Case study: Automotive.
FM Transformation & Training.
This automotive client has a wide-ranging property portfolio that includes office, R&D and Production / Manufacturing. Across Europe, the delivery of FM services differs according to the local supply market in each country, however, service delivery has been consistently input based, heavily influenced by the local teams, including the ‘yellow-line’ demarcation of works in the production environments.
This initiative was to create new market service contracts moving to a more output-based specification, upskilling the supply partners and providing greater clarity for technical services in the production facilities.
The brief and stakeholders:
Taking new service initiatives from the central property team based in their European HQ, to improve service delivery whilst reducing service risk and providing greater clarity within the complex environments.
Project challenges:
Taking both central and local internal teams and their stakeholders from old, outdated, resource-heavy input specifications, to a more output-based specification with associated management processes.
Key outcomes:
A new operating model across the portfolio, with greater clarity within the property team, the local site management and the supply partners.
Value add:
In addition to the scope change and RFP process, we created a Training Concept for the client and supply teams to help explain the new TOM. This included a web-based training module for all FM delivery staff.
Case study: FINANCE.
FM Consultancy.
This global bank first completed a very successful worldwide, full facilities and property management outsourcing process in 2013, and needed to complete a fresh market test at the 10thanniversary of the contract.
The scope included corporate offices, retail branches and support locations globally encompassing full services of FM, AM & PM, and ultimately transferring 850 staff and other specialist vendors across 55 countries.
Code was appointed as SME to support the internal bank team, collaboratively working on the detailed service scope, RFP process, competitive dialogue sessions, evaluation, and transition to the new TOM and supply partner.
The brief and stakeholders:
The new outsourcing initiative was to compliment their new Property strategy, that focused on User & Customer Experience, Sustainability and Technology & Service Efficiencies, to provide commercial benefit.
Project challenges:
Finding supply partners capable of providing comprehensive service quality and coverage across a very wide geographical spread, namely Asia, the Middle East, India and Africa.
Key outcomes:
A 3rd generation contract that provided commercial benefit including full transparency and flexibility, enhanced technology, and an end-to-end process between FM, property management and project delivery.
Value add:
Bringing our insights into an already experienced team, helping them to focus on important aspects. Creating a fully collaborative process, allowing bidders to submit their best proposals. Promoted significant supplier investment to the service model.