Bank of Montreal (BMO) managed a large external workforce that included contingent workers, consultants, and outsourced service providers. Workforce onboarding, data management, and reporting were fragmented across multiple systems. This fragmentation created tens of thousands of manual transactions annually and required manual reconciliations that consumed significant time. BMO deployed a resource tracking system in 2022 to centralize management of its external labor. The implementation consolidated onboarding and workforce data into a single approach for improved visibility and reporting. It also supported real-time headcount tracking to strengthen workforce governance. As a result, BMO eliminated 100,000 manual transactions annually. The organization saved 20+ hours per month previously spent on reconciliation. BMO also achieved real-time headcount tracking and improved data quality to support workforce governance.

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Thermo Fisher Scientific needed to modernize contingent workforce management across a complex, global environment. The company had multiple acquired programs and legacy systems that needed consolidation and connection. It also required continuity in existing invoice processes while improving visibility through reporting. In 2021, Thermo Fisher Scientific transitioned to a new VMS to support modernization. The implementation integrated the VMS with HRIS and e-procurement systems. It also consolidated acquired programs and connected with legacy systems from company acquisitions to unify operations. The transition was delivered without disruption to existing invoice processes. Reporting capabilities were improved to support weekly insights. Mass integration errors were reduced significantly, contributing to enhanced operational efficiency and ongoing annual savings.

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Thermo Fisher Scientific, a global life sciences leader, needed to modernize its contingent workforce management. The company transitioned to a new VMS in 2021 while managing complex integrations. The program also needed to consolidate acquired programs and connect with legacy systems from acquisitions. A new VMS was implemented in 2021 and integrated with the company’s HRIS and e-procurement systems. The implementation consolidated acquired programs into a more unified approach. It also connected the VMS with legacy systems inherited through company acquisitions. The transition was delivered without disrupting existing invoice processes. The implementation reduced mass integration errors by 95%. The transition maintained invoice processing with zero disruption. The company also improved its reporting capabilities through enhanced weekly reporting. Overall, operational efficiency was improved following the deployment.

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An Australian territorial government replaced its incumbent VMS provider to manage contingent staffing across 25 government entities. It needed greater cost savings while reducing manual processes and administrative errors. The government also required compliance with stricter data security and privacy standards, role-based permissions, enhanced reporting, and capabilities that could support future needs. A new contingent workforce management platform was implemented in 2019 across directorates, public authorities, and territory-owned corporations. The implementation included a complex configuration to manage approximately AU$62 million in contingent spend. It delivered improved visibility into contingent staff, stronger compliance through proper worker classification, and advanced reporting and analytics. It also established a single source of truth for workforce data and was configured to support role-based permissions. The government achieved 39% first-year savings through automated tenure-based rates. Approximately AU$62 million in contingent spend was managed through the configured platform. The rollout supported all 25 government entities and was completed on schedule despite COVID-19 restrictions. Leadership cited flexibility and responsiveness in adapting to new implementation protocols.

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An Australian territorial government needed to replace its incumbent VMS provider and improve how it managed contingent staffing across 25 government entities. The government sought greater cost savings while reducing manual processes and administrative errors. It also required compliance with stricter data security and privacy standards, role-based permissions, and enhanced reporting functionality. The program needed future-proof capabilities to support evolving requirements. In 2019, the government implemented a new VMS with a complex, nuanced configuration to support directorates, public authorities, and territory-owned corporations. The deployment managed approximately AU$62 million in contingent spend. The platform provided enhanced visibility of contingent staff and enabled proper worker classification to support compliance. It also delivered advanced reporting and analytics and established a single source of truth for workforce data. The implementation was delivered on schedule despite COVID-19 restrictions. The government gained improved visibility into contingent staffing and strengthened compliance through worker classification. It also improved reporting and analytics capabilities and centralized workforce data into a single source of truth. Government leadership cited flexibility, responsiveness, and the ability to adapt to new protocols during rollout.

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Cognizant, a global IT services company with over 336,000 employees and 17,000+ external contractors, faced challenges managing tenure-based discount negotiations with staffing suppliers. The process required tracking contractors across their full lifecycle from onboarding through offboarding. Manual bill rate adjustments at multiple tenure milestones added complexity and effort. Cognizant needed a way to apply predetermined rate changes consistently without manual intervention. Cognizant partnered with an enterprise VMS provider starting in 2016 to automate tenure-based discount negotiations. An automated solution was developed to track contractors throughout their engagement. It applied bill rate adjustments automatically at predetermined tenure milestones such as 12 months, 18 months, and 24 months. The program removed the need for manual rate adjustment steps. The automated program delivered $13.4 million+ in savings in the first year. It automated 90% of the contingent workforce rate adjustment process. It supported management of 17,000+ external contractors using milestone-based tracking. The approach helped ensure consistent application of tenure-based bill rate changes across contractor engagements.

