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The 2014/2015
Procurecon
Contingent
Workforce Trends
Report
2The 2014/2015 Procurecon Contingent Workforce Trends Report
Introduction
Due to several years of unpredictable global, economic conditions, organizations must
keep up with evolving standards. These standards change rapidly, so organizations
must be prepared for things to accelerate quickly. As companies hastily attempt to cut
costs at every corner, driving value through procurement is a top priority for business
leaders across all sectors. Procurement professionals have earned a “seat at the table” in
the corporate world, but they must adopt a business-driven (not a cost-driven) focus and
balance long-term vision with short-term agility in order to keep it.
It was with this in mind that 310 procurement executives came together at the
ProcureCon Indirect East (PIE) conference in February 2014 to answer questions
about emerging trends in the procurement sector. The team behind WBR’s ProcureCon
conference series, along with partner Beeline (a leading provider of contingent
workforce solutions), put together a questionnaire that was distributed to attendees at the
ProcureCon Indirect East conference. The goal of the survey was to understand where
companies are in their procurement transformation processes, whether they are on
track to completing their transformations according to their plans, and how they plan to
combat cost increases in 2014. According to attendees’ responses, many procurement
functions still do not operate on a strategic level within their respective organizations.
Thirty-six percent of procurement professionals reported that their companies were
behind schedule in their transformation goals. Of the procurement professionals
who said that their companies were behind schedule, 43 percent of them have been
operating their systems for less than a year.
This report is comprised of the responses from 70 cross-vertical leading enterprises,
including Google, Deloitte, and Toyota. The roles of those answering the survey ranged
from Chief Procurement Officer to Global Director of Indirect Procurement to Vice
President and Head of Strategic Sourcing. The procurement professionals from these
companies, on average, managed spend between one and five billion dollars.
According to the survey, 79 percent of companies reported that procurement teams
manage contingent and outsourced labor programs while 21 percent said that this
function sits within another department or changes depending on the project. More
than half of respondents felt that their procurement team is not properly staffed, though
the same number of respondents reported their procurement teams are comprised of
26 people or more. Lacking a strategic, integrated plan for hiring new talent that have
the “right skills for the right job” and failing to develop future leaders in their divisions
of procurement could risk the core foundation of procurement’s “seat at the table” in
the years ahead. By maximizing the potential of both an extended workforce and
permanent employees, companies can gain critical advantages, including agility and
access to valuable talent.
Discuss the latest industry trends with speakers and ProcureCon experts.
Talk with your peers and learn how they get the most out of their spend.
Introduction..........................2
Stretching Beyond Savings.....3
Demographics......................4
Team Resources....................5
Transformation from
Tactical to Strategic...............8
Contingent Workforce
Management......................10
Vendor Management...........16
SOW Management............18
Opportunities for
the Year Ahead..................20
Conclusions........................21
About Beeline.....................22
About Procurecon...............23
About WBR Digital.............24
Opportunities
for Sponsorship..................24
What’s Ahead for
Procurement........................25
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3
The 2014/2015 Procurecon Contingent Workforce Trends Report
Stretching
Beyond Savings
Recent years have been transformative for procurement professionals. Over the last
decade, procurement broke down “back office” perceptions, wherein value was only
seen through cost-cutting initiatives that improved cash flow to the bottom line. Since
then, procurement has made big strides in moving from a purely transactional facet of an
organization to a more strategic one. Procurement professionals of today and tomorrow
must implement strategic initiatives that bolster the bottom line while contributing to overall
organizational results. Best in class procurement professionals have adopted strategic
planning in practice and have shifted focus from the tactical work that impedes its
execution in practice.
In the face of tumultuous economic conditions, procurement professionals must
keep up with evolving organizational needs (that often change at warp speed).
Organizations need to have a flexible program that will adapt to rapid changes
and market conditions. Best in class organizations looking to make strategic,
financial decisions have started to rely more heavily on the use of contingent labor
to fill short-term gaps and on specific labor segments to supplant their full-time
employee bases. These outsourced workforces can span across many skillsets and
can be employed seasonally, as needed, or on longer term contracts where they
function much like full-time staff members. Their numbers can be as few as one or
as many as thousands.
According to an Accenture report titled, “Trends Reshaping the Future
of HR; The Rise of the Extended Workforce,” economists project that
the extended workforce will continue to increase globally as part
of a long-term trend and will become key to competitive success.
The report cites estimates from the Freelancers Union that 20
to 33 percent of today’s U.S. workforce is now comprised of
independent workers (e.g., freelancers, contractors, and temps),
up from six percent in 1989.
Another report from Taleo, a database vendor focused on talent
acquisition, cited that companies spend on average about $300
billion a year on outsourced contingent labor worldwide. In
addition, the U.S. Bureau of Labor Statistics predicts that
employment services will count among the fastest-growing
segments of the economy in the long term, adding 637,000
jobs in the next 10 years - twice the growth rate for the
overall economy during the same period.
As companies navigate this change in labor management, they
must decide how to efficiently structure their organizations. Who is
ultimately responsible for managing the contingent workforce? For many corporations,
that responsibility has fallen into procurement’s hands, where many procurement
professionals believe it belongs.
See how your firm compares to your peers and competitors by
viewing the results and analysis throughout this report.
“The simple matter is $$.
It is larger part of the bottom line with
a large firm—it has more attention and
more of a priority.  If you can reduce the
spend of $1 billion by 10%... That’s a
lot. Reducing the spend of $10 million
by 10% while great, may not move the
needle enough in small organization.”
- Greg Muccio, Manager,
Human Capital,
Southwest Airlines
“Most senior leadership
does not understand the value of
the supply chain as it relates to
operations and, in turn, revenue and
profitability. They tend to focus on
Sales, Marketing, and Finance first,
then Operations and HR.”
- Mike Inman, Former CPO,
MGM Resorts
4
The 2014/2015 Procurecon Contingent Workforce Trends Report
What industry does your
company represent?
0 5 10 15 20 25
24% of participants
represent financial
services, insurance,
and real estate firms.
24%	 Financial Services, Insurance, Real Estate
15%	 Retail and Consumer Products
14%	 Pharmaceutical, Healthcare, and Medical Devices
12%	Other
11%	 Aerospace, Defense, Automotive, and Transportation
9%	 Energy, Oil & Gas, and Utilities
9%	 Chemical, Construction, Engineering, and Industrial Manufactuing
8%	 Telecom, Electronics, Hi-Tech, Software
5%	 Public, University, and Non-profit
3%	 Media, Publishing, Travel, Tourism, and Entertainment
5The 2014/2015 Procurecon Contingent Workforce Trends Report
What is your estimated annual
procurement spend?
