Navigating External Workforce Managementsig.org/...Navigating_External_Workforce_Management... ·...
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Navigating External
Workforce Management
SAP Fieldglass
Scott MoorhouseSenior Consultant
sig.org/summit
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Navigating External Workforce
Management: Building a Business Case
Scott Moorhouse, SAP Fieldglass / March 15, 2017
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Survey the Room
• Who is currently building a business case or working toward a
business case in 2017?
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Business Case Roadmap
1. Purchasing factors
2. Identify key stakeholders
3. Business goals & objectives
4. Financial benefits
5. Risks & considerations
6. Implementation plan
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1. Purchasing Factors
Questions
• What matters?
• Worker quality
• Compliance/risk mitigation
• Cost savings
• Efficiency
• Visibility
Steps
• Identify organizational gaps and
foundational risks
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Value Buckets
V I S I B I L I T Y E F F I C I E N C Y Q U A L I T Y
C O S TC O M P L I A N C E
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2. Identify Key Stakeholders
Questions
• Who will own the solution?
• Who will benefit from the solution?
Steps
• Determine internal champions
• Communicate VMS benefits
throughout organization
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Common Stakeholders
Procurement Finance
Executives Legal
HR
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3. Business Goals & Objectives
Questions
• Where is the value?
• Hard ($) or soft (efficiency) value?
Steps
• Prioritize needs
• savings, compliance, strategic, etc.
• Examine the drivers of goals and
objectives
Time and expense capture
Integrations
Invoice automation
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Value Levers
Worker
Administration
Operational
EfficiencyProcess Workflow
Supplier
Performance
Buying Channel
OptimizationReports & Analytics
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4. Financial Benefits
Questions
• Is there a savings target/mandate?
• How can we measure the value?
Steps
• Iterate on value levers (previous
step)
• Tailor to business needs
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Financial Model
Financial Benefits
Annual Cost Savings Estimate Annual Cost Avoidance Estimate
1. Loss of volume discount due to late
payment of invoices in arrears2-4%
1. Reduce turnover of existing contractors
eligible to continue supporting
2-4%
2. Reduce current cost of invoice
management (e.g., researching
lost/missing invoices)
1-2%2. Reduce hours to track, maintain and
report contractor information1-2%
3. Reduce VMO FTE resource hours to
track and report contractor spend1-2%
3. Reduce hours to request or remove
access to systems1-2%
4. Reduce technical coordinators needed to
help provision contractors1-2%
4. Reduce number of RSA tokens needed
by contractors1-2%
Total 5-10% Total 5-10%
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5. Risks & Considerations
Questions
• How will we support this tool
(internal and external)?
• What is our change management
plan?
Steps
• Develop change management plan
• Identify potential problem areas
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6. Implementation Plan
Questions
• Who will lead implementation
internally?
• What resources will be needed (IT,
Purchasing/Hiring Managers, etc.)?
• Will there be 3rd parties (MSP,
suppliers, etc.)?
Steps
• Create RASCI
• Allocate resources
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Implementation Timeline
Validate Scope
Establish
Objectives
Converge “To Be”
Processes, Fieldglass
System Design &
Program concepts
Combine “To Be”
Process Flows
Business Rules for
Configuration
Obtain Design Sign-off
Perform System
& Integration Tests
End User
Communication &
Training
Goals
Analyze Design ConfigureTest & Train
Launch & Transition
Timeline
2 - 4 Weeks 2 - 3 Weeks 3 Weeks 3 Weeks 2 Weeks
Successfully Launch
Program
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SAP Fieldglass
Scott Moorhouse
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