The document outlines 10 rules for a professional FM procurement approach. It discusses conducting an annual "as is" analysis of FM spend, determining the appropriate procurement strategy, analyzing FM supply chains, deciding whether to tender or invest in a business case, focusing on specifications and process costs, understanding supplier DNA, becoming the customer of choice, balancing cost, value and risk, managing suppliers, and using internal reporting dashboards. Diagrams and examples are provided to illustrate spend analysis, procurement maturity, opportunity mapping, supplier selection criteria, and key performance indicator reporting.

1. De 10 vuistregels
voor een professionele FM-inkoopaanpak
Dag van Facility Management, 26 maart 2015
manu.matthyssens@solvint.com

2. DE 10 VUISTREGELS
1. 1x per jaar scherpe ‘as is’ foto
2. Welke inkoopstrategie en waarom?
3. Analyseer de FM-dienstketens
4. Tenderen of investeren in business case?
5. Geheim zit in de specs en proceskosten
6. DNA van de leveranciers
7. Customer of choice
8. Kost, waarde en risico balans
9. Leveranciersmanagement
10. Interne reporting via dashboard

3. Regel 1: 1x per jaar scherpe ‘as is’ foto

4. 1. Spend Analyse
• Segmentatie
• Leveranciersbasis
2. Inkoopmaturiteit per FM-domein
• Hoe optimaal al ingeregeld?
• Wat is de volgende stap?
3. Opportunity Scan
• Mogelijke verbetering: kost, waarde, risico
• Potentiele verbeterprojecten
Jaarlijkse scherpe FM foto

5. Spend-analyse
Period: 01/01/2014 – 31/12/2014
STEPS:
1. Download Invoice data into Excel
2. Cleaning Data
3. Purchase segmentation
4. Determine and limit scope
5. Determine influenceable spend
6. Spend Analysis
Influenceable
Purchase
Spend
Invoice-data

6. -Algemeen onderhoud
-Technisch onderhoud
-Onthaal en telefonie
-Security
-Catering
-Document mgt & print & office logistiek
-Space management & inrichting
-Utilities
-Afvalmanagement & milieudiensten
-Pers en abonnementen
-Overige
Facility-segmenten
Spend/segment
Leveranciers/
contracten
Aantal facturen
Evolutie
budgetten

7. Production Equipment
Temporary Labour
O&HProduction Equipment
Transport
Electricity
Warehousing
Natural Gaz ATL
Industrial Cleaning Containers & Pallets
BTL
Software
Person Cars
Group Insurrance
Waste Management RevisionsProduction Equipment
Workwear
Quality Management
WaterRetail Communication
Packaging Design
Hardware
Travel
O&HSoftware
Fire
Consultancy
Building
Accidentsat workOther Professional FeesFuel
Medical Insurrance
Market Research
Licenses
Safety & Security
0
50
100
0 50 100
Portfolio analyse (Kraljic)
Supply risk
FinancialImpact
- Volume concentration
- Standardisation
- Negotiation
- Focus on price reduction
- Reduce number of suppliers
- Short term contracts
- Partnership / SRM
- Multiple suppliers
- Ensure supply
- Long term contracts
- Optimisation specs
- Transparency
- Reduce number of suppliers
- Standardisation
- Focus on cost reduction
- Process optimisation
- E-procurement
- Ensure supply
- Long Term contracts
- Look for alternatives
PartnershipLeverage
Routine Bottleneck

8. Commercial
orientation
Transaction
orientation
Process
orientation
Supply chain
orientation
Value chain
orientation
procurement
coordination
1 2 3 4 5 6
Functional focus
Contribution
to competitive
advantage
Time
Availability Price Synergy XF Sourcing Integration Value
Transactionally
integrated
Internally
integrated
Externally
integrated
Hoe ver sta je op vlak va FM-inkoopmaturiteit?
Source: Prof Dr Frank Rozemeijer
From ‘price down’ to ‘cost down’
Functional focus
From ‘total cost out’ to ‘value in’

9. Opportuniteiten in kaart brengen
A B
B
C
C
C
D
D E
LOW MEDIUM HIGH
EFFORT
High gain,
high pain
Trouble for
nothing
Quick
wins
No pain,
no gain

