global life sciences leader drives visibility with statement of work management.
standardized processes and contract management expertise reduce risk, drive greater visibility, improve resource classification and strengthen services procurement governance across global operations
client
a global biotechnology leader with a workforce of over 9,000 employees specializing in complex therapies for neurological diseaseschallenges
Services procurement for this global organization was highly decentralized, with PO systems, technologies and approval processes varying among different categories and locations. This created compliance challenges for the organization, as well as a lack of visibility over resources, costs and quality. Internal restructuring also left the organization with services procurement knowledge gaps.solution
While cost savings was a primary initial goal for the client, over two years, its services procurement and statement of work (SOW) management program has evolved to focus on hiring manager satisfaction, stronger resource management, greater visibility and global classification compliance. It includes a centralized vendor management technology (VMS) for greater structure, as well as classification and contract management and review expertise.key results
- 80% reduction in traceable, unsigned contracts, reducing legal and financial risk of work starting without fully executed agreements
- Enhanced SOX compliance
- Optimized resource management, identifying and correcting misclassifications
- Greater operational speed through disciplined invoice submittal and tracking
diagnosing services procurement gaps
At a leading life sciences enterprise, innovation moves fast, but services procurement processes often struggle to keep pace. For this organization, category-specific speed took priority for services procurement, at the cost of global compliance. With individual departments using disparate PO systems, varied technologies and local approval processes, visibility into total services spend and compliance were nearly impossible.
This fragmentation created more than just an administrative headache; it introduced significant risk. In an industry where digital transformation and regulatory demands are constant, failing to correctly classify a specialized consultant or an independent contractor can lead to costly lawsuits and penalties. The company needed a way to bridge the gap between global policy and local execution, especially following organizational restructuring that left internal teams with significant knowledge gaps.
seeking on-call expertise
The organization sought a partner capable of moving beyond simple tracking to provide deep expertise in the services procurement life cycle. It needed to move from "whatever works" to a standardized, visible and governed model.
After years of decentralized spending, the organization faced a rogue environment, where statement of work (SOW) engagements were managed category by category. This lack of central oversight led to inconsistent compliance, misclassified resources and a significant volume of incomplete contracts. The primary objective was to move away from fragmented PO systems toward a unified model that provides visibility, ensures compliance and drives global policy across all spend categories.
The company engaged Randstad Sourceright, a part of Randstad Enterprise, to deploy a comprehensive SOW management program, building on its existing managed services provider (MSP) partnership to include a dedicated services procurement solution. Implementing a global vendor management system (VMS) as a single source of truth, the program centralizes the entire services life cycle: from intake and approvals to resource management and invoicing.
Randstad Sourceright’s team acts as an embedded partner within procurement, providing expert guidance on contract language and completion, bids and supplier lists. It also provides expertise on resource classification to ensure contingent workers aren't hidden within SOW contracts. This consultative approach helps stakeholders navigate global compliance, while adopting standardized templates that clarify responsibilities between the client and suppliers.
centralized resource management, confidence in compliance
By transforming from an administrative function into a strategic partner for the contract life cycle, the program has delivered immediate stability to a complex services procurement landscape. Key wins include:
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- 80% reduction in traceable, unsigned contracts, virtually eliminating the legal and financial risk of work starting without fully executed agreements
- Enhanced SOW compliance, as well as successfully meeting rigorous SOX audit requirements for the 2026 fiscal year
- Optimized resource management, identifying and correcting misclassifications to prevent co-employment risks and legal disputes
- Operational speed, driven by disciplined invoice submittal and tracking
a partnership built on trust
Since the program's inception, the relationship has evolved from a transactional service into a core pillar of the client's procurement strategy. While the organization initially focused on cost savings, the true value has emerged through risk mitigation and stakeholder satisfaction.
By tightening the link between contract signatures and invoice payments, finance teams can close their books with confidence. Most importantly, the partnership has fostered a culture of transparency where data drives decisions.
As the program moves ahead, the focus remains on driving higher adoption and deeper integration. With trusted expertise in place, the company is now positioned to focus on what matters most: delivering life-changing therapies to patients, supported by a workforce that is compliant, visible and agile.