Seamlessly implementing a consolidated global MSP for a global energy company.

Challenge: A global energy client sought to streamline its contingent labor management. The client was operating two separate programs: a self-managed program for non-IT talent and a program managed by another provider for IT talent. This dual-program approach resulted in operational inefficiencies, inconsistent processes, and missed opportunities for cost savings. The client's primary objective was to consolidate these two programs into a single, unified solution to improve efficiency, reduce costs, and ensure consistent management across all contingent labor.

Solution: KellyOCG was engaged to manage the consolidated contingent labor program. We implemented a comprehensive, end-to-end solution that seamlessly integrated the management of both IT and non-IT talent. Our approach focused on:

• Centralization: Consolidating all contingent labor operations under a single, dedicated management team.
• Process Harmonization: Standardizing processes, policies, and systems to ensure consistency and efficiency.
• Global Implementation: Rolling out the new program across all of the client's operations in 53 countries.

Value: We’re live in 53 countries, with 165 global suppliers, and >$800M in spend under management. A buyer-funded, single-invoice model saved costs; efficiencies cut global transition time; refreshed training reduced turnover; and (previously reluctant) stakeholders were impressed. The successful implementation of the KellyOCG Managed Contingent Labor Program delivered significant results for the global energy client. The transition was executed flawlessly, with zero disruptions to the client's business operations.

Within just one year, the program achieved remarkable outcomes:

• Global Reach: The new model was successfully implemented in 53 countries worldwide.
• Financial Savings: The program delivered an estimated $4 million in direct contractor management savings, a testament to the streamlined processes and cost-effective management.
• Spend Under Management: The program brought $800 million in spend under management, demonstrating the scale and impact of the new solution.