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Case Study: Global Tech Giant Evolves with MSP

Business Issue

A leading technology company required a comprehensive assessment of its contingent workforce management program that would provide in-depth analytics, enhance performance and optimize efficiencies. With existing workforce programs in place globally across multiple business functions, evaluating hiring programs by business or region at any level became increasingly challenging. The client determined that implementing a global Managed Service Program (MSP) to support the management of its contingent labor programs would identify opportunities to reduce costs, mitigate risk and ensure quality and consistent processes, all while delivering efficiencies. The client wanted a best-in-class program to maximize efficiencies and focus on critical areas in need of optimization, including supply chain management, hiring processes (time to hire, cost of hire, onboarding, etc.), management of contingent workers and contractual compliance regulatory compliance cost savings strategies. 


TAPFIN was selected to implement the global MSP program across the client’s business. TAPFIN solutions included a thorough assessment of all programs, which delivered a detailed analysis of systems and business processes, providing critical insight into opportunities for improvement. TAPFIN’s evaluation of the business structure, operating rules, technology and desired outcomes led to the configuration, integration and deployment of a customized version of an enterprise-wide managed service program (MSP) in conjunction with the client’s third-party technology application. The team oversaw global implementation and program management and systems administration of the solution. Full-time management of the global MSP operation is in accordance with global and local regulations, including oversight of transactional, supplier relationships and advanced business processes.


  • The establishment of a single global governance program for the client’s 1,100 suppliers and 17,000 contractors in 55 countries who previously operated under different structures.
  • The reduction of the number of technology platforms used to run the program from four to two, with a long-term plan to reduce to a single global platform.
  • The partnership enforced a global tenure policy, reducing the client’s co-employment risk.
  • The deployment of 26 tactical process improvements.

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