ISO 41012-2017 Facility management - Guidance on strategic sourcing and the development of agreements《设施管理 战略采购指南和协议制定》.pdf

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1、 ISO 2017 Facility management Guidance on strategic sourcing and the development of agreements Facility management Directives sur le procd dapprovisionnement stratgique et dlaboration des accords INTERNATIONAL STANDARD ISO 41012 First edition 2017-04 Reference number ISO 41012:2017(E) ISO 41012:2017

2、(E)ii ISO 2017 All rights reserved COPYRIGHT PROTECTED DOCUMENT ISO 2017, Published in Switzerland All rights reserved. Unless otherwise specified, no part of this publication may be reproduced or utilized otherwise in any form or by any means, electronic or mechanical, including photocopying, or po

3、sting on the internet or an intranet, without prior written permission. Permission can be requested from either ISO at the address below or ISOs member body in the country of the requester. ISO copyright office Ch. de Blandonnet 8 CP 401 CH-1214 Vernier, Geneva, Switzerland Tel. +41 22 749 01 11 Fax

4、 +41 22 749 09 47 copyrightiso.org www.iso.org ISO 41012:2017(E)Foreword v Introduction vi 1 Scope . 1 2 Normative references 1 3 T erms and definitions . 1 4 Sourcing strategy and understanding the core business context 1 4.1 Sourcing strategy 1 4.2 Strategic, tactical and operational level . 3 4.2

5、.1 General 3 4.2.2 Strategic level 3 4.2.3 Tactical level . 3 4.2.4 Operational level 4 5 Sourcing process in FM 4 5.1 Process flow chart 4 5.2 Identify and analyse current and future needs and expectations . 5 5.3 Translate needs into requirements . 7 5.4 Determine the service levels . 7 5.5 Identi

6、fy service delivery options . 9 5.6 Business case development and analysis 10 5.6.1 General.10 5.6.2 Financial considerations 10 5.6.3 Investment strategy .10 5.6.4 Estimate costs and added value .11 5.6.5 Pricing strategy 11 5.6.6 Risk analysis .12 5.6.7 Different levels of agreement .13 5.6.8 Proj

7、ect strategy 13 5.6.9 Establish a business case for service options 13 5.7 Select preferred sourcing/service delivery option .14 6 Facility service provision 15 6.1 Principle options 15 6.2 Internal service provision 16 6.3 External service provision .16 7 Main characteristics of FM agreements .17 7

8、.1 General 17 7.2 Essential components 18 7.2.1 Term .18 7.2.2 Subcontracting 18 7.2.3 Allocation of management responsibility and communication .18 7.2.4 Service levels agreements (SLAs) 19 7.2.5 Termination of contracts 19 7.3 Agreement structure and content .19 8 Common considerations in agreemen

9、ts .19 8.1 Flexibility 19 8.2 Performance criteria .19 8.3 Information responsibilities.20 8.4 Reporting and auditing procedures .20 8.5 Continuous improvement, best practice and innovation 20 8.6 Asset replacement and project activity.20 8.7 Communication .20 8.8 Regulations 20 ISO 2017 All rights

10、reserved iii Contents Page ISO 41012:2017(E)8.9 Corporate standards21 8.10 Termination of agreements .21 9 Preparation and development of an agreement .21 9.1 General 21 9.2 Preparation phase .22 9.3 Pre-qualification phase .22 9.4 Tender/negotiation phase .22 9.5 Agreement preparation phase 22 9.6

11、Signature phase .22 9.7 Implementation phase 22 9.7.1 Mobilization phase 22 9.7.2 Validation phase 23 9.7.3 Operational phase 23 9.7.4 Termination phase 23 10 Measure service provision performance .23 10.1 General 23 10.2 Measuring effectiveness .24 10.3 Outputs .24 Annex A (informative) Example of

12、requirements for a service .25 Annex B (informative) Example of business case content .26 Annex C (informative) Structure of an agreement General clauses .27 Annex D (informative) S ervic e le v el agr eements Benefits, pr epar ation and structur e of an agreement (SLA clauses) .40 Bibliography .52

