The Leader Magazine

DEC 2017

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the organization. These new strategic partners, coupled with a third legacy food-services supplier, completed our roadmap to a comprehensive global facility management plan. Each of the three suppliers is fully capable of complete facility management, which drives overall quality contractor facility performance at all levels: safety, quality, customer service, and on-time completion. s ervice implementation The path from a self-performed to a bundled-services model required CBRES to change the way services were delivered. Integration of a new FM model would need to be seamless and invisible to our customers. To manage, plan and prepare the facilities for transition to the new model, a global operations service team was developed. This team would provide support at the contract level with suppliers and prepare local facilities with the tools for transition. The team would plan and coordinate CBRES local facility transitions from direct management of work to managing the performance of new suppliers responsible for managing workstreams in the field. Local facility management would retain key subject-matter experts to perform work verification. Service implementation was an ambitious plan executed over a 12-month period after 24 months of planning. Seventy percent self-performance targets by the new suppliers were expected after a period of stabilization. The key to our successful implementation was the "soft-landing" approach. This is the process where our new supplier transitions many of the current suppliers as subcontractors to minimize change and maximize safety during transition. To complete a successful transition, we needed to break the implementation into phases as described in Figure 1: due diligence, transition execution, and stabilization. s upplier interface Procurement/Supply Chain Management (P/SCM) negotiated and developed contracts with each supplier for its respective area of responsibility. Detailed service level specifications and agreements were created to outline contract service requirements. Suppliers performing work for and on CBRES-managed properties must work in accordance with CBRES-standard procurement requirements, site-specific work requirements, and Contractor Health, Environment and Safety Management (CHESM) requirements. Each contract includes key performance indicators (KPIs) that are based on the respective supplier's contracted key responsibilities. A team of executive and facility CBRES leadership, contract specialists and operational excellence (OE)/HES teams monitor work performed by the contractors. The global facility-management and category-management teams monitor suppliers' contract performance and safety through governance and performance-management compliance. This is a change from our previous decentralized supplier management model. Extensive job/role modeling and change management was required to move from employee-direct management of work to auditing supplier performance of work. Contract owners are responsible for ensuring the suppliers provide service as agreed upon in the contract. This role is particularly important as contract owners work with both internal company performance-management team members and the suppliers' facility and management teams to manage the contract. Through stakeholder meetings, intermittent face-to-face contact, and verbal interactions and communication throughout the month with members of the facility management teams, the contract owners and advisors gather feedback regarding supplier performance, suggestions on local-site process changes and gaps, safety and operational concerns, site leadership, adherence to assigned contractor KPIs, and other facility-related successes and concerns. The procurement category manager also provides feedback regarding supplier contract performance. This feedback is used to determine if action is required from an account level to ensure consistent performance and process standardization across all sites. The contract owner then meets weekly with each supplier to discuss performance-team feedback, current facility operations and concerns, proposed process changes, and other supplier contract responsibilities. Centralized operations management Centralized operations management for work performed by Sodexo and CBRE at facilities is overseen by CBRES regional, area and facility managers and their teams (site services supervisors, operations and maintenance supervisors, team leads and specialists, and local HES specialists). Local-facility CBRES teams work and communicate collectively to ensure work is performed safely and in accordance with each service contract. Supplier and CBRES interaction is most important at this level to set and enforce client and contract expectations, adaption and adherence of the supplier to CBRES safety culture, and alignment and agreement on local, site-unique requirements. CBRES central-operation teams ensure adherence to company- mandated facility management policy/procedures and agreed-upon service level expectations, and work to ensure a smooth transition and adaptation of the CBRES safety culture by their suppliers. Figure 1 th E l E a DER DECEMBER 2017 43

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