1. Global capital and operational spending for large companies is distributed across different categories, with 46% going towards contingent labor and services. 2. The composition of the workforce is shifting, with external workers now making up 30-80% of total staff at many companies. 3. Fieldglass helps companies address strategic issues around visibility, efficiency, quality, cost, compliance, and workforce management when procuring contingent labor and services.

1. 1
Johan Soderstrom
17 November 2015
Fieldglass at a Glance!

2. 2
Company Wallet of Spend Categories
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26%
Direct & Supply
Chain
21%
Indirect & MRO
46%
Contingent Labor and Services
7%
Travel &
Expenses
Global capital and operational spending
for the Global 2000 is distributed across
different categories. Source: Spend Categories for Global Top2000

3. 3
Fundamental Shift in Composition of the Workforce
Full-time Employees
External
Workers
30-80% of total
workforce is comprised
of non-employees
SOW
Consultants
Independent
Contractors
Temporary/Agency
Workers
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Future Talentpool

4. 4
Strategic Headaches
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V I S I B I L I T Y
E F F I C I E N C Y Q U A L I T Y
C O S T
C O M P L I A N C E

5. 5
Typical Process Flow: Contingent Labour
Create
job posting
Approve
job posting
Submit
candidates
Approve
time
& expense
Manage
onboarding
Export
invoices to
A/P
Invoice time
& expense
Submit time
& expense
Procure Engage Pay
Hiringmgr.ApproverSuppliersWorker
Programme
office
Distribute
job posting
Shortlist
candidates
Interview
candidates
Create work
order
Accept work
order
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Proprietary and Confidential.

6. 6
Time Sheet Approval
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View real time spend
information when
approving time

7. 7
Typical Process Flow: Services
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Create
Multi-Bid
Review
Multi-Bid
(if needed)
Manage
onboarding
Accept
SOW
Submit
invoice
Mark work
as complete
Procure Engage & Pay
Contractmgr.
PMO/
Approver
SuppliersWorker
Submit
responses
Evaluate
responses &
award
Create
SOW
Negotiate
SOW
Export
invoices to
A/P
Approve
completed
transactions
Approve
SOW
Submit time
& expense
Multi-Bid Statement of Work

8. 8
Typical Process Flow: Worker Profile Tracking
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Create
Worker
Profile
Manage
Onboarding
Worker EngagementHiring
Manager
PMO/
Approver
SupplierWorker
Validate &
Manage
Worker
Profiles
Manage
Onboarding
*Hour/WO/Spend

9. 9
What You Can Do With Fieldglass
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10. 10
Metrics Used For Generating Cost Savings
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Stabilisation Optimisation Transformation
SavingsLevel
LowMediumHigh
Mark Up/Margin Reduction
Charge or Pay Rate
Management
Tenure
Discount
Professional
Working Day
Overtime
Reductions
Integration
Volume
Rebates
Supplier
Rationalisation
Supplier
Tiering
Process
Efficiencies
Talent Pooling /
Workforce
management
Channel
Optimisation
End Date
Management
Consultancy
Replacement
Introductory/Training
Rates
Job Classification
Consolidated
Invoicing
At Any Stage
SOW
Multi bid
Improved Quality of
Hire
Charge or Pay Rate
Reduction
Early Payment
Discount
Enforced Contractor
Holidays
Dynamic top supplier
performance rating
Canddate
performance
rating
5-12% direct cost savings (1st gen. program)
Supplier
Tiering

11. 11
Candidate Rating

12. 12
Example tiering: Committed benefits for Diamond partners:
− Chance to gain significant shares of business / growth
− 5 day lead-time before other partners are approached
− All Diamonds receive all job postings
− Marketing opportunities as a Diamond partner
− Long term partnership with 2 year contract
Committed benefits for Gold partners:
− 3 day lead-time after diamond partners
− All Gold suppliers will receive all job postings not delivered by Diamonds
− Limited competition
− Long term partnership with 2 year contract
− Chance to become Diamond in the future when performing well
Silver
− Suppliers with average performance or pricing.
− Competition with entire supplier set
− Niche suppliers specific for a region
Dormant
− Suppliers with below average performance or pricing as well as suppliers not
accepting the terms & conditions. Kept in Fieldglass to secure visibility over
time.
SCM Performance Tiers
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Diamond
Gold
Silver
Dormant
All suppliers can be measured on rate-
compliance and number of submitted
consultants per category and
geography

13. 13
Fieldglass Presence in Sweden
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Customers implemented
+2 active customers with its base
in Sweden. Excess of 10
Customers with spend in
Sweden.
Large supply base on boarded
300+ Suppliers already signed EUA.
Largest data set for benchmarking.
Language fully supported
Swedish fully implemented as a
standard language.
Local partnership present
MSP and other capacity present.

14. 14
Serving Customers Across Industry Verticals
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Consumer & Retail Energy/Power/Resources Financial Services Healthcare/Pharma
Business Services Technology & Telecom Manufacturing Others

15. 15
Industry Leader
Leading vendor for contingent and
SOW/project capabilities
Highest scoring vendor in CWS/VMS
functionality and market presence
Global
Highest ranked in global adoption and
market presence
ROI
Solution with highest ROI
Fieldglass Named VMS Industry Leader by
Forrester Wave™ 2014
© 2015 Fieldglass, Inc. All rights reserved. Proprietary and Confidential.
Source: Forrester Wave™: VMS Contingent Capabilities, Q1 ‘14.

16. 16
Fieldglass Overview
© 2015 Fieldglass, Inc. All rights reserved. Proprietary and Confidential.
Industry Leader
Leading vendor for contingent
and SOW/project capabilities
according to Forrester Wave
2014 report
Culture of Partnership
15+ years experience
#1 in customer satisfaction for
three consecutive years (SIA)
Global
35% of deployments outside U.S.
Deployed in 100+ countries and
18 languages
Largest Customer Base
300+ companies
Excess of $25B in global spend
Largest data set for benchmarking

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