47% of respondents
estimated that the annual
procurement spend at their
companies was somewhere
between 1 billion and
5 billion dollars.
8% 9%
20%
47%
16%
q1
10
20
30
40
50
q3
	 8%	 <$200M annual
	 procurement spend
	 9%	 $200-$500M annual
	 procurement spend
	 20%	 $500M-­$1B annual
	 procurement spend
	 47%	 $1B-­$5B annual
	 procurement spend
	 16%	 >$5B annual
	 procurement spend
What is your annual contingent
workforce spend?
q7
5
10
15
20
25
30
35
q8
	33%		<$20 M
	13%	 $20-$50 M
	12%	$50-$100M
33%
13% 12%
22%
20%
	22%	$100-$300M
	20%	>$300M
33% of respondents
are spending less
than $20 million on
contingent workforces/
contracted labor.
6
The 2014/2015 Procurecon Contingent Workforce Trends Report
The majority of
firms have fairly large
procurement teams with
more than 50%
of the respondents
reporting they have
teams of 26 people
or more.
How large is your procurement team?
	 17%	 1-­5 employees
	 20%	 6-­15 employees
	 12%	 16-­25 people
	 in the team
	 12%	 26-­35
	employees
	 38%	35 or more
	employees
38%
17%
20%
12%12%
50%
Do you feel your team is
properly staffed?
	 34%	Yes
	 56%	No
	 9%	 Not sure
q4
56%
34%
9%
56% of respondents
do not feel that their
procurement teams are
properly staffed.
More than half
of respondents feel that
their procurement team
is not properly staffed
though the same number of respondents said that their procurement teams
are comprised of 26 people or more. These responses point to the
growing responsibilities placed on procurement’s shoulders and their
changing roles as relationship builders, not just cost cutters. With all of
the new business needs that procurement professionals have had to take
on over the past decade or so, it is no wonder that their sourcing teams
are getting stretched thin. By extracting and automating the most tactical
procurement processes (e.g., ordering material, spend reporting, etc.),
it could free up time for teams to shift their focus to the more
important matters at hand, including building sourcing
strategies, maintaining contracts,
and appraising/developing
suppliers.
“Procurement can be a victim
of its own success – show results
and value add and more work comes your way.
I try to focus on strategic projects that add
value with my staff and outsource the tactical
procurement activities to a third party. You need
to be able to develop a business case and show
the ROI of procurement involvement to show why
you need additional resources and payback.”
– Craig T. Demarest, Senior Director
Chief of Procurement,
RJReynolds
72014/2015 State of Indirect Procurement Benchmark Report
8
The 2014/2015 Procurecon Contingent Workforce Trends Report
Is your company meeting its procurement
transformation goals?
0 5 10 15 20 25
q5
5
10
15
20
25
30
35
40
q6
36%
35%
12% 12%
5%
	36%	 Behind Schedule
	35%	 Right On Schedule
	12%	Complete
36% of leading
companies are behind
schedule in their
transformation goals.
	12%	 Ahead of Schedule
	5%	 Don’t Know
“I think that only 12% have completed the transformation from tactical to
strategic because of lack of internal buy-in.”
- Mike Inman, Former CPO, MGM Resorts
“C Level support is key but it’s also important to have buy-in from the
business units you support. To be able to understand their needs as well
as having clearly defined goals, supporting analytics and an engaged
supply base [will] ensure greater adoption and success.”
- Michelle Routhier, Program Manager Procurement Services, Microsoft
For years,
procurement officials
have aimed to earn a
seat at the table.
However, according to our survey, many procurement functions still do
not operate on a strategic level. Of the procurement professionals who
said that the transition from tactical to strategic is behind schedule,
43% have been operating their systems for less than a year.
The ability to move from “tactical” to “strategic” is now the foundation
of procurement’s value within an organization. Shifting the focus
from finding the lowest cost for purchased goods or services to what
a business needs to accomplish its goals is a clear departure from
procurement’s past practices. Years ago, procurement used to be just
a back-office administrative job that processed purchase orders.
However, procurement has since worked its way up to become
a leading strategic function of a company
to deliver cost savings and
value creation.
92014/2015 State of Indirect Procurement Benchmark Report
10
The 2014/2015 Procurecon Contingent Workforce Trends Report
Is your company’s contingent/
outsourced labor handled by
procurement, or through another
department?
	 79%	 Handled by procurement
	 21%	 Managed by another department
79%
21%
Driving value through
procurement starts with the
organization’s commitment of
resources to talent acquisition
and management. An effective
procurement team must be able
to integrate trends, insights, and
analytics to impact business
growth. It is only through
focused category management
(which taps into diverse teams
who have varied skillsets) that
procurement can effectively
drive business planning
and contribute to overall
organizational results.
“At RJRT, client areas manage the relationship for their particular contingent
labor engagement. Procurement plays a role in vendor management and
leads in contracting process. Why Procurement? They have the skills and
experience contracting and managing suppliers.”
– Craig T. Demarest, Senior Director, Chief of Procurement, RJ Reynolds
79% of procurement
professionals reported
that their company’s
contingent/outsourced
labor is handled by
procurement.
q5
5
q6
11The 2014/2015 Procurecon Contingent Workforce Trends Report
Is your contingent workforce
program deployed globally?
	 34%	Yes
	 66%	No
Only 34% of
contingent workforce
programs are deployed
globally.
q8
66%
34%
Global category management involves linking and aligning procurement strategies
to the strategy for the organization as a whole. Across organizations, borders, and
countries, organizations need to have a flexible program that will adapt to rapid
changes and market conditions. This is crucial to stay competitive in the industry…
a “need-to-have” that is definitely easier said than done.
12
The 2014/2015 Procurecon Contingent Workforce Trends Report
How many employees support
your contingent workforce
programs?
q9 10 20 30 40 50 60 70 8
q10
	64%	 1 to 5
	29%	 6 to 15
64%
29%
5%
2%
A vast majority (64%) of
procurement professionals
said that only 1 to 5
employees are supporting
their contingent workforce
programs.
	5%	 16 to 25
	2%	 Over 35
This is somewhat surprising
because some programs
can manage thousands of laborers.
However, this may be due to the fact
that many procurement professionals
are not managing contingent labor
themselves, but instead through
a Managed Service Provider, as
evidenced on page 15.
What does this mean for companies
who have contingent workforces
larger than their actual workforces,
like RJ Reynolds for example?
“As this grows and the complexities and regulations/
compliance activity grows, companies need to develop
better solutions – technology, Vendor Management
Systems, and Master Service Providers – or add more
bodies.”
