survey ranged
from Chief Procurement Officer to Global Director of Indirect Procurement to Vice
President and Head of Strategic Sourcing. The procurement professionals from these
companies, on average, managed spend between one and five billion dollars.
According to the survey, 79 percent of companies reported that procurement teams
manage contingent and outsourced labor programs while 21 percent said that this
function sits within another department or changes depending on the project. More
than half of respondents felt that their procurement team is not properly staffed, though
the same number of respondents reported their procurement teams are comprised of
26 people or more. Lacking a strategic, integrated plan for hiring new talent that have
the “right skills for the right job” and failing to develop future leaders in their divisions
of procurement could risk the core foundation of procurement’s “seat at the table” in
the years ahead. By maximizing the potential of both an extended workforce and
permanent employees, companies can gain critical advantages, including agility and
access to valuable talent.
Discuss the latest industry trends with speakers and ProcureCon experts.
Talk with your peers and learn how they get the most out of their spend.
Introduction..........................2
Stretching Beyond Savings.....3
Demographics......................4
Team Resources....................5
Transformation from
Tactical to Strategic...............8
Contingent Workforce
Management......................10
Vendor Management...........16
SOW Management............18
Opportunities for
the Year Ahead..................20
Conclusions........................21
About Beeline.....................22
About Procurecon...............23
About WBR Digital.............24
Opportunities
for Sponsorship..................24
What’s Ahead for
Procurement........................25
This symbol
indicates an
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point to note.
View The Next ProcureCon Agenda
3. 3
The 2014/2015 Procurecon Contingent Workforce Trends Report
Stretching
Beyond Savings
Recent years have been transformative for procurement professionals. Over the last
decade, procurement broke down “back office” perceptions, wherein value was only
seen through cost-cutting initiatives that improved cash flow to the bottom line. Since
then, procurement has made big strides in moving from a purely transactional facet of an
organization to a more strategic one. Procurement professionals of today and tomorrow
must implement strategic initiatives that bolster the bottom line while contributing to overall
organizational results. Best in class procurement professionals have adopted strategic
planning in practice and have shifted focus from the tactical work that impedes its
execution in practice.
In the face of tumultuous economic conditions, procurement professionals must
keep up with evolving organizational needs (that often change at warp speed).
Organizations need to have a flexible program that will adapt to rapid changes
and market conditions. Best in class organizations looking to make strategic,
financial decisions have started to rely more heavily on the use of contingent labor
to fill short-term gaps and on specific labor segments to supplant their full-time
employee bases. These outsourced workforces can span across many skillsets and
can be employed seasonally, as needed, or on longer term contracts where they
function much like full-time staff members. Their numbers can be as few as one or
as many as thousands.
According to an Accenture report titled, “Trends Reshaping the Future
of HR; The Rise of the Extended Workforce,” economists project that
the extended workforce will continue to increase globally as part
of a long-term trend and will become key to competitive success.
The report cites estimates from the Freelancers Union that 20
to 33 percent of today’s U.S. workforce is now comprised of
independent workers (e.g., freelancers, contractors, and temps),
up from six percent in 1989.
Another report from Taleo, a database vendor focused on talent
acquisition, cited that companies spend on average about $300
billion a year on outsourced contingent labor worldwide. In
addition, the U.S. Bureau of Labor Statistics predicts that
employment services will count among the fastest-growing
segments of the economy in the long term, adding 637,000
jobs in the next 10 years - twice the growth rate for the
overall economy during the same period.
As companies navigate this change in labor management, they
must decide how to efficiently structure their organizations. Who is
ultimately responsible for managing the contingent workforce? For many corporations,
that responsibility has fallen into procurement’s hands, where many procurement
professionals believe it belongs.
See how your firm compares to your peers and competitors by
viewing the results and analysis throughout this report.
“The simple matter is $$.
It is larger part of the bottom line with
a large firm—it has more attention and
more of a priority. If you can reduce the
spend of $1 billion by 10%... That’s a
lot. Reducing the spend of $10 million
by 10% while great, may not move the
needle enough in small organization.”
- Greg Muccio, Manager,
Human Capital,
Southwest Airlines
“Most senior leadership
does not understand the value of
the supply chain as it relates to
operations and, in turn, revenue and
profitability. They tend to focus on
Sales, Marketing, and Finance first,
then Operations and HR.”
