Designing and Managing the Strategic Facilities Management (FM)

Transcription

Copyright
Published in 2011 by
Construction Research Institute of Malaysia (CREAM)
MAKMAL KERJA RAYA MALAYSIA
IBS Centre, 1st Floor Block E, Lot 8,
Jalan Chan Sow Lin
55200 Kuala Lumpur
MALAYSIA
Perpustakaan Negara Malaysia Cataloguing-in-Publication Data
Workshop on Designing and Managing the Strategic Facilities Management (FM) Supply
Chain (2nd : 2011: Cyberjaya)
Workshop report: designing and managing the strategic facilities management (FM)
supply chain: the Malaysian Context; Cyberview Lodge and Spa Resort, Cyberjaya,
Selangor / Zuhairi Abd. Hamid…..(et al.); jointly organised; Construction Research
Institute of Malaysia, CIDB Malaysia, Universiti Malaya.
ISBN 978-967-0242-02-6
1. Facility management-Malaysia-Congresses
2. Construction industry—Malaysia—Congresses. I.Zuhairi Abd. Hamid.
II Institut Penyelidikan Pembinaan Malaysia. III Lembaga Pembangunan Industri
Pembinaan Malaysia. Universiti Malaya. IV. Title.
658.209595
Copyright © 2011 by Construction Research Institute of Malaysia (CREAM)
All Rights Reserved. No part of this publication may be reproduced, stored and
transmitted in any form, or by any means without prior written permission from the
editors. The content of the published articles do not present the views of the Editorial
Committee and Construction Research Institute of Malaysia.
The views expressed in the report is of the individual authors. The editors are not liable
to anyone for any loss or damage caused by any error or emission in the report, whether
such error or omission is the result of negligence or any other cause. All and such
liability is disclaimed.
The reader should verify the applicability of the information to particular situations and
check the references prior to any reliance there upon. Since the information contained in
the report is multi disciplinary, international and professional in nature, the reader is
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interpretation that is within the realm of a licensed professional practice.
TABLE OF CONTENT
TITLE
PAGE
BACKGROUND OF WORKSHOP
1
OBJECTIVES OF WORKSHOP
1
WORKSHOP PARTICIPANTS
2
WORKSHOP PROCEEDINGS
3
WORKSHOP OBSERVATIONS AND FINDINGS
4
THE WAY FORWARD
13
ACKNOWLEDGEMENTS
14
Designing and Managing the Strategic Facilities Management (FM) Supply Chain: the Malaysian Context
Background of Workshop
This 2nd series of Workshop on Designing and Managing the Strategic Facilities
Management (FM) Supply Chain: the Malaysian Context was successfully held on 2nd March
2011 at Cyberview Lodge and Spa Resort, Cyberjaya. The workshop was facilitated by FM
expert Professor Dr Michael Pitt from University of College London UK and was assisted by
Ms Samantha Price, research assistant at University of College London UK. It was attended
more than 30 participants from FM practitioners, consultants, government agencies,
academia and professional associations.
Introduction to Workshop
The process of procurement within Facilities Management (FM) is primarily one of buying in
services through supply chain assembly and management. This role has matured as FM has
moved from a simple operational engineering discipline to a strategic management discipline
over the last ten years. Today FM is a strategic tool employed to deliver added value to
organisations. FM has at its heart the need for an organisation and organisational motives to
serve and it is mainly this that differentiates it from the discipline of property and estate
management.
This workshop will examine the process of supply chain assembly looking at motivational
and practical issues involved therein. Throughout the day we will develop a set of strategic
supply chain development key areas and will re-examine these in the context of value added
through the chain.
