MSP Virtual Implementation


  • Challenges
  • Approach
  • Results

Hiring Volume: 3,500 hires/year

Geography: Global


IT, Human Resources, Supply Chain, Finance & Accounting, Maintenance, Logistics and Operations

Specific Challenges:

  • Incumbent MSP departing in the short-term; the MSP program needed to be transitioned without disrupting the business
  • The previous MSP provider was not strictly adhering to established approval processes, notification requirements or contingent labor guidelines
  • The VMS was not accurately configured to support established processes, resulting in system integration failures and resource downtime
  • The lack of discipline and standardization by the previous provider meant there was inaccurate information regarding the organization’s worldwide contractor base, exposing the business to unnecessary risk; not only were company contractor tenure rules being exceeded but the company was unable to determine the profitability of individual projects and specific efforts due to the lack of system integration and rigor
  • Additionally, as implementation was getting underway, COVID-19 was starting to break out in the U.S.; not only were operations moved remotely but the client’s industry was being severely and adversely impacted

Solution Type: MSP

Delivery Model: MSP Full Lifecycle – Contingent Labor, Identity Management and SOW

Highlighted Strategies:

  • After a limited transfer of the program from the incumbent MSP provider, Sevenstep quickly began making recommendations and outlining an optimized program
  • Sevenstep implemented a multi-phased approach to this virtual MSP implementation, including implementation, stabilization and optimization; due to COVID-19, all stages were conducted remotely to account for social distancing and other work-from-home protocols
  • The implementation phase of Sevenstep’s strategy included a discovery stage, an architect stage and a test and train stage, all of which were done virtually with the Sevenstep and client teams
  • The client was accustomed to their MSP provider being onsite minimally on a monthly basis, so to compensate, and to establish initial relationships with the business while both the client and Sevenstep worked remotely, additional meetings were added to the project plan; a structured timeline with meeting cadences was established to build rapport while meeting critical implementation milestones
  • Sevenstep moved to quickly adopt all technologies being used by the client while working remotely to better help with virtual meetings and to create a collaborative environment to share materials
  • Sevenstep assisted the client in “right-sizing” the business during the economic downturn through enhance reporting and analytics and data cleansing efforts – all to provide the client with a true picture of contingent spend and utilization
  • The MSP program was transitioned in 3 weeks – all while both Sevenstep and the client worked 100% remotely
  • A stabilization period after implementation enabled additional discovery and process optimizations; Sevenstep is continuing to build on the success of the transition to proactively anticipate the needs and outcomes of the client
  • A rigorous approval process resulted in increased awareness for the business
  • Adherence to the newly created contractor engagement process resulted in compliance measures being met and a decrease in risk exposures
  • Global reporting and understanding of the organization’s contractor utilization and spend, resulting in the ability to report on financials per project and effort
  • Improved invoicing and payment efficiency, subsequently reducing the administrative burden on the client’s accounts payable team
  • Better project management of the technology stack and providers has improved internal system integration for the client, allowing for unprecedented reporting and an overall increased awareness across the MSP program
  • Greater transparency, optimized processes, audited spend and automated reporting created greater visibility into contingent labor spend and contractor utilization, resulting in cost savings – a critically important initiative especially given the financial impacts of COVID-19
  • Achieved over $27 million in savings within the first 90 days as a result of operational rigor, defined audits and process transformation; additional savings are planned as the partnership matures