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International audience; For a long time, contingent staffing was considered as the responsability of the Human Resource department. The high needs of workforce flexibility combined with disseminated agencies have led some companies to a great number of labor suppliers. This situation has produced important cost variation, poor quality of service, and important risk due to the mistunderstanding by local managers of legal considerations. To face this situation, companies have started to move from a HR consideration to a purchasing one. This paper deal with the problem of sourcing contingent workers as a supply chain mangement issue: to secure and optimise the sourcing of non permanent workers, companies need to involve different departments within the organisation and to develop an optimise business process with some prefered suppliers. A case study developped with Wincanton finally illustrates the benefit of identifying the needs and outsourcing to a unique service provider such a sourcing process.

The topic of Performance Measurement and Management has been investigated for more than twenty five years leading to more than thirty five methods around the world, developed either by researchers or more pragmatically by practitioners, in order to define and implement indicators. Most of them are more oriented for the definition and few for the implementation. Other are simply a list of recommended PI’s. Several studies have been done to compare some of these methods and to explain the reasons of PI’s implementation failures. The objectives of this paper is to go deeper in detail in the comparison and in a second time to define a generic framework that could help to detect what should contain a generic method for Performance Indicator System definition and implementation and what is the knowledge that must be included in this kind of method to be more efficient.