Why is good asset data so important when tendering PPM services?

Detailed asset data allows prospective Planned Preventive Maintenance (PPM) service providers to develop informed, evidence-based pricing. Knowledge of asset types, quantities, locations, conditions, and service histories enables contractors to make precise assessments of the required resources, labour, and materials.

High-quality asset data ensures that all bidders are responding to a clearly defined and consistent scope. This enables the procuring organisation to evaluate tenders on a like-for-like basis, promoting fairness, transparency, and competitiveness.

Inaccurate or incomplete asset data increases the likelihood of disputes over service obligations and can lead to frequent contract variations.

A well-maintained asset register that includes statutory assets such as fire safety equipment, lifting systems, and electrical infrastructure, enables service providers to plan and deliver compliance-critical maintenance.

Providing structured and reliable asset data demonstrates a high level of organisational readiness and maturity. This not only improves the credibility of the tendering process but also makes the opportunity more attractive to competent and experienced service providers.

Too often, we see organisations struggling because their asset management systems and assert data are not properly set up and recorded. This leads to poorly maintained data, an inability to demonstrate compliance, unreliable tendering processes, and major challenges when onboarding new contractors.

PPM Maintenance System when tendering

In order to manage assets and ensure that data is robust and accurate for a tender process, a clearly defined framework should be in place to capture and manage data. This involves

• Setting up an effective asset register and ensuring the assets are properly captured in a CAFM or similar system.

• Defining the maintenance standards that you wish to operate to and generating PPM schedules and plans in line with standards

• Ensuring PPM activity is undertaken and proper documentation is retained and stored.

Assets should encompass the full range of components within a facility, including building fabric (e.g., windows, doors, roofs), mechanical and electrical systems (e.g., boilers, HVAC units), fire safety equipment (e.g., extinguishers, alarms), and security systems (e.g., CCTV, access control).

Typically, the following diagram would reflect a good practice approach to ensure that you have the systems and data in place to undertake effective planned maintenance and the information required for tendering PPM services.

It should be noted that the client should be the owner of all asset data whether stored in a suppliers asset management system (depending on future sourcing strategy) or their own. This will allow access and control to sit with the Client, enabling data to be effectively used in the tender process.

Establishing and Maintaining an Asset Register

The cornerstone of any asset management strategy is a well-structured and comprehensive asset register. This register should record all physical assets across sites and buildings and contain essential data fields, including a unique asset identifier, classification (based on standards such as Uniclass 2015 or NRM 3), manufacturer and model details, unit of measurement, quantity, and precise location. In addition, information regarding asset condition, the date of the last condition survey, remaining life expectancy, and maintenance activities (such as inspection history) should also be captured.

Assets should be organised within a clear data hierarchy, at minimum, by site, building, floor, and room. Where multiple identical assets are located in the same space, their quantity must be accurately recorded. It is critical that all data is regularly verified and updated to maintain the integrity of the register. Asset descriptions should be consistent for assets of the same asset type and should exclude unnecessary specific information. Specific information shall be recorded in the designated data fields.

In some instances, it us normal for some assets to be grouped (in a Virtual / Parent and Child asset arrangement) on the Asset Register if accompanied by a detailed and controlled asset log held on site. An example would be fire extinguishers and smoke detectors.

All assets that can be physically tagged on site should be tagged. The tag shall clearly display the unique Asset ID, bar code/QR code and any other details required by a supplier or maintainer to ensure effective asset location and management.

Ideally, all assets should have a criticality rating recorded in the CAFM. This criticality rating is necessary to determine risk to the business and premises, where spending should be allocated, and the nature/frequency of any maintenance activities.

Utilising an Effective Asset Management System

A fit-for-purpose Computer-Aided Facilities Management (CAFM) or Computerised Maintenance Management System (CMMS) is essential to deliver mature and strategic asset management. These systems should support asset register management, development and scheduling of planned preventative maintenance (PPM), lifecycle planning, and reactive maintenance coordination.

The chosen system must be able to hold data down to the lowest maintainable level in an asset hierarchy to ensure robust asset and maintenance visibility.

In the tender process, you will need to tell the bidders whether they will need to provide the CAFM / CMMS systems or whether they will interface with the client systems

Maintenance Standards and PPM Schedules

Maintenance of assets will need to be carried out in line with defined standards. In many cases, the industry standard SFG20 is used to determine maintenance frequencies and tasks. Where contracts do not specify SFG20, "Good Industry Practice" may apply, giving service providers more discretion, though statutory maintenance requirements, such as fixed wire testing or fire door inspections, remain non-negotiable. Client’s may optimise their planned maintenance activities through risk assessment, provided this approach does not compromise statutory compliance or asset performance. Clarity on the standards required will ensure that tender prices will be directly comparable.

Data Accuracy and Change Management

You will need to describe to the bidder how you expect them to update and maintain accurate asset data during the life of the contract and potentially what KPI’s you will use to measure this performance as this is likely to impact their resource requirements. If regular verification, sampling audits, formal change management processes, and automated quality checks are implemented it is likely that when the services are re-tendered you will have good data and will not need to go through another round of data cleansing at the next tender round.

Conclusion

A structured and proactive approach to asset data management underpins the reliability, safety, and efficiency of facilities operations. By maintaining a detailed asset register, enforcing data quality standards, utilising a comprehensive CAFM/CMMS system, and aligning with statutory and best-practice maintenance standards, organisations can ensure compliance, reduce operational risk, and make informed strategic decisions.

It will also ensure that when you are tendering PPM services, at you will have a good basis to gain accurate prices, with reduced risk built into bidder prices.

How Landmark and Associates Can Help

We have procured over £2 billion worth of facilities services including FM management, maintenance, cleaning, security, grounds maintenance and catering, for single buildings through to large estates. Our clients span the public and private sectors, in the UK and internationally.

Being independent means we can give impartial advice on the best sourcing solution for our clients. In the past these have included a range of different models including managing agent, total facilities management, single service, bundled services and in-house service delivery.

Our extensive understanding of facilities management means that we can help our clients tender to the organisations that best align with their businesses, ensure that you buy what you need and improve your value for money.