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 on-boarding and off-boarding processes, increase internal customer satisfaction and operational visibility, and gain cost efficiencies. The firm was fairly sophisticated in its approach, but was spending more than $1 billion dollars per year in this category across the world and believed that significant improvements could be made. SSES provided the company a new, highly leveraged global end-to-end process that streamlined operations, allowed for cultural sensitivities and appropriate use of local suppliers, improved governance, and consolidated use of preferred suppliers. Overall, cost were lowered by more than 9%.

Insourcing of a Large, European Bank

A large European bank’s infrastructure had been outsourced to a major IT supplier 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 exit the agreement and the cost of termination for convenience was prohibitive. SSES negotiated with the supplier and secured the waiver 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 over $38 million dollars.

SW Assessment and Enterprise License

A large U.S. insurance firm was notified by a major software supplier that it was invoking an audit of their software environment just prior to the expiration of the firm’s ELA with the supplier. SSES was hired to be the firm’s interface with the supplier and manage the firm’s response to the audit demand. SSES convinced the supplier 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 in excess of $80 million. SSES also discovered the client was over-licensed in 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 rates, eliminated the over-licensed positions, and increased discounts on new licenses. Additionally, SSES provided the customer with a flexible licensing arrangement that covered their needs for the next three years.