10. Regel 2: Welke inkoopstrategie en waarom?

11. 6 type inkoopstrategieën

12. 6 strategy areas

13. Regel 3: Analyseer de FM-dienstketens

14. Hoe zijn de dienstketens exact opgebouwd? Zijn ze efficient?

15. Users
Subcontractor A
Subcontractor B
Subcontractor C
Subcontractor D
Subcontractor E
Subcontractor X
Cleaning
Technical
installations
Catering
Mailroom
Repro
Unilities
Security
Other
Subcontractors
1st tier
suppliers
Facility
Management
Facility
manager
Contract
manager
2nd line
employee
1st line
employee
Processes Organisation
Competences
Facility
Dashboard
Analyseer alle FM-dienstketens in detail

16. Samen met elke leverancier en een challenger

17. Regel 4: Tenderen of investeren in business case ?

18. Average
Savings %
20%
15%
10%
5%
0%
* Budget review * Supplier identification * Capabilities assessment * Contract negotiation * Implementation
* Project identification * RFI/RFP * Supplier selection and preparation
* Market assessment
source : Global Strategic Sourcing (GSS) of Bristol Myers Squibb, 2003
EARLY INVOLVEMENT MATTERS !
Relation of SAVINGS versus TIMELY Purchasing Involvement, based on analysis of Marketing & Sales projects
Supplier selection line
Post Selection
Savings of 0 - 5%
PRE Supplier selection
Savings of 10 - 17 %

19. Best practices en kennis van de leveranciers
GEEF DUIDELIJK RICHTING
WAAR JE NAARTOE WIL !

20. Regel 6: DNA van de leveranciers

21. Welk type leverancier zoek je en waarom?
• xx
• xx
• xx
• xx
• xx
• xx
1
2
3
Business
strategie
Inkoop/FM
strategy
Leverancier
strategie

22. Generic Value Propositions
Operational
Excellence
Product
Leadership
Customer
Intimacy
 low (total) price
 emphasis on efficiency and
reliability
 hassle-free service
 standardized processes and
operations
 management systems that
measure and monitor
transactions
 focus on invention, creativity and
experimentation
 willing to make ones own
products obsolete
 loosely-knit organization based
on teams
 management systems that are
results driven
 a culture that encourages
innovation
 organization built around the
customer rather than the market
 emphasis on flexibility and
responsiveness
 business structure that delegates
decision making to the field
 culture that embraces specific
rather than general solutions
In a competive environment companies build on their competitive advantages to
protect of to expand their market position ! 3 generic value propositions can be
distinguished:
Source: “The discipline of Market Leaders”, Treacy and Wiersema

23. Analyseer ook de evoluerende FM-markt
Real Estate
Professional
Services
Soft FM
Services
Hard FM
Services
Construction
Hard FM
Technical Building
ServicesTotal Facility
Management
Procos
BAM Groep nv
Example

24. Regel 7: Customer of choice

25. Customer of choice

26. Krijg je de service en kwaliteit die je verwacht?
De performance van je FM-leveranciers
hangt vooral van je eigen keuzes en gedrag af!

27. Smart RFI: Slimme vragen stellen
Kandidaten (longlist)
Shortlist
Service range
Ervaring
Financieel/economisch
Locaties
Regionale sterkte
IT / communicatie
...
Resultaten
hangen van
communicatie
kwaliteit af
Voeg
paar prijstesten
toe

28. Regel 8: Kost, waarde en risico balans

29. Total Value
of Ownership
Total Cost
of Ownership
Total Risk
of Ownership
Van TCO naar TVO & TRO

30. De kost-waarde-risico-driehoek

31. Can we impact the total process?
PROCESS
TRANSACTION &
SUPPORT COST
MARGIN
PROCESS
TRANSACTION &
SUPPORT COSTS
MARGIN
SUPPLIER
CLIENT

32. Safety supply case
Impact on .....................

33. De kost-waarde-risico-driehoek

34. 34
Price is what you pay
Value is what you get !
(Warren Buffet)
FOCUS ON OUTPUT

