Are we mainly micro or macro people? - Are we a process or a business function? - get rid of the disconnection - customer of choice - supplier of choice - seven sourcing business models - vested partnership

1. Customer & Supplier of choice in FM
the post tender level

2. THE THINGS WE DISCUSS
ARE ONLY RELATED TO OTHER COMPANIES…
NOT YOURS !

3. Q1: ARE WE MAINLY MICRO OR MACRO PEOPLE ?
Q2: ARE WE A PROCESS OR A BUSINESS FUNCTION ?

4. May I have your votes please !
Micro/Macro
People?
Business/process
function?
What to learn from this?

5. We are all going to stand in front of our own ‘business’ mirror
What to think about the way we do business in FM ?

6. 20 years the ‘same old devil called…TENDER’
What do we really think about this in 2017 ?

7. ‘ON BOTH SIDES’
THE
SELLER
THE
BUYER
PROCESS vs KNOWLEDGE
MATURITY LEVELS
QUALITY OF INFO/CONTENT
QUALITY OF COMMUNICATION
QUALITY OF SLA/DASHBOARD/TCO

8. We have to step out of this…..

9. COMMON VALUE
OF ‘SHARING’
HOW & WHERE TO FIND THE SOLUTION ?

10. What is it? Why is it so difficult?

11. Get rid of the disconnection
Needs
Specs
RFQ
Supplier
profile
Contract
SLA
KPIs? ? ? ?
Who
fits
Invest
Effort
ESI/Business
Output
What
result do
we get
Value mix
Ext/int cost
Risk impact

12. Invest
Effort
ESI/Business
NEEDS -Different stakeholders view
-Impact of FM area to company performance
-Impact of FM area to employee satisfaction & talent acquisition
-Budget reality & guidance
-Strategy in time: location, shareholder type, growth or reduction
-Company strategy: CSR ? Profitability? Core business? Acquisition? etc
-Critical areas, problems of the past?
Take time to exchange internally, with suppliers & colleagues @ similar companies

13. Who
fits
Supplier
profile
- Product leader, Operational excellence, Customer intimacy
- FM subcategory specialist, FM multiservice provider, Main contractor
- Local strength, proven track record similar need pattern
- Quality of Key account management & FM value engineering
- Content & communication levels

14. What
results do
we get
Value mix
Ext/int cost
Risk impact
Output
-Service level/quality level/complaints
-Service innovation
-Improve ‘perception, sensing & experience
-Cost transparency versus volume evolution
-Impact on internal costs
-Impact on working capital
-Installations in time
-Safety & CSR
-Flexible toward business evolution

15. CUSTOMER
OF
CHOICE
SUPPLIER
OF
CHOICE
CRM SRM

16. How to become a ‘customer of choice’ ?
SUSANNA MAUNU
SUPPLIER SATISFACTION:THE CONCEPT AND A MEASUREMENT SYSTEM
PhD Thesis, University of Oulu, November 2003

17. SALES PEOPLE
NEED ‘REASONS WHY’
TO CONVINCE THEIR ORGANISATION
TO DO THE EFFORT

18. How to become a ‘Customer of choice’

19. How to become a ‘Supplier of choice’
Innovation
partner
Performance partner
Preferred supplier
Competitive supplier
VALUE
COST
RISK
Different
level
Different
game

20. TRANSPARENCY CLEAR COST MODEL
FUTURE PROOF BENCHMARK CHECK
RESULT BETTER THAN
MARKET GAME
MEASURABLE
CONTINUOUS
IMPROVEMENT
CONTINGENCY
PLAN
RAISE/IMPACT INTERNAL
EFFICIENCY
TOP KAM
BOTH SIDES
STEERING COMMITTEE PROGRESS PLAN
12 conditions to really make ik happen !

21.  Maturity on both sites
 Transparency & quality of info & content exchange
 Clear direct cost, margin & indirect cost model
 Professional, guiding and flexible SLAs
 Measurable cost, value & risk effects
Key conditions: summary

22.  What is de supplier profile you are looking for
 What is the value of the FM service areas you need to deliver for the company
Starting points for FM

25. The ‘VESTED’ concept

27. Allow evolution, continuous improvement &
innovation
COST RISK
VALUE
PRICE IS ONLY MICRO

28.  FM business case meetings
 To adapt & improve
 What do you need?
 FM performance management
 Link to budget/CFO
 Link to satisfaction
 Clear update on risks (cfr installations)
 FM creativity
 Tailor made small specials with high satisfaction impact
 The marketing side of the services: customer impact (mgt & individual level)
How to interact

29. We will depend even more on
external value creation & collaboration

30. Role of the FM Manager
Customer
Demand
Supply Base
Offer/solution
Continuous
Challenge
+ own
efficiency

31. Triple approach: how to keep 5 fingers in the market

32. BUSINESS IMPROVEMENT
SESSION WITH FM
SUPPLIERS
MARKET BENCHMARK
Cost levels
Value options
Risk coverage solutions
FM BUYERS NETWORK
Best Practice sharing
Collaboration
Joint buying
Summary of all input
Improvement actions
FM steering committee
Decision platform
Business/HR/Finance
Decision
Implement with
suppliers
Play the market

33. DISCUSSION TOPIC 1
Improvement path
for your sourcing &
supplier interaction
approach ?

34. DISCUSSION TOPIC 2
How to assure real
business driven FM
within the company?

35. DISCUSSION TOPIC 3
What is needed to
really cover all
relevant
Cost, Value & Risk
Aspects?