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Randstad Sourceright is a global talent solutions leader, driving the talent acquisition and human capital management strategies of some of the world's most successful employers. We help these companies discover and develop their "Human Intelligence Advantage" by quantifying the true impact of their talent strategies. Our subject matter experts and thought leaders around the globe continuously build and evolve our approach and solutions across recruitment process outsourcing (RPO), managed services programs (MSP)and integrated talent solutions. Read more at randstadsourceright.com Integrated scorecards, which are updated automatically through the VMS, should be available on demand to all parties involved. During quarterly or semi-annual meetings with the most important suppliers, the MSP and/or client can have a deeper discussion on performance and continuous improvements. In this way, a supplier gets insight into their own performance and their position relative to other suppliers (always anonymous). On the basis of these meetings, an improvement plan can be developed and put into action. Close management of the supply chain is the hallmark of every successful MSP. By carefully monitoring performance and acting on outcomes, program leaders can ensure optimal results while solidifying their relationship with vendors. With the support of their MSPs, employers will be able to effectively set expectations, provide constructive feedback and spur continuous improvements in their supply chain. Savings can be defined as hard savings such as reducing overall spend and as cost avoidance, which tends to be softer but nevertheless has real economic benefits to the client. However it is measured, the client and MSP must agree on the methodology, metrics and time frame in which savings are tallied. To measure customer and or supplier satisfaction, numeorus tools are available — some are free (with basic analytical capabilities) while others come with a cost (offering more sophisticated functionality). These tend to be straightforward surveys of how customers (hiring managers, for example) and suppliers (temp agencies, independent contractors and gig workers) feel about working with the MSP and the client. SLAs should also establish satisfaction rates early on in the program with the goal of continually improving the user experience. This can be difficult because setting a realistic goal can be elusive, especially in the absence of a baseline. However, it is absolutely necessary as part of the supplier management efforts. collaboration is key Establishing realistic supplier SLAs and KPIs is critical to an MSP's success. Suppliers unaccustomed to working with a service provider will have trouble integrating into the program so it's a good idea to provide as much feedback as possible to help with the onboarding process. I can't emphasize enough the need for transparency and communication as this will help all of the parties address any ambiguities, discrepancies and remediation concerns. about the author: Erwin Duits, Manager of Supply Chain for Randstad Sourceright EMEA, has extensive experience in procurement and has helped many multinational organizations improve their procurement processes to achieve a competitive business advantage. www.randstadsourceright.com

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