– Craig T. Demarest, Senior Director, Chief of Procurement, RJ
Reynolds
“Each company’s needs are different but added pressures
to increase savings could contribute to this from both
reduced procurement staff to increased workload.”
– Michelle Routhier, Program Manager, Procurement Services,
Microsoft
13The 2014/2015 Procurecon Contingent Workforce Trends Report
How long have you been
operating your contingent
workforce program?
	 12%	 <1 year
	 25%	 1-5 years
q9 10 20 30 40 50 60
q10
44%
19%
12%
25%
	 44%	 5-10 years
	 19%	 > 10 years
44% of respondents
reported that they
started/implemented
their contingent
workforce program over
the last 5-10 years.
The findings suggest that larger firms tend to lead the market when it comes to
their transformation from tactical to strategic procurement strategies. This is not
to say that smaller organizations could not, but they tend to not have the scale
required to make their investments worthwhile.
Sixty percent
of the companies
who reported to be operating their contingent
workforce systems for 10 years or more
reported to have an annual spend of over
100 million. Conversely, all of the companies
who reported implementing/operating their
contingent workforce systems for less than
a year have an annual spend of less
than 20 million.
8% 9%
20%
47%
16%
q1
10
20
30
40
50
q3
8%	 <$200M annual procurement spend
9%	 $200-$500M annual procurement spend
20%	 $500M-­$1B annual procurement spend
47%		$1B-­$5B annual procurement
		spend
16%	 >$5B annual procurement spend
142014/2015 State of Indirect Procurement Benchmark Report
15The 2014/2015 Procurecon Contingent Workforce Trends Report
Who currently manages your
contingent workforce program?
	 31%	 Managed Service Provider
	 16%	 Vendor Management Office
46% of respondents
said that their contingent
workforce program
is managed by a
combination of Managed
Service Providers and
internal management.
q11
q12 5 10 15 20 25
	 46%	 Combination of Managed
	 Service Providers and
	 internal management
	 7%	 No program in place
46%
7%
31%
16%
“Properly staffed does not necessarily mean just having the appropriate
quantity of people. It also means having the right people in the right
positions with the right skillset. Reliance is on the type of interaction
required (e.g. strategic sourcing vs. transactional processing) and the
volume/mix/complexity of the purchasing activity.”
– Barbara Smith, Enterprise Labor Services Purchasing Manager, Xerox
Effective management of
temporary workers and
contracted services needs
supervision to enforce
policies, procedures, and
performance. In order to
effectively manage contingent
labor, there needs to be
measures in place to gauge
the program’s overall success.
Without that, an organization
could risk misclassifying
workers and potentially
overpaying for services.
16
The 2014/2015 Procurecon Contingent Workforce Trends Report
If using a Vendor Management
System (VMS) to track and manage
your contingent workforce, how
many years has the system been
in place?
q13
q12 5 10 15 20 25 30 35	33%	 <1 year
	18%	 1to 3 years
33%
18%
18%
31%
Less than 1/3 of the
attendees (31%) have
been using a Vendor
Management System to
track and manage their
contingent workforces
for 5 years or more.
	18%	 3 to 5 years
	31%	 > 5 years
1/3 of the respondents
reported to be operating their
Vendor Management System
for less than a year.
“I believe the industry is maturing and progress is being made in this area.
Next generation outsourced labor management will require more in-depth
knowledge of traditional contingent labor as well as SOW and ICs on a
global scale. Using a universal VMS or reporting platform is also key to
understanding a company’s data and identifying clear opportunities for
supplier rationalization/consolidation and productivity.”
–Barbara Smith, Enterprise Labor Services Purchasing Manager, Xerox
Critical to any
organization’s success
is implementing technology that creates a unified,
all-encompassing management system. Today in procurement, a
Vendor Management System (VMS) fits the bill. Implementing a
VMS solution when managing a contingent labor program allows
organizations to automate the workflow and streamline the ability
to see the ROI of its contingent workforce program.
VMS solutions give organizations the ability to see the whole
picture while having the proper visibility and control to
effectively manage outsourced projects
and get work done.
172014/2015 State of Indirect Procurement Benchmark Report
18
The 2014/2015 Procurecon Contingent Workforce Trends Report
Is sourcing for Statements of
Work (SOW) handled within
procurement?
	 78%	 Handled by
	procurement
	 22%	 Not handled by
	procurement
78% of procurement
executives said that
Statements of Work (SOW)
are handled within the
procurement department.
78%
22%
q13
q14
q12 5 10 15 20 25 30 35
If you answered yes above, do
you feel your SOW spend is well
managed and well reported?
	 60%	Yes
	 40%	No
q13
q14
q12 5 10 15 20 25 30 35
60%
40%
Of those handling SOW
within their procurement
departments, 40% feel
SOW spend is not well
managed and well reported.
19The 2014/2015 Procurecon Contingent Workforce Trends Report
Who currently manages your
SOW spend?
	 37%	 Vendor Management Office
	 33%	 Combination of Managed
	 Service Providers and internal
	management
27% of respondents
do not have a SOW
program in place.
q15
10
20
30
40
50
60
70
80
	 27%	 Do not have a SOW
	 program in place
	 3%	 Managed Service Provider
37%
3%
33%
27%
“My experience, connecting with others throughout the field, is that we all
face similar challenges. The SOW process is complicated, with obstacles
such as defining the right scope of work, leveraging the right tools, and
implementing balanced risk or reward models. However, with the right
support, partners, and peer groups working together, you can enable a
successful program.”
- Michelle Routhier, Program Manager Procurement Services, Microsoft
With the majority (79%) of
procurement professionals tasked
with managing contingent labor
within their agencies, it calls into
question, “How effective are the
current purchasing decisions?”
Without proper management
of SOW spend in place,
procurement officials run the
risk of not fully leveraging their
spends, not helping to drive their
businesses forward, and ultimately
not delivering as a “true business
partner” to their respective
organizations.
20
The 2014/2015 Procurecon Contingent Workforce Trends Report
In your business, where do the
biggest opportunities lie for 2014
(within the following categories)?
q16
10
20
30
40
50
60
70
80
	 Cost Savings
	 Compliance & Risk Mitigation
42%
26%
18%
42%
24%
11%
20%
18%
45%
62%
35%
26%
35%
20%
	Technology	 Marketing	 Capital	 People	 MRO	 Travel	 Other
			 Expenditures
(answers are not meant to equal 100%)
The majority of
procurement professionals
see technology as
their biggest opportunity
for cost savings (62%)
and compliance/risk
mitigation (42%).
