09 10 ifma-fm-day 2017_customer & supplier of choice in fm_solvint_manu matthyssens
TRANSCRIPT
May I have your votes please !
Micro/Macro People?
Business/process function?
What to learn from this?
We are all going to stand in front of our own ‘business’ mirror
What to think about the way we do business in FM ?
‘ON BOTH SIDES’
THE SELLER
THE BUYER
PROCESS vs KNOWLEDGE
MATURITY LEVELS
QUALITY OF INFO/CONTENT
QUALITY OF COMMUNICATION
QUALITY OF SLA/DASHBOARD/TCO
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
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
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
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
How to become a ‘customer of choice’ ?
SUSANNA MAUNU
SUPPLIER SATISFACTION:THE CONCEPT AND A MEASUREMENT SYSTEM
PhD Thesis, University of Oulu, November 2003
How to become a ‘Supplier of choice’
Innovation partner
Performance partner
Preferred supplier
Competitive supplier
VALUE COST RISK
Different level
Different
game
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 !
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
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
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
Role of the FM Manager
Customer Demand
Supply Base Offer/solution
Continuous Challenge
+ own efficiency
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