How to Build a Business Case for a First-Generation MSP

BLOGBy Rullion on 08 September 2025

When you’re managing large numbers of project-based contractors or temporary staff, the idea of a Managed Service Programme (MSP) often comes into the conversation. An MSP can centralise contingent workforce management, helping to improve visibility of spend, streamline compliance, and ultimately make hiring more efficient and strategic. But if your business is considering its first-generation MSP, the challenge often isn’t the programme itself; it’s building a strong, evidence-based business case that gains buy-in from internal stakeholders.

A first-generation MSP is a managed service programme introduced into a business for the very first time. It usually replaces manual processes and scattered supplier arrangements with a centralised, consistent, and strategic way of managing your contingent workforce.

How to build a business case for an MSP

At Rullion, our MSP consultants have had exposure to all levels of talent consultancy surrounding MSP and have put together this helpful guide to walk you through how to structure that business case, the benefits you should highlight, and how to present ROI in a way that draws in your decision-makers.

1. Define the problem

Before you start providing an MSP as the solution, start with the “why”. Begin by clearly defining the workforce challenges your organisation faces today:

Limited visibility of contingent workforce spend
Fragmented supplier management and inconsistent quality
Compliance risks with IR35 or worker classification
Escalating costs with little ability to forecast or control
Hiring managers spending too much time on recruitment admin

Where possible, quantifying the scale of these challenges (e.g., percentage overspend, average time-to-hire, compliance audit findings) helps show why the current model isn’t sustainable.

2. Identify stakeholders and their priorities

Different decision-makers will view an MSP through different lenses. A strong business case addresses each of these perspectives, showing how an MSP aligns with their objectives.

Finance leaders want cost savings, forecasting accuracy, and spend control.
HR leaders want improved candidate quality, DEI alignment, and workforce planning.
Procurement leads want supplier consolidation, stronger negotiation leverage, and compliance.
Hiring managers want faster, simpler access to talent.

3. Establish the baseline data

To justify investment, you need a starting benchmark of how things operate today. Even if the data isn’t perfect, presenting a baseline gives stakeholders a clear “before” picture against which future improvements can be measured. Collect data on:

Current headcount of contingent workers (by department/region)
Total annual spend on contractors and temps
Average cost-per-hire and time-to-hire
Number of suppliers and volume of hires per supplier
Compliance or audit findings

4. Showcase the potential benefits of an MSP

Translate MSP as a solution into tangible outcomes that matter to your business. And, rather than listing them in the abstract, link each benefit to your earlier pain points. For a first-generation MSP, the benefits often include:

Cost efficiency – consolidated supplier base, rate benchmarking, reduced rogue spend
Visibility and reporting – clear (and potentially real-time) data on workforce spend and performance metrics
Compliance and risk management – standardised contracts, reduced misclassification risk
Process efficiency – hiring manager time saved through centralised processes
Scalability: ability to flex workforce quickly in response to business needs

5. Consider the costs and change management

Decision-makers will naturally ask: “What will this cost us?” So, make sure you’re addressing the potential investment and disruption. Be transparent about:

Implementation fees or technology requirements (such as a Vendor Management System)
Internal resource required to manage the transition
Potential resistance from hiring managers or suppliers

Balance this with mitigation strategies (e.g., phased rollout, stakeholder engagement, supplier transition planning) to help strengthen your case.

6. Provide clear options

Shifting your workforce strategy to a new one is a big change. And you may find executives will still be hesitant to commit. Rather than an “all or nothing” proposal, you might frame your case in a way that allows your decision makers to see the trade-offs more clearly:

Do nothing – maintain status quo (with quantified risks/costs)
Partial MSP – pilot in one region or business unit
Full MSP – organisation-wide implementation

7. Build your ROI model

The ROI doesn’t always have to be purely financial, but it helps to show hard numbers where possible. For example:

Forecasted cost savings through supplier rationalisation (e.g., 10–15%)
Reduction in time-to-hire (e.g., from 40 days to 25 days)
Reduction in compliance risks and potential fines
Hiring manager time saved (and the value of that time back to the business)

For example, organisations moving to a first-generation MSP often see 10–15% savings in year one through supplier consolidation alone.

Pair this data with qualitative outcomes such as improved candidate experience, better alignment with DEI goals, and stronger workforce planning.

8. Frame the narrative

Finally, package all of this into a clear, executive-friendly story. A structured narrative makes it easier for senior leaders to see the benefits and say "yes." A typical business case should flow like this:

The workforce challenges we face
Why it matters to the business
What a first-generation MSP could deliver
The options (and trade-offs) available
Costs, risks, and mitigations
The expected ROI and value-adds
The recommended next step

Building a business case for a first-generation MSP is ultimately about aligning your workforce strategy with long-term business goals. By framing the narrative this way, you help stakeholders see the benefits clearly and put yourself in the strongest position to secure buy-in.

When you’re ready to take the next step, think carefully about how you want your MSP delivered. Choosing the right MSP provider and the right MSP delivery model for your organisation will be key to ensuring a smooth transition and long-term success.

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