FM is something so naturally related to any economic activity that needs facilities and/or workspace, that its application is practically universal.
But the youngness of FM as a global discipline, makes evident the need of some efforts on FM implementations with the help of Information Systems tools, in some verticals where some aspects of the FM activities are critical for the business performance.
Some of these verticals are:
Use Cases - FM Outsourcing and Service Models
FM services outsourcing is a clear trend nowadays, with special incidence in developed countries, but -under the globalization umbrella- going up everywhere with worldwide presence of big FM outsourcing operators.
An interesting study from KPMG (2013) focused on the Management Model points clearly the buyers preference for keeping in their hands the high level management of FM services (including in this high level the Information Systems supporting FM).
On top of success cases, one clear factor contributing to this trend is the fact that outsourced services contracts include variable clauses looking for service improvement, cost savings and SLA compliance as KPIs being economically relevant.
This fact, push for a strict control of the outsourcer performance from the customer side, with a clear recommendation of an architecture where the Information Systems related to FM services are retained and not outsourced.
On top of this factor, the trend of changing the outsourcer of some non strategic services in a transparent way (transparent for the end users) support the idea of keeping the operating procedures and reporting untouched, and this is something difficult to reach if the IS is in the outsourcer hands. The need of the historical data and in-house knowledge persistence operate against a full outsourced management model when we reach Information Systems.
The alternate model, an IS delegation to the outsourcer, makes sense if the outsourcing cover a wide scope and a very long time contract is considered, or the outsourcer offers a Software solution quite better than the current one. In this case, defining audit strategies, knowledge transfer and documentation support, and a clear transition policy at the end of the contract, are key points to cover in such agreement.