We began our involvement from the infancy of VMS to their robust level today. A company who adopts this business model has a great opportunity to reduce their costs, leverage resources, hire great talent, improve communication, streamline accounting functions, and take advantage of economies to scale. All of this is very attractive to multi-department corporations where reducing cost is mandated within the organization.
In order for a VMS to be successful, it is a three-way partnership: the client, the vendor management company, and the vendors supplying the talent. Companies cannot expect a VMS to succeed if there is not a buy-in from the entire company. If the program is driven by procurement, and middle management is not on board, the program is set up for failure.
We have worked with several VMS companies that are fragmented, unorganized, and as I like to say, "perform like hamsters on a wheel." Incomplete and inaccurate job orders, incorrect billing rates, and lack of feedback result in high frustration levels in all organizations. Everyone wants to be successful, and by implementing a simple process with good communication and accuracy, everyone will win.
RECIPE FOR EXCELLENCE IN VENDOR MANAGEMENT
- Take one good client.
- Add one good vendor management company.
- Stir in a limited amount of good staffing vendors.
- Add clear and concise processes.
- Blend in a cup of respect and dignity.
- Mix in an accurate job order with a fair market budgeted bill rate.
- Fold in an intuitive data input program and reporting system.
- Result: a satisfied client with a high degree of business achievements, a successful vendor management program, and staffing companies who are excited about delivering top talent.
~Fran Gatto, President and CEO of ABOUT-Consulting