Unit FM4.13: Developing relationships with suppliers and specialists in facilities management

Unit FM4.13: Developing relationships with suppliers and specialists in facilities management

1. Understand the role of specialists and suppliers

1.1 Describe the role of specialists and suppliers within facilities management (no additional guidance)

1.2 Explain the benefits of specialist involvement and when it is appropriate to involve specialists (supporting the explanation with example/s from the learner’s experience and/or case studies to demonstrate benefits (e.g. transfer of risk, industry expertise, economies of scale, efficiency, scalability))

2. Understand how to select and appoint suppliers and specialists

2.1 Explain how to decide selection criteria and prepare appointment briefs (making reference to the reasons for outsourcing (e.g. flexibility, cost efficiency, risk management), the preparation of detailed requirements, the specification of selection criteria (e.g. capacity, capability, time scale, cost, experience) and how different methods of procurement (e.g. open market tender) can be appropriate to different situations)

2.2 Explain how to agree reporting arrangements and deliverables (using example/s from the learner’s experience and/or case studies)

3. Understand how to manage and monitor specialists and suppliers performance

3.1 Explain the importance of objective setting and review when managing specialist or supplier performance (no additional guidance)

3.2 Explain the way in which specialist or suppliers performance is monitored and measured (supporting the explanation with examples rather than trying to develop an exhaustive list (e.g. reviewing actual performance against SLA, formal contract review meetings, informal discussion, escalation procedures, customer satisfaction surveys and feedback)

3.3 Explain ways to encourage specialists or supplier to continually improve performance (supporting the explanation with examples rather than trying to develop an exhaustive list (e.g. benchmarking, potential for additional business, client references for future contracts).

3.4 Explain the kind of remedial plans that are needed if performance is below the standards required (supporting the explanation with examples rather than trying to develop an exhaustive list (e.g. agreed improvement plans, increased frequency of review meetings, actions by the client to support the supplier, penalties for noncompliance, recognition for improvements made))

4. Understand what is involved in ending a specialist or supplier relationship

4.1 Explain the factors to be considered that inform the decision to end a specialist or supplier relationship (including failures in contract delivery, changes in the organisation’s business direction or requirements, failures in client/supplier relationships, costs)

4.2 Explain the processes and procedures to be followed when ending a specialist or supplier relationship (including confirming reason/s for termination, substantiating any failures cited, addressing contractual termination requirements (notice period, etc.), review meetings, exit management plans, termination dates, plans for replacement of service)

4.3 Explain potential risks of ending contractual obligations (supplementing the explanation with examples rather than trying to develop an exhaustive list (e.g. worsening performance, negative brand image, skills transfer, intellectual property rights, claims for unreasonable termination, costs of setting up replacement contracts, discouraging contractors from applying for future contracts))