Objectives of Workshop
The Construction Research Institute of Malaysia (CREAM) in collaboration with the Faculty
of the Built Environment, Universiti Malaya has organised this workshop with the following
objectives:•
•
•
•
•
To understand the form of the current typical FM supply chain in Malaysia
To identify issues and challenges in relation to supply chain assembly
To determine the key characteristics of FM procurement strategies in Malaysia
To understand how perspectives and value impact upon FM services within the FM
supply chain
To begin to understand how sustainable practices can be incorporated into the
supply chain
1
Workshop Participants
The CREAM has invited a good cross section of stakeholders who were primarily involved in
facilities management to participate in the workshop. The name list of the participants is as
follow:
NO
NAME
1. Professor Michael Pitt (Facilitator)
2. Samantha Price
3. Ir. Dr. Zuhairi Abd Hamid
4. Dr. Sr Syahrul Nizam
Kamaruzzaman
5. Dr. Sr Azlan Shah Ali
6. Mohd Khairolden Ghani
7. Idris Abdul Aziz
ORGANISATION
University of College London,UK
University of College London,UK
Construction Research Institute of Malaysia
(CREAM)
Universiti Malaya, UM
(CREAM)
Advance Maintenance Precision Management
Sdn Bhd
8. Nasaruddin Jaafar
Advance Maintenance Precision Management
Sdn Bhd
9. Siti Aminah Abd. Manaf
Construction Industry Development Board,
CIDB
Construction Industry Development Board,
CIDB
Faber Facilities Sdn Bhd
Global Facilities Management Sdn Bhd, GFM
Jabatan Kerja Raya, JKR
Kemuncak Facilities Management Sdn Bhd
KLCC Urusharta Sdn Bhd
KLIA Consultancy Services Sdn Bhd
Malaysian Resources Corporation Berhad,
MRCB
Microcorp Technology Sdn Bhd
Propel Berhad
Tham & Zamin Bersekutu
TMR Urusharta Sdn Bhd
TRIplc Berhad
TRIplc Berhad
TRIplc Berhad
Unit Kerjasama Awam Swasta (UKAS), Jabatan
Perdana Menteri
Universiti Kebangsaan Malaysia, UKM
Universiti Teknologi Mara, UiTM
Universiti Tun Hussein Onn Malaysia, UTHM
10. Fatimah Abu Idrus
11. Mahathir Mansor
12. Amir Farid Omar
13. Ir. Mohd Sabri Mat Deris
14. Ir. Haji Abu Harith Shamsuddin
15. Ir. Haji Zulkifly Yaakob
16. Muzammil Mirza Mahmood Mirza
17. Hj Shamsuddin Ishak
18. Reizaal Abdul Aziz
19. Solehah Abdul Hamid
20. Ahmad Sha’rainon Md Shaarani
21. Mohd Dusuki
22. Ir Haji Abu Bakar Azit
23. Nik Sirajuddin Nik Mohd Mohyideen
24. Jamaludin Buyong
25. Zaidi Mohd Noor
26. Shahmizan Ismail
27. Massuan Ahamad
28. Dr. Sr Adi Irfan Che Ani
29. Dr. Sr. Anuar Alias
30. Dr. Hafez Salleh
31. Sr Umi Kalsum Zulkifli
32. Dr. Norizan Ahmad
33. Nadia Abu Baharin
34. Dr Zarina Ahmad Baharum
35. Dr Rozilah Kasim
2
Photos: Discussion of workshop’s participants
3
Photo 2: Presentation during the workshop
4
Designing and managing the strategic FM supply chain: the Malaysian context
Ir. Dr. Zuhairi Abd. Hamid, Construction Research Institute of Malaysia, CREAM
Dr. Sr Syahrul Nizam Kamaruzzaman, Faculty of Built Environment, Universiti Malaya, UM
Prof. Dr. Michael Pitt, University College London, UK
Dr. Sr Azlan Shah Ali, Faculty of Built Environment, Universiti Malaya, UM
Mohd Khairolden Ghani, Construction Research Institute of Malaysia, CREAM
Introduction
There are many definitions of supply chains and these are too numerous to list extensively
within this paper. One fairly generic definition is given by Christopher (1992) describing a
supply chain as a network of organisations involved in upstream and downstream links in the
different processes that add value to products and services. Lambert (2004) simply defines
the supply chain as the integration of key business processes across the supply chain for the
purpose of creating value for customers and stakeholders. With the inclusion of
informational, financial and relational aspects supply chains become a multi-disciplinary and
multi-functional set of activities dealing not only with the more physical activities but also with
behavioural and intangible dimensions such as relationship building and management
(Ritchie & Brindley, 2007). Traditional manufacturing supply chain management (SCM)
theory focuses primarily on logistics. Within FM much of the supply chain is service led and
as such the issues of supply chain assembly and management are fundamentally different.