Cost Savings
	 62%	Technology
	 45%	Marketing	
	 42%	 Capital Expenditures
	 35%	People
	 35%	MRO	
	 26%	Travel
	 20%	Other
Compliance & Risk Mitigation
	 42%	Technology
	 18%	Marketing	
	 26%	 Capital Expenditures
	 24%	People
	 20%	MRO	
	 11%	Travel
	 18%	Other
“I was surprised that technology was still seen as the #1 opportunity, I
would have guessed it would have been well managed years ago.
Perhaps it is because of recent advances in technology applications
and usability – migrating every part of a business to real time on mobile
devices.”
- Mike Inman, Former CPO, MGM Resorts
This suggests that procurement
professionals will likely reevaluate
their contracts for IT/software in
the year ahead and will focus
on extracting money from
the spend for the tools/
resources used in
this space.
cost savings (62%) and
compliance/risk mitigation
(42%) to boost their
bottom line.
While the market for technology
has exploded over the past few years with software
related to procurement management, most mature
procurement organizations already have solid processes
in place. That is why the majority of procurement
professionals see technology as their biggest opportunity for
Human capital,
on the other hand, has become both a scarce
and valued resource, which is why only 35%
saw this as a viable option for cost saving
and 24% saw it as a big opportunity for
compliance/risk mitigation. This suggests that
procurement professionals recognize the
value of investing in talent and will continue
to develop the knowledge management
structure in the years
to come.
212014/2015 State of Indirect Procurement Benchmark Report
22
The 2014/2015 Procurecon Contingent Workforce Trends Report
About Beeline
Beeline is a market leader in software solutions for sourcing and managing the
flexible workforce. Offering intelligent workforce solutions – including a Vendor
Management System (VMS) – to help procurement, sourcing, and human resources
professionals optimize costs, reduce risks and add value to their local and
international contingent labor programs.
As Fortune 500 and Global 1000 companies expand their flexible workforce
to complement their permanent employees, they increasingly turn to Beeline for
comprehensive management of all categories of flexible labor spend, including
contingent and outsourced labor, consultants, and project-based contractors.
Beeline VMS has everything you need to automate all categories of your flexible
workforce. Delivered through a powerful Software-as-a-Service platform, Beeline
provides a full spectrum of trusted solutions. Every solution is delivered with powerful
technology, actionable analytics, elegant user experience, unparalleled workflow
and system configuration, unrivaled data security, and seamless integrations.
With Beeline, you can achieve:
Cost savings - Eliminate rogue spending. Consolidate suppliers. Benchmark rates.
Negotiate savings and volume/early pay discounts. Consolidate invoicing. Reduce
administrative errors.
Visibility - Use advanced analytics to reveal where your organization spends its
money. Learn how to make better decisions for the future.
Compliance - Create transparent procurement cycles for greater control and policy
enforcement. Ensure adherence to procurement strategy and policies. Mitigate
security concerns. Reduce potential exposure to regulatory risks and litigation.
Quality Control - Measure and monitor supplier performance. Ensure process and
performance consistency.
Operational Efficiency - Automate procurement cycles. Reduce time to fill positions.
Consolidate billing and supplier payments. Ensure 100% invoice accuracy.
Award-winning business intelligence, superior technology, a global network of local
knowledge, and service-driven people based close to its clients operations make
Beeline the best VMS for today’s leading enterprises.
To learn more, visit beeline.com
Beeline is a strategic and independently operated business unit of Adecco Group,
the world’s leading provider of human capital management.
23The 2014/2015 Procurecon Contingent Workforce Trends Report
About
Together with these industry pros and visionaries, you’ll spend
four days learning about the latest technologies, techniques,
and strategies for delivering your best sourcing plan.
The ProcureCon event series brings together a unique
blend of procurement, purchasing, and supply chain
experts from across all industries to share their
experience and knowledge with a team of people
who truly embrace the strategically important
field of procurement. Originally launched in
North America 14 years ago to address direct
purchasing strategies for manufacturing companies,
ProcureCon has since expanded its focus to
address the challenges and opportunities within
non-manufacturing and corporate procurement at the
ProcureCon Indirect East and West events, as well as
the unique needs of managing the marketing category
at ProcureCon for Digital and Marketing Services.
Join us at one of our upcoming events and
connect with the decision makers who’ve
been the driving forces for internal change.
“I thought the information shared
at the event was spot on in today’s procurement
world. Everything was relevant, and it seemed
everyone from a macro level were pursuing the
same things. Speakers were “real” and engaged
into what we are all doing. It validated a lot of our
efforts. I wouldn’t change anything. I would advise
however, that whatever means to capture the relevant
procurement environment today that you use the same
methodology to stay relevant next year.”
- Jim Higgs, Sr. Manager, Central Buying
Office Services, Newell Rubbermaid
“ProcureCon Indirect is one
of the best run conferences in the procurement
space. The agenda is relevant to current hot
topics within the industry and the sessions are run
with precision. I am most impressed with how the
sessions are kept on schedule and there is plenty of
time for networking. The exhibitors are strategically
placed so that there is constant interaction with the
attendees. It is certainly well worth the investment!”
- Sonia O. Knight, Marketing & Conference Manager,
Allegis Group Services Inc.
Download Agenda
24
The 2014/2015 Procurecon Contingent Workforce Trends Report
About
WBR is the world’s biggest large-scale conference company and part of
the PLS group, one of the world’s leading providers of strategic business
intelligence with 16 offices worldwide. Our conference divisions consistently
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Every year, over 10,000 senior executives from Fortune 1,000 companies
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solutions to your prospects. Solution providers can target identified accounts
or relevant industry/function segments of WBR’s entire global database of
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procurement executives
by hosting an exclusive
procurement webinar.
“Since we’ve found a lot of
value from being a long-time sponsor of the
ProcureCon events, we decided to go along
with a webinar. The results from the webinar
were very good, and we had a good number
of leads from that campaign. We have already
booked two more webinar campaigns, that
will be running with the year.”
-Rohan Mishra, Executive,
Marketing, Zycus
Want your business to be front-of-mind
for our Procurement audience?
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Media to find out which
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is right for you!
Contact PatricK O’Connor
“With WBR Digital
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- Hugh Kelly, VP, Sales
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Avior Computing
25The 2014/2015 Procurecon Contingent Workforce Trends Report
“The networking
opportunities alone are
worth attending an event.
Where else do you have
the opportunity to sit in a
room full of procurement
professionals and listen
to how they dealt with
challenges and problems.....
then meet them one-on-one
to discuss further. ”
- Randall C. Clark, Senior
Strategic Buyer, Volvo Group
Non-Automotive Purchasing
Be a part of next year’s
audience at one of our
2014/2015 Events.
