Process cycle time

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How a Money Management Firm Benefited from Outsourcing Its HR to a PEO | Article

Pegasus Capital Advisors, a private equity firm, is operating in today’s uncertain financial markets. Instead of doing strategic work, the CFO found he lost whole days dealing with employee problems, since he was also responsible for HR, too. Outsourcing to ADP TotalSource not only saved time but also gave the firm’s employees more benefits, which became a great recruiting tool.

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Energy Company Had to Outsource HR as It Grew | Article

Three executives, including the president, performed HR tasks when U.S. Energy Services was a small company. When the employee roster exceeded 50 people, it was time to outsource HR. Even though the costs remained the same, the company is getting five times the benefits.

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E-Sourcing Technology Solution Provides High Value | Article

The lower middle market manufacturers ($30 – $200 million in sales) tend not to use strategic sourcing solutions. But there’s an outsourcing provider achieving value for them with e-sourcing technology available in a Software-as-a-Service model. Read how it works for a mattress manufacturer impacted by Hurricane Katrina.

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ITO Services Improve Workers’ Compensation Support | Article

Thanks to a technology-enabled outsourced solution, what used to take two to four weeks or more for a doctor’s workers’ compensation report on a patient now takes about 30 seconds. The solution also helps get injured employees back to work faster, lowering costs for employers.

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A Better Way to Handle Hazard Insurance Processing | Article

Mortgage lenders need assurance that the proper hazard insurance coverage is in place for the loans they issue. But that comes with significant headaches and unnecessary costs for lenders that still do their hazard insurance processing and tracking in house. Here’s what the leaders are finding as benefits in outsourcing this process.

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Outsourcing Conveniently Aligns Retailer’s Operations with Competitive Business Strategies | Article

A few years ago, the typical 7-Eleven® store had a myriad of electronic devices that were not connected. For example, cash registers were not linked to the fuel pumps, which forced clerks to manually enter fuel sales into the registers, slowing the process and missing impulse sales. The situation prevented 7-Eleven from maximizing its profitability. Nor could the store managers effectively manage inventory; there was no way to know with certainty which items were moving well and which ones were simply taking up space. Shelf space in a small store is at such a premium that allowing five or 10 items to sit unsold for a week affects the bottom line.