A Private Organization Utilizes the Best Value Approach on an Enterprise Resource Planning System

Kashiwagi, Jacob; Rivera, Alfredo; Taba, Mark

doi:10.37265/japiv.v11i1.9

Cited by 4 publications

(3 citation statements)

References 1 publication

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“…1. Identify and utilize expert vendors who increase the value of FM services, provide performance metrics and reduce the cost (Kashiwagi, Rivera, & Taba, 2019). 2.…”

Section: Documented Results Of New Fm Modelmentioning

confidence: 99%

Innovative Technology Is a Key to Facility Management Survival

Kashiwagi¹,

Rivera²

2020

japiv

Self Cite

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The business environment is rapidly changing. Automation and information systems are eliminating stakeholders out of the supply chain at a dizzying speed. Facility managers (FM) must change to prevent extinction. The path to extinction is clear; outsourcing, followed by loss of benefits, followed by commoditization and abusive work hours and demands. Often a major method of survival is cutting costs which results in poor performance. FM accountability and performance decrease under these conditions. FMs must identify and utilize cutting-edge information system practices that simplify and minimize FMs’ workload and cost, while increasing value and impact. Technology developed at Arizona State University (ASU) over the last 25 years, and now in testing by government and private organizations, allows FMs to become information workers, expand their influence and responsibilities, and cut their costs by 90%. This new FM approach increases capability to lead and deliver all building systems with minimal experience.

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“…1. Identify and utilize expert vendors who increase the value of FM services, provide performance metrics and reduce the cost (Kashiwagi, Rivera, & Taba, 2019). 2.…”

Section: Documented Results Of New Fm Modelmentioning

confidence: 99%

Innovative Technology Is a Key to Facility Management Survival

Kashiwagi¹,

Rivera²

2020

japiv

Self Cite

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“…BVP has proved good results in projects using transactional contracts where limitations and clarification of responsibility and risk between a DB contractor and the client is crucial (Rivera 2017;Kashiwagi et al 2019). However, in projects using a relational contract, a more direct dialogical procurement approach might be more productive.…”

Section: Discussionmentioning

confidence: 99%

The Impact of BVP in a TVD Based Project Delivery

Malvik¹,

Kalsaas²,

Shabani³

et al. 2021

Annual Conference of the International Group for Lean Construction

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Best Value Procurement (BVP) and Target Value Delivery (TVD) are registered to be increasingly applied in construction, and in some cases, also in the same project. The purpose of our paper is to address these two concepts theoretically and empirically to see if challenges occur when combining BVP and TVD. We deduce the proposition from a theoretical analysis: Best Value Procurement (BVP) is inconsistent with the Target Value Delivery (TVD) approach. We have examined a theoretical-oriented case study of a Norwegian highway construction project. Data was gathered by document analysis, direct observation, and semi-structured interviews. One finding was that BVP did not hinder the client from being a proactive actor and solution enabler in collaboration with the general contractor team. The study shows a lack of alignment of joint project development with a BVP and TVD structure. BVP has proved good results in projects using transactional contracts. However, in projects based on a relational contract, a more direct dialogical procurement approach may be more productive. The paper contributes to the literature by pinpointing conceptual and empirical counterproductive differences when combining BVP and TVD.

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“…The FM will identify the importance of their five selection criteria by using a weighting system that represents identifying and utilizing expertise for the lowest cost (Claaasen, Roodhorst, & Taba, 2019;D. Kashiwagi, J. Kashiwagi, Sullivan, & I. Kashiwagi, 2015;Kashiwagi, Rivera, & Taba, 2019;). A selection committee will then rate the vendor's proposals.…”

Section: Selecting Vendorsmentioning

confidence: 99%

Facility Managers Can Impact the Procurement Landscape by Modifying the Technical Requirements

Kashiwagi

Gunnoe³

2020

japiv

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A major problem for Facility Managers (FMs) is to get the procurement department to procure expert vendors. Hiring an expert is often neglected by a low-bidding vendor who seems to meet the organizations’ minimal technical requirements. A new approach has been developed and tested which changes the procurement landscape and ensures that the FM gets an expert vendor who pre-plans, identifies what they will deliver ahead of time in a simplistic fashion, and continually measures deviations as they perform their service. The new approach will automatically filter proposals that are not doable or deliverable and minimize risks that are caused by non-expert stakeholders’ decision making. Recent testing of this approach for a large bureaucratic organization led to 15% savings in cost, 50% savings in procurement time and elimination of extenuating and complex issues caused by stakeholders in a bureaucratic organization. This new approach is controlled by the FM professional. The approach eliminates major problems that procurement causes. The paper will review the case study and the method of application of this new approach.

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A Private Organization Utilizes the Best Value Approach on an Enterprise Resource Planning System

Cited by 4 publications

References 1 publication

Innovative Technology Is a Key to Facility Management Survival

Innovative Technology Is a Key to Facility Management Survival

The Impact of BVP in a TVD Based Project Delivery

Facility Managers Can Impact the Procurement Landscape by Modifying the Technical Requirements

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