Click to Register now
February 11 - 13, 2015
Omni Orlando Resort at
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Click To Register Now
November 11 - 13, 2014
JW Marriott Hill Country Resort, San
Antonio, TX
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September 15 - 17, 2014
The Wigwam, Phoenix
Download Agenda
March 17 - 19, 2015
Hyatt Regency, Toronto, CanadaCANADA
CANADA
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October 27 - 29, 2014
PhiladelphiaPHARMA

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The 2014/2015 Contingent Workforce Trends Report

  • 2. 2The 2014/2015 Procurecon Contingent Workforce Trends Report Introduction Due to several years of unpredictable global, economic conditions, organizations must keep up with evolving standards. These standards change rapidly, so organizations must be prepared for things to accelerate quickly. As companies hastily attempt to cut costs at every corner, driving value through procurement is a top priority for business leaders across all sectors. Procurement professionals have earned a “seat at the table” in the corporate world, but they must adopt a business-driven (not a cost-driven) focus and balance long-term vision with short-term agility in order to keep it. It was with this in mind that 310 procurement executives came together at the ProcureCon Indirect East (PIE) conference in February 2014 to answer questions about emerging trends in the procurement sector. The team behind WBR’s ProcureCon conference series, along with partner Beeline (a leading provider of contingent workforce solutions), put together a questionnaire that was distributed to attendees at the ProcureCon Indirect East conference. The goal of the survey was to understand where companies are in their procurement transformation processes, whether they are on track to completing their transformations according to their plans, and how they plan to combat cost increases in 2014. According to attendees’ responses, many procurement functions still do not operate on a strategic level within their respective organizations. Thirty-six percent of procurement professionals reported that their companies were behind schedule in their transformation goals. Of the procurement professionals who said that their companies were behind schedule, 43 percent of them have been operating their systems for less than a year. This report is comprised of the responses from 70 cross-vertical leading enterprises, including Google, Deloitte, and Toyota. The roles of those answering the survey ranged from Chief Procurement Officer to Global Director of Indirect Procurement to Vice President and Head of Strategic Sourcing. The procurement professionals from these companies, on average, managed spend between one and five billion dollars. According to the survey, 79 percent of companies reported that procurement teams manage contingent and outsourced labor programs while 21 percent said that this function sits within another department or changes depending on the project. More than half of respondents felt that their procurement team is not properly staffed, though the same number of respondents reported their procurement teams are comprised of 26 people or more. Lacking a strategic, integrated plan for hiring new talent that have the “right skills for the right job” and failing to develop future leaders in their divisions of procurement could risk the core foundation of procurement’s “seat at the table” in the years ahead. By maximizing the potential of both an extended workforce and permanent employees, companies can gain critical advantages, including agility and access to valuable talent. Discuss the latest industry trends with speakers and ProcureCon experts. Talk with your peers and learn how they get the most out of their spend. Introduction..........................2 Stretching Beyond Savings.....3 Demographics......................4 Team Resources....................5 Transformation from Tactical to Strategic...............8 Contingent Workforce Management......................10 Vendor Management...........16 SOW Management............18 Opportunities for the Year Ahead..................20 Conclusions........................21 About Beeline.....................22 About Procurecon...............23 About WBR Digital.............24 Opportunities for Sponsorship..................24 What’s Ahead for Procurement........................25 This symbol indicates an interesting point to note. View The Next ProcureCon Agenda
  • 3. 3 The 2014/2015 Procurecon Contingent Workforce Trends Report Stretching Beyond Savings Recent years have been transformative for procurement professionals. Over the last decade, procurement broke down “back office” perceptions, wherein value was only seen through cost-cutting initiatives that improved cash flow to the bottom line. Since then, procurement has made big strides in moving from a purely transactional facet of an organization to a more strategic one. Procurement professionals of today and tomorrow must implement strategic initiatives that bolster the bottom line while contributing to overall organizational results. Best in class procurement professionals have adopted strategic planning in practice and have shifted focus from the tactical work that impedes its execution in practice. In the face of tumultuous economic conditions, procurement professionals must keep up with evolving organizational needs (that often change at warp speed). Organizations need to have a flexible program that will adapt to rapid changes and market conditions. Best in class organizations looking to make strategic, financial decisions have started to rely more heavily on the use of contingent labor to fill short-term gaps and on specific labor segments to supplant their full-time employee bases. These outsourced workforces can span across many skillsets and can be employed seasonally, as needed, or on longer term contracts where they function much like full-time staff members. Their numbers can be as few as one or as many as thousands. According to an Accenture report titled, “Trends Reshaping the Future of HR; The Rise of the Extended Workforce,” economists project that the extended workforce will continue to increase globally as part of a long-term trend and will become key to competitive success. The report cites estimates from the Freelancers Union that 20 to 33 percent of today’s U.S. workforce is now comprised of independent workers (e.g., freelancers, contractors, and temps), up from six percent in 1989. Another report from Taleo, a database vendor focused on talent acquisition, cited that companies spend on average about $300 billion a year on outsourced contingent labor worldwide. In addition, the U.S. Bureau of Labor Statistics predicts that employment services will count among the fastest-growing segments of the economy in the long term, adding 637,000 jobs in the next 10 years - twice the growth rate for the overall economy during the same period. As companies navigate this change in labor management, they must decide how to efficiently structure their organizations. Who is ultimately responsible for managing the contingent workforce? For many corporations, that responsibility has fallen into procurement’s hands, where many procurement professionals believe it belongs. See how your firm compares to your peers and competitors by viewing the results and analysis throughout this report. “The simple matter is $$. It is larger part of the bottom line with a large firm—it has more attention and more of a priority.  If you can reduce the spend of $1 billion by 10%... That’s a lot. Reducing the spend of $10 million by 10% while great, may not move the needle enough in small organization.” - Greg Muccio, Manager, Human Capital, Southwest Airlines “Most senior leadership does not understand the value of the supply chain as it relates to operations and, in turn, revenue and profitability. They tend to focus on Sales, Marketing, and Finance first, then Operations and HR.” - Mike Inman, Former CPO, MGM Resorts
  • 4. 4 The 2014/2015 Procurecon Contingent Workforce Trends Report What industry does your company represent? 0 5 10 15 20 25 24% of participants represent financial services, insurance, and real estate firms. 24% Financial Services, Insurance, Real Estate 15% Retail and Consumer Products 14% Pharmaceutical, Healthcare, and Medical Devices 12% Other 11% Aerospace, Defense, Automotive, and Transportation 9% Energy, Oil & Gas, and Utilities 9% Chemical, Construction, Engineering, and Industrial Manufactuing 8% Telecom, Electronics, Hi-Tech, Software 5% Public, University, and Non-profit 3% Media, Publishing, Travel, Tourism, and Entertainment
  • 5. 5The 2014/2015 Procurecon Contingent Workforce Trends Report What is your estimated annual procurement spend? 47% of respondents estimated that the annual procurement spend at their companies was somewhere between 1 billion and 5 billion dollars. 8% 9% 20% 47% 16% q1 10 20 30 40 50 q3 8% <$200M annual procurement spend 9% $200-$500M annual procurement spend 20% $500M-­$1B annual procurement spend 47% $1B-­$5B annual procurement spend 16% >$5B annual procurement spend What is your annual contingent workforce spend? q7 5 10 15 20 25 30 35 q8 33% <$20 M 13% $20-$50 M 12% $50-$100M 33% 13% 12% 22% 20% 22% $100-$300M 20% >$300M 33% of respondents are spending less than $20 million on contingent workforces/ contracted labor.