Strategic purchasing (Then, 1999) focused on the needs of the client (Nelson, 2004) through
careful management of the supply chain supports issues such as the nature of buyersupplier relationship, the management of that relationship and FM purchasing contributing
towards core organisational success (Chen and Paulraj, 2004). Additionally Chen & Paulraj
(2004) argue that SCM must be composed through a chain of inter-reliant strategic
collaborative relationships among the supply chain members with the objective of deriving
mutual benefits. In essence a strategic partnering arrangement is required. The framework
developed in figure 1 also draws on the innovative relational view of inter-organisational
competitive advantage with an integrated approach to the planning and control of materials,
services and information flows that add value for customers through collaborative
relationships among supply chain members. The productivity nexus within the FM supply
chain hides the latent added value (Sarshar & Pitt,2009) whilst managers themselves require
demonstrable deliverables to the core business in order to justify the provision of the service
and future re-investment in it either by the service provider directly or indirectly by the client.
The core facilities management operation is therefore the development of a fully risk assed
approach to strategic support of the core business through the FM supply chain.
Analytical Methodology
The conceptual framing of the FM supply depends upon the existence of a strategic thread
not found in the industry by Salonen (2004). However, the perceived strategic importance of
FM to companies has grown significantly in the last twenty years and whereas services may
not be viewed by all as critical they are now rarely seen as purely operational. Figure 1
shows the Chen & Paulraj (2004) model which provides a conceptual framework for the
understanding and interpretation of the workings of the FM supply chain. A customer
focused approach to SCM necessitates strategic purchasing but it can also support the
purchasing function should it fall below expectations. The focus of this paper is mainly the
supply management section and it is here that the strategic focus is most easily understood.
With a focus on strong strategic supply chain development a failure in the purchasing
function itself can be treated as no more than a parenthesis in an otherwise workable supply
chain. Without strategic SCM a single purchasing error potentially bring down the whole
supply chain.
5
Source : Chen and Paulraj (2004)
Figure 1 : Supply Chain Management Research Framework
Strategic Levels
Organisations formulate strategies at three major levels: Corporate, business and functional.
1. Corporate strategy determines the business or businesses in which the firm will or
should compete and how it will fundamentally conduct the business or businesses.
Corporate strategy addresses the following matters:
• Does the organisation have a strategic advantage?
• Does the company want to compete or find a niche?
• Does the company seek to concentrate on one product or product line, or on multiple
products or products line?
• Will the corporation be innovative?
• Does the company want or need to grow, stabilise, reduce its investment, turn
company fortunes around, or defend itself against a takeover?
2. The Business strategy level deals with competition within the specific
area of operations.
3. Functional level strategies: Supports other strategies and answers the question,
how do we obtain the most effective and efficient use of our resources? Whilst
functional strategy may well be subservient to business and corporate strategies it
must nonetheless support them. This is where the FM strategy is positioned.
• Economic Functional strategies
1. Marketing
2. Operations-production or service generation
3. Finance
4. Human Resource management
5. Information Systems/Research and Development/Other significant
areas
6
Supply Chain Components
For Ayers (2006) there are a number of considerations that must be accounted for in the
assessment of the supply chain performance. These viewpoints are shown in Table 1.
Supply Chain Risk and Structure
The consideration of risk forms an important part of the supply chain management process.
In Figure 1, Richie & Brindley (2007) identify the five major elements of risk that need to be
addressed.
Risk Context
and Drivers
Risk Management
Influencers
Primary Level
Rewards
Secondary Level
Supply Chain Risks
Timescales
Decision Makers
Percep�ons
Risk
Management
Responses
Risk Proﬁle
Risk Taking
A�tudes
Avoidance
Experience
Por�olio
Performance
Outcomes
Proﬁt related
Personal
Mi�ga�on
Strategic
Posi�oning
Monitoring
Personal
Figure 1: Supply Chain Risk Management Framework (Richie & Brindley, 2007)
The complexity of the risk management framework depends upon the nature of the supply
chain itself. Viswanadham & Raghelementavan (2000) identify four distinctly different types
of structure within supply chains as follows:
1. Serial structure: where one element of the chain feeds into another and the whole
chain resembles a single pipe line.
