Real Estate and Facilities ManagementV3.ppt

Real Estate and Facilities Management

1. Outsourcing Solutions for the
Property Industry
Opportunity Identification
Report

2. CoreBPO Limited
Global Outsourcing Solutions
www.corebpo.com
Executive Summary
Cost Analysis
E C Harris Overview
Organisation Chart
Hi-Level Process Understanding
Process Focus
Process Scope
Process Mapping
Why Re-Design Processes?
DMS Benefits
Process Management (traditional)
Process Management (automated)
Project Resource Requirements
Contents
Migration Methodology
Transition Management
Key Transition Deliverables
Project Summary
Phase 1 Cashflow
Phase 2 Cashflow
Combined Cashflow
Conclusions
Next Steps

3. CoreBPO Limited
Global Outsourcing Solutions
www.corebpo.com
Objective
Methodology
Key Findings
Opportunity to Leverage CoreBPO Indian Operations for Enhanced Service Delivery Capabilities
Understand Customer
Needs & Process
Present
Solution
Conceptualise
Solution
Sign-off
to Proceed for
Transition
•Scope and FTEs: The current scope of the proposed services impacts 29 Service Centre
Associates and 5 Finance full time equivalents (FTE) positions at Basingstoke, plus 30 staff at
decentralised client locations. This feasibility study is focused on the existing processes at the
Basingstoke Service Centre. One to One FTE role mapping has been assumed.
•The opportunity exists to immediately relocate 34 FTE positions to an alternative location. An
additional 30 roles have been identified for outsourcing as a second stage of this project.
To identify the benefits of relocating of Service Centre Helpdesk and Accounting functions of
EC Harris Basingstoke to CoreBPO

Conclusion
CoreBPO can provide a quality, offshore based service delivery for the call centre and accounting
functions of EC Harris Solutions. This allows significant cost savings of around £883,000 per
annum.
Executive Summary

4. CoreBPO Limited
Global Outsourcing Solutions
www.corebpo.com
Executive Summary
Skill Sets Required: 2 Qualified Chartered Accountants who would act as single point of contact for all
operational queries. Experienced Accountants to carry out the various Finance processes .Seasoned
Call Centre/Customer Services Inbound/Outbound professionals to carry out the helpdesk functions
Risks: Medium. No major risks anticipated as of now.
Baseline Performance Standards: 85% of calls to be answered in 30 seconds. Everything is driven
through Process Manuals which lists down only the standard procedures and turn around times for the
processes.
Tech/Telecom: Service Centre uses Touch Paper (ASP Based) as their CRM to enter calls and for
generating/entering Work-Orders/ Invoices. The Corporate accounting software is AGRESSO (ASP
Based). Efforts are underway to use an in-house developed application for all the clients.
End to End Technology/Telecom Testing to be done prior to Service Delivery Sign Off.
Current health of the Processes: The existing processes are stabilised and there are no backlogs.
Other Findings

5. CoreBPO Limited
Global Outsourcing Solutions
www.corebpo.com
Financial Analysis£0
£1
£2
Millions
Existing - No Outsourcing Proposed - With Outsourcing 34
Staff (Phase 1)
Proposed- with DMS &
Outsourcing 64 Staff (Phase 2)
Ongoing
Cost Analysis
UK Resources India Resources MigrationRedundancy/Re-Training CoreBPO Training DMS

6. CoreBPO Limited
Global Outsourcing Solutions
www.corebpo.com
EC Harris -Overview
EC Harris is a unique global consultancy in the real estate, infrastructure, industrial and construction sectors.EC Harris'
reputation is founded upon delivering better value results to clients through the provision of business support and project
services.
EC Harris employs over2,500 people within 46 offices in over 20 different countries.The firm has worked on projects in more
than 80 countries and hasachieved a turnoverfor 2003-2004 of £125 million and a projected turnover for 2004-2005 of £147
million.Over £4bn of construction per annum is handled by the business, and overone million m
2
of facilities are advised on or
managed.
Services
–Consulting
•Asset & Facilities Strategies
•Enabling Technology & Management Information systems
•Performance Management
•Technical & Investment Risk Management
•Public Private Finance Consultancy
•Supply Chain Management
•Risk Management & Business Continuity
–Managing Delivery
•Programme, Project & Construction Management
•Commercial Management, Quantity Surveying & Value Engineering
•Safety, Health & Environmental Management
•Assets & Facility Management
•Independent Advisor, Due Diligence & Insolvency
•Strategic Procurement, Contractual Advice & Dispute Resolution
•Development Management
–Delivery of Business Support Maintainance & Construction
•Facilities Outsourcing
•Prime Contracting

