In my FM projects, vendor partnerships thrive on proactive strategies: 1️⃣ Co-create solutions by involving vendors in early-stage discussions to leverage their insights. 2️⃣ Use pilot programs to test innovative ideas collaboratively before scaling them across operations. 3️⃣ Implement shared dashboards for real-time progress tracking, ensuring transparency and accountability. 4️⃣ Build a culture of continuous improvement by encouraging vendors to propose new efficiencies regularly. These approaches have consistently unlocked innovation and reduced costs in my operations

Vendor services are essential in managing FM, considering cost, quantity, and quality perspectives. By detailing the Bill of Quantities (BOQ), Scope of Work (SOW), and freezing AMC costs during SITC, we create opportunities for cost savings. Additionally, addressing specific needs with the latest and competitive technology fosters innovative ideas.

You have to set your priorities, where do you must innovate and where you do you must save.. it’s not about dreams yet it’s always about constraints. Sometimes it’s the OPEX while other times it’s the CAPEX, sometimes innovation is most needed in spare parts consumption other times it’s the energy control. Keyword: priorities

In our daily operations, I recognize the vital role of strategic vendor partnerships in achieving key business goals. Priority should be given to vendors that directly supply essential inputs, expertise, rights, and licenses. This naturally eliminates inefficiencies, reducing costs without extra effort. By carefully selecting vendors that meet pre-qualification criteria, we enhance innovation, cost optimization, and operational efficiency. This is especially crucial in facility management, where strong vendor relationships ensure reliability, sustainability, and long-term value, ultimately driving business success.

As former Lead FM, Head of Procurement, Vendors Management and Process Optimization, for a big bank, I sufficiently understand the place of having the right vendors as partners in achieving key role goals. Partnership priority should favor entities presenting or representing direct sources of inputs, funding, expertise, rights and licenses. That way you are already cutting off excess fat without lifting a finger. By identifying and prioritizing the most fit for your prequalification criteria, you are already more than half-way to achieving such strategic goals as innovation and cost optimization.