2. Divergent structure: structure resembles a cone. At the vertex is the facility that
produces a base product.
3. Convergent structure: a series of sub assembly stages leading to a finished product.
4. Network structure: a tandem combination of both convergent and divergent
structures which is both sourcing and distribution intensive.
7
The network structure typifies the advanced FM supply chain as it represents a complex,
almost infinite, number of inter-relationships and variables. The nature of the FM supply
chain presents the manager with a very high level of risk management complexity. In
common with other aspects of FM supply chain management it therefore requires a very
high level of skills across a wide range of disciplines. The complexity does not only lie in the
involvement and integration of numerous services and parties in the delivery process of FM
functions, but also in the determination of a common platform for strategic partners that
share a common vision, goals and objectives towards organisational sustainability (Noor &
Pitt, 2009).
The Key FM Roles in SCM
In the multiple contract management environment the key roles of the facility manager may
be summarised as follows;
1. Supply Chain Assembly & Design
The overall procurement process must enable the assembly of a supply chain that
has the strategic capability to deliver the individual services in an effective manner
that compliments the delivery of all other services. Each individual service impacts
upon the other throughout the supply chain but the impact of each service upon the
other will vary dependant on a number of variables.
a.
b.
c.
d.
e.
f.
g.
The nature of the core business
The nature of the subject and second service
The management of the subject and second service
The criticality or perceived criticality of the two services
The client investment in the two services
The client relationship with the service provider
Staff profile in the two services
However, in the network structure each service impacts upon other services in an
almost infinite number of ways making the concept of decision nodes less useful than
critical or key decision nodes. The level of micro-management that would be required
to take into account all of the meeting points between the services would be
prohibitively complex and prohibitively time intensive. It would also be cost
ineffective. Therefore the FM must identify key and critical areas of concern where
two or more services interface in order to apply an active management role. Other
less critical areas of interface will require a passive of delegated management role to
be applied. In this way the FM can keep control over the business impact in a
complex multi-services delivery model but can also manage the risk inherent in using
several business models to deliver services to the same principal.
The FM supply chain designer must have regard for all of these factors and how the
chain will focus on the support of the core business operations. What is needed is a
framework for risk and critical node management within the supply chain itself.
Clearly identifying and reviewing these nodes at the time of supply chain design and
construction will enable a greater level of added value to be maintained.
8
2. Supply chain individual business management
In manufacturing many algorithm based models exist to enable the decision making process
in the assembly and management of optimised supply chains. There is by no means
complete agreement as to the efficiency of this process however (Zsidisin et al, 2004) with
questions being raised over the comprehensiveness of the factors that are included in the
decision making process. It would be normal for these models to be based upon cost
reduction principles through the chain (Graves & Willems, 2005) where the quality
monitoring of physical products is a matter of fact. These models are not as useful in the
assessment of service delivery as the diverse nature of the FM business model is such that
each set of circumstances are necessarily unique and whilst it can be argued that the
greater the flexibility within the supply chain itself the greater the protection from
inefficiencies (Graves & Tomlin, 2003) the combination of core and service multiple
processes requires a degree of rigidity due primarily to the subservient nature of the FM
supply chain to core operations.
Each individual service represents a business in its own right within the overall client
contract. As such we find an almost “mirror on mirror” effect as each business finds itself
interlinked with another at two distinctly different levels. Firstly and more obviously the
service businesses are linked through their relationship to and provision of services to the
core client business. Secondly, in large facilities, there is the need for FM services to be
provided to each provider by each provider.
