Category Archives: Vendor Management System

Bartech Named World’s Leading MSP

By: David Barfield, CEO

In its definitive ranking of the world’s leading managed service providers (MSP), HRO Today placed Bartech in the #1 position, naming us the best of the best in its MSP Baker’s Dozen.

We never set out to be the biggest, but we have always dedicated ourselves to being the best… the best in quality, the best in service, the best in value. As the MSP Baker’s Dozen rankings are based solely on client feedback, it is incredibly gratifying to know that our clients recognize and appreciate the dedication of the Bartech team. I am proud to lead such an outstanding group of professionals, committed to serving each and every Bartech client as a trusted strategic partner.

As the leading benchmark for service provider differentiation, the Baker’s Dozen serves as an important barometer of quality and value for those new to the industry. It also serves to continually set the bar higher, pushing providers to essentially up their game, partnering with clients to uncover new ways to drive strategic value in the temporary labor market. We welcome that challenge.

When Bartech entered the contingent workforce management space in 1998, we traversed a frontier at the brink of transformation. Operating with little structure or governance, the introduction of innovative VMS technology provided the means to establish a solid framework for order and stability in talent acquisition. As revolutionary as that technology disruptor was to the industry, there remained a clear gap that was swiftly filled by the managed service provider. Our role at the time was that of facilitator. We introduced disciplined processes, encouraged value-based relationships and blazed a new trail to talent leadership. Doing so delivered substantial benefits to our clients in the form of lower cost, reduced risk, improved efficiency, higher quality of talent and greater transparency across the board.

The workforce and the nature of work continue to evolve, as does the role of the MSP. We work in close partnership with clients every day, guiding their journey to transform the process of talent acquisition in pursuit of a high-performance workforce that is actively engaged in supporting and advancing client goals for growth and profitability. This is an exciting time to stand at the edge of discovery in a changing landscape, where value is measured not merely in dollars and cents but in creating opportunities to leverage the inherent value of the workforce as a competitive advantage.

Vendor Management System Implementation: The Back-Office Perspective

By: Michael J. Franklin, PhD, Director of IS

In every vendor management system implementation, lots of time and effort is devoted to gathering required data relating to contingent workers, job descriptions and staffing suppliers. Everything must be input to the contingent workforce management tool for day one usage. As critical as this is, there is another vendor management system exercise just as important to successful VMS launch: ensuring everyone gets paid… not just the workforce but the suppliers as well. The VMS or MSP service provider must establish the right protocols to pay all suppliers, consolidate worker hours and convert that data into an acceptable customer invoice format.

Quickest Ways to Derail Successful Vendor Management System Invoicing
In any complex project, the key to success is careful planning. A vendor management system implementation is no different. Understand all the variables and how they can potentially interact. Ask the right questions and get answers before moving forward with VMS invoicing implementation. For instance, does the customer process invoices in-house or utilize a third party? If they outsource invoicing, then be sure to involve any third-party processors from the beginning to avoid errors in data formatting, eliminate the possibility of missed data and save time in development and testing. The same caution applies with an in-house invoicing process. Include the customer’s subject matter experts (SME) from both finance and information systems in any invoicing discussions. Finance SMEs understand what data is necessary on the invoice and how the invoice has to be sliced, e.g., by business unit, by cost code, etc. The tech reps understand how to get the data into their systems. They may also be able to simplify the invoice format so that custom invoice development time and testing can be greatly decreased.

Best Practices in Vendor Management System Invoicing Implementation
The most important points to consider when developing a VMS customer invoice are:

  • Get the right SMEs in the room when discussing the invoice process
  • Construct the invoice in the simplest possible format
  • If GL data is a critical element of the invoice, get a weekly GL data set from the customer to validate all GL codes
  • Understand data formatting requirements, whether for one or multiple finance systems
  • Identify all tax requirements and how they need to be handled, both in the VMS tool and on the invoice
  • Gain consensus on the invoice delivery schedule and method

The sooner invoice requirements are understood, the smoother and quicker the vendor management system implementation will be. Have we missed anything? What’s your experience?