Results

Global Contingent Labor Services at Fortune 50 Company

A large, multinational oil and gas distribution company wanted to improve how it contracted for and managed temporary labor globally, improve the process, increase internal customer satisfaction and operational visibility, and gain significant cost efficiencies. The firm was already fairly sophisticated in its approach, but was spending significantly more than 1 billion dollars per year across the globe and believed that significant improvements in process and cost could be made. SSES provided the company a new, synergistic global process that streamlined operations, allowed for cultural sensitivities and appropriate use of local suppliers, improved governance, and lowered costs by 9%.

Insourcing of a Large, European Bank

A large European bank’s infrastructure had been outsourced to a major IT vendor for over ten years. The bank was unhappy with the quality of service, the lack of innovation, and the cost associated with the services. The existing contract did not provide the bank with flexibility to leave the contract and the cost of termination for convenience was prohibitive. SSES negotiated with the outsourcer and secured the vendor to waivor of all termination charges for the insourced services. In addition, SSES negotiated a favorable contract for the remaining services at a reduced cost, and developed metrics for the remaining workload that included termination rights for poor service and significant credits for missed performance. The savings resulting from the new contract as calculated by the bank’s finance team was $38 million dollars.

SW Assessment and Enterprise License

A large U.S. insurance firm was notified by a major software vendor that it was invoking an audit of their software environment. Just prior to the expiration of the firm’s ELA with the vendor. SSES was hired to be the firm’s interface with the vendor and manage the firm’s response to the audit request. SSES convinced the vendor to allow SSES to perform a SW assessment first. That set the stage to then negotiate a new ELA in lieu of the audit. SSES found potential license exposure valued at well over $80 million. Also discovered was over-licensing of certain products costing the firm more than $10 million per year of unnecessary expense. SSES eliminated the potential exposure within the new License Agreement, lowered the existing maintenance bill, and increased discounts on the new licenses. Additionally, SSES provided the customer with a flexible licensing arrangement that covered their needs for the next 3 years.