This requires that the facility manager focus on certain aspects of each service as follows:
a. The service business viability – the FM must have regard to the
circumstances of the service provider in relation to financial viability. This may
relate solely to the profitability of the single contract or to the wider business
of the service provider. This situation will impact upon the performance of the
supply chain member in several ways not least the need for the FM to
consider the business continuity implications (Pitt & Goyal, 2004).
b. Innovation capability – where a service provider is already demonstrating an
ability to manage processes for its own benefit and its customers benefit then
the FM can afford to be more distant. In most cases however the provider will
require an external catalyst to ensure the development of innovative solutions
(Goyal& Pitt, 2007).
c. Compliance – ensuring that the service provider adheres to all statutory
requirements will always be a critical function
d. Organisational behaviour – staff retention, motivation, capability, interaction
and communication are all factors to be taken into consideration when
assessing the critical nature of any part of the supply chain.
e. Performance measurement – the FM must define the acceptable performance
parameters for the service provider and enable the provider to demonstrate
performance against this, the industry average and preferably best in class.
The service should ideally be linked into the core business through customer
satisfaction indices (Tucker & Pitt, 2010).
9
An example of this would be the critical connection between cleaning and catering
contractors at a point of food consumption within a meeting room. The FM knows that if
these two services are to work together for the benefit of the core business that co-ordination
is required. This co-ordination cannot be left to chance as it presents issues of space, time
and order. The two services must take place within the same space in order that the facility
may be used for its core purpose. The two services must take place at a clearly specified but
different time and in the correct order. It is no good having the wrong room cleaned for a
meeting two hours after the food was delivered five hours early to the correct room. A
meeting in a dirty room with two potential sources of food poisoning is the very predictable
outcome. The FM must determine the importance of this co-ordination to the efficiency of the
main business and put appropriate management processes into place. It may be that a
centralised booking system will automatically notify both service providers as to the nature of
services required, when and where. Even so, contingencies and performance issue remain
critical. This necessarily means that the FM must make judgement calls as to the sensitivity
of the business to a systems failure and protect those with high or critical importance above
others. It suggests multiple levels of service.
Hence the critical node operational model requires that the FM has the ability to accurately
identify the locations. In addition the nature and identity of critical and non-critical nodes can
change over time.
Workshop Outcomes
1. What does the Malaysian FM Supply Chain look like?
The FM industry in Malaysia has an immature client and service provider base and is seen
very much as remaining at the operational level. The client does not actually understand its
own needs. There is a requirement to determine the FM needs of industry and to ensure that
an appropriate delivery model is constructed. The FM focus itself is often primarily on
maintenance but there was an understanding that the FM owns the responsibility for the
added value that arises from the supply chain itself. However, supply chains are not
generally recognised within the Malaysian FM sector. There is, however,an understanding of
the factors that drive individual services as well as the need for a well-defined procurement
process. These factors were identified as costs, resources, organisational requirements,
policy, culture and expertise. The procurement process itself does not seem to be linked to a
supply chain strategy overall with supply chain management being more of an ad hoc
application of management processes than a centrally driven undertaking. Other than with
Public Private Partnerships, that are very formal in nature, there is little in the way of informal
partnering that may inform and drive the efficiency of the wider supply chain. Some of the
participants viewed the supply chain from a professional discipline perspective rather than a
services point of view however there does appear to be the possibility of greater maturity in
terms of using supply chains in certain healthcare environments.
10
2. What is service and how should it be critically evaluated in the supply chain
assembly process?
A service was considered to be the end provision of facilities as the service itself provides
the facility that the client requires or requests. This could be tangible or intangible and is
intended to increase customer value and satisfaction. The level of service is important and
depends upon customer needs. The continuous improvement process is customer driven
and should result in better life cycle, quality and effectiveness. None of the groups were able
to address the question of performance evaluation suggesting that FM performance
measurement systems in the form of Key Performance Indicators (KPIs) and other
benchmarking methods are not widely used in Malaysia.
It was felt that service levels could be improved by the provision of a legal or statutory
framework enabling quality management and training to be more efficiently delivered. The
focus for the future could be more on the needs of customers and the type of relationships
with customers. Overall the feeling was that there is a need to change the perception of the
FM industry and type of service that it is able to deliver.
Participants were given the four service perspectives (described earlier) of :
•
•
•
•
Service
Core product
Price
Image
They were asked to rank the perspectives in order of importance when considering the
delivery of services within an FM environment.
There was no universal agreement as to the rank order of the perspectives. Whilst at the
commencement of the workshop the general feeling was that FM services in Malaysia are
very much cost driven only two groups cited this as the first ranking perspective in this
exercise. There was clear outcome in terms of the perceived importance of the Core Product
perspective but the overall feeling was that the Image perspective was of little importance.