- Mike Inman, Former CPO,
MGM Resorts
4. 4
The 2014/2015 Procurecon Contingent Workforce Trends Report
What industry does your
company represent?
0 5 10 15 20 25
24% of participants
represent financial
services, insurance,
and real estate firms.
24% Financial Services, Insurance, Real Estate
15% Retail and Consumer Products
14% Pharmaceutical, Healthcare, and Medical Devices
12% Other
11% Aerospace, Defense, Automotive, and Transportation
9% Energy, Oil & Gas, and Utilities
9% Chemical, Construction, Engineering, and Industrial Manufactuing
8% Telecom, Electronics, Hi-Tech, Software
5% Public, University, and Non-profit
3% Media, Publishing, Travel, Tourism, and Entertainment
5. 5The 2014/2015 Procurecon Contingent Workforce Trends Report
What is your estimated annual
procurement spend?
47% of respondents
estimated that the annual
procurement spend at their
companies was somewhere
between 1 billion and
5 billion dollars.
8% 9%
20%
47%
16%
q1
10
20
30
40
50
q3
8% <$200M annual
procurement spend
9% $200-$500M annual
procurement spend
20% $500M-$1B annual
procurement spend
47% $1B-$5B annual
procurement spend
16% >$5B annual
procurement spend
What is your annual contingent
workforce spend?
q7
5
10
15
20
25
30
35
q8
33% <$20 M
13% $20-$50 M
12% $50-$100M
33%
13% 12%
22%
20%
22% $100-$300M
20% >$300M
33% of respondents
are spending less
than $20 million on
contingent workforces/
contracted labor.
6. 6
The 2014/2015 Procurecon Contingent Workforce Trends Report
The majority of
firms have fairly large
procurement teams with
more than 50%
of the respondents
reporting they have
teams of 26 people
or more.
How large is your procurement team?
17% 1-5 employees
20% 6-15 employees
12% 16-25 people
in the team
12% 26-35
employees
38% 35 or more
employees
38%
17%
20%
12%12%
50%
Do you feel your team is
properly staffed?
34% Yes
56% No
9% Not sure
q4
56%
34%
9%
56% of respondents
do not feel that their
procurement teams are
properly staffed.
7. More than half
of respondents feel that
their procurement team
is not properly staffed
though the same number of respondents said that their procurement teams
are comprised of 26 people or more. These responses point to the
growing responsibilities placed on procurement’s shoulders and their
changing roles as relationship builders, not just cost cutters. With all of
the new business needs that procurement professionals have had to take
on over the past decade or so, it is no wonder that their sourcing teams
are getting stretched thin. By extracting and automating the most tactical
procurement processes (e.g., ordering material, spend reporting, etc.),
it could free up time for teams to shift their focus to the more
important matters at hand, including building sourcing
strategies, maintaining contracts,
and appraising/developing
suppliers.
“Procurement can be a victim
of its own success – show results
and value add and more work comes your way.
I try to focus on strategic projects that add
value with my staff and outsource the tactical
procurement activities to a third party. You need
to be able to develop a business case and show
the ROI of procurement involvement to show why
you need additional resources and payback.”
– Craig T. Demarest, Senior Director
Chief of Procurement,
RJReynolds
72014/2015 State of Indirect Procurement Benchmark Report
8. 8
The 2014/2015 Procurecon Contingent Workforce Trends Report
Is your company meeting its procurement
transformation goals?
0 5 10 15 20 25
q5
5
10
15
20
25
30
35
40
q6
36%
35%
12% 12%
5%
36% Behind Schedule
35% Right On Schedule
12% Complete
36% of leading
companies are behind
schedule in their
transformation goals.
12% Ahead of Schedule
5% Don’t Know
“I think that only 12% have completed the transformation from tactical to
strategic because of lack of internal buy-in.”
- Mike Inman, Former CPO, MGM Resorts
“C Level support is key but it’s also important to have buy-in from the
business units you support. To be able to understand their needs as well
as having clearly defined goals, supporting analytics and an engaged
supply base [will] ensure greater adoption and success.”
- Michelle Routhier, Program Manager Procurement Services, Microsoft
9. For years,
procurement officials
have aimed to earn a
seat at the table.
However, according to our survey, many procurement functions still do
not operate on a strategic level. Of the procurement professionals who
said that the transition from tactical to strategic is behind schedule,
43% have been operating their systems for less than a year.