  • 6. 6 The 2014/2015 Procurecon Contingent Workforce Trends Report The majority of firms have fairly large procurement teams with more than 50% of the respondents reporting they have teams of 26 people or more. How large is your procurement team? 17% 1-­5 employees 20% 6-­15 employees 12% 16-­25 people in the team 12% 26-­35 employees 38% 35 or more employees 38% 17% 20% 12%12% 50% Do you feel your team is properly staffed? 34% Yes 56% No 9% Not sure q4 56% 34% 9% 56% of respondents do not feel that their procurement teams are properly staffed.
  • 7. More than half of respondents feel that their procurement team is not properly staffed though the same number of respondents said that their procurement teams are comprised of 26 people or more. These responses point to the growing responsibilities placed on procurement’s shoulders and their changing roles as relationship builders, not just cost cutters. With all of the new business needs that procurement professionals have had to take on over the past decade or so, it is no wonder that their sourcing teams are getting stretched thin. By extracting and automating the most tactical procurement processes (e.g., ordering material, spend reporting, etc.), it could free up time for teams to shift their focus to the more important matters at hand, including building sourcing strategies, maintaining contracts, and appraising/developing suppliers. “Procurement can be a victim of its own success – show results and value add and more work comes your way. I try to focus on strategic projects that add value with my staff and outsource the tactical procurement activities to a third party. You need to be able to develop a business case and show the ROI of procurement involvement to show why you need additional resources and payback.” – Craig T. Demarest, Senior Director Chief of Procurement, RJReynolds 72014/2015 State of Indirect Procurement Benchmark Report
  • 8. 8 The 2014/2015 Procurecon Contingent Workforce Trends Report Is your company meeting its procurement transformation goals? 0 5 10 15 20 25 q5 5 10 15 20 25 30 35 40 q6 36% 35% 12% 12% 5% 36% Behind Schedule 35% Right On Schedule 12% Complete 36% of leading companies are behind schedule in their transformation goals. 12% Ahead of Schedule 5% Don’t Know “I think that only 12% have completed the transformation from tactical to strategic because of lack of internal buy-in.” - Mike Inman, Former CPO, MGM Resorts “C Level support is key but it’s also important to have buy-in from the business units you support. To be able to understand their needs as well as having clearly defined goals, supporting analytics and an engaged supply base [will] ensure greater adoption and success.” - Michelle Routhier, Program Manager Procurement Services, Microsoft
  • 9. For years, procurement officials have aimed to earn a seat at the table. However, according to our survey, many procurement functions still do not operate on a strategic level. Of the procurement professionals who said that the transition from tactical to strategic is behind schedule, 43% have been operating their systems for less than a year. The ability to move from “tactical” to “strategic” is now the foundation of procurement’s value within an organization. Shifting the focus from finding the lowest cost for purchased goods or services to what a business needs to accomplish its goals is a clear departure from procurement’s past practices. Years ago, procurement used to be just a back-office administrative job that processed purchase orders. However, procurement has since worked its way up to become a leading strategic function of a company to deliver cost savings and value creation. 92014/2015 State of Indirect Procurement Benchmark Report
  • 10. 10 The 2014/2015 Procurecon Contingent Workforce Trends Report Is your company’s contingent/ outsourced labor handled by procurement, or through another department? 79% Handled by procurement 21% Managed by another department 79% 21% Driving value through procurement starts with the organization’s commitment of resources to talent acquisition and management. An effective procurement team must be able to integrate trends, insights, and analytics to impact business growth. It is only through focused category management (which taps into diverse teams who have varied skillsets) that procurement can effectively drive business planning and contribute to overall organizational results. “At RJRT, client areas manage the relationship for their particular contingent labor engagement. Procurement plays a role in vendor management and leads in contracting process. Why Procurement? They have the skills and experience contracting and managing suppliers.” – Craig T. Demarest, Senior Director, Chief of Procurement, RJ Reynolds 79% of procurement professionals reported that their company’s contingent/outsourced labor is handled by procurement. q5 5 q6
  • 11. 11The 2014/2015 Procurecon Contingent Workforce Trends Report Is your contingent workforce program deployed globally? 34% Yes 66% No Only 34% of contingent workforce programs are deployed globally. q8 66% 34% Global category management involves linking and aligning procurement strategies to the strategy for the organization as a whole. Across organizations, borders, and countries, organizations need to have a flexible program that will adapt to rapid changes and market conditions. This is crucial to stay competitive in the industry… a “need-to-have” that is definitely easier said than done.
  • 12. 12 The 2014/2015 Procurecon Contingent Workforce Trends Report How many employees support your contingent workforce programs? q9 10 20 30 40 50 60 70 8 q10 64% 1 to 5 29% 6 to 15 64% 29% 5% 2% A vast majority (64%) of procurement professionals said that only 1 to 5 employees are supporting their contingent workforce programs. 5% 16 to 25 2% Over 35 This is somewhat surprising because some programs can manage thousands of laborers. However, this may be due to the fact that many procurement professionals are not managing contingent labor themselves, but instead through a Managed Service Provider, as evidenced on page 15. What does this mean for companies who have contingent workforces larger than their actual workforces, like RJ Reynolds for example? “As this grows and the complexities and regulations/ compliance activity grows, companies need to develop better solutions – technology, Vendor Management Systems, and Master Service Providers – or add more bodies.” – Craig T. Demarest, Senior Director, Chief of Procurement, RJ Reynolds “Each company’s needs are different but added pressures to increase savings could contribute to this from both reduced procurement staff to increased workload.” – Michelle Routhier, Program Manager, Procurement Services, Microsoft
  • 13. 13The 2014/2015 Procurecon Contingent Workforce Trends Report How long have you been operating your contingent workforce program? 12% <1 year 25% 1-5 years q9 10 20 30 40 50 60 q10 44% 19% 12% 25% 44% 5-10 years 19% > 10 years 44% of respondents reported that they started/implemented their contingent workforce program over the last 5-10 years. The findings suggest that larger firms tend to lead the market when it comes to their transformation from tactical to strategic procurement strategies. This is not to say that smaller organizations could not, but they tend to not have the scale required to make their investments worthwhile.
