ISO 41012:2017

ISO 41012:2017 pdf free.Facility management – Guidance on strategic sourcing and the
development of agreements.
5 Sourcing process in FM
5.1 Process flow chart
The sourcing process consists of the steps described in Clauses 5 to 10, as illustrated in Figure 1.
5.2 Identify and analyse current and future needs and expectations
This step of the sourcing process is shown in Figure 2.
The first step in the identification of needs is to understand the current conditions and establish a baseline. It is imperative to have a good understanding of the current organizational structure and capabilities, service delivery models, existing service contracts, and current performance measures. The following additional elements of existing core business information are important in most sourcing processes. As managing service supply may cover a very broad range of needs and demands of totally different natures, FM related sourcing should acquire as a minimum the following information from the demand organization:
— primary activities and core business, mission, vision, strategy and corporate values;
— key objectives of business/activities;
— geographical locations and areas of operation, building portfolio and space;
— strategic directions of the organization short/long term and its influence on, for example, building portfolio, technical infrastructure, work force and competence;
— organizational culture, structure, governance and principles of decision making (local, regional, global);
— current and possible future (intended) corporate image and trademark;
— range and nature of core products/services and distribution (local, regional, global);
— strategic considerations related to sustainable environmental issues and social responsibilities;
— security, resilience and other risk concerns with decisive influence on strategic choices;
— customers, demand organizations and other stakeholders with decisive influence on strategic choices;
— management of information for planning and controlling services;
— existing basis and arrangements for service provision and scope of services;
— the interface between the primary activities and support services;
— the “as is” situation: users’ expectations and satisfaction of present range and quality of services provision;
— applicable statutory and legislative requirements.
It is essential that the organizational needs are clearly articulated and the ultimate objectives/goals are documented before commencement of any FM sourcing activity.
It is also important to understand the critical opportunities and risks and to identify the consequences current and future strategic decisions will have on the service and facility support demand of the core business.
The demand organization should determine the required facility operating model to meet their asset/equipment investment strategy.
The implications of any strategy chosen should be discussed with the service provider, including the ownership, right of use, operation, maintenance and ending of obligations that need to be agreed upon for the investment, in relation to the terms of the agreement.
Investment strategy should include a clear investment model. It should also include an adaptive asset management strategy or plan and a continuous follow up on maintenance.
At a strategic level it is important to consider the life cycle costs of each acceptable solution. This can also include the principles of sustainability by considering not only the financial costs but also the social and environmental impacts and their associated costs. These costs can then be carried forward to a life cycle analysis to provide an enhanced financial assessment.
NOTE For specific asset management information, see ISO 55000, ISO 55001 and ISO 55002.
The development of cost estimates for services requires a careful accounting of the scope, areas and inventory/registry of assets. Determining the cost of providing services can be accomplished by using a number of methods depending on the requirements for new or existing services:
— historical data can be used for incremental analysis for the expansion of existing services;
— bench marking with published resources and cost indexes;
— zero-based budget analysis using detailed inventory/registry of asset and spaces coupled with engineered performance standards to accomplish the necessary services.
The need for reliable information on comparable price levels and assessment of other relevant market information can involve procurement specialists. If in-house management and staffing are estimated to require personnel recruitment, investments and other organizational changes, human resources and finance should be involved.
If new service requirements are identified, reliable figures of cost of services and delivery should be established. As the new service requirements may be produced and distributed in new market environments and even in new countries, a common measurement structure may be an appropriate tool for calculating comparable figures across regions and borders.
To check cost of expanding existing service(s) agreements against similar current service cost (in- house or purchased on agreements) one should check official cost indexes or benchmark with similar organizations using the same services.
At this point in the process, conclude preferred alternative(s) from a cost/added value viewpoint.
ISO 41012 pdf download.

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