13、iv ISO 2017 All rights reserved ISO 41012:2017(E) Foreword ISO (the International Organization for Standardization) is a worldwide federation of national standards bodies (ISO member bodies). The work of preparing International Standards is normally carried out through ISO technical committees. Each

14、 member body interested in a subject for which a technical committee has been established has the right to be represented on that committee. International organizations, governmental and non-governmental, in liaison with ISO, also take part in the work. ISO collaborates closely with the Internationa

15、l Electrotechnical Commission (IEC) on all matters of electrotechnical standardization. The procedures used to develop this document and those intended for its further maintenance are described in the ISO/IEC Directives, Part 1. In particular the different approval criteria needed for the different

16、types of ISO documents should be noted. This document was drafted in accordance with the editorial rules of the ISO/IEC Directives, Part 2 (see www .iso .org/ directives). Attention is drawn to the possibility that some of the elements of this document may be the subject of patent rights. ISO shall

17、not be held responsible for identifying any or all such patent rights. Details of any patent rights identified during the development of the document will be in the Introduction and/or on the ISO list of patent declarations received (see www .iso .org/ patents). Any trade name used in this document

18、is information given for the convenience of users and does not constitute an endorsement. For an explanation on the voluntary nature of standards, the meaning of ISO specific terms and expressions related to conformity assessment, as well as information about ISOs adherence to the World Trade Organi

19、zation (WTO) principles in the Technical Barriers to Trade (TBT) see the following URL: w w w . i s o .org/ iso/ foreword .html. This document was prepared by Technical Committee ISO/TC 267, Facility management. ISO 2017 All rights reserved v ISO 41012:2017(E) Introduction The International Standard

20、s on facility management (FM) developed by ISO/TC 267 describe the characteristics of facility management and are intended for use in both the private and public sectors. NOTE The terms “facility management” and “facilities management” can be used interchangeably. International cooperation in the pr

21、eparation of these International Standards has identified common practices that can be applied across a wide variety of market sectors, organizational types, process activities and geographies, and their implementation will help to: improve quality, productivity and financial performance; enhance su

22、stainability and reduce negative environmental impact; develop functional and motivating work environments; maintain regulatory compliance and provide safe workplaces; optimize life cycle performance and costs; improve resilience and relevance; project an organizations identity and image more succes

23、sfully. FM and related goods and services support the achievement of core organizational activities and objectives. The purpose of this document is to enable organizations identify and select the most appropriate options for the design, sourcing and delivery of FM. This document provides step-by-ste

24、p guidance on the overall strategic sourcing process and on how to prepare and implement adequate internal or external FM agreements. This document also provides guidance on: types of agreements; development, structure and contents of agreements; clarification of definitions, where appropriate. This

25、 document promotes a methodology from a strategic level to an operational level, with examples and check lists. The application of this sourcing approach is intended to contribute significantly to adding value and optimizing costs of operations for FM professionals and procurement, finance and senio

26、r management teams. Annexes A and B give examples of requirements for typical services and of a business case. Annexes C and D provide general and specific clauses and structured checklists for typical agreements. These annexes facilitate the selection of important clauses and preferences in the dev

27、elopment of agreements, which allow for differences in origin, purpose and national rules and regulations, and are based on a generic platform. This document is primarily written for complex in-house or externally procured services, and might need to be scaled down if used for smaller projects. Not

28、all information in this document will be applicable to every FM process or agreement. In this document, references to “agreement”, “service” or “service provider” are specific to FM and facility services agreement, facility service or facility service provider (internal or external). Any reference t

29、o a single service can also include multiple services.vi ISO 2017 All rights reserved Facility management Guidance on strategic sourcing and the development of agreements 1 Scope This document provides guidance on sourcing and development of agreements in facility management (FM). It highlights: ess

30、ential elements in FM sourcing processes; FM roles and responsibilities in sourcing processes; development processes and structures of typical agreement models. This document is applicable to: strategic processes related to service and support functions for the core business; development of FM strat

31、egies; development of facility service provision agreements covering both public and private service demand and internal and external production/delivery options; development of FM information systems; FM education and research; organization development and business re-engineering processes in major

32、 types of working environments (e.g. industrial, commercial, administration, military, healthcare, accommodation). 2 Normative references The following documents are referred to in the text in such a way that some or all of their content constitutes requirements of this document. For dated reference

