Coursera_Design Tara Limbu 

 I Manage the Strategic Sourcing & Vendor Management functions at a major Asset Manager ( Financial firm ) in NY . 

 Challenge & Selection 

  Current State : End to end manual process , limited to none RFx ( competitive bidding ) opportunities , non - established or 

 outdated rate cards and Professional services Agreements ’ ( PSA ’s ) , non - negotiated or non - existing volume discounts ,   inconsistent or lengthy budgeting and accruals . Majority of Statement Of Works ( SOWs ) are sole - sourced resulting in un- visible , un - managed , un - disciplined SOW spend . 

  Scope : To manage end - to - end all Professional Services Statement of Work ( SOW ) engagements ( including deployment 

 services , project management , product configurations , general consulting services , advisory or management consulting   services ) in Beeline ’s SOW module . Tool will manage complete life - cycle of all such SOW ’s , including Milestones , Time   sheets , approvals , resources On / Off boardings and Payments 

  Selection of Proposed Tools : Third party Vendor Management Systems ( VMS ) tools , SOW module for Professional 

 Services / Project based agreements . ( With one year into the Contingent Workforce Program ( CWM ) program we had   successfully rolled out our Contingent spend management via VMS CWM module . We are now ready to expand the scope   to capture and manage all other Professional Services Statement of Works in our VMS ’s SOW module . 

 Vendor Management Solution ( VMS ): web - based solution to track and monitor all SOW activities End - to - End requisition   lifecycle 

  Automated workflow with customized pre - approvals 

  Facilitated candidate review process and continuous industry benchmarking 

  Standardized bill rates within job classifications and job titles 

  Automated reporting ( headcount , rates , skill sets , tenure , term expiry ) 

  Consolidated invoicing and reporting 

  Future state : To be the first to know - with a centralized view of all stages — from negotiation and sourcing , through 

 engagement management to invoice and payment — a Services Procurement solution will give us the right tools and insight   to manage and administer Competitive Bidding , Statement of Work Negotiation , Custom Approval work flows , Real   Time Project Tracking , Time & Expense to Billing , Avoid CWM spend running into SOWs and Payment accuracy to One   click Reporting , Analytics , Forecasting & Budgeting and Savings 

  Achieve : Value , Controls , Efficiency , Competitiveness , Compliance , Visibility , Discipline and Savings . Estimate 8 - 10 % 

 overall savings 

 Application Process : 

 Pre Go - Live :   Discover , Identify Active SOWs ( where the spend resides ) , validate SOW ’s , PSA ’s 

 o   RFQ rate card requests to identified suppliers with a standard set of titles including establishing Volume   Discount structure for current and future years spend . 

 o   PSA Amendments : add Service Procurement fees , insurance requirements , confidentiality or Personal   identity Information ( PII ) information assessment , etc . 

 o   VMS ’s SOW module Implementation at no additional cost . 

 Phase I Go - Live :   Adopt identified SOW Suppliers along with their consultant headcount 

 Coursera_Design Tara Limbu 

 Post Go - Live :   Add NEW / RENEWAL Professional Services SOWs as they materialize . ( All new SOW ’s subject to competitive   bidding or / and negotiations before being tracked in VMS ’s SOW module ) 

 Phase II Go - Live : Adopt all remaining active professional services spend categories , including Audit , Legal and Professional   fees . 

 Insight & Approach : 

  Even the best performing and most fairly - priced consulting firms loath competitive bidding on accounts they are already 

 servicing . After building hard - won relationships , extending favors and other no - cost value - adding benefits , suppliers often   feel they have earned a direct - source privilege . And , perhaps some have . However , competitive bidding is n't meant to   undermine positive relationships between customers and suppliers . As seen on the more mature temp - labor side of   contingent workforce programs , competitive bidding helps to create a more fair and level playing field for the suppliers .   Even without competitive bidding , just having access to historical SOW pricing is reported to bring in 6 percent on contract   savings . And , with e - enabled sourcing and invoicing efficiencies , contingent workforce managers are often able to negotiate   early - pay discounts and volume rebates . 