The ability to move from “tactical” to “strategic” is now the foundation
of procurement’s value within an organization. Shifting the focus
from finding the lowest cost for purchased goods or services to what
a business needs to accomplish its goals is a clear departure from
procurement’s past practices. Years ago, procurement used to be just
a back-office administrative job that processed purchase orders.
However, procurement has since worked its way up to become
a leading strategic function of a company
to deliver cost savings and
value creation.
92014/2015 State of Indirect Procurement Benchmark Report
10. 10
The 2014/2015 Procurecon Contingent Workforce Trends Report
Is your company’s contingent/
outsourced labor handled by
procurement, or through another
department?
79% Handled by procurement
21% Managed by another department
79%
21%
Driving value through
procurement starts with the
organization’s commitment of
resources to talent acquisition
and management. An effective
procurement team must be able
to integrate trends, insights, and
analytics to impact business
growth. It is only through
focused category management
(which taps into diverse teams
who have varied skillsets) that
procurement can effectively
drive business planning
and contribute to overall
organizational results.
“At RJRT, client areas manage the relationship for their particular contingent
labor engagement. Procurement plays a role in vendor management and
leads in contracting process. Why Procurement? They have the skills and
experience contracting and managing suppliers.”
– Craig T. Demarest, Senior Director, Chief of Procurement, RJ Reynolds
79% of procurement
professionals reported
that their company’s
contingent/outsourced
labor is handled by
procurement.
q5
5
q6
11. 11The 2014/2015 Procurecon Contingent Workforce Trends Report
Is your contingent workforce
program deployed globally?
34% Yes
66% No
Only 34% of
contingent workforce
programs are deployed
globally.
q8
66%
34%
Global category management involves linking and aligning procurement strategies
to the strategy for the organization as a whole. Across organizations, borders, and
countries, organizations need to have a flexible program that will adapt to rapid
changes and market conditions. This is crucial to stay competitive in the industry…
a “need-to-have” that is definitely easier said than done.
12. 12
The 2014/2015 Procurecon Contingent Workforce Trends Report
How many employees support
your contingent workforce
programs?
q9 10 20 30 40 50 60 70 8
q10
64% 1 to 5
29% 6 to 15
64%
29%
5%
2%
A vast majority (64%) of
procurement professionals
said that only 1 to 5
employees are supporting
their contingent workforce
programs.
5% 16 to 25
2% Over 35
This is somewhat surprising
because some programs
can manage thousands of laborers.
However, this may be due to the fact
that many procurement professionals
are not managing contingent labor
themselves, but instead through
a Managed Service Provider, as
evidenced on page 15.
What does this mean for companies
who have contingent workforces
larger than their actual workforces,
like RJ Reynolds for example?
“As this grows and the complexities and regulations/
compliance activity grows, companies need to develop
better solutions – technology, Vendor Management
Systems, and Master Service Providers – or add more
bodies.”
– Craig T. Demarest, Senior Director, Chief of Procurement, RJ
Reynolds
“Each company’s needs are different but added pressures
to increase savings could contribute to this from both
reduced procurement staff to increased workload.”
– Michelle Routhier, Program Manager, Procurement Services,
Microsoft
13. 13The 2014/2015 Procurecon Contingent Workforce Trends Report
How long have you been
operating your contingent
workforce program?
12% <1 year
25% 1-5 years
q9 10 20 30 40 50 60
q10
44%
19%
12%
25%
44% 5-10 years
19% > 10 years
44% of respondents
reported that they
started/implemented
their contingent
workforce program over
the last 5-10 years.
The findings suggest that larger firms tend to lead the market when it comes to
their transformation from tactical to strategic procurement strategies. This is not
to say that smaller organizations could not, but they tend to not have the scale
required to make their investments worthwhile.
14. Sixty percent
of the companies
who reported to be operating their contingent
workforce systems for 10 years or more
reported to have an annual spend of over
100 million. Conversely, all of the companies
who reported implementing/operating their
contingent workforce systems for less than
a year have an annual spend of less
than 20 million.
8% 9%
20%
47%
16%
q1
10
20
30
40
50
q3
8% <$200M annual procurement spend
9% $200-$500M annual procurement spend
20% $500M-$1B annual procurement spend
47% $1B-$5B annual procurement
spend
16% >$5B annual procurement spend
142014/2015 State of Indirect Procurement Benchmark Report
15. 15The 2014/2015 Procurecon Contingent Workforce Trends Report
Who currently manages your
contingent workforce program?