36. Waar kan het mis gaan?
Contractueel indekken

37. Regel 9: Leveranciersmanagement

40. KPI Service Level Deviatie Frekwentie Reporter
Toelichting KPI
Meting
Bonus / Malus

41. Regel 10: Interne reporting via dashboard

42. Hard Savings
Cost Avoidance
Avoid extra costs or
requested price
increases
(Price price increase - new negotiated
price) X yearly volume
Budget Cost
Saving
Difference betw een a
budget price and a
negotiated price
(Budget price - new negotiated price)
X yearly volume
2
1
3
M arket Cost
Saving
4
Rank
4
1
Price in comparison to
the market price.
(Average price of all quotations -
new negotiated price) X yearly
volume
HARDSAVINGS
Type
Specification
Change Saving
Savings as a result of
change in specifications
(Old material cost - New material cost)
X current yearly volume
Consumption
Reduction Saving
Savings as a result of
change in consumption
behaviour
(old volume - new volume volume) X
current price
Cost Saving
Difference betw een old
and new negotiated price
(Old price - New price) X
yearly volume
Metric Metric Definition Calculation

43. Soft Savings
Type Metric Rank Metric Definition Calculation
Inventory Cost
Saving
total cost reduction of
reduced inventory value
Old inventory value - new inventory
value
Added Value
Savings as a result of
created added value
Estimated added value
Savings as a result of
improvement in the
process costs
(Old ordering cost - new ordering cost
X nr. of purchasing orders
SOFTSAVINGS
Process Cost
Saving

44. SAVINGS RAPPORTAGE

45. STO-SLA voor elk FM-proces:
Catering, Cleaning, Transport
Tactisch
Innovatie &
Ontwikkeling
Objectieven, KSF, KPI
Financieel
Objectieven, KSF, KPI
Interne Bedrijfs
Processen
Objectieven, KSF, KPI
Klant / Leverancier
Objectieven, KSF, KPI
Innovatie &
Ontwikkeling
Objectieven, KSF, KPI
Financieel
Objectieven, KSF, KPI
Interne Bedrijfs
Processen
Objectieven, KSF, KPI
Klant / Leverancier
Objectieven, KSF, KPI
Innovatie &
Ontwikkeling
Objectieven, KSF, KPI
Financieel
Objectieven, KSF, KPI
Interne Bedrijfs
Processen
Objectieven, KSF, KPI
Klant / Leverancier
Objectieven, KSF, KPI
Innovatie &
Ontwikkeling
Objectieven, KSF, KPI
Financieel
Objectieven, KSF, KPI
Interne Bedrijfs
Processen
Objectieven, KSF, KPI
Klant / Leverancier
Objectieven, KSF, KPI
Innovatie &
Ontwikkeling
Objectieven, KSF, KPI
Financieel
Objectieven, KSF, KPI
Interne Bedrijfs
Processen
Objectieven, KSF, KPI
Klant / Leverancier
Objectieven, KSF, KPI
Innovatie &
Ontwikkeling
Objectieven, KSF, KPI
Financieel
Objectieven, KSF, KPI
Interne Bedrijfs
Processen
Objectieven, KSF, KPI
Klant / Leverancier
Objectieven, KSF, KPI
Innovatie &
Ontwikkeling
Objectieven, KSF, KPI
Financieel
Objectieven, KSF, KPI
Interne Bedrijfs
Processen
Objectieven, KSF, KPI
Klant / Leverancier
Objectieven, KSF, KPI
Innovatie &
Ontwikkeling
Objectieven, KSF, KPI
Financieel
Objectieven, KSF, KPI
Interne Bedrijfs
Processen
Objectieven, KSF, KPI
Klant / Leverancier
Objectieven, KSF, KPI
Innovatie &
Ontwikkeling
Objectieven, KSF, KPI
Financieel
Objectieven, KSF, KPI
Interne Bedrijfs
Processen
Objectieven, KSF, KPI
Klant / Leverancier
Objectieven, KSF, KPI
Catering
Restaurant Vergaderservice Schoonmaak Sanitaire supplies
Schoonmaak
Transport
Transport
Operational
Tactical
Strategic
0,50 0,50 0,50 0,50
0,330,330,33
1,00
weight
weight

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