A Global FM Provider has a range of strategies to ensure that they understand their customer and ensure that they are constantly and consistently meeting their customers’ requirements.

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A key strategy for them is the use of Landmark ‘s “Performance Alignment and Improvement Review” because it provides an independent and objective review. It is used for all clients in their portfolio and is used by the FM Provider to:

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• form the basis of an annual service development or improvement plan

• quantify the relative understanding of both client and supplier of performance on key success criteria

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We use a structured process of interviews, evaluation and workshops to ensure that it is a collaborative review into which both client and the Provider have equal input. We play an active part in the process as we can help validate and document best practice (as we are able to bring the experiences of other clients and suppliers).

 

On each account the key areas of success that are evaluated and discussed are: 

• Strategic Alignment to understand if objectives are defined and shared and whether the FM provider focuses activity on meeting agreed client objectives? 

• Operational Performance to determine if the Provider meets and exceeds expectation and this is adequately evidenced and visible to client stakeholders?

• Transparency to establish of the client has end to end visibility of supplier performance and ensure the important things are being measured and reported?

• Compliance to confirm the supplier client relationship support effective management of risks and compliance with statute

• Resources & Control to understand if the ‘right’ resources (both client & supplier) are engaged in the contract to ensure success

• Portfolio Management to establish if the supplier/client relationship support managing the client portfolio effectively

• Whether the Provider recognised value generating initiatives and is the Provider sufficiently responsive and receptive to changing requirements?

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Example outputs from a typical workshop have included:

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• Asset Register updated with critical plant identified 

• Life cycle plan updated taking into account that In 202x the Client needs to make a decision about where they are located and do not want to invest unnecessarily 

• Dilapidation responsibilities incorporated in life cycle planning

• There is ambiguity of who is responsible for Permits to Work / other aspects of H&S –Provider service scope on Permits to Work / H&S to expand to ensure good process for all suppliers who work in the building

• KPI's did not reflect business need –organised joint review between client and Provider and implement new management process.

• Health & Safety reporting within Client needed to be improved – Provider scope of service to support new process increased

• Improving Environmental performance is becoming more of an issue at Client as they need to demonstrate capability to their new clients. The Provider agreed new targets and reporting.

• Utilisation of space is perceived to be poor and it is important to understand opportunity and how this defines space need as part of property strategy going forward. Detailed space utilisation study undertaken. 

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The process is helping the Provider to build greater understanding of client needs and develop more relevant innovation for their clients.