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  • Ten Steps to Designing an SOW Management Strategy and Business Model

    SIA’s most recent regional buyer surveys show that 47% of programs in APAC, 44% of programs in the Americas and 41% of programs in EMEA respectively, have SOW spend incorporated within their contingent workforce (CW) programs. Furthermore, most organizations claim to be ‘seriously exploring’ the addition of SOW spend into their programs within the next two years, demonstrating that SOW management is now a well-established feature of today’s CW program management portfolio. What remains unclear, however, is the depth to which this category of spend is managed in terms of the actual engagement management activity undertaken.SOW spend management activity can range from total, end-to-end SOW project/services management through to simply tracking SOW project/services engagement spend.This report is a useful tool for any CW program manager considering incorporating SOW management into their program. It identifies and details ten best-practice steps to consider when designing an effective SOW management strategy and operating business model.The steps are explored in further detail in Module One of SIA’s CCWP Statement of Work (SOW) Management Certification class. For more information on CCWP classes and certification visit the certification page of SIA’s website. Ten Steps to Designing an SOW Management Strategy and Business Model - You do not have permission to view this object. […]

  • Contingent Workforce Program Insights

    Staffing Industry Analysts (SIA) has been providing business intelligence and advisory services to Contingent Workforce Strategies (CWS) Council members for over ten years. We assist members with validating contingent labor sourcing strategies, cost savings methodologies and assessing service providers using best practice and analytics from experienced industry practitioners. A core feature of CWS Council membership is SIA’s proprietary Program Maturity Assessment (PMA) underpinned by the SIA Maturity Model™. Since the inception of the CWS Council, SIA has conducted more than 100 assessments with organizations that manage some of the world’s largest and most complex contingent workforce programs. To enable members to benchmark their program profile and maturity against other contingent workforce programs, we have aggregated the results of PMAs conducted over an 18-month period and the program profiles of participants. Contingent Workforce Program Insights - You do not have permission to view this object. […]

  • CWS Council Early Payment Terms Model 2018

    CWS Council members can use this tool to negotiate with their internal finance to negate the extended payment terms argumentFor information on how to use this tool please contact CWS Council Member Services at enterpriseservices@stafifngindustry.com To download the file please click below: CWS Council Early Payment Terms Model 2018 - You do not have permission to view this object. […]

  • VMS Market Developments Part 2: Market Size and Growth

    Executive SummaryIn 2017, the contingent workforce Vendor Management System (VMS) market represented $154 billion of spend under management, an 11% from the prior year. Although growth continues to decelerate, it is still in the double digits, evidence of the appetite for managing contingent workforce programs through a VMS. North America continues to dominate the market with a 66% share, still growing robustly at 10%. EMEA is growing at 14% as it has more untapped terrain in terms of penetration of the staffing and SOW market. The APAC market is growing the fastest of the three regions at 15%, but the growth is from a low base, and it continues to experience challenges in gaining traction in several markets.There is considerable room in the SOW market for more penetration of VMS, and while some providers are reporting 30%+ growth in SOW (and over large numbers), the robust growth is not universal among participants; for some, growth was less than that of temp/contract. Anecdotally, many enterprise buyers continue to struggle to clearly define the role of VMS in managing SOW versus traditional procurement software suites such as Ariba or Coupa.Nearly one third of programs cover three or more regions as vendors continue to roll out capability to new countries, driven by customers that want to gain visibility and centralize control of workers globally.A large share of the market (75%) is represented by client organizations of more than 10,000 employees (FTE), although buyers across all sizes of organizations are represented.As in previous years, the prevalent pricing method is percentage of spend through the program, typically funded by the supplier. However, Europe has a higher adoption of client funded programs due to a number of factors, which include nascent adoption of MSP models leading to supplier resistance in paying the incremental cost versus unproved value. Also, European staffing suppliers often have lower gross margins than most staffing suppliers in North America, making fee absorption a difficult proposition and hindering adoption.The three largest providers globally, each with spend under management above $10 billion, are Beeline, DCR Workforce and SAP Fieldglass. While there are providers that are focused on a given country (US, France, the Netherlands), the majority of providers in our study service multiple regions. VMS providers typically support a wide range of industries, apart from those that are focused on the healthcare market.The full report can be downloaded by clicking the link below: VMS Market Developments - Part 2 20181111 - You do not have permission to view this object. […]

