The Leader - January/February 2008 - (Page 30) real e stat e maNaGemeNt A Single-Source Supplier Relationship: Simplifying the Process Has Proven Successful for Barclays BY JoN coUret aNd richard s. Bertasi corporate real estate aNd Facilities maNaGemeNt are merGiNG market sectors. clieNts are lookiNG to maximize the relatioNship theY have With their sUppliers aNd coNsolidate coNtracts to make the process easier to maNaGe. oNe emerGiNG BUsiNess treNd is siNGle-soUrce sUpplier relatioNships aNd BarclaYs plc is leadiNG this iNNovative approach. H istorically, Barclays has managed separate contracts for all its facilities and real estate requirements across a range of suppliers for both their corporate and retail portfolios. But, 18 months ago, in a move to simplify the process, a new way of working was developed that merged the real estate and facilities management functions within the corporate and retail portfolios, with each portfolio led by one supplier. By using a single-source supplier, Barclays aimed to achieve greater alignment and integration of its suppliers and gain a multi-service offering through a single provider. As a result, a synchronized supply chain, end to end process deliv- ery and an elimination of duplication between suppliers across the group portfolio is achieved. Johnson Controls Global WorkPlace Solutions was chosen as the single supplier for the corporate portfolio, covering 86 million sq. ft. (8 million sq. m.). After working together for more than ten years, Johnson Controls’ deep understanding of Barclays’ business objectives enabled it to advise and guide the bank on strategic corporate real estate decisions in the short, medium and long term. developiNG the BarclaYs model: oNe team Under the single-source supplier relationship, responsibility for integration and 2 0 0 8 the le ade r performance management was transferred to Johnson Controls. As managing agent and strategic lead, Johnson Controls implemented a joint working force involving representatives from all 13 major suppliers covering areas as diverse as catering and engineering. As well as developing KPIs, one of the primary focus areas of this working force was to create a culture of an integrated team. ‘One Team’ has quickly become the mantra, encouraging all members to work with the same behaviors and attitudes to deliver month on month performance improvements for Barclays. The key objectives of the One Team were to: n Deliver best value n Be efficient 30 J aN Ua rY / F e B rUa r Y
For optimal viewing of this digital publication, please enable JavaScript and then refresh the page. If you would like to try to load the digital publication without using Flash Player detection, please click here.