Oil & gas · Case study
Preparing a global contingent-workforce program in oil and gas.
Independent technology PMO linked contractor-data improvements and a common operating standard with the design of a Fieldglass program.
Client context
The business context.
An oil-and-gas company had inconsistent information about its contingent workforce. Contractor sourcing and management varied across operations, making it difficult to assess supplier performance, costs and workforce requirements consistently.
Technology planning depended on a more reliable data base and agreement on how contractors should be sourced, onboarded and managed. The program needed to bring business units and labor suppliers into the design before committing to platform rollout.
The work
How the engagement was delivered.
Establish the operating and information requirements
Coordinated business-unit and supplier input into the assessment. Steered data cleansing, reporting requirements and the development of a common contractor-procurement standard.
Connect the operating model with the technology plan
Aligned the global business case, labor-management processes and proposed Fieldglass implementation. Brought supplier assessment, training and change requirements into the program design.
What changed
A common standard and a stronger foundation for implementation.
The assessment work produced a global contractor-procurement standard and improved data integrity and reporting. The broader program defined the operating model and Fieldglass implementation plan. Platform rollout and the associated cost and workforce benefits remained subsequent delivery objectives.
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