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Turner & Townsend Management Solutions BIFM Retail Sector Forum 30 November 2004 Benchmarking, KPI’s & Measuring Supplier Performance.

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Presentation on theme: "Turner & Townsend Management Solutions BIFM Retail Sector Forum 30 November 2004 Benchmarking, KPI’s & Measuring Supplier Performance."— Presentation transcript:

1 Turner & Townsend Management Solutions BIFM Retail Sector Forum 30 November 2004 Benchmarking, KPI’s & Measuring Supplier Performance

2 making the difference Introductions Tim Leech - Associate Director Turner & Townsend Management SolutionsTim Leech - Associate Director Turner & Townsend Management Solutions Turner & TownsendTurner & Townsend BenchmarkingBenchmarking KPI’sKPI’s Measuring Supplier PerformanceMeasuring Supplier Performance

3 making the difference Turner & Townsend Group Over 50 Years ExperienceOver 50 Years Experience 34 Permanent Offices & 7 Associated Offices World- wide34 Permanent Offices & 7 Associated Offices World- wide Over £75m TurnoverOver £75m Turnover Approximately 1350 StaffApproximately 1350 Staff Teesside Edinburgh Sheffield London Bristol Glasgow Leeds Birmingham Aberdeen Manchester Newcastle Nottingham

4 making the difference Turner & Townsend UK Limited Turner & Townsend Group Limited Turner & Townsend International Limited Turner & Townsend Africa Turner & Townsend Asia Pacific Turner & Townsend Europe Ltd Turner & Townsend USA Ltd Turner & Townsend International Engineering & Mining Pace Project Services Ltd Siemens Industrial Building Consultants GmbH Project Management Cost Management Contract Services Management Consultancy PPP Consultancy Value Improvement Risk Management Training Facilities Management Consultancy Health, Safety, Quality & Environmental Consultancy Core Services Turner & Townsend Project Management Ltd Turner & Townsend Cost Management Turner & Townsend Management Solutions Ltd Turner & Townsend Contract Services Ltd

5 making the difference BENCHMARKING What does it mean?

6 making the difference Loads of definitions …….. “Improving ourselves by learning from others” The Cabinet Office“Improving ourselves by learning from others” The Cabinet Office “Benchmarking is simply about making comparisons with other organisations and then learning the lessons that those comparisons throw up” The European Benchmarking Code of Conduct“Benchmarking is simply about making comparisons with other organisations and then learning the lessons that those comparisons throw up” The European Benchmarking Code of Conduct “Benchmarking is the continuous process of measuring products, services and practices against the toughest competitors or those companies as industry leaders (best in class)” The Xerox Corporation“Benchmarking is the continuous process of measuring products, services and practices against the toughest competitors or those companies as industry leaders (best in class)” The Xerox Corporation

7 making the difference It’s not Just competitor analysisJust competitor analysis Finding out where we are in “self” created league tablesFinding out where we are in “self” created league tables A one offA one off The only answer To be used in isolation A reason to stop the essential process of review, change and improvement

8 making the difference Different types of Benchmarks StrategicStrategic Performance or CompetitivePerformance or Competitive ProcessProcess Functional or GenericFunctional or Generic InternalInternal ExternalExternal InternationalInternational

9 making the difference Some things to consider Objectives and aspects to be reviewedObjectives and aspects to be reviewed –Clarity, Scope of services, what is the real purpose Time & resource availableTime & resource available –Deadlines, importance of information, people and funding Level of experienceLevel of experience –in benchmarking (internal v external) Likely sourcesLikely sources –where / who is information going to come from

10 making the difference KPI’s & Measuring Supplier performance

11 making the difference Will use extracts from a Commission in the Retail Sector HBOS

12 making the difference Provides objective, quantitative measure of supplier & consultant performanceProvides objective, quantitative measure of supplier & consultant performance Covers individual projects and a range of projects over time.Covers individual projects and a range of projects over time. Will form part of the decision making process for awarding future workWill form part of the decision making process for awarding future work –Feeds into the publication of quarterly ‘league tables’ of performance. Aimed at developing an environment of continuous improvementProvides early warning system, highlighting specific areas that may require corrective actionAimed at developing an environment of continuous improvementProvides early warning system, highlighting specific areas that may require corrective action Highlight areas of particularly good (and bad!) performanceHighlight areas of particularly good (and bad!) performance Underpins the new contracting framework with a robust measurement systemUnderpins the new contracting framework with a robust measurement system Purpose of KPI’s

13 making the difference 27 questions in total for Majors ( MTMs /new branches have slightly less) Questions are split into 7 separate categories/5 main ‘scored’ areas Programme Documentation Implementation Financial M&E Quality and Safety have separate questions/categories   Negative score for injuries, no score for zero accidents   No penalty for failing to achieve zero defects, though if it is a bonus mark will be awarded There are 3 scores registered   Maximum Possible   HBoS Benchmark   Actual KPI Template - Scoring Mechanism

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16 Total (Contractor Score) 0% 20% 40% 60% 80% 100% Programme Documentation ImplementationFinancial M&E HBOS - Benchmark Major Actual Score Minor Injury Occurred Construction (Contractor Score) ProgrammeDocumentationImplementationM&E Max Possible Score HBOS - Benchmark Actual Score Radar Chart - easy / quick indication of the overall score in relation to the HBOS benchmark score. As can be seen from this example project the contractor in question has achieved or exceeded the benchmark in all areas apart from documentation. The ‘boxes’ to the left of the chart will auto fill in the event of scoring relating to injuries that may have occurred or the achievement of zero defects. This graph provides more detail for a particular phase of the the project than the radar chart shown above. This example shows contractors scoring for the construction phase of the project, broken down into the categories that occur during this phase. As can be seen the bars indicate Maximum score possible, benchmark and actual score. In this case the contractor has matched / exceeded the benchmark in all cases with the exception of implementation.

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