Purpose -The purpose of this paper is to define facilities management and innovation in generic business contexts and critically discuss the role of innovation in facilities management service delivery. Design/methodology/approach -The research adopts a comprehensive literature review from numerous published sources. All related references were discovered through electronic databases, journals and books. Findings -FM is capable of contributing towards organisational success if it is given the opportunity to exploit new ideas and perform innovative activities that are regularly measured and integrated within the overall business goals or an organisation. To achieve this, it is essential that innovation in FM is given appropriate empowerment and a platform within the boundaries of the organisation's total innovation agenda. Research limitations/implications -There are limited literature materials which focused on service innovation particularly in the context of facilities management and its service delivery. Some discussions that are related to multiple contract management are only mentioned but not extensively reviewed in accordance with the scope of the research. One of the constraints is due to the nature of services that are non-tangible and hard to perceive. Practical implications -The study provides in-depth knowledge on the importance and benefits to an organisation by embracing innovation in facilities management as well as in the delivery of FM services. By tying innovation in FM with the firm's overall innovation agenda, significant improvements are gained through total efficiency in business operations. Originality/value -The paper provides fresh literature updates on the needs of FM players to embrace innovative ideas and concepts to effectively deliver facility-related services. The findings indicated here can be used by relevant FM stakeholders to plan and re-evaluate the role of facilities management functions in their organisations.

As certain types of property have become more complex and customers ' or occupiers ' perceptions and expectations have evolved, the services provided by the owners have had to be improved correspondingly. A modern service charge may include provision for the recovery of many different properties or facilities managementrelated services. The existing practice of service charges recovery for commercial properties is not transparent enough to enable the tenants to understand exactly what they are paying for. The service charge costs may include enhancement of the building, where it can be justifi ed following the analysis of reasonable options and alternatives. The practice of service charge should rest on achieving equitable benefi ts for both parties: the owner and the tenant. Keywords: service charges ; commercial lease ; landlord and tenants ; property management ; sinking funds ; reserve funds COMMERCIAL SERVICE CHARGES DEFINEDAll businesses have to pay for property-related overheads, or ' running costs ' ( RICS, 2008 ). The objective of a service charge is to enable the landlord to recover all likely anticipated expenditure not only for the property in its present form, but also envisaging any reasonable extension or alteration in the future ( Philpott and Hicks, 1994 ). The basic principle of service charges lies in taking the perspective of both the landlord and the tenant. In most circumstances, both parties view the importance of service charges differently, which is defi nitely to their own benefi t. Edward and Krendel (2007) show that the landlord will want to recover all expenditure from the tenant. The tenant on the other hand will try to limit the recoverable items to the necessary services for the property. Martin (1981) defi ned service charges as the cost to a tenant in indemnifying landlords against actual and anticipated expenditure on the protection, maintenance and replacement of those parts and structure, fi nishes and equipment of the property for which no tenant is directly

Purpose -The purpose of this paper is to define supply chain management (SCM) in facilities management (FM) and in generic business context, and extensively review critical elements to ensure the success of SCM and collaborative innovation in FM as a service delivery system. Design/methodology/approach -The paper employs comprehensive literature reviews from a number of publications retrieved from electronic databases, journals and books. Findings -SCM helps organisations to execute strategic purchasing for sustainable market position in a rapidly changing and competitive environment. Facilities will be effectively managed by adopting strategic alliances in SCM with FM suppliers through faster service delivery, increase in service efficiency and cost savings. Research limitations/implications -Limited literature available on SCM in FM prevents comprehensive results, underlining further discussions on the critical aspects that can be adopted to ensure success in SCM in the context of FM service delivery. Practical implications -This paper provides an in-depth analysis of SCM and the significance of adopting critical elements within SCM to ensure the success of a business in an environment that is constantly changing due to various expected or unexpected factors. Originality/value -This paper presents literature updates on the needs of SCM in ensuring an organisation's sustainability, and in creating effective business collaborations to obtain profits through a common objective in FM.

Purpose -The RICS code of practice "Service Charges in Commercial Property" was introduced in 2007 with the intention to promote best practice guidelines in the provision and management of commercial service charges. The paper seeks to review the compliance of the code after two years from its inception. Design/methodology/approach -The research employs comprehensive literature reviews and documental analysis through a number of publications retrieved from electronic databases, reports, journals, books, and other relevant secondary information. A critical review of the materials gathered is carried out in understanding the key recommendations as set within the RICS code against the current practice. Findings -Huge gaps are identified between the RICS against existing practice involving several key headings such as transparency, value for money, communication, and responsiveness. Research limitations/implications -Since the code was only introduced in 2006, limited sources of data available prevents comprehensive results, underlining further discussions on the effectiveness of the code in resolving the critical commercial service charges aspects within the real estate industry. Practical implications -While the paper intends to raise awareness among the commercial properties stakeholders, recommendations that are made in the paper can be utilised to minimise the gap that exists between the guidelines and the actual implementation by harnessing concerted efforts among the stakeholders in commercial property industry. Originality/value -This paper provides an in-depth snapshot of the RICS code of practice to commercial service charges and the progress that has been made towards the application of the guidelines since it was introduced in 2006.

No abstract