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Cognizant, a global IT services company with over 336,000 employees and 17,000+ external contractors, faced the challenge of managing tenure-based discount negotiations with staffing suppliers at scale. Manual bill rate adjustments across a large contingent workforce created administrative burden and inefficiency. The organization needed a way to ensure predetermined tenure milestones were consistently tracked and applied. Cognizant implemented an automated solution to track contractors from onboarding through offboarding and apply bill rate adjustments at predetermined tenure milestones. The program applied adjustments at milestones such as 12 months, 18 months, and 24 months without manual intervention. This automation removed the need for manual rate adjustment activities and standardized how tenure-based discounts were applied. The automated program delivered significant cost savings in the first year while improving efficiency for managing a large contingent workforce. It saved $13.4 million+ in the first year. It automated 90% of the contingent workforce and supported management of 17,000+ external contractors.

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Epiq, a global technology-enabled legal services leader with 8,000+ employees across 19 countries, faced a growing contingent workforce that needed tighter control and policy compliance. Manual processes made it difficult to manage talent acquisition and the full lifecycle of contingent labor consistently. The organization also needed clearer visibility into workforce data and costs across systems. Epiq partnered in 2011 to automate talent acquisition and manage contingent workforce operations while maintaining compliance with company policies and regulations. An end-to-end contingent workforce management approach was implemented, covering talent acquisition, onboarding, assignment management, offboarding, supplier payment, invoicing, and reconciliation. The platform automated provisioning with full onboarding visibility and integrated with Epiq's HCM and ERP systems. The implementation enabled Epiq to completely eliminate invoicing errors. It also delivered real-time reporting on headcount, open requests, and supplier scorecards. By integrating tracking of the entire workforce and costs across required systems, Epiq improved data-driven decision-making.

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Epiq, a global technology-enabled legal services leader, faced growing contingent workforce complexity while needing to maintain compliance with company policies and regulations. The organization operated with 8,000+ employees across 19 countries, increasing the scale and risk of staffing operations. Staffing invoicing errors created operational friction and undermined confidence in billing accuracy. In 2011, Epiq partnered with a contingent workforce management provider to automate talent acquisition and better manage its expanding contingent workforce. An end-to-end contingent workforce management approach was implemented, covering automated talent acquisition, onboarding, assignment management, offboarding, supplier payment, invoicing, and reconciliation. The implementation also included integration with HCM and ERP systems and provided real-time reporting capabilities. The program eliminated staffing invoicing errors. The end-to-end automation standardized key contingent workforce processes from onboarding through reconciliation. Real-time reporting improved visibility across contingent labor activities. System integrations helped streamline data flow across workforce and financial systems.

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A US-based automotive manufacturing leader with 165,000+ employees and 4,000+ contingent workers faced significant limitations with its previous VMS provider. The former system lacked flexibility to support multiple business units and geographic regions. It also had a poor user interface that discouraged adoption. Limited reporting capabilities hindered strategic staffing decisions and contributed to rogue spend and low system buy-in. In 2008, the organization switched to an enterprise VMS solution to address these gaps. It implemented a user-friendly, highly configurable platform designed to support varied business needs across regions and units. The deployment included robust reporting capabilities to improve visibility. It also incorporated customized candidate screening checklists and streamlined interview workflows. The company managed 4,000+ contingent workers and supported 165,000+ total employees through the solution. The partnership continued from 2008 onward as the organization worked toward standardization. The implementation progressed as a global solution to drive reporting and operational consistency across worldwide locations.

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A US-based automotive manufacturing leader with 165,000+ employees and 4,000+ contingent workers faced significant limitations with its former VMS provider. The system lacked flexibility to support multiple business units and geographic regions. It also had a poor user interface that discouraged adoption. Limited reporting hindered strategic staffing decisions, contributing to rogue spend and low system buy-in. The company switched to an enterprise VMS in 2008 to address these constraints. The implementation was designed to better support multiple business units and regions. The solution included customized screening and interview workflows to align with internal processes. It also introduced more consistent reporting to improve visibility. The transition established a partnership that dated back to 2008. The organization supported its workforce scale of 165,000+ employees alongside 4,000+ contingent workers through the program. Reporting consistency improved compared with the prior system’s limited capabilities. A global solution implementation remained in progress as part of the broader rollout.

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A US-based automotive manufacturing leader with 165,000+ employees and 4,000+ contingent workers faced significant limitations with its previous VMS provider. The prior system lacked flexibility to support multiple business units and geographic regions. It also had a poor user interface that discouraged adoption and limited reporting that hindered strategic staffing decisions. These issues contributed to rogue spend and low system buy-in across the organization. In 2008, the company switched to an enterprise VMS platform. The solution delivered a more user-friendly, highly configurable experience with robust reporting capabilities. It also included customized candidate screening checklists and streamlined interview workflows. The company implemented the platform as a global solution to drive reporting and operational consistency across worldwide locations. The company gained improved visibility across its workforce populations. It supported management of 4,000+ contingent workers alongside 165,000+ total employees through the system. It strengthened reporting and operational consistency by implementing a global solution across locations worldwide. It also improved adoption by providing a more user-friendly interface and configurable workflows.

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