The Leader - March/April 2008 - (Page 56)

e f f i c i e N t a N d effective: M a N poWer coNs o li date s re al e s tate aNd p ro Je ct MaNaG e Me Nt W i tH o Ne p ro vid e r network of branch offices. As a result, we are now able to better predict and control costs year after year and enhance Manpower’s brand presence in each location. Johnson Controls also brought its national relationships and buying power to optimize the procurement of goods and services. By taking a consolidated approach, we were now able to leverage both companies’ volume of total spend. Johnson Controls’ analysis of our construction portfolio uncovered potential efficiencies that, once realized, would save Manpower up to 30 percent across our real estate portfolio. One major opportunity for improvement was the avoidance of change orders, which accounted for cost increases of as much as 20 percent. The new standards meant tighter design plans and fewer subcontractors, helping to bring the change order spend down to less than 1 percent, and eliminating change orders completely during the first six months. Johnson Controls’ integrated approach to managing our real estate and projects led to a cycle time reduction from 12 months to nine months, allowing us to significantly increase our speed to market. With an integrated solution, upfront design costs were reduced by 15 percent and smarter, more efficient space reduced operations and maintenance costs. An integrated view also helped reduce the life cycle costs of our real estate. Within the first year’s time, our relationship with Johnson Controls grew to include the integrated delivery of services throughout the entire project lifecycle, extending beyond real estate and project management to include facilities management as well. Johnson Controls is now responsible for managing the full spectrum of facilities-related services, whenever and wherever they are needed. During Hurricane Katrina, for example, Johnson Controls played a significant role in helping to get our affected offices back up and running. When Manpower implemented a rebranding process to refresh our corporate image in 2006, Johnson Controls was instrumental in leading this initiative throughout North America. It dedicated a position to replacing signage and making sure all local regulations were met. WeB-Based proJect MaNaGeMeNt the only global architectural firm focused exclusively on the practice of interiors visit our new website www.interiorarchitects.com ATLANTA • BOSTON • CHICAGO • COSTA MESA • DALLAS • DENVER • LONDON • LOS ANGELES NEW DELHI • NEW YORK • SAN FRANCISCO • SEATTLE • SILICON VALLEY • WASHINGTON, DC For process and expense tracking of our entire real estate portfolio, Manpower and our subsidiaries use the Johnson Controls Sequentra web-based real estate and project management system. As the central repository for all property and transaction-related information, the database provides end users with enhanced communications and accountability for all facets of portfolio management. Sequentra reduces cycle time and improves service consistency by centralizing real estate and project management functions into a single tool. The Johnson Controls system also automates process management and facilitates tracking of key project deliverables. Manpower also uses Sequentra as part of its ERP financials platform. Integrated with PeopleSoft, Sequentra expense information is fed to accounts payable for secure, Sarbanes-Oxleycompliant invoice payments on rent, recurring and variable costs. We also use Sequentra for our lease and space projects tracking. Using the Sequentra process and budget and savings data management functionality, we can easily view and report on the project history of a specific property, key performance indicators such as the timeline and cost, and budget history for a specific project or across similar projects. IA_ads4.indd 1 1/24/08 4:28:44 PM 2 0 0 8 tHe le ade r 56 MarcH / april http://www.interiorarchitects.com http://www.interiorarchitects.com

Table of Contents Feed for the Digital Edition of The Leader - March/April 2008

The Leader - March/April 2008 Leadership Contents Message from the CEO Real Estate in the News Taking CRM Programs to the Next Level A Commitment to Sustainability GSA’s National 3D-4D-BIM Program Sustainability at ABN-AMRO Getting to the Real Issues in Today’s Competitive Marketplace ManPower Consolidates Real Estate & Project Management with One Provider HP's Renee Leach and Team Como's Robin Harris San Antonio's Mario Hernandez Chicago Workplace, Mid-Atlantic, and Boston The Gold Standard: California Is the State for Innovation Pat Crumley: Education Is a Path to Success Postcards from the Edge Tribune's Stephanie Pater Economic Development in the News A Look Ahead EDP Continues Expansion in Asia-Pacific

The Leader - March/April 2008

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