SAP Fieldglass at NOV

Transcription

1 SAP Fieldglass at NOV Johan Söderström, Senior Executive Sales Helene Eikaas, Kelly OCG (Operations manager NOV) Use this title slide only with an image

2 Fundamental Shift in Composition of the Workforce Temporary/Agency Workers Future Talentpool SOW Consultants Is our contingent workforce aligned with our total workforce plan? (C-suite) Full-time Employees External Workers 30-80% of total workforce is comprised of non-employees Independent Contractors 2017 SAP SE or an SAP affiliate company. All rights reserved. Internal 2

3 Company Wallet of Spend Categories Travel & Expenses 7% Indirect & MRO 21% Contingent Labor & Services 46% Direct & Supply Chain 26% Global capital and operational pending for the Global 2000 distributed across different categories. Source: Spend Categories for Global Top SAP SE or an SAP affiliate company. All rights reserved. Internal 3

4 Strategic Headaches VISIBILITY COST 2017 SAP SE or an SAP affiliate company. All rights reserved. COMPLIANCE EFFICIENCY QUALITY Internal 4

5 KELLY OCG and SAP Fieldglass at NOV

6 Customer situation WHAT WAS THE DRIVING MOTIVATION FOR NOV TO IMPLEMENT THE MSP? WHAT WERE THE CHALLENGES BEFORE THE IMPLEMENTATON? N O V SAW THE NEED TO: GAIN VISIBILITY HR ENSURE COMPLIANCE IMPROVE THE CONTINGENT WORKFORCE PROCESS Improve transparency with managing a contingent workforce across multiple locations in one tool Outsource the Contingent Workforce Process Ensure adherence to contingent worker legislation and internal policies (AWR) Single point of contact for both NOV and Suppliers One contract with equal conditions for all NOVN entities per Supplier

7 MSP Solution A customised solution tailored specifically to NOV s needs Supplier funded program Technology platform for management of contingent workforce incorporating: sourcing, on boarding, ongoing management, time sheet processing and invoicing Single point of contact for all contingent recruitment Improved Invoicing process Increased reporting capabilities Vendor neutral setup providing additional opportunities to compete for NOV work for Suppliers Ensure Compliance regarding both contingent worker legislation and internal policies (AWR) Regular Scorecards and reviews to support Supplier success Supplier Summits, enabling client contact and information gathering

8 Timeline Program implementation commenced in the fall of 2014 Fully AWD-compliant program launched April 1st 2015 Fall 2015 NOV started with their first Downsizing round The number of CWs has decreased with almost 100% since go live Approx.160 suppliers were identified as potentially in scope Approx. 100 suppliers were onboarded Approx. 700 workers were transitioned into SAP Fieldglass More than 400 Job Titles were identified and made into a Job Catalogue with Corresponding rate cards The PMO team decreased from 5 to 1 worker since Go live

9 Challenges WHAT WERE THE MAJOR CHALLENGES AND HOW DID WE ADDRESSED THEM? SUPPLIER ONBOARDING: Approx. 160 suppliers were identified as potentially in scope Approx. 100 suppliers were onboarded DATA COLLECTION: Approx. 700 workers were transitioned into Fieldglass More than 400 Job Titles were identified and made into a Job Catalogue with corresponding rate cards INTEGRATION Of several different ERP systems

10 Summary/ Takeaways THE IMPORTANCE OF DEDICATED STAKEHOLDERS FROM ALL PARTIES: NOV, KELLY AND SAP FIELDGLASS. The MSP program and SAP Fieldglass Technology have helped our customer to: GAIN VISIBILITY ENSURE COMPLIANCE IMPROVE THE CONTINGENT WORKFORCE PROCESS

11 Testimonials N O V stakeholders Are more than satisfied with the program as it has shown to be an asset even when the Oil and Gas Industry has seen significant downturn. Contingent Workers SAP Fieldglass is a user friendly tool N O V Suppliers it s very convenient to always have that single point of contact N O V It s so nice to be able to pull out reports easy and efficiently from SAP Fieldglass N O V The Invoicing Process has improved with NOV now only receiving one Invoice per Business Unit

12 How Do Best-in-Class Companies Manage the Total Workforce? 90% consider contingent workers a vital or significant component of their business 1 2X more likely to use to use a solution to manage external workers than all others 3 55% have the ability to forecast use of contingent labor for corporate planning and budgeting 1 53% have formalized collaboration between procurement and HR 2 1 Aberdeen Best in Class Contingent Workforce Management: Trends and Benefits; April Ardent Partners, The State of Contingent Workforce Management Aberdeen; VMS: Enabling Contingent Workforce Management, Jan SAP SE or an SAP affiliate company. All rights reserved. Internal 12

13 Thank you For more SAP Fieldglass: Johan Söderström +46 (0) SAP SE or an SAP affiliate company. All rights reserved. Internal 13