As organizations deepen their reliance on contingent labor to drive flexibility, innovation, and cost efficiency, the complexity of managing this workforce segment has grown exponentially. In Part 1 of this series, we examined the most common blind spots that hinder program performance—from fragmented visibility to unmanaged spend. Addressing these challenges requires more than incremental improvements; it demands a strategic, enterprise-wide approach.

Here, we’ll explore the value of using an outside in approach to enabling that transformation—bringing objectivity, market insight, and executional rigor to help organizations unlock the full value of their contingent workforce.

Independent perspective: seeing what others miss

Internal teams, while deeply knowledgeable, are often embedded in legacy processes and organizational dynamics. An external consultant brings a neutral, cross-functional lens—able to challenge assumptions, identify inefficiencies, and surface risks that may be normalized or overlooked internally.

This objectivity is particularly valuable when navigating politically sensitive areas such as supplier consolidation, classification compliance, or decentralized spend.

Market intelligence and benchmarking

At AMS, we have access to data – and a lot of it – from proprietary data, industry benchmarks, and emerging best practices across sectors and geographies. This enables us to:

  • Compare program maturity and performance against peer organizations
  • Identify gaps in cost, quality, and speed-to-hire
  • Recommend proven models such as direct sourcing, total talent management, or centralized governance

Such insights are critical for organizations seeking to move from tactical execution to strategic workforce planning.

Knowing the current state

Despite the growing reliance on contingent labor, many organizations still lack a clear understanding of their extended workforce. According to the 2024 Workforce Solutions Buyer Survey by Staffing Industry Analysts, only 40% of companies report having full visibility into their contingent workforce. This gap in oversight can lead to compliance risks, unmanaged costs, and missed opportunities for strategic alignment. As contingent talent becomes a more integral part of workforce planning, the ability to see and manage this segment holistically is no longer optional—it’s essential.

An external diagnostic offers organizations a structured, objective assessment of their contingent workforce program—illuminating inefficiencies, compliance risks, and missed opportunities that internal teams may not see. By leveraging industry benchmarks, cross-sector insights, and proven methodologies, external consultants can uncover gaps in visibility, governance, and cost control. This diagnostic not only provides a clear snapshot of current-state maturity but also lays the foundation for a targeted, data-driven roadmap to elevate program performance and align it with broader workforce and business strategies.

Customized strategy and design

Rather than applying generic solutions, at AMS we tailor our recommendations to the organization’s unique context—its risk profile, culture, technology landscape, and growth objectives. This includes:

  • Designing fit-for-purpose operating models
  • Defining governance frameworks and KPIs
  • Aligning contingent workforce strategy with enterprise talent goals

Accelerated execution and change management

Executing an optimization or transformation activity is always challenging.  Our workforce is bombarded by change daily – some of it small and some quite substantial. In our experience, one of the biggest barriers to execution of initiatives and recognizing expected ROI is the failure to integrate a robust change management workstream.  At AMS, we bring structured methodologies and implementation experience that accelerate time-to-value. Whether your organization is conducting a Vendor Management System (VMS) selection and deployment or supplier rationalization and contract renegotiation – we can lead or participate with your internal program team not only on the selection and implementation, but can also align market leading stakeholder engagement and change enablement activities.

This ensures that transformation efforts are not only well-designed but also well-executed.

Building internal capability

The most effective client engagements we have are not one-off interventions but capability-building partnerships. We can help establish internal governance structures, train program teams, and embed continuous improvement practices, ensuring long-term sustainability.

Conclusion

Engaging an external consultant is not a sign of internal weakness—it is a strategic investment in clarity, capability, and competitive advantage. By bringing fresh perspective, deep expertise, and executional support, consultants can help organizations transform their contingent workforce programs from fragmented and reactive to integrated and future ready.

 

Source | Workforce Solutions Buyer Survey: 2024 Americas Results

 

Up Next: From chaos to clarity: The diagnostic that could change everything