7. CoreBPO Limited
Global Outsourcing Solutions
www.corebpo.com
EC Harris Solutions operates a 4000 ft
2
state of the art call centre in Basingstoke, Hampshire.
specialising in integrating the planned and reactive maintenance activities, currently employing 40 staff and handling
some 650,000 calls and processing over 250,000 orders per year. Each client has their own dedicated team of
operatives, this ensures maximum utilisation of the operatives knowledge and experience.
SUPPLIER
External
•Store
Managers/Employees
•Suppliers/Contractors
•Owners/Clients
INPUT
•Maintenance Calls
•Quotes
•SLA’s
•Invoices
OUTPUT
•Work-Orders
•Payments
•Chases
S I P O C
Accounts PayableAccounts Receivable
Accounting &
Financial Reporting
Store Complaints
PROCESSES
Attached
Building
Operations
Service
Centre
Property
Maintenance
Corporate
Sales & Marketing
Budgets / ApprovalsDeal finalisations
Corporate
Accounting
Helpdesk*
Reactive/Planned
Maintenance
HR & Payroll
CUSTOMER
External
•Store
Managers/Employees
•Suppliers/Contractors
•Owners/Clients
Work-Orders
Process areas
assessed by Core
BPO
Hi-Level Process Understanding

8. CoreBPO Limited
Global Outsourcing Solutions
www.corebpo.com
Service Centre
-A/P
-A/R
-Banking/Cash
Mgmt
-Financial
Accounting
-Financial Reporting
-Helpdesk
-Inbound/Outbound
-Setting up new
Client/Property
-Setting up new
vendors/suppliers
EC Harris
(Headquarters)
Overall Business Mgmt.
Sales & Marketing Mgmt.
Product and Formulation Mgmt
Planning, Forecasting & Growth
Policies & Procedures
Contracts
Store Managers
EC Harris Management
BPO scope of process operations
BPO scope for business Interface
BPO scope of technology Interface
Out of Scope
CoreBPO








•Touch Paper
•Agresso

Suppliers
Contractors

Process Focus –Service Centre

9. CoreBPO Limited
Global Outsourcing Solutions
www.corebpo.com
Start
Store
Manager/Employee
Calls in with service
issue
Client Manager/Employee
Received calls are
logged in Touch Paper
Assign the contractor
In Touch paper and
Send fax to contractor
Contractor completes
the work on site
End
Quote
Required?
NO
Follow the Quotation
process
Contractor sends the
invoices
All the received invoices
are date stamped &
entered in the system
Payments are
processed
and sent to the
vendors
All the transactions are
Updated in Agresso
Quote is sent to the
Store manager and
Work
Completed? Chase the Contractor
Trading
Affected?
Advise Client
End
Yes
Yes
NO
NO
Yes
Process Flow

10. CoreBPO Limited
Global Outsourcing Solutions
www.corebpo.com
Beyond direct gains through
automation, further gains can be
realised since automated processes
allow for:
1. Centralisation of operations
-Lower headcount/ process
-Central Control
2. Outright outsourcing of certain
functions
-Focus on core strengths
-Leaner operations
3. Extending the Enterprise
-Empowered Asset Managers
Opportunity -Cost Reduction without Process Deterioration
Why Re-Design Processes?

11. CoreBPO Limited
Global Outsourcing Solutions
www.corebpo.com
DMS Benefits
De-risking of the process and improving quality by ensuring common process compliance in
all locations.
Making processes ‘audit ready’ with audit steps inbuilt as part of the process promotes
transparency for Client reporting purposes
Giving the right people access to timely information improves process quality and reduces
transaction times
Ensuring that all documentation is handled as per organisational record keeping policies
Exact information on number of transactions processed
Identification of process bottlenecks
Ability to monitor the performance of a process on a daily basis
Allocating, attaching and tracking job responsibilities

12. CoreBPO Limited
Global Outsourcing Solutions
www.corebpo.com
Business Process
Training
Procedure
Manual
Army of
Supervisors/
Managers
Manual
Activities
Automated
Activities
Case
(Process Instance)
Work Item
(Activity
Instance)
Software/
Application
Defined In
Composed of
Passed
Along by
Managed by
Assigned as a
Consisting of
Process Management (Traditional)

13. CoreBPO Limited
Global Outsourcing Solutions
www.corebpo.com
Business Process
Sub-Process
Process
Definition
Document
Management
System
Manual
Activities
Automated
Activities
Case
(Process Instance)
Work Item
(Activity
Instance)
Software/
Application
Defined In
Composed of
Passed
Along by
Managed by
Assigned as a
Consisting of
Process Management (Automated)

14. CoreBPO Limited
Global Outsourcing Solutions
www.corebpo.com
Project Resource Requirements
2 CoreBPO Migration Consultants –UK based
Costed at £3,000 per month per person plus expenses
2 CoreBPO Migration Consultants -India based
Costed at £1350 per month per person
Training of CoreBPO staff to be jointly undertaken by EC Harris &
CoreBPO to ensure quality & consistency
Use of EC Harris software licences by CoreBPO staff at offshore
service centre

15. CoreBPO Limited
Global Outsourcing Solutions
www.corebpo.com
Conclusions
Potential for £883,000 per annum savings using offshore
delivery capability
Possible further efficiencies from use of linked DMS &
workflow
Allows EC Harris Solutions more flexibility in service delivery
to clients e.g. 24/7 capability
Enhanced scalability of EC Harris Solutions enterprise

16. CoreBPO Limited
Global Outsourcing Solutions
www.corebpo.com
Next Steps
•Reference site visit
•Visit to Operating Centre in New Delhi
•Project Commencement
•Consultancy
•Training
•Service Delivery