Surprisingly the Service perspective was not ranked highly by any of the groups indicating
that the concept value add in service delivery is not widely recognised in the FM industry in
Malaysia.
3. Develop a supply chain strategy.
Due to the nature of the FM industry in Malaysia at the current time participants were unable
to develop a realistic FM supply chain strategy.
Therefore participants were asked to rank the following supply chain component functions:•
•
•
•
•
Compliance
Service Business Viability
Innovation Capability
Organisational Behaviour
Performance Measurement
11
Compliance
Service
Business
Viability
Innovation
Capability
Organisational
Behaviour
Performance
Measurement
Group A
Group B
Group C
Group D
Group E
Totals
Rank
1
1
1
2
2
7
1
2
2
1
1
8
2
4
5
5
4
5
23
5
5
4
4
5
4
22
4
3
3
3
3
3
15
3
Although innovation capability was ranked last in terms of the current situation in Malaysia
participants identified this as a desirable aspect of the future development of the FM
industry. There was a belief that the client would not understand the value of innovation.
Organisational behaviour was seen (marginally) as the next least important supply chain
function. It was also not seen as a necessary prerequisite to the successful development of
supply chain strategies. This indicates that the level of understanding of the importance of
relationships, staff performance and retention have not been addressed to date by the FM
industry in Malaysia. This fits with the widely held belief that FM in Malaysia lacks a strategic
dimension.
The ranking of performance measurement positions it firmly in the centre of FM of supply
chain component function importance.
The final rankings of Compliance and Service Business Viability provide an interesting near
tie. Whilst compliance has been ranked first due to its statutory nature the business viability
of the service provider was ranked above this by two of the five groups. As effective
business viability assessment requires something of a partnership arrangement this result
suggest for the first time that the Malaysian FM industry may be opening up to the concept of
partnering through the supply chain as a vehicle for procurement. Issues of sustainability
would need to be driven by Government through regulation and policy and therefore become
part of the compliance category. There was some recognition of the need for a green supply
chain model.
Conclusion
In Malaysia FM is not widely regulated and is not considered a profession in its own right.
There is a widespread acceptance that the FM industry in Malaysia can improve and that
new Government policies and/or a regulatory framework may be needed in order to drive
this. This may take the form of a Professional body such as the RICS in the UK. The
operational and cost driven focus of the industry needs to mature into a service led strategic
model. Whilst the green agenda is very much in its infancy in Malaysia this is beginning to be
recognised as a necessary global effort. Whilst innovation is seen as the future is not widely
understood and it is seen as the long-term future of FM rather than the near future.
12
References
Ayers, J.B. (2006), Handbook of Supply Chain Management, Auerbach Publications, Boca
Raton, FL, pp.608.
Chen, I., &Paulraj, A. (2004), "Understanding supply chain management: critical research
and a theoretical framework", International Journal of Production Research, Vol. 42 No.1,
pp.131-63.
Christopher, M.L. (1992). Logistics and Supply Chain Management. Pitman: London.
Goyal, S. & Pitt, M. (2007).“Determining the Role of Innovation Management in Facilities
Management”.Facilities. Vol.25 (1/2).
Graves, S.C. & Tomlin, B.T. (2003).“Process flexibility in supply chains”.Management
Science.Vol.49(7).
Graves, S.C. &Willems, S.P. (2005).“Optimizing the supply chain configuration for new
products”.Management Science.Vol. 51(8) pp.1165-1180.
Lambert, D.M. (2004).Supply Chain Management: Processes, Partnerships, Performance,
3rd edition. SCMI : Sarasota.
Nelson, M. (2004), "The emergence of supply chain management as a strategic facilities
management tools", in Alexander, K., Atkin, B., Brochner, J., Haugen, T.I. (Eds), Facilities
Management Innovation and Performance, Spon Press, London, pp.83-94.
Noor, N. & Pitt, M. (2009).“The application of supply chain management and collaborative
innovation in the delivery of FM services”.Journal of Facilities Management.Vol. 7(4).
Pitt, M. &Goyal, S. (2004). “Business Continuity Planning as a Facilities Management
Tool”.Facilities.Vol.22 (3/4).
