Case 1
Our consortium-based benchmarking studies are embraced as the leading studies of its kind by a global client base. We have conducted a broad range of studies that link cost performance, quality of service, and practices using rigorous, normalized techniques. Our benchmark consortiums have addressed a wide variety of functions and processes in addition to facilities management.
UMS conducts an annual benchmarking project for facilities managers at Fortune 500 facilities. Because we believe that all facilities are different, we measure and benchmark facilities performance at the building level. Our building performance database is segmented into building types - office space, manufacturing facilities (a majority of which are 24 hour, 7 day/week operations), labs, childcare, and distribution centers.
Case 2
For a pharmaceutical company UMS conducted an enterprise wide survey of a sampling of 30,000 building occupants. Recognizing that different customers have differing issues, UMS conducted a focus group issue analysis of senior management (VP of operations, Director of Laboratory Services, Director of Manufacturing, VP of Human Resources, etc.) drawn from 15 operating companies. Based on our analysis we discovered that the facilities issues for senior management were vastly different than the workspace occupant. We developed two customer satisfaction surveys for each customer group.
Our findings were powerful. While general occupants were satisfied with service levels, senior management found significant performance improvement opportunities in three areas - strategic space planning, supplier management, and performance measurement and cost reduction.
Case 3
For a $4 billion global semiconductor manufacturing company, UMS developed a comprehensive performance measurement system. Our client, the global real estate and facilities organization, was responsible for all space planning, services delivery, and construction management in the US, Europe, Korea, Taiwan and Japan. Using a highly participative process designed to build ownership, UMS developed performance measures linked to the most important strategic facilities objectives.
After development of Key Performance Indicators (KPI), UMS worked with functional managers (cleaning, maintenance, moves, etc.) to develop a tiered set of performance measures that centered around 5 key areas.
Case 4
For a $20 billion pharmaceutical client UMS was the primary strategic consultant on a nationwide (N. America and Puerto Rico) outsourcing effort comprised of about 40 plants. The scope of facilities outsourcing involved both administrative services (cafeteria, mail, security) and operations services (cleaning, building maintenance & operations, project services, utilities, etc.) The geographic scope of the project encompassed 20 operating companies across three sectors (pharmaceutical, consumer, and professional) and 35 plants. UMS developed a segmented current performance profile of facilities involved - office, laboratory, manufacturing, hybrid, distribution centers, and child care centers.
For each building type, UMS measured cost and service level performance, customer satisfaction (a enterprise wide survey was developed and implemented for 15,000 building occupants with a 25% return rate), and helped developed performance targets.
UMS led the strategic outsourcing for building maintenance & operations activities. We developed a “life cycle” based approach that was embedded in an enterprise wide Request for Quote (RFQ) developed specifically for our client. This RFQ solicited a “performance based” proposal from the supplier base. Our approach involved a two-step process - supplier-screening (Request for Information) workshop that enabled the client to screen down from 30 to 5 qualified suppliers and a supplier selection process for “world class” supplier selection using a proprietary analytical model.
Case 5
For a global consumer products company, UMS supported the development and implementation of a global outsourcing strategy for all FM services. UMS analyzed the market, developed a 5-year financial model and financial proposal tool for suppliers to respond to. In addition, UMS Advisory trained the client staff in how to conduct a benchmarking site visit, due diligence site assessments and staging supplier interactions. UMS was the project manager for the global effort. The project met all internal requirements for cost, quality, and customer satisfaction. This was one of the largest such initiatives in FM.
Case 6
For a $30 Billion global food company, UMS developed the business case for and implemented an outsourcing initiative for comprehensive facilities support services spanning over 70 highly diversified union and non-union manufacturing plants. UMS support included development of 5-year financial models for each plant, detailed scope of work tailored to each plant, HR strategy for treatment of employees, transition, and supplier negotiations.
Case 7
For a $40 Billion telecommunications company, UMS developed a 30-year cash flow financial model to enable the client to communicate and negotiate funding requirements for a 7 million SF campus. The model utilized asset condition assessments and service level operating assumptions to enable NPV analysis of the long-term impact of different operating strategies.
Case 8
For a global automobile manufacturer, UMS led the transformation effort from a traditional to a performance-based contract and a supplier-partner relationship focused on continuous improvement in integrated facilities management. UMS worked with the supplier to help them develop and improve organization, operations, and financials. In addition, UMS also worked with the client to define governance processes, develop the right roles and responsibilities, and implement training and development programs for managers. |