  Beyond hard cost savings , yet another compelling reason to integrate SOW activity into a contingent workforce program is 

 onboarding / offboarding controls and efficiencies . Without a central data repository of who is coming and going , and who   ought not to return , effective controls become impossible . Equipment allocations , worker return eligibility checks ,   background checks , drug screening , network ID administration , photo ID badging , desk and phone assignments -- each of   these downstream elements can be made more efficient and effective with a central data repository and transactional   system such as a VMS . While a VMS is not the only technology able to accomplish this task , it is best suited to do so because   it is the only known technology to seamlessly support the complete worker lifecycle -- the highly sought - after one - stop- shop . To this point , if you want someone to fill out an onboarding form properly , make it easy to do so , and tell all parties   involved that money wo n't flow until it is done properly . Similarly , by tying offboarding tasks to PO end dates , the gap   between when someone leaves and when his or her access to systems and facilities is terminated can be shrunk to nothing . 

 Manager / Business Users achieve : 

  Visibility into performance metrics 

  Operational Efficiency 

  Competitive Bids 

  Standardized Rate Cards 

  Improved visibility into Bid / Proposal Process 

  Eliminate the need to validate Clarity Timesheets 

  Eliminate manual Invoice / Timesheets approvals 

 Coursera_Design Tara Limbu 

 Pros / Future State 

 Formal , organized or mature management function to provide governance and operational support for SOWs . Create 

 Centralized process to route all SOWs through VMS 

 Optimization / Supplier Tiering and Vendor performance 

 Negotiate Standardized Rate Cards 

 Negotiate Volume Discounts 

 Enforce Competitive bidding / RFx for all New SOWs 

 Enforce Change orders / Extensions are limited or established total SOW $ limits thereby limiting overruns 

 Limit , restrict Sole sourced engagements unless justified . 

 VM obtain rate card & negotiate Sole sourced agreement 

 Enforce most current and consistent Client PSA ’s or Amendments to cover current regulatory and worker mis- 

 classification requirements . 

 Beeline will house all PSAs , COI ’s & SOWs in the SOW module . Real time spend : budget insights 

 Automated approval workflows 


EMAIL: 
ID_NUM: 
NAME_STUDENT: Tara Limbu, Tara Limbu, Tara Limbu
PHONE_NUM: 
STREET_ADDRESS: 
URL_PERSONAL: 
USERNAME: 

### Task: You are a PII (Personal Identity Information) Detection. Given a essays written by students, you have to identify ONLY the following:
NAME_STUDENT - The full or partial name of a student that is not necessarily the author of the essay. This excludes instructors, authors, and other person names.
EMAIL - A student’s email address.
USERNAME - A student's username on any platform.
ID_NUM - A number or sequence of characters that could be used to identify a student, such as a student ID or a social security number.
PHONE_NUM - A phone number associated with a student.
URL_PERSONAL - A URL that might be used to identify a student.
STREET_ADDRESS - A full or partial street address that is associated with the student, such as their home address.
### Input: Coursera_Design Tara Limbu 

 I Manage the Strategic Sourcing & Vendor Management functions at a major Asset Manager ( Financial firm ) in NY . 

 Challenge & Selection 

  Current State : End to end manual process , limited to none RFx ( competitive bidding ) opportunities , non - established or 

 outdated rate cards and Professional services Agreements ’ ( PSA ’s ) , non - negotiated or non - existing volume discounts ,   inconsistent or lengthy budgeting and accruals . Majority of Statement Of Works ( SOWs ) are sole - sourced resulting in un- visible , un - managed , un - disciplined SOW spend . 

  Scope : To manage end - to - end all Professional Services Statement of Work ( SOW ) engagements ( including deployment 

 services , project management , product configurations , general consulting services , advisory or management consulting   services ) in Beeline ’s SOW module . Tool will manage complete life - cycle of all such SOW ’s , including Milestones , Time   sheets , approvals , resources On / Off boardings and Payments 

  Selection of Proposed Tools : Third party Vendor Management Systems ( VMS ) tools , SOW module for Professional 

 Services / Project based agreements . ( With one year into the Contingent Workforce Program ( CWM ) program we had   successfully rolled out our Contingent spend management via VMS CWM module . We are now ready to expand the scope   to capture and manage all other Professional Services Statement of Works in our VMS ’s SOW module . 