31% Managed Service Provider
16% Vendor Management Office
46% of respondents
said that their contingent
workforce program
is managed by a
combination of Managed
Service Providers and
internal management.
q11
q12 5 10 15 20 25
46% Combination of Managed
Service Providers and
internal management
7% No program in place
46%
7%
31%
16%
“Properly staffed does not necessarily mean just having the appropriate
quantity of people. It also means having the right people in the right
positions with the right skillset. Reliance is on the type of interaction
required (e.g. strategic sourcing vs. transactional processing) and the
volume/mix/complexity of the purchasing activity.”
– Barbara Smith, Enterprise Labor Services Purchasing Manager, Xerox
Effective management of
temporary workers and
contracted services needs
supervision to enforce
policies, procedures, and
performance. In order to
effectively manage contingent
labor, there needs to be
measures in place to gauge
the program’s overall success.
Without that, an organization
could risk misclassifying
workers and potentially
overpaying for services.
16. 16
The 2014/2015 Procurecon Contingent Workforce Trends Report
If using a Vendor Management
System (VMS) to track and manage
your contingent workforce, how
many years has the system been
in place?
q13
q12 5 10 15 20 25 30 35 33% <1 year
18% 1to 3 years
33%
18%
18%
31%
Less than 1/3 of the
attendees (31%) have
been using a Vendor
Management System to
track and manage their
contingent workforces
for 5 years or more.
18% 3 to 5 years
31% > 5 years
1/3 of the respondents
reported to be operating their
Vendor Management System
for less than a year.
“I believe the industry is maturing and progress is being made in this area.
Next generation outsourced labor management will require more in-depth
knowledge of traditional contingent labor as well as SOW and ICs on a
global scale. Using a universal VMS or reporting platform is also key to
understanding a company’s data and identifying clear opportunities for
supplier rationalization/consolidation and productivity.”
–Barbara Smith, Enterprise Labor Services Purchasing Manager, Xerox
17. Critical to any
organization’s success
is implementing technology that creates a unified,
all-encompassing management system. Today in procurement, a
Vendor Management System (VMS) fits the bill. Implementing a
VMS solution when managing a contingent labor program allows
organizations to automate the workflow and streamline the ability
to see the ROI of its contingent workforce program.
VMS solutions give organizations the ability to see the whole
picture while having the proper visibility and control to
effectively manage outsourced projects
and get work done.
172014/2015 State of Indirect Procurement Benchmark Report
18. 18
The 2014/2015 Procurecon Contingent Workforce Trends Report
Is sourcing for Statements of
Work (SOW) handled within
procurement?
78% Handled by
procurement
22% Not handled by
procurement
78% of procurement
executives said that
Statements of Work (SOW)
are handled within the
procurement department.
78%
22%
q13
q14
q12 5 10 15 20 25 30 35
If you answered yes above, do
you feel your SOW spend is well
managed and well reported?
60% Yes
40% No
q13
q14
q12 5 10 15 20 25 30 35
60%
40%
Of those handling SOW
within their procurement
departments, 40% feel
SOW spend is not well
managed and well reported.
19. 19The 2014/2015 Procurecon Contingent Workforce Trends Report
Who currently manages your
SOW spend?
37% Vendor Management Office
33% Combination of Managed
Service Providers and internal
management
27% of respondents
do not have a SOW
program in place.
q15
10
20
30
40
50
60
70
80
27% Do not have a SOW
program in place
3% Managed Service Provider
37%
3%
33%
27%
“My experience, connecting with others throughout the field, is that we all
face similar challenges. The SOW process is complicated, with obstacles
such as defining the right scope of work, leveraging the right tools, and
implementing balanced risk or reward models. However, with the right
support, partners, and peer groups working together, you can enable a
successful program.”
- Michelle Routhier, Program Manager Procurement Services, Microsoft
With the majority (79%) of
procurement professionals tasked
with managing contingent labor
within their agencies, it calls into
question, “How effective are the
current purchasing decisions?”
Without proper management
of SOW spend in place,
procurement officials run the
risk of not fully leveraging their
spends, not helping to drive their
businesses forward, and ultimately
not delivering as a “true business
partner” to their respective
organizations.