Ritchie, B. &Brindley, C. (2007). “An emergent framework for supply chain risk management
and performance measurement”. Journal of Operational Research Society.Vol. 58.pp.13981411.
Salonen, A. (2004), "Characteristics of facility service industry and effects on buyer supplier
relationships", Nordic Journal of Surveying and Real Estate Research – Special Series,
Vol.2. pp. 47-66
Sarshar, M. & Pitt, M. (2009). “Adding Value to Clients: Learning from Four Case Studies”.
Facilities. Vol. 27 (9/10).
Then, D.S.S (1999), "An integrated resource management view of facilities management",
Facilities. Vol. 17 (12/13).
Tucker, M. & Pitt, M. (2010) “Improving service provision through better management and
measurement of customer satisfaction in Facilities Management”.Journal of Corporate Real
Estate.Vol.12 (4).
Viswanadham, N. &Raghelementavan, N.R.S. (2000). “Performance analysis and design of
supply chains: a Petri net approach”. Journal of Operational Research Society.Vol.51.
pp.1158-1169.
13
Acknowledgements
This report is the outcome of the One-day Workshop on Facilities Management Supply
Chain in Malaysian Context held in Cyberjaya, Malaysia on 02nd March 2011. The authors
and the organizers gratefully acknowledge the valuable inputs especially from Professor Dr.
Michael Pitt, University College London and the following research team members:
•
•
•
•
•
•
Ir. Dr. Zuhairi Abd. Hamid, Project Leader, Construction Research Institute of
Malaysia
Sr Dr. Syahrul Nizam Kamaruzzaman, Programme Leader, Faculty of Built
Environment, Universiti Malaya
Sr Dr. Azlan Shah Ali, Researcher, Faculty of Built Environment, Universiti Malaya
Mohd Khairolden Ghani, Researcher, Construction Research Institute of Malaysia
Sr Dr. Anuar Alias, Researcher, Faculty of Built Environment, Universiti Malaya
Dr. Hafez Salleh, Researcher, Faculty of Built Environment, Universiti Malaya
Jointly organized by:
• Construction Research Institute of Malaysia (CREAM)
• Faculty of Built Environment, Universiti Malaya
Acknowledgements
This report is the outcome of the from the Workshop on Designing and Managing the
Strategic Facilities Management (FM) Supply Chain: the Malaysian Context held in
Cyberview Lodge and Spa Resort, Cyberjaya on 2nd March 2011. The authors and the
organizers gratefully acknowledge the valuable inputs especially from Professor Michael Pitt,
University of College London and the following contributors:
Research Team:
Ir. Dr. Zuhairi Abd. Hamid
Sr Dr. Syahrul Nizam Kamaruzzaman
Mohd Khairolden Ghani
Sr Dr. Anuar Alias
Sr Dr. Azlan Shah Ali
Dr. Hafez Salleh
Project Leader, Construction Research Institute
of Malaysia
Programme Leader, Faculty of Built
Researcher, Construction Research Institute of
Malaysia
Research member, Faculty of Built
Research member Faculty of Built Environment,
Universiti Malaya
Research member Faculty of Built Environment,
Universiti Malaya
Jointly organized by:
Construction Industry Development Board of Malaysia (CIDB)
Construction Research Institute of Malaysia (CREAM)
Faculty of the Built Environment, Universiti Malaya
Rapporteur:
Maszuwita Abdul Wahab
Naziatul Syima Mahbob
Mirdeeliana Amir
Raha Sulaiman
Faculty of
Faculty of
Faculty of
Faculty of
14
Built Environment, Universiti Malaya
Secretariat:
Nurulhuda Mat Kilau
Maria Zura Mohd Zain
Intan Juliana Roslan
Tengku Mohd Hafizi Raja Ahmad
15
16

Designing and Managing the Strategic Facilities Management (FM)

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Foreign Workers in Malaysia - Centre for Global Sustainability

Ekuinas Expands its Education Portfolio with Investment in

buletin educ 1/2015 - fakulti pengajian pendidikan

asset management and maintenance

MIHRM HR Certification Programmes in collaboration with