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Supplemental Staffing Keeps Company Going During Restructuring

		Related Service Offerings
		·  Ad Hoc Advisory Services ·  Process Reengineering
		Related Areas of Expertise
		·  Procurement and Purchasing
		EMS Can Help You...
		·  Optimize Your Processes ·  Manage Change Effectively

Overview:

So as not to delay the benefits of newly identified opportunities, this annuity company fast-tracked its restructuring by bringing an Expense Management Solutions (EMS) manager on-site.

Client: 

The fourth largest variable annuity company in the nation, this company markets retirement planning and wealth protection solutions, such as annuities and life insurance, through strategic partnerships with financial planners, broker/dealers, stockbrokers and banks. 

Challenge:

As part of the initial procurement assessment, EMS identified the need to restructure the procurement organization.  Due to a number of findings, the client chose to make an immediate change in management and hired EMS to provide supplemental staffing to manage the procurement department and oversee implementation of the major initiatives until a new manager could be hired.  Significant challenges included managing a department through a significant reengineering effort; managing existing staff unsure of their future with the company; managing multiple commodity and service renegotiations; and driving a comprehensive system selection and implementation project while managing the day-to-day operations of the department.

Solution:

• Place a manager on-site to manage day-to-day procurement activities, coordinate staff and direct key  reengineering efforts. 
• The operations manager would represent procurement on multiple internal task forces and drive the reengineering process.

Results: 

• The company  maintained current operations, met internal service levels and applied best practice experience to the multiple reengineering initiatives under way. 
• The interim operations manager evaluated the existing staff, developed appropriate training plans, assessed new potential hires, managed multiple ongoing sourcing initiatives, represented procurement’s interests in the selection and implementation of a new automated procurement system, and drove a significant outsourcing initiative. 
• A permanent manager stepped into a fully-functioning procurement operation that had made significant progress toward achieving its reengineering goals despite a nine-month gap between  permanent managers.