  • 14. Sixty percent of the companies who reported to be operating their contingent workforce systems for 10 years or more reported to have an annual spend of over 100 million. Conversely, all of the companies who reported implementing/operating their contingent workforce systems for less than a year have an annual spend of less than 20 million. 8% 9% 20% 47% 16% q1 10 20 30 40 50 q3 8% <$200M annual procurement spend 9% $200-$500M annual procurement spend 20% $500M-­$1B annual procurement spend 47% $1B-­$5B annual procurement spend 16% >$5B annual procurement spend 142014/2015 State of Indirect Procurement Benchmark Report
  • 15. 15The 2014/2015 Procurecon Contingent Workforce Trends Report Who currently manages your contingent workforce program? 31% Managed Service Provider 16% Vendor Management Office 46% of respondents said that their contingent workforce program is managed by a combination of Managed Service Providers and internal management. q11 q12 5 10 15 20 25 46% Combination of Managed Service Providers and internal management 7% No program in place 46% 7% 31% 16% “Properly staffed does not necessarily mean just having the appropriate quantity of people. It also means having the right people in the right positions with the right skillset. Reliance is on the type of interaction required (e.g. strategic sourcing vs. transactional processing) and the volume/mix/complexity of the purchasing activity.” – Barbara Smith, Enterprise Labor Services Purchasing Manager, Xerox Effective management of temporary workers and contracted services needs supervision to enforce policies, procedures, and performance. In order to effectively manage contingent labor, there needs to be measures in place to gauge the program’s overall success. Without that, an organization could risk misclassifying workers and potentially overpaying for services.
  • 16. 16 The 2014/2015 Procurecon Contingent Workforce Trends Report If using a Vendor Management System (VMS) to track and manage your contingent workforce, how many years has the system been in place? q13 q12 5 10 15 20 25 30 35 33% <1 year 18% 1to 3 years 33% 18% 18% 31% Less than 1/3 of the attendees (31%) have been using a Vendor Management System to track and manage their contingent workforces for 5 years or more. 18% 3 to 5 years 31% > 5 years 1/3 of the respondents reported to be operating their Vendor Management System for less than a year. “I believe the industry is maturing and progress is being made in this area. Next generation outsourced labor management will require more in-depth knowledge of traditional contingent labor as well as SOW and ICs on a global scale. Using a universal VMS or reporting platform is also key to understanding a company’s data and identifying clear opportunities for supplier rationalization/consolidation and productivity.” –Barbara Smith, Enterprise Labor Services Purchasing Manager, Xerox
  • 17. Critical to any organization’s success is implementing technology that creates a unified, all-encompassing management system. Today in procurement, a Vendor Management System (VMS) fits the bill. Implementing a VMS solution when managing a contingent labor program allows organizations to automate the workflow and streamline the ability to see the ROI of its contingent workforce program. VMS solutions give organizations the ability to see the whole picture while having the proper visibility and control to effectively manage outsourced projects and get work done. 172014/2015 State of Indirect Procurement Benchmark Report
  • 18. 18 The 2014/2015 Procurecon Contingent Workforce Trends Report Is sourcing for Statements of Work (SOW) handled within procurement? 78% Handled by procurement 22% Not handled by procurement 78% of procurement executives said that Statements of Work (SOW) are handled within the procurement department. 78% 22% q13 q14 q12 5 10 15 20 25 30 35 If you answered yes above, do you feel your SOW spend is well managed and well reported? 60% Yes 40% No q13 q14 q12 5 10 15 20 25 30 35 60% 40% Of those handling SOW within their procurement departments, 40% feel SOW spend is not well managed and well reported.
  • 19. 19The 2014/2015 Procurecon Contingent Workforce Trends Report Who currently manages your SOW spend? 37% Vendor Management Office 33% Combination of Managed Service Providers and internal management 27% of respondents do not have a SOW program in place. q15 10 20 30 40 50 60 70 80 27% Do not have a SOW program in place 3% Managed Service Provider 37% 3% 33% 27% “My experience, connecting with others throughout the field, is that we all face similar challenges. The SOW process is complicated, with obstacles such as defining the right scope of work, leveraging the right tools, and implementing balanced risk or reward models. However, with the right support, partners, and peer groups working together, you can enable a successful program.” - Michelle Routhier, Program Manager Procurement Services, Microsoft With the majority (79%) of procurement professionals tasked with managing contingent labor within their agencies, it calls into question, “How effective are the current purchasing decisions?” Without proper management of SOW spend in place, procurement officials run the risk of not fully leveraging their spends, not helping to drive their businesses forward, and ultimately not delivering as a “true business partner” to their respective organizations.
  • 20. 20 The 2014/2015 Procurecon Contingent Workforce Trends Report In your business, where do the biggest opportunities lie for 2014 (within the following categories)? q16 10 20 30 40 50 60 70 80 Cost Savings Compliance & Risk Mitigation 42% 26% 18% 42% 24% 11% 20% 18% 45% 62% 35% 26% 35% 20% Technology Marketing Capital People MRO Travel Other Expenditures (answers are not meant to equal 100%) The majority of procurement professionals see technology as their biggest opportunity for cost savings (62%) and compliance/risk mitigation (42%). Cost Savings 62% Technology 45% Marketing 42% Capital Expenditures 35% People 35% MRO 26% Travel 20% Other Compliance & Risk Mitigation 42% Technology 18% Marketing 26% Capital Expenditures 24% People 20% MRO 11% Travel 18% Other “I was surprised that technology was still seen as the #1 opportunity, I would have guessed it would have been well managed years ago. Perhaps it is because of recent advances in technology applications and usability – migrating every part of a business to real time on mobile devices.” - Mike Inman, Former CPO, MGM Resorts This suggests that procurement professionals will likely reevaluate their contracts for IT/software in the year ahead and will focus on extracting money from the spend for the tools/ resources used in this space.
