Data & Reporting
Contingent Workforce Analytics
Reporting your finance team can reconcile, your procurement team can negotiate with, and your quality team can produce during an audit.
Contingent workforce analytics turns program data into the answers leadership asks for: what are we spending on non-employee labor, where, on what, with whom, and is it working. Most life sciences organizations cannot answer that in a single pass, because the data is spread across supplier invoices, accounts payable, individual purchase orders, and the memories of hiring managers. Viltis builds the data model and the reporting layer that make contract labor a measurable category instead of a line item labelled other professional services.
Overview
Get the taxonomy right before the dashboard
Reporting quality is decided during configuration, not in the visualization layer. If job categories were never standardized, a spend report by role tells you nothing: the same validation engineer turns up under four different titles across three suppliers.
We define the taxonomy that reporting depends on: job families and levels, cost center and site mapping, worker type classification, supplier hierarchy including parent-subsidiary relationships, and the assignment lifecycle events that make tenure and turnover calculable.
Overview
The reporting most programs need first
We start with the reports that change decisions and leave the rest until someone asks for them.
Spend by business unit, site, cost center, supplier, and job category, with SOW and hourly labor combined
Rate analysis: distribution by role and geography, off-card exceptions, and rate movement over time
Supplier performance: submittal quality, time to first submittal, fill rate, and assignment completion
Cycle time from requisition approval through onboarding completion, broken down by stage
Worker population by function, qualification status, tenure band, and time to assignment end
Compliance exposure: assignments approaching tenure review, expiring documents, and access past end date
Overview
Reconciling to finance
A workforce report that does not tie to the general ledger will lose every argument it enters. We design the reporting so program spend reconciles to accounts payable, and so the known differences (accruals, timing, engagements outside program scope) are explained up front instead of discovered mid-review.
That reconciliation is what turns analytics from an interesting internal report into something your finance business partners will plan against.
Overview
Benchmarking with appropriate caution
Rate benchmarking is useful and frequently overstated. Published market rates for a quality assurance specialist span a wide range because the underlying roles differ enormously in scope, seniority, and regulatory exposure.
So we use benchmarks to find outliers worth a look, not to set targets mechanically, and we say plainly where any comparison data falls short. A rate that looks high may be buying scarce experience your program needs.
Overview
From reporting to forecasting
Once the historical picture is reliable, the program can support planning: contract labor demand modeled against project milestones, the cost of conversion decisions worked through, and a forecast finance can defend instead of last year plus a percentage.
In life sciences the forecast gets much better when it is tied to the pipeline. Submissions, tech transfers, clinical milestones, and remediation commitments all signal demand long before a requisition appears.
Benefits
What good analytics makes possible
One number for contract labor spend
Hourly and SOW spend combined in a single view removes the recurring argument about whose figure is correct.
Rate outliers surfaced early
Distribution analysis and exception tracking surface rate variance while it can still be corrected, not at renewal.
Negotiation backed by evidence
Supplier performance and rate positioning data give procurement a factual basis for commercial conversations.
Bottlenecks located precisely
Stage-level cycle time shows whether delay sits in approval, sourcing, screening, or provisioning, so the fix targets the right function.
Compliance risk visible in advance
Tenure reviews, expiring documents, and access past assignment end appear as forward-looking exceptions, not audit findings.
Forecasts finance will accept
Demand modeled against the project pipeline and reconciled to the ledger produces planning numbers that hold up in a budget review.
FAQ
Workforce analytics FAQs
Can you report on spend before a VMS is implemented?
Yes, through a historical spend analysis built from accounts payable data, purchase orders, and supplier reporting. It is more manual and less precise than system-generated reporting, but it is usually enough to establish the baseline and build the case for the program.
How do you handle SOW spend that sits in the ERP rather than the VMS?
During the interim we map ERP categories and supplier records to the workforce taxonomy so both sources can be combined. As SOW engagements move into the vendor management system, the reporting shifts to the system of record and the mapping shrinks.
Do you provide dashboards or do we build our own?
Either. We can deliver reporting from the vendor management system, or model and feed the data into your existing business intelligence platform so contract labor sits alongside your other workforce reporting. The second option is usually better long term.
How reliable is external rate benchmark data?
It is directionally useful and frequently over-interpreted. Role definitions vary between sources, and life sciences specializations are often thinly represented. We state the limitations alongside the numbers and use them to prompt a question, not to set a rate.
Can analytics cover workers who never enter the program?
Only partially, and the gap is itself a finding. Off-program engagement, usually SOW-based or contracted directly, shows up in spend analysis. Closing it tends to be an early priority, because it distorts every other number.
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Related capabilities
Ready to talk through your program?
Bring us your current spend, supplier list, and compliance obligations. We will show you what a technology-enabled contingent workforce program would look like for your organization.