20. 20
The 2014/2015 Procurecon Contingent Workforce Trends Report
In your business, where do the
biggest opportunities lie for 2014
(within the following categories)?
q16
10
20
30
40
50
60
70
80
Cost Savings
Compliance & Risk Mitigation
42%
26%
18%
42%
24%
11%
20%
18%
45%
62%
35%
26%
35%
20%
Technology Marketing Capital People MRO Travel Other
Expenditures
(answers are not meant to equal 100%)
The majority of
procurement professionals
see technology as
their biggest opportunity
for cost savings (62%)
and compliance/risk
mitigation (42%).
Cost Savings
62% Technology
45% Marketing
42% Capital Expenditures
35% People
35% MRO
26% Travel
20% Other
Compliance & Risk Mitigation
42% Technology
18% Marketing
26% Capital Expenditures
24% People
20% MRO
11% Travel
18% Other
“I was surprised that technology was still seen as the #1 opportunity, I
would have guessed it would have been well managed years ago.
Perhaps it is because of recent advances in technology applications
and usability – migrating every part of a business to real time on mobile
devices.”
- Mike Inman, Former CPO, MGM Resorts
This suggests that procurement
professionals will likely reevaluate
their contracts for IT/software in
the year ahead and will focus
on extracting money from
the spend for the tools/
resources used in
this space.
21. cost savings (62%) and
compliance/risk mitigation
(42%) to boost their
bottom line.
While the market for technology
has exploded over the past few years with software
related to procurement management, most mature
procurement organizations already have solid processes
in place. That is why the majority of procurement
professionals see technology as their biggest opportunity for
Human capital,
on the other hand, has become both a scarce
and valued resource, which is why only 35%
saw this as a viable option for cost saving
and 24% saw it as a big opportunity for
compliance/risk mitigation. This suggests that
procurement professionals recognize the
value of investing in talent and will continue
to develop the knowledge management
structure in the years
to come.
212014/2015 State of Indirect Procurement Benchmark Report
22. 22
The 2014/2015 Procurecon Contingent Workforce Trends Report
About Beeline
Beeline is a market leader in software solutions for sourcing and managing the
flexible workforce. Offering intelligent workforce solutions – including a Vendor
Management System (VMS) – to help procurement, sourcing, and human resources
professionals optimize costs, reduce risks and add value to their local and
international contingent labor programs.
As Fortune 500 and Global 1000 companies expand their flexible workforce
to complement their permanent employees, they increasingly turn to Beeline for
comprehensive management of all categories of flexible labor spend, including
contingent and outsourced labor, consultants, and project-based contractors.
Beeline VMS has everything you need to automate all categories of your flexible
workforce. Delivered through a powerful Software-as-a-Service platform, Beeline
provides a full spectrum of trusted solutions. Every solution is delivered with powerful
technology, actionable analytics, elegant user experience, unparalleled workflow
and system configuration, unrivaled data security, and seamless integrations.
With Beeline, you can achieve:
Cost savings - Eliminate rogue spending. Consolidate suppliers. Benchmark rates.
Negotiate savings and volume/early pay discounts. Consolidate invoicing. Reduce
administrative errors.
Visibility - Use advanced analytics to reveal where your organization spends its
money. Learn how to make better decisions for the future.
Compliance - Create transparent procurement cycles for greater control and policy
enforcement. Ensure adherence to procurement strategy and policies. Mitigate
security concerns. Reduce potential exposure to regulatory risks and litigation.
Quality Control - Measure and monitor supplier performance. Ensure process and
performance consistency.
Operational Efficiency - Automate procurement cycles. Reduce time to fill positions.
Consolidate billing and supplier payments. Ensure 100% invoice accuracy.
Award-winning business intelligence, superior technology, a global network of local
knowledge, and service-driven people based close to its clients operations make
Beeline the best VMS for today’s leading enterprises.
To learn more, visit beeline.com
Beeline is a strategic and independently operated business unit of Adecco Group,
the world’s leading provider of human capital management.
23. 23The 2014/2015 Procurecon Contingent Workforce Trends Report
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24. 24
The 2014/2015 Procurecon Contingent Workforce Trends Report
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25. 25The 2014/2015 Procurecon Contingent Workforce Trends Report
“The networking
opportunities alone are
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Where else do you have
the opportunity to sit in a
room full of procurement
professionals and listen
to how they dealt with
challenges and problems.....
then meet them one-on-one
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Strategic Buyer, Volvo Group
Non-Automotive Purchasing
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