22‐23 July 2015Shangri‐La Hotel, Singapore© 2015 Crain Communications Inc. All rights reserved.
Thought Leadership:
Leadership & Execution Track
MSP Best Practices: Securing YourTalent Supply Chain
Speaker: Vinos Samuel, Senior Manager, MSP, Asia Pacific,Randstad Sourceright
WEDNESDAY 2:00 ‐ 3:00 PM AZALEA
agenda
•reasons for hire
•suppliers - an integral part
•MSP supplier management
•case study
•technology
•why suppliers like MSP
•what’s ahead?
agenda
MSP supplier management
• objectives
• methodology
• tiering
• structured performance management
• communication
• audit
strengthening program-level governance, transparency and risk management
objectives of supplier management
alongside existing business demands
active management and development of the supplier network
enhancing the reporting, performance measurement and operational analytics
access to critical and sought-after talent
analytics
visibility
manage change
ensuring continuity of supply
monitored continuous improvement
end-to-end process governance
open book policy
leverage spend to negotiate best rates
controlled, transparent vacancy distribution
in-house supplier partner manager
improve suppliers’ knowledge
philo
soph
yse
lect
ion
man
agem
ent
supplierperformancemanagement
biannual reviewmeeting
managementreporting
service levelagreements
quality questionnaire & survey
quality reviews
balancedscorecard
salary benchmarking
performance monitoring
supplier selection
gap analysis
identify supply chain
engagement models
MSP VMS(technology)
nichesuppliers
diversitysuppliers
MSP(optional)
externalsuppliers
MSP VMS(technology)
MSP or key supplier
niche suppliers
externalsuppliers
diversitysuppliers
vendor neutral
master vendor
MSP VMS(technology)
blended
MSP or key supplier
MSP(optional)
niche suppliers
externalsuppliers
diversitysuppliers
niche suppliers
externalsuppliers
diversitysuppliers
hybrid
supplier network
supplier networksupplier network
supplier tieringProject
Management Office (PMO)
Client
IT/Professional Admin/Clerical/ Light Industrial
Vendor neutral
IC SOW
location
category
strategy
fulfillment
SupplierSupplierSupplier
SupplierSupplier
Tiered
SupplierSupplier
Supplier Payroll Supplier
Master Vendor
Supplier
Additional geographies
considerations• labour category• location• talent availability• performance of existing
supply chain• speed to production• niche requirements
performance management
supplierperformancemanagement
biannual reviewmeeting
managementreporting
service levelagreements
quality questionnaire & survey
quality reviews
balancedscorecard
supplier audit process
1PMO communicates to shared service of Audit start/end date
2PMO provides Audit Specialist w/quarter active contractor detail & supplier contact info
3Audit Specialist selects the appropriate % to audit
4Audit Specialist creates & distributes a template letter, data to be submitted to each supplier
5Supplier submits document s to Risk Specialist for review
6Risk audits all documentation provided by supplier
7Risk communicates final results to Supplier Specialist
8Supplier Specialist coordinates call to review in detail with PMO
9Supplier Specialist will communicate final corrective action plan to Risk, Risk to communicate to supplier
• insurance documents
• offer letters• NDA• background
check documents
•strong supplier engagement•coaching performance to create greater opportunity
•supplier rationalisation – right-size panel•monitor and review SLA performance• information sharing - (business intelligence and market information)
•communication•client expectations •performance management practices
• reduce non-panel activity• tighter compliance to recruitment, on-boarding
and off-boarding• legislation requirements
outcomes of oursupplier management approach
• increased hiring manager and supplier engagement measured through satisfaction surveys
• considerable reduction in time to fill
• achieve greater than 90% compliance to Supplier Panel (best practise is typically 85%)
• risk reduction
• driving hiring efficiencies• reduction in fill time• risk reduction• increased candidate attraction
consistency
quality
compliance
IT software and services client
quality of submission
3:1TTF
35%
reduction in rogue spend
70%HM satisfaction
87%
rate card compliance
90%
panel compliance
95%
Scenario: • vendor selection and empanelment was BU/HM function• not an optimised panel• no vendor performance management in place• no visibility into rates/spend
evolution
2011●supplier partnership reviews●scorecarding
2013●satisfaction surveys●quarterly newsletters
●audit
current●state of optimisation
2014●supplier summit●formalised corrective action process
●tiering
2012•panel optimisation•program policy documented
scenario•no baselines on spend or SLA’s•no improvement strategy in place
access to all LOB manager requirements
reduced administration work
less sales activityreporting and analytics possibility
access to other MSP partner clients
why suppliers like MSP
• forecast & analytics
• six sigma methodology
• going mobile
• integrated talent management solutions
what’s next?
• six sigma, lean or other process & quality initiatives
• workforce planning & forecasting
• predictive analytics –Talentradar
• freelancer management system
• improved scorecards
• go mobile
• independent contractor,perm, SOW
looking ahead
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