  • Ten Steps to Designing an SOW Management Strategy and Business Model

    SIA’s most recent regional buyer surveys show that 47% of programs in APAC, 44% of programs in the Americas and 41% of programs in EMEA respectively, have SOW spend incorporated within their contingent workforce (CW) programs. Furthermore, most organizations claim to be ‘seriously exploring’ the addition of SOW spend into their programs within the next two years, demonstrating that SOW management is now a well-established feature of today’s CW program management portfolio. What remains unclear, however, is the depth to which this category of spend is managed in terms of the actual engagement management activity undertaken.SOW spend management activity can range from total, end-to-end SOW project/services management through to simply tracking SOW project/services engagement spend.This report is a useful tool for any CW program manager considering incorporating SOW management into their program. It identifies and details ten best-practice steps to consider when designing an effective SOW management strategy and operating business model.The steps are explored in further detail in Module One of SIA’s CCWP Statement of Work (SOW) Management Certification class. For more information on CCWP classes and certification visit the certification page of SIA’s website. Ten Steps to Designing an SOW Management Strategy - You do not have permission to view this object. […]

  • Contingent Workforce Programme Insights

    Staffing Industry Analysts (SIA) has been providing business intelligence and advisory services to Contingent Workforce Strategies (CWS) Council members for over ten years. We assist members with validating contingent labour sourcing strategies, cost savings methodologies and assessing service providers using best practice and analytics from experienced industry practitioners.A core feature of CWS Council membership is SIA’s proprietary Programme Maturity Assessment (PMA) underpinned by the SIA Maturity Model™. Since the inception of the CWS Council, SIA has conducted more than 100 assessments with organisations that manage some of the world’s largest and most complex contingent workforce programmes.To enable members to benchmark their programme profile and maturity against other contingent workforce programmes, we have aggregated the results of PMAs conducted over an 18-month period and the programme profiles of participants. Contingent Workforce Programme Insights - You do not have permission to view this object. […]

  • CWS Council Early Payment Terms Model 2018

    CWS Council members can use this tool to negotiate with their internal finance to negate the extended payment terms argumentFor information on how to use this tool please contact CWS Council Member Services at enterpriseservices@stafifngindustry.com To download the file please click below: CWS Council Early Payment Terms Model 2018 - You do not have permission to view this object. […]

  • VMS Market Developments Part 2: Market Size and Growth

    In 2017, the contingent workforce Vendor Management System (VMS) market represented $154 billion of spend under management, an 11% from the prior year. Although growth continues to decelerate, it is still in the double digits, evidence of the appetite for managing contingent workforce programs through a VMS. North America continues to dominate the market with a 66% share, still growing robustly at 10%. EMEA is growing at 14% as it has more untapped terrain in terms of penetration of the staffing and SOW market. The APAC market is growing the fastest of the three regions at 15%, but the growth is from a low base, and it continues to experience challenges in gaining traction in several markets.There is considerable room in the SOW market for more penetration of VMS, and while some providers are reporting 30%+ growth in SOW (and over large numbers), the robust growth is not universal among participants; for some, growth was less than that of temp/contract. Anecdotally, many enterprise buyers continue to struggle to clearly define the role of VMS in managing SOW versus traditional procurement software suites such as Ariba or Coupa.Nearly one third of programs cover three or more regions as vendors continue to roll out capability to new countries, driven by customers that want to gain visibility and centralize control of workers globally.A large share of the market (75%) is represented by client organizations of more than 10,000 employees (FTE), although buyers across all sizes of organizations are represented.As in previous years, the prevalent pricing method is percentage of spend through the program, typically funded by the supplier. However, Europe has a higher adoption of client funded programs due to a number of factors, which include nascent adoption of MSP models leading to supplier resistance in paying the incremental cost versus unproved value. Also, European staffing suppliers often have lower gross margins than most staffing suppliers in North America, making fee absorption a difficult proposition and hindering adoption.The three largest providers globally, each with spend under management above $10 billion, are Beeline, DCR Workforce and SAP Fieldglass. While there are providers that are focused on a given country (US, France, the Netherlands), the majority of providers in our study service multiple regions. VMS providers typically support a wide range of industries, apart from those that are focused on the healthcare market.The full report can be downloaded by clicking the link below: VMS Market Developments - Part 2 20181111 - You do not have permission to view this object. […]

