Much is discussed about the amount of spend that typically goes unmanaged in services categories – and the associated lost opportunity to deliver value to the organization.  This spend portfolio is subject to many familiar challenges which can include lack of stakeholder alignment, complex or inefficient processes that don’t keep pace with the speed of business, and in many cases a lack of capacity within the procurement organization to handle everything.  Regardless of the challenge(s), it leaves procurement with minimal insight into and influence over this sizeable chunk of the spend portfolio.

“Services” can mean many things to many people.  In many companies it is often what is left over once staff augmentation is carved out under an MSP, and things like travel and facilities services are carved out and given to their respective program providers (Carlson Wagonlit and CBRE or JLL).

But why is the leftover spend not given the proper channel and attention to reveal the opportunity for controls, informed buys, savings and risk mitigation, like those other categories?

There is unrealized and attainable opportunity in this maze of spend, and tremendous benefit in thinking about managing your labor-based services spend in much the same way that you may think about managing your staff augmented spend, your facilities spend and your travel spend. 

Please join us as we discuss the challenges you’re facing in delivering ever-evolving and incremental value to your organization and the opportunities that exist within your services spend categories by approaching their management in a different way.