A global leader in delivering innovative communications and technology solutions had a mission “to give humans the ability to do more in this world.” However, disparate systems and processes grew increasingly complex with each merger and acquisition. An end-to-end integrated global platform solution was required to drive ongoing operational excellence.
One of the oldest and largest independent physicians associations had an opportunity to simplify and automate key member services to lower costs and improve revenue. The credentialing process, a core product offering, entailed recurring background checks and credentials verification for each physician member.
A leading airline undertook a large data migration project involving various MRO systems such as Maxi Merlin (WIZARD), Trax and Maintenix. The project also required aircraft part transfers between legacy MRO systems and Maintenix.
A leading utility had a decade-long business relationships with an MSP provider that had been underinvesting in the program. Spend was low and not growing, compliance issues were significant, and customer satisfaction was virtually non-existent. In addition, the customer was using the MSP’s proprietary VMS technology rather than a leading commercial solution.
A leading business and technology services provider had historically operated its contingent labor program with limited strategic involvement and a best efforts/low cost approach to req fulfillment, supplier management, and VMS technology. The result was too many suppliers, an inefficient process, and rates that were well outside of market.
A large media & entertainment firm established aggressive goals around both Tier 1 and Tier 2 diversity spend across its enterprise. Historically, the percentage of Tier 2 diverse spend within contingent labor had consistently tracked in the upper teens. The goal was to accelerate Tier 2 diverse spend without adversely impacting supplier or candidate quality.
A large media firm needed to significantly grow its internal technology group. Their internal efforts to date, coupled with various search firm engagements, had yielded minimal results to date, putting them well behind their internal hiring targets.
A large banking organization sought to broaden its diversity footprint and overall diverse spend as part of a CEO-led initiative. The program was performing effectively, with strong internal management, a rationalized supply base, and effective supplier performance management. There were no major concerns aside from the diversity spend initiative.
A leading insurer sought to expand its contingent labor program internationally while expanding services to include both staffing as well as services procurement (SOW spend).
