Next Generation Services Procurement -...
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Next Generation Services Procurement Fannie Mae Rajeev Karmacharya Managing Director, Strategic Sourcing and Category Management Allegis Global Solutions Jon Kesman Director, Global Procurement sig.org/summit
Transcript of Next Generation Services Procurement -...
Next Generation Services
Procurement
Fannie Mae
Rajeev KarmacharyaManaging Director, Strategic Sourcing
and Category Management
Allegis Global Solutions
Jon KesmanDirector, Global Procurement
sig.org/summit
Presented by:
Jon KesmanDirector, Global Procurement
Allegis Global Solutions
Rajeev KarmacharyaManaging Director, Strategic Sourcing
and Category Management
Fannie Mae
Next Generation Services Procurement
March 15, 2017A Culture for Talent
Meet the Presenters
Jon KesmanGlobal Procurement Director
Allegis Global Solutions
Rajeev KarmacharyaManaging Director, Strategic Sourcing
and Category Management
Fannie Mae
Agenda
Company Overviews
AGS Perspective
Fannie Mae View to Complexity and
Talent Approach
Q & A
180,000 contractors
pay rolled weekly
300 local offices
around the world
128 quarters
of profitability
2,000 employees
globally
16,000 employees
globally
Largest global
MSP ’14 (SIA ‘14)109 MSP programs
$11.6bn MSP & SOW
spend under
management
17 languages
supported
RPO leader & star
performer
(Everest Group ’15)
54 RPO programsExpertize in core
regions
Largest global
SOW ’14 (SIA ‘15)36 SOW programs
Allegis Global Solutions Overview
Founded in 1938
Leading source of financing for mortgage lenders
Funded the mortgage market with $637 Billion in 2016 alone
Three primary lines of business: single-family, multifamily, capital markets
Book of business – $3 Trillion
Employees – ~7,000
Locations in DC, Virginia, Texas and select metro areas across the country
Fannie Mae Overview
2016 Contribution:
Session Objective
The world of work has changed and your services procurement spend is
screaming to be managed. Due to the rapid growth in the contingent workforce, it
is critical for both cost saving and compliance initiatives to be managed efficiently
Building a holistic talent landscape
while
Gaining a better understanding of how work actually gets done
are just two examples of how to achieve this
No. 1 global SOW provider
$6.2b in spend under management
Experience
32 Clients
38 Programs
Consultants Engaged
45,000+
Active Suppliers
700+
Variable Service Models
Resource Management, SOW
Administration, Source to Settle
Supporting Multiple Geographies
North America, EMEA, APAC,
LATAM
Services Procurement Offering
Services Procurement Challenges
Components of a Services Procurement
Program
Full Lifecycle Sourcing and Contract Management
Vendor/Supply Base Management
Labor Classification
Spend Analysis, Category Planning & Procurement
Advisory
Flexible Technology Approach
Market Analytics, Benchmarking and BI
Extension of your procurement team / category management program
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Contingent workforce (consulting, contract labor, outsourced service providers) is an integral part of talent landscape today
While the use of contingent workforce seems to be growing across many industries, companies are often challenged to get a full understanding of their usage
There are multiple reasons that drive complexity, including lack of tools and processes to enable visibility
Complexity Drivers
Lack of focus on the use of
contingent labor
Inconsistent tracking and
reporting
Lack of understanding of skills / roles
being procured
Inadequate tools /
processes to enable visibility
Contingent Talent Management and
Complexity Drivers
Major Implications if not Managed Properly
Misalignment with enterprise workforce strategy
Lack of investment on building core skills in-house
Gaps in workforce planning impacting delivery of key initiatives
Sub-optimal workspace planning
Compliance concerns
Co-employment risks
Tenure management
Higher costs
Over-use of contingent labor
Misalignment with needs vs. usage (i.e., are we using the right type of labor?)
Enable Actionable
Insights
Establish a framework
Develop a Talent
Dashboard
Align on key focus areas
Monitor and Sustain
Engage key
stakeholders (HR,
Finance, Facilities,
Procurement)
Develop a common
understanding of
overarching goal(s)
Align on key
measures:
Headcount
Role
Cost
Location
Develop a common
framework
Identify / develop a
single source of “truth”
Develop a standard
definition by resource
type
Align on guiding
principles to count
headcount
Consolidate data and
establish quick wins
with data visualization
tools
Enable skill level
detail to facilitate
make/buy decisions
Incorporate location
level detail to help
with capacity / space
planning
Develop self-service
capability
Incorporate comparison
of current workforce
and resource
requisitions with
forecasted headcount
Enable key leaders to
make decisions based
on holistic talent
landscape
Monitor and adjust
to improve forecast
accuracy
Develop over time
views of talent
landscape
Enable predictive
analytics around
hiring trends /
needs
Executive Support and Sponsorship
Ongoing Tracking and Reporting
Talent Planning and Management Approach
Questions?
Thank you!
Jon Kesman | Director, Global Procurement
Allegis Global Solutions
Rajeev Karmacharya | Managing Director,
Strategic Sourcing and Category Management
Fannie Mae
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Next Generation Services Procurement
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Jon Kesman | Director, Global Procurement
Allegis Global Solutions
Rajeev Karmacharya | Managing Director,
Strategic Sourcing and Category Management
Fannie Mae