 Vendor Management Solution ( VMS ): web - based solution to track and monitor all SOW activities End - to - End requisition   lifecycle 

  Automated workflow with customized pre - approvals 

  Facilitated candidate review process and continuous industry benchmarking 

  Standardized bill rates within job classifications and job titles 

  Automated reporting ( headcount , rates , skill sets , tenure , term expiry ) 

  Consolidated invoicing and reporting 

  Future state : To be the first to know - with a centralized view of all stages — from negotiation and sourcing , through 

 engagement management to invoice and payment — a Services Procurement solution will give us the right tools and insight   to manage and administer Competitive Bidding , Statement of Work Negotiation , Custom Approval work flows , Real   Time Project Tracking , Time & Expense to Billing , Avoid CWM spend running into SOWs and Payment accuracy to One   click Reporting , Analytics , Forecasting & Budgeting and Savings 

  Achieve : Value , Controls , Efficiency , Competitiveness , Compliance , Visibility , Discipline and Savings . Estimate 8 - 10 % 

 overall savings 

 Application Process : 

 Pre Go - Live :   Discover , Identify Active SOWs ( where the spend resides ) , validate SOW ’s , PSA ’s 

 o   RFQ rate card requests to identified suppliers with a standard set of titles including establishing Volume   Discount structure for current and future years spend . 

 o   PSA Amendments : add Service Procurement fees , insurance requirements , confidentiality or Personal   identity Information ( PII ) information assessment , etc . 

 o   VMS ’s SOW module Implementation at no additional cost . 

 Phase I Go - Live :   Adopt identified SOW Suppliers along with their consultant headcount 

 Coursera_Design Tara Limbu 

 Post Go - Live :   Add NEW / RENEWAL Professional Services SOWs as they materialize . ( All new SOW ’s subject to competitive   bidding or / and negotiations before being tracked in VMS ’s SOW module ) 

 Phase II Go - Live : Adopt all remaining active professional services spend categories , including Audit , Legal and Professional   fees . 

 Insight & Approach : 

  Even the best performing and most fairly - priced consulting firms loath competitive bidding on accounts they are already 

 servicing . After building hard - won relationships , extending favors and other no - cost value - adding benefits , suppliers often   feel they have earned a direct - source privilege . And , perhaps some have . However , competitive bidding is n't meant to   undermine positive relationships between customers and suppliers . As seen on the more mature temp - labor side of   contingent workforce programs , competitive bidding helps to create a more fair and level playing field for the suppliers .   Even without competitive bidding , just having access to historical SOW pricing is reported to bring in 6 percent on contract   savings . And , with e - enabled sourcing and invoicing efficiencies , contingent workforce managers are often able to negotiate   early - pay discounts and volume rebates . 

  Beyond hard cost savings , yet another compelling reason to integrate SOW activity into a contingent workforce program is 

 onboarding / offboarding controls and efficiencies . Without a central data repository of who is coming and going , and who   ought not to return , effective controls become impossible . Equipment allocations , worker return eligibility checks ,   background checks , drug screening , network ID administration , photo ID badging , desk and phone assignments -- each of   these downstream elements can be made more efficient and effective with a central data repository and transactional   system such as a VMS . While a VMS is not the only technology able to accomplish this task , it is best suited to do so because   it is the only known technology to seamlessly support the complete worker lifecycle -- the highly sought - after one - stop- shop . To this point , if you want someone to fill out an onboarding form properly , make it easy to do so , and tell all parties   involved that money wo n't flow until it is done properly . Similarly , by tying offboarding tasks to PO end dates , the gap   between when someone leaves and when his or her access to systems and facilities is terminated can be shrunk to nothing . 

 Manager / Business Users achieve : 

  Visibility into performance metrics 

  Operational Efficiency 

  Competitive Bids 

  Standardized Rate Cards 

  Improved visibility into Bid / Proposal Process 

  Eliminate the need to validate Clarity Timesheets 

  Eliminate manual Invoice / Timesheets approvals 

 Coursera_Design Tara Limbu 

 Pros / Future State 

 Formal , organized or mature management function to provide governance and operational support for SOWs . Create 

 Centralized process to route all SOWs through VMS 

 Optimization / Supplier Tiering and Vendor performance 

 Negotiate Standardized Rate Cards 

 Negotiate Volume Discounts 

 Enforce Competitive bidding / RFx for all New SOWs 

 Enforce Change orders / Extensions are limited or established total SOW $ limits thereby limiting overruns 

 Limit , restrict Sole sourced engagements unless justified . 

 VM obtain rate card & negotiate Sole sourced agreement 

 Enforce most current and consistent Client PSA ’s or Amendments to cover current regulatory and worker mis- 

 classification requirements . 

 Beeline will house all PSAs , COI ’s & SOWs in the SOW module . Real time spend : budget insights 

 Automated approval workflows
### Output: 