Strategic facilities management of Suntec Singapore International Convention and Exhibition Centre

Tay, Linda

doi:10.1108/02632770610649386

Cited by 12 publications

(8 citation statements)

References 15 publications

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“…In Singapore, the convention and exhibition industry which includes meetings, incentives, conventions and exhibitions (MICE) is worth about a billion dollars a year and provides 15,000 jobs. Singapore has performed well as a MICE destination in an industry that is getting increasingly competitive (Tay, 2006).…”

Section: Industry Reviewmentioning

confidence: 99%

Revamping the value chain in exhibition facilities: the case of the Dubai exhibition industry

et al. 2007

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Purpose -The purpose of this article is to compare past and current experience of exhibition activities in the UAE in general and in Dubai in particular, to identify the major hurdles and obstacles which had arrested the advancement of this sector, and to benchmark this activity vis-à -vis Dubai's main competitors both nationally and internationally. Design/methodology/approach -For each of four selected exhibitions, a systematic random sample of 1,000 visitors was selected. The data were collected via structured face-to-face interviews using a standard questionnaire on the four sites. In addition, a random sample of 100 exhibitors was selected for each of the four exhibitions. The data were collected via structured face-to-face interviews using a standard questionnaire on the four sites. Several in-depth interviews with the staff of the exhibition's organizers representing the different exhibitions under study were carried out before, during and/or after the events to help identify the challenges and opportunities. Findings -The exhibition value chain can be improved in several key activities. Several important strengths and weaknesses have been identified for the Dubai exhibition industry. The best practice of facilities in Paris offers Dubai the best model for increasing sustainable competitiveness. The key for the Dubai exhibition industry is differentiating the city from the competition and value innovation in the exhibition value chain. Research limitations/implications -Dubai is a rapidly expanding city, making growth in attraction difficult to predict. Practical implications -Recommendations are developed to improve Dubai exhibition facilities. Originality/value -The paper provides analysis of a growing industry in a high growth diversifying economy.

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Section: Industry Reviewmentioning

confidence: 99%

Revamping the value chain in exhibition facilities: the case of the Dubai exhibition industry

et al. 2007

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“…The external environment is changing, putting pressure on FM to adapt it competitive strategy; forming alliances is one way in which FM can acquire the resources to execute this strategic change. The previous three decades have seen the development of many performance-enhancing theories for business organisations; however, these theories have not been extensively researched in the FM industry to understand the link between FM and business performance ( Tay, 2006 ). Strategic alliances is one method that FM can use to develop business performance.…”

Section: Resultsmentioning

confidence: 99%

Airport facilities management alliances: Problems of competition and complexity

Pitt

Werven²,

Price³

2011

J Retail Leisure Property

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Michael Pittis professor of FM innovation at the Bartlett School of Graduate Studies UCL. His main research involves understanding and improving the supply chain mechanism in FM. He is a member of The Royal Institution of Chartered Surveyors working party on sustainability and an advisor to Modus Services Ltd at MOD main Building Whitehall. Marjolein van Wervenis a research student at the University of Eindhoven. Her research focuses on airport facility management. Samantha Priceis a research associate with University College London at the School of the Built Environment. During the past year, she has developed research in the areas of sustainable facilities management and energy reduction process for existing building stock. Price has just commenced the second year of her PhD and is interested in change management techniques as a tool for FM to advance strategically towards sustainable FM.ABSTRACT Airport facilities management (AFM) is being delivered through collaboration with airports, through forming networks and strategic alliances. Facilities management (FM) is a function that is adapting because of a changing external environment; strategic alliances is one method used by FM to deliver this change in strategy. This article explores and examines the structure and characteristics of AFM alliances including the problems faced by competition and managerial complexity. This article explores the AFM function, its importance to airports and its strategic and competitive direction. The article concludes that although there are inherent problems in AFM arrangements, these can be effectively managed through well-written contractual documentation.

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“…In spite of these recognitions, a significant proportion of facilities managers do not have a seat at board level, which suggests that they may have limited capacity to be involved in strategic FM tasks of organizations and invariably may be unable to bring about a change in FM practice within their organizations or help improve their organization's competitive position, Green and Price, 2000;Tay and Ooi, 2001;Tay, 2006). While it is generally accepted that strategic FM may not be common place in Nigeria (Akintunde, 2009;Koleoso et al, 2015), it is also recognized that many companies in parts of the developed world including Europe, have not embraced the strong strategic power that FM carries.…”

Section: Strategic Integration In Fmmentioning

confidence: 99%

Comparison of strategic content of facilities managers functions with other building support practitioners in Lagos, Nigeria

Koleoso

Omirin

Adejumo

2018

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Purpose The literature propounds that facilities management (FM) differs from other building support services (BSS) because it features a significant strategic content. However, research indicates that this deep seated strategic and value-adding practice is mostly unavailable except in the most matured markets. The purpose of this paper is to compare the strategic content of the functions performed by FM practitioners with that of other BSS providers in Lagos, the commercial hub of Nigeria. This is to determine if the content of the FM functions is comparatively more strategic and invariably more value-adding than that of other BSS providers as indicated in literature and also to identify required areas of improvement, both for practice and training. Design/methodology/approach A survey was carried out through self-administered questionnaire directed to a sample of 123 BSS providers that work with office buildings in Lagos, Nigeria. The data collected were analyzed using frequency counts, means, χ2 test and Wilcoxon signed rank test. Findings Rather than the strategic tasks, the FM group as with the non-FM group were more regularly involved with the less specialized facilities operations/maintenance and facilities support service tasks such as, security, fire, emergency management, cleaning and waste management. Specialized FM support service tasks such as mail services, reprographics, catering and travel services, were least often performed by both groups. The study found that facilities managers were slightly more involved than the non-facilities managers in performing the strategic group of tasks. This was indicated by the higher cumulative mean values and ranking of the level of involvement. The facilities managers also ranked higher in their involvement in the individual strategic tasks. The study also shows that FM practitioners use the more strategic ways to determine the needs of users. These findings imply that FM presents a slightly more strategic edge, which is, however, insufficient. Practical implications Although the FM practitioners may feature a slightly more strategic content of functions than their non-FM counterparts, the edge is insufficient to add significant value to clients’ business as postulated in literature. Lagos FM practitioners must become more involved in strategic functions in order to enhance FM’s value-adding edge and hence distinguish it better from other BSS practices. Originality/value The study positions the Nigerian FM practice in the light of expectations in literature and re-affirms the supposition that the practice is relatively strategically immature. It also identifies the contingent needs of local and multinational organizations that may require or intend to provide FM and other BSS in the Nigerian context, invariably allowing for international comparisons.

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Strategic facilities management of Suntec Singapore International Convention and Exhibition Centre

Cited by 12 publications

References 15 publications

Revamping the value chain in exhibition facilities: the case of the Dubai exhibition industry

Revamping the value chain in exhibition facilities: the case of the Dubai exhibition industry

Airport facilities management alliances: Problems of competition and complexity

Comparison of strategic content of facilities managers functions with other building support practitioners in Lagos, Nigeria

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