Over the past decade, Pinnacle has achieved 100.0% supplier payment accuracy within our MSP programs. Collectively, these programs represent tens of billions of dollars in payments and thousands of suppliers.…
summaryOur team took over an existing, VMS-based payrolling program from a large, global provider within the communications and media sector. A key goal was to transform a complex, highly manual…
Discover how a leading insurance provider achieved transformative MSP outcomes with Pinnacle’s expert guidance. Learn the strategies that revolutionized their operations, streamlining processes and driving success in the competitive insurance industry.
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 leading insurer sought to expand its contingent labor program internationally while expanding services to include both staffing as well as services procurement (SOW spend).
After a successful MSP and VMS implementation, a leading communications firm saw the opportunity to expand its program to encompass additional spend. However, the program was neither well-known nor understood internally, and the organization’s various business units had a long history of operating independently.
As part of our strategic relationship with a long-term client, we proposed outsourcing their Talent Acquisition function. The IT/professional program had shrunken considerably over the past decade, and the talent pool was not strong enough to serve internal customer needs.
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