Abstract
The aim of the chapter is to investigate and highlight characteristics and key functions of the core structure of a FM service, here named “command centre” (CC), which is the structure responsible for the planning and coordination of interventions, the monitoring of the outcomes and the management of information flows. Starting from a framework of the key functions, the main activities of the CC have been analyzed in order to point out information needs and supporting tools. This analysis has been developed in relation to four theoretical models of CC, proposed as representative of some various approach that nowadays are observable in the field of FM services: command centre internal to the client of the service; command centre internal to the service supplier; command centre managed by a third party; control command centre jointly managed by client and supplier.
This chapter is authored by Cinzia Talamo.
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Notes
- 1.
In Politecnico di Milano, the authors of this book have been developing studies for several years, analyzing the contract specifications of public and private clients. The aim is to describe models of the command centre through the analysis of the requests elaborated in the contract documents [1–5].
- 2.
The model of CC may be considered in relation to the various organizational models of FM [6]. IFMA Italy (International Facility Management Association) [8] proposes a possible classification based on the activities integration level and the facilities management outsourcing level, defining three macro cases. The first one is characterized by the absence of a unique subject or facility department independent from the other company functions and the service management is divided into different structures. The second model is characterized by the presence of a facility manager, that heads the FM department, and the services are internally managed and provided through internal and/or external employees. In the third model, there is a FM department that is operated by external resources. Beside these models, many other criteria of classification have been proposed, such as the one presented by Cotts [9] and based on the type of location and sites of the FM structure. Ancarania and Capaldo [10] propose a model based on the progression of services to be outsourced, starting from a situation of one service, evolving in contracts collecting together groups of operational separate services, up to forms of integrated services provided by only one supplier [10]. An overview of the progression of outsourcing in facilities management is proposed by Kurdia et al. [11].
- 3.
Several authors underline [5, 12–14] the importance of information sharing in supply chain management. In particular, the study developed by Kembro and Selviaridis [14] empirically explores demand-related information sharing in the extended supply chain [14]. The study suggests different approaches to information sharing depending on the type and intensity of interdependence between supply chain partners and it identifies key barriers to extend information sharing: demand information disaggregation; risk of demand information misinterpretation; and risk of making production and distribution decisions based on incomplete information. The study proposed by Molinari et al. [5] analyzes three main strategies that represent different behaviors in supply chain management and that, at the same time, can be considered the steps of a progressive maturation of buildings services organizations, from a “simple addition” of services towards the creation of an organized system: aggregation, integration, homogenizing. For each of these strategies, the study proposes possible models concerning relationships between the components of the supply chain and the ways for information sharing [5].
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Talamo, C. (2016). The Command Centre. In: Knowledge Management and Information Tools for Building Maintenance and Facility Management. Springer, Cham. https://doi.org/10.1007/978-3-319-23959-0_5
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