  • 21. cost savings (62%) and compliance/risk mitigation (42%) to boost their bottom line. While the market for technology has exploded over the past few years with software related to procurement management, most mature procurement organizations already have solid processes in place. That is why the majority of procurement professionals see technology as their biggest opportunity for Human capital, on the other hand, has become both a scarce and valued resource, which is why only 35% saw this as a viable option for cost saving and 24% saw it as a big opportunity for compliance/risk mitigation. This suggests that procurement professionals recognize the value of investing in talent and will continue to develop the knowledge management structure in the years to come. 212014/2015 State of Indirect Procurement Benchmark Report
  • 22. 22 The 2014/2015 Procurecon Contingent Workforce Trends Report About Beeline Beeline is a market leader in software solutions for sourcing and managing the flexible workforce. Offering intelligent workforce solutions – including a Vendor Management System (VMS) – to help procurement, sourcing, and human resources professionals optimize costs, reduce risks and add value to their local and international contingent labor programs. As Fortune 500 and Global 1000 companies expand their flexible workforce to complement their permanent employees, they increasingly turn to Beeline for comprehensive management of all categories of flexible labor spend, including contingent and outsourced labor, consultants, and project-based contractors. Beeline VMS has everything you need to automate all categories of your flexible workforce. Delivered through a powerful Software-as-a-Service platform, Beeline provides a full spectrum of trusted solutions. Every solution is delivered with powerful technology, actionable analytics, elegant user experience, unparalleled workflow and system configuration, unrivaled data security, and seamless integrations. With Beeline, you can achieve: Cost savings - Eliminate rogue spending. Consolidate suppliers. Benchmark rates. Negotiate savings and volume/early pay discounts. Consolidate invoicing. Reduce administrative errors. Visibility - Use advanced analytics to reveal where your organization spends its money. Learn how to make better decisions for the future. Compliance - Create transparent procurement cycles for greater control and policy enforcement. Ensure adherence to procurement strategy and policies. Mitigate security concerns. Reduce potential exposure to regulatory risks and litigation. Quality Control - Measure and monitor supplier performance. Ensure process and performance consistency. Operational Efficiency - Automate procurement cycles. Reduce time to fill positions. Consolidate billing and supplier payments. Ensure 100% invoice accuracy. Award-winning business intelligence, superior technology, a global network of local knowledge, and service-driven people based close to its clients operations make Beeline the best VMS for today’s leading enterprises. To learn more, visit beeline.com Beeline is a strategic and independently operated business unit of Adecco Group, the world’s leading provider of human capital management.
  • 23. 23The 2014/2015 Procurecon Contingent Workforce Trends Report About Together with these industry pros and visionaries, you’ll spend four days learning about the latest technologies, techniques, and strategies for delivering your best sourcing plan. The ProcureCon event series brings together a unique blend of procurement, purchasing, and supply chain experts from across all industries to share their experience and knowledge with a team of people who truly embrace the strategically important field of procurement. Originally launched in North America 14 years ago to address direct purchasing strategies for manufacturing companies, ProcureCon has since expanded its focus to address the challenges and opportunities within non-manufacturing and corporate procurement at the ProcureCon Indirect East and West events, as well as the unique needs of managing the marketing category at ProcureCon for Digital and Marketing Services. Join us at one of our upcoming events and connect with the decision makers who’ve been the driving forces for internal change. “I thought the information shared at the event was spot on in today’s procurement world. Everything was relevant, and it seemed everyone from a macro level were pursuing the same things. Speakers were “real” and engaged into what we are all doing. It validated a lot of our efforts. I wouldn’t change anything. I would advise however, that whatever means to capture the relevant procurement environment today that you use the same methodology to stay relevant next year.” - Jim Higgs, Sr. Manager, Central Buying Office Services, Newell Rubbermaid “ProcureCon Indirect is one of the best run conferences in the procurement space. The agenda is relevant to current hot topics within the industry and the sessions are run with precision. I am most impressed with how the sessions are kept on schedule and there is plenty of time for networking. The exhibitors are strategically placed so that there is constant interaction with the attendees. It is certainly well worth the investment!” - Sonia O. Knight, Marketing & Conference Manager, Allegis Group Services Inc. Download Agenda
  • 24. 24 The 2014/2015 Procurecon Contingent Workforce Trends Report About WBR is the world’s biggest large-scale conference company and part of the PLS group, one of the world’s leading providers of strategic business intelligence with 16 offices worldwide. Our conference divisions consistently out-perform their industry sector competitors on the quality of the events we produce and the relationships we nurture with both attendees and sponsors. Every year, over 10,000 senior executives from Fortune 1,000 companies attend over 100 of our annual conferences – a true “Who’s Who” of today’s corporate world. From Automotive events in Bucharest to Logistics conferences in Arizona to Luxury conferences in New York and Finance summits in Hong Kong, WBR is dedicated to exceeding the needs of its customers around the world. In addition to our industry leading conferences, our professional services marketing division, WBR Digital, connects solution providers to their target audiences with year-round online branding and engagement lead generation campaigns. WBR’s marketers act as an extension of your team, relieving strain on your internal resources while promoting your brand and solutions to your prospects. Solution providers can target identified accounts or relevant industry/function segments of WBR’s entire global database of over 500K senior-level decision makers. Find leads. Drive sales. Brand for success. Can’t make it to the event? Connect with over 10,000 of the world’s leading procurement executives by hosting an exclusive procurement webinar. “Since we’ve found a lot of value from being a long-time sponsor of the ProcureCon events, we decided to go along with a webinar. The results from the webinar were very good, and we had a good number of leads from that campaign. We have already booked two more webinar campaigns, that will be running with the year.” -Rohan Mishra, Executive, Marketing, Zycus Want your business to be front-of-mind for our Procurement audience? Visit the WBR Digital Media to find out which sponsorship opportunity is right for you! Contact PatricK O’Connor “With WBR Digital you get what you pay for in terms of the quality and seniority of their database.” - Hugh Kelly, VP, Sales and Marketing, Avior Computing
  • 25. 25The 2014/2015 Procurecon Contingent Workforce Trends Report “The networking opportunities alone are worth attending an event. Where else do you have the opportunity to sit in a room full of procurement professionals and listen to how they dealt with challenges and problems..... then meet them one-on-one to discuss further. ” - Randall C. Clark, Senior Strategic Buyer, Volvo Group Non-Automotive Purchasing Be a part of next year’s audience at one of our 2014/2015 Events. Click to Register now February 11 - 13, 2015 Omni Orlando Resort at ChampionsGate, Orlando, FL Click To Register Now November 11 - 13, 2014 JW Marriott Hill Country Resort, San Antonio, TX Click to Register now September 15 - 17, 2014 The Wigwam, Phoenix Download Agenda March 17 - 19, 2015 Hyatt Regency, Toronto, CanadaCANADA CANADA Recognize your value and jumpstart your career path from back office to board room. Reserve your place now for the next ProcureCon Conference. Socialize with Earn your seat at the table this September at Procurecon Indirect West. Add to Calender Click to Register now October 27 - 29, 2014 PhiladelphiaPHARMA