33、s, only the edition cited applies. For undated references, the latest edition of the referenced document (including any amendments) applies. ISO 41011, Facility management Vocabulary 3 T erms a nd definiti ons For the purposes of this document, the terms and definitions given in ISO 41011 apply. ISO

34、 and IEC maintain terminological databases for use in standardization at the following addresses: ISO Online browsing platform: available at h t t p :/ www .iso .org/ obp IEC Electropedia: available at h t t p :/ www .electropedia .org/ 4 Sourcing strategy and understanding the core business context

35、 4.1 Sourcing strategy Aligning the structures and delivery of FM and support services provision with the demand organizations business strategy is critical to successfully achieving core business objectives. It is INTERNATIONAL ST ANDARD ISO 41012:2017(E) ISO 2017 All rights reserved 1 ISO 41012:20

36、17(E) important that the FM organization analyses the demand organizations strategy. An effective sourcing process is important to achieve that objective. Criteria that can have an impact on sourcing strategy include, but are not limited to: the competitive environment; value drivers (including cost

37、/benefit analysis); the need for resource flexibility; business risk; reliability of supply chain / risk of over-reliance on single suppliers; operational interdependencies; availability of in-house FM expertise; the availability and capability of various supply options; corporate policies (e.g. env

38、ironmental and corporate responsibility); regulatory compliance requirements and expected legal changes; organizational culture and management style; reporting requirements and management information systems; corporate targets on strategic and operative level; innovation; real estate and FM strategy

39、; property portfolio. As most organizations live in an environment of dynamic change, these sourcing processes should be continuous and at all times be closely linked to the organizations overall business strategy. It is vital that adequate FM competence is available to support the sourcing process

40、through internal and/or external sources. These competences should include, but not be limited to: understand core business; analytic skills; management skills; communication skills; appropriate knowledge of FM; procurement skills; legal skills; environmental, social and cultural awareness; ability

41、to evaluate services options and required outcomes.2 ISO 2017 All rights reserved ISO 41012:2017(E) 4.2 Str at egic, tactical a nd oper ational le v el 4.2.1 General In order to succeed and deliver required results, FM should be in close synchronization with the mission, vision, objectives and domai

42、ns of the core business. It is the role of FM to provide strategic guidance to the core business, interpreting needs and translating them into explicit service demand and requirements. FM acts on the main three levels: strategic; tactical; operational. NOTE “Strategic level”, “tactical level” and “o

43、perational level” are defined in ISO 41011. 4.2.2 Strategic level At the strategic level, the aim is to achieve the objectives of the organization in the long term by means of: defining the FM strategy in accordance with the organizations strategy; policy-making, elaborating guidelines for space, as

44、sets, processes and services; active input and response; initiating risk analysis and mitigation and providing the direction to adapt to changes in the organization; defining performance management policy and outcomes; assessing the impact of facility on the primary activities, external environment

45、and community; maintaining relations with authorities and other stakeholders; approving business plans and budgets; providing advisory services to demand organization; defining re-procurement criteria; making procurement decisions. 4.2.3 Tactical level At the tactical level, the aim is to implement

46、the strategic objectives in the organization in the medium term, e.g. through: administration; reporting (setting up and performing); recording (status and events); implementing and monitoring guidelines for strategies; developing business plans and budgets; translating FM objectives into operationa

47、l level requirements; defining service level agreements (SLAs); ISO 2017 All rights reserved 3 ISO 41012:2017(E) defining key performance indicators (KPIs); managing projects, processes and agreements; managing the FM teams; managing the services team; optimizing the use of resources; adapting to an

48、d reporting on changes and statuses; communicating with internal or external service providers on a tactical level. 4.2.4 Operational level At the operational level, the aim is to create the required environment to the end users on a day-to-day basis, e.g. through: delivering services in accordance

49、with the SLA; monitoring and checking the service delivery processes; monitoring the service providers; receiving requests for service (e.g. via a help desk or service line); collecting data for performance evaluations, feedback and demands from end users; reporting to tactical level; communicating with internal or external service providers on an operational level. 5 Sour