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Title: De effectiviteit van samenwerking met leveranciers van facilitaire diensten
Authors: Kok-Oomen, L
Keywords: facility management
operational partnership
customer–supplier relationship
supply chain management
Issue Date: 17-Dec-2014
Publisher: Open Universiteit Nederland
Abstract: Since 1970 Facility Management delivers non-core products, services and housing that support an organization. Over the last few years the market has been characterized by outsourcing all facility services. Due to this trend customer – supplier relationships have evolved. There are several outsourcing constructions possible, although an operational partnership is the most common model within facility management. Besides different advantages, outsourcing has also extensive risks when it is not successful. Most likely the outsourcing itself is then to blame but faults in the way the relationship was managed are more common. The lack of understanding and objective characteristics of a cooperative relationship makes the partnership difficult to manager for facility managers. This study gives answers on ‘what factors determine the effectiveness of cooperation with suppliers from facility services from a client’s perspective’. At first a research model, based on the Lehtonen framework (2004), was set up with explanatory variables of effectiveness for operational partnerships. The research model has been studied within the facility management marked among facility managers and purchasers. The research was conducted by a case study with two organizations that have an operational partnership for over 1,5 years. The performance of facility management should contribute to the corporate organization. Therefore the effectiveness of a collaboration should at least satisfy one’s users (uservalue). Furthermore also the client should be satisfied with the effectiveness of the cooperation. Client’s assess the collaboration based on financial values (cost savings and efficiency) and relational values (trust and commitment). There are several factors of influence on the client values; consisting of ‘collaboration’ features and characteristics of ‘power and influence’. The degree of influence differentiates. Shared goals and joint effort are of strong influence on the relational value. Specific relationship investments have average to limited impact on the relational value. The factors ‘sharing knowledge & information’ and ‘joint effort’ are both of strong influence on the financial value. This mainly concerns sharing knowledge of best practices - market developments and a (financial) contribution of applying this knowledge in practice. Continues development and mutual dependence have average to limited impact on both client values. The difference in appreciation of the factor between operational and tactical level is remarkable. It appears that continues development is of strongest impact of this difference. Both case studies are not yet fully effective in terms of developing, improving and innovate facility services. Continues development is marked as the added value of the operational partnership. Furthermore, both client values are assessed more positively on operational level than on tactical execution. Therefore there is more trust and commitment for the operational delivery of facility service from a client perspective. Although the collaboration in itself is the most important aspect in the cooperation, the factor ‘relationship specific investments’ is of limited impact on the effectiveness. Both case studies do not or limited fulfill this type of investment. The possible influence of this factor has therefore not yet been demonstrated. It has been found that the degree of effectiveness is not directly notable by users. But an effective partnership, specific on relational value, will positively eradiate from facility employees. Users can also notice ineffectiveness in conflicting goals, for example when services do not connect to corporate values. And users will - in time - experience stagnation or a lack of innovation in services when there is no continues development in the cooperation. Finally it is evident that users appreciate the effectiveness of a cooperation with suppliers of facility services based on other values than a client. Awareness and recognition of this difference is important for the cooperation to be effective for both stakeholders.
Appears in Collections:MSc Management Science

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