This is the second part of a report analysing the growing contingent labour market. As organisations, guarding against economic uncertainty and risk, allocate more and more spend to the category, it is increasingly important that procurement no only manages demand well and gets the right specifications for contingent roles, but derives real value out of every element of the contingent labour supply chain. Having spoken with senior procurement executives from a number of major public and private sector organisations, we draw on the real issues they face today, analyse what they might mean for procurement, and look at how procurement might tackle them.
In the first part we looked at current market structures in place, how organisations are engaging with the market and internal stakeholders, and levels of organisational maturity. In this, the second part, we take our findings, discuss the future for the contingent labour market, and make recommendations for procurement professionals to get the most out of the considerable expenditure many of them are making (and will continue to make) on contingent labour.