  • Ten Steps to Designing an SOW Management Strategy and Business Model

    SIA’s most recent regional buyer surveys show that 47% of programs in APAC, 44% of programs in the Americas and 41% of programs in EMEA respectively, have SOW spend incorporated within their contingent workforce (CW) programs. Furthermore, most organizations claim to be ‘seriously exploring’ the addition of SOW spend into their programs within the next two years, demonstrating that SOW management is now a well-established feature of today’s CW program management portfolio. What remains unclear, however, is the depth to which this category of spend is managed in terms of the actual engagement management activity undertaken.SOW spend management activity can range from total, end-to-end SOW project/services management through to simply tracking SOW project/services engagement spend.This report is a useful tool for any CW program manager considering incorporating SOW management into their program. It identifies and details ten best-practice steps to consider when designing an effective SOW management strategy and operating business model.The steps are explored in further detail in Module One of SIA’s CCWP Statement of Work (SOW) Management Certification class. For more information on CCWP classes and certification visit the certification page of SIA’s website. Ten Steps to Designing an SOW Management Strategy - You do not have permission to view this object. […]

  • Contingent Workforce Programme Insights

    Staffing Industry Analysts (SIA) has been providing business intelligence and advisory services to Contingent Workforce Strategies (CWS) Council members for over ten years. We assist members with validating contingent labour sourcing strategies, cost savings methodologies and assessing service providers using best practice and analytics from experienced industry practitioners. A core feature of CWS Council membership is SIA’s proprietary Programme Maturity Assessment (PMA) underpinned by the SIA Maturity Model™. Since the inception of the CWS Council, SIA has conducted more than 100 assessments with organisations that manage some of the world’s largest and most complex contingent workforce programmes. To enable members to benchmark their programme profile and maturity against other contingent workforce programmes, we have aggregated the results of PMAs conducted over an 18-month period and the programme profiles of participants. Contingent Workforce Programme Insights - You do not have permission to view this object. […]

  • CWS Council Early Payment Terms Model 2018

    CWS Council members can use this tool to negotiate with their internal finance to negate the extended payment terms argumentFor information on how to use this tool please contact CWS Council Member Services at enterpriseservices@stafifngindustry.com To download the file please click below: CWS Council Early Payment Terms Model 2018 - You do not have permission to view this object. […]

  • VMS Market Developments Part 2: Market Size and Growth

    In 2017, the contingent workforce Vendor Management System (VMS) market represented $154 billion of spend under management, an 11% from the prior year. Although growth continues to decelerate, it is still in the double digits, evidence of the appetite for managing contingent workforce programs through a VMS. North America continues to dominate the market with a 66% share, still growing robustly at 10%. EMEA is growing at 14% as it has more untapped terrain in terms of penetration of the staffing and SOW market. The APAC market is growing the fastest of the three regions at 15%, but the growth is from a low base, and it continues to experience challenges in gaining traction in several markets.There is considerable room in the SOW market for more penetration of VMS, and while some providers are reporting 30%+ growth in SOW (and over large numbers), the robust growth is not universal among participants; for some, growth was less than that of temp/contract. Anecdotally, many enterprise buyers continue to struggle to clearly define the role of VMS in managing SOW versus traditional procurement software suites such as Ariba or Coupa.Nearly one third of programs cover three or more regions as vendors continue to roll out capability to new countries, driven by customers that want to gain visibility and centralize control of workers globally.A large share of the market (75%) is represented by client organizations of more than 10,000 employees (FTE), although buyers across all sizes of organizations are represented.As in previous years, the prevalent pricing method is percentage of spend through the program, typically funded by the supplier. However, Europe has a higher adoption of client funded programs due to a number of factors, which include nascent adoption of MSP models leading to supplier resistance in paying the incremental cost versus unproved value. Also, European staffing suppliers often have lower gross margins than most staffing suppliers in North America, making fee absorption a difficult proposition and hindering adoption.The three largest providers globally, each with spend under management above $10 billion, are Beeline, DCR Workforce and SAP Fieldglass. While there are providers that are focused on a given country (US, France, the Netherlands), the majority of providers in our study service multiple regions. VMS providers typically support a wide range of industries, apart from those that are focused on the healthcare market.The full report can be downloaded by clicking the link below: VMS Market Developments - Part 2 20181111 - You do not have permission to view this object. […]