Contingent Workforce Management (CWM) is evolving from a transactional support function to a strategic enterprise agility and talent optimization enabler. Amid growing complexity from geopolitical shifts, remote work, and demand for specialized skills, organizations must move beyond legacy models built for cost control. Instead, future-ready CWM programs must integrate new channels such as freelancers and direct sourcing, embrace digital orchestration, and embed advisory capabilities that align talent strategies with broader business goals. This report introduces a framework based on seven pillars of CWM program excellence: talent ecosystem centric, insight-driven, agile orchestration, embedded advisory, digital enablement, total talent led, and compliance readiness. It also explores how organizations can adopt these pillars by leveraging strategic partnerships and using Build-Operate-Transfer (BOT) models to accelerate capability building without long-term outsourcing. Designed for CHROs, procurement leaders, and MSPs, the report offers a clear blueprint to help organizations achieve sustained success in a rapidly changing workforce environment.

With automotive manufacturers facing radical disruptions, electronics and beverage manufacturers battling with negative profit margins, and others facing stringent industry regulations, the manufacturing sector is under tremendous pressure, forcing them to reduce costs while simultaneously driving investments in modern technologies to maintain their competitive advantage. Industry 4.0, with its promise of extreme automation and high efficiency, has intrigued manufacturers for many years now. However, it is the recent advancements in technologies, such as Internet of Things (IoT) and big data, that have empowered manufacturers to adopt Industry 4.0 rapidly. While cost savings and improving customer experience are the top priorities while making digital investments, over 50% of manufacturers have adopted digital technologies to create new business models. Manufacturers are also realizing that investing in technology alone is not sufficient. A strong digital culture supported by new & improved processes, cybersecurity policies, and even new business models are essential to maximize the returns from their digital investments. The Digital Pinnacle Enterprises™ in the manufacturing sector are leading the market in the successful adoption of Industry 4.0. Over 80% Digital Pinnacle Enterprises™ in the manufacturing sector have invested in digital technologies to evolve their business processes and drive their digital strategy. Through this report, we deep dive into these organizations and analyze the factors that set them apart from other manufacturers and what the industry can do to keep up. This report offers an in-depth review of the key capabilities encompassing 18 key dimensions in which manufacturers are making digital investments, and a further evaluation of five key dimensions where Digital Pinnacle Enterprises™ in the manufacturing sector showcase higher maturity. This report will cover the following: Factors that set the Digital Pinnacle Enterprises™ apart Key digital adoption trends Digital investments and growth priorities for retailers Recommendations for retailers to thrive in this wave of digital disruption Membership(s) Digital Services

INTRODUCTION The Industry Trends reports provide industry-specific data, developments, and insights that enable global sourcing managers to navigate through the complexity and make clear and effective decisions suited to their specific industries. These reports provide detailed information on transaction activities, Global In-house Center (GIC) developments, service providers’ market shares, and key outsourcing transactions specific to particular industries. SCOPE Outsourcing transaction trends GIC market overview Service provider activity and deal information CONTENTS The Q4 2014 Industry Trends report for Manufacturing, Distribution, and Retail includes data and insights specific to this industry spanning: Outsourcing transaction trends by function, geography, and subvertical Outsourcing transaction activities by process and subprocesses, and type of deal (new and restructured / renewals) GIC market assessment including recent set-ups, expansions, and divestitures Transaction activity by service provider and service provider market share Significant deals signed by leading companies