Maintenance Outsourcing Strategies
There is a perennial conundrum for maintenance organisations: How do you develop and preserve core skills and outsource other less critical skills to remain competitive, whilst also delivering on key performance objectives of personal safety, operational availability and maintenance budget?
Historically many maintenance managers inherit an organisation, which is underpinned by a raft of service contracts that have evolved over time due to differing circumstances. In some cases due to the lack of resources with one supplier, a second supplier has been enlisted to provide back up resources.
The objective of an outsourcing strategy is to create a blend of services which deliver the skill sets required by the business, at the optimum cost, now and in the future. In all aspects of outsourcing there are risk associated with engaging a third party to perform work, hence it is also necessary to evaluate each of the services the context of the various interfaces, productivity or added value. Contracts are essentially vehicles which engage a supplier to provide these services, hence the procurement team need to be intimately involved in the development of an outsourcing model.
The starting point, is the creation of the vision, how the maintenance organisation is to be configured and how these services can be delivered, whether in-house or by a third party. The context of outsourcing is not to find the lowest cost, but to identify a partner who can collaborate with you to provide the skills and achieve the maintenance performance targets. In many instances, like any relationship, it is an investment and hence identifying an organisation with a similar vision to work with is paramount.
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