- Difficulty effectively and consistently measuring vendor performances
- Unclear knowledge of vendor performance
- Resource misalignment that leads to inconsistent results
- Impaired data and subjective decision making
The client is a preeminent department store chain, with approximately 1,000 locations distributed across all major U.S. markets. The client was using a myriad of fragmented tools to manage the performance of its service providers and needed an enterprise-wide integrated solutions to track real estate and facilities management functions. The client wanted a partner that could help establish a consolidated technology platform that was simple, agile, and cost-effective, yet sophisticated enough to track real estate and facilities management functions. The company partnered with Geospatial Analytics® to leverage its extensive retail track record, solution capabilities, and strong project team credentials.
To address the inconsistency in managing vendor performance, Geospatial Analytics® helped the client implement a mobile inspection form that created a consistent and objective method of evaluation.
The mobile inspection form was quickly and easily deployed without the need for significant training or support.
The form was agile, allowing for immediate changes as new requirements were identified.
The team deemed that measuring results pursuant to defined service levels was critical to the success of the effort. The client needed a way to enable store management to easily track status and validate service provider actions.
Geospatial Analytics® enabled store management to provide meaningful, real-time feedback on work quality, which was essential to management of vendor performance.
Service Assurance teams could easily access the results of the inspections allowing for assessment and collaboration with the store personnel.
Geospatial Analytics® supplied a robust set of dashboards that displayed all aspects of the client’s vended facility management services, including cost,timeliness, and quality.
The client was able to distribute the solution to all stakeholders and vendors involved in the process —providing a comprehensive, program-level approach.
The total solution was extremely cost-effective, which easily met the client’s required return on investment (ROI).
The end goal in portfolio and process management is optimization. Capital-intensive assets are distributed to best meet demand, and the organizations responsible for long-range planning and utilization are fully in control.
Outdated business processes are strangling organizational goals of increased productivity and flexibility. Employees struggle to achieve basic awareness of assets, working through disconnected database and functional silos.
A strong process and information foundation creates a platform from which higher value goals can be pursued. Increased operational awareness, better decision-making and shared information lead to a sense of gaining control.