Structured meeting routines establish to manage the commercial outcomes and quality standards of the supplier partner's delivery of services.
Supplier partner meeting routines, content, attendees, and frequency determined at an Account / Site level and at a Strategic Platform level establish appropriate levels of governance and control.
It is vital to review the relevant SOS section and ensure that these are established and fully aligned to individual Account / Site requirements.
The primary aim of these meetings is to:
- Establish a robust and communicative working relationship
- Develop an honest and open approach
- Ensure regular contact around outstanding or new actions, requirements, and tasks
- Provide an opportunity for formal discussion about current operations, concerns, or challenges
- Allow consistent two-way updates of relevant information
- Discuss key events, VIP visits, or anticipated peaks and troughs in demand / population
- Discuss complaints, compliments and initiatives
A strategic review meeting representing a higher level summary of the proceeding quarters trading and operational performance. following a consolidated quarterly format of the management information review content at a higher more strategic level.
A high level strategic and commercial and review of the previous years trading and operations. GWS and supplier’s senior management teams shall discuss summarised data in terms of commercial results, metrics, innovation, trends, performance and the year ahead.
- Supplier partners will propose recommendations for step-changes from a qualitative, culinary development, or commercial perspective
- Supplier partners will look to the future by presenting industry trends, innovation, concept, and product development opportunities
- CBRE / clients strategic plans around building population the scope and quality of Food Services must be discussed where appropriate, to ensure open communication, collaboration, and an informed supplier management team
1. Weekly/Monthly Operations Meetings
2. Quarterly Business Reviews (QBR)
3. Annual Business Reviews (ABR)
4. Key Points
Reference Templates:
Food Services CAT Mgmnt Meeting Routines
Food Services Supplier Meeting Routines Matrix
FS-033 Ver 1.3 (Aug 23
5.Useful links
Food Services
Supplier Meeting Schedules
Contracting
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Management Routine
1. Sample Routine Schedule
Structured meeting routines establish to manage the commercial outcomes and quality standards of the supplier partner's delivery of services.
Supplier partner meeting routines, content, attendees, and frequency determined at an Account / Site level and at a strategic platform level establish appropriate levels of governance and control.
It is vital to review the relevant SOS section and ensure that these are established and fully aligned to individual Account / Site requirements.
Weekly-As required
Supplier Attendees
Regional Acct Director
High Level business review to focus on previous years performance
Look towards new year and objectives and projects
CBRE Attendees
Regional Cat Leads
A high level business strategy review of the previous quarter in summary. Focus to be on Financial results, QHSE data and any Red flags. Details also summary information around KPI's, analytics and project updates and new business pipeline
Annual Business Review
Regional Cat Leads and Regional Director
Other leads as required
Monthly-15 working days after month end
Regional Acct Director and/or Fin Director
Reference Templates:
Food Services CAT Mgmnt Meeting routines
Food Services Supplier meeting routines matrix
Description/Purpose
Risk Review
Quarterly-15 working days after month end
Weekly Touchpoint
Monthly Business Review
As required to resolve business as usual issues and incidents
Bi-Monthly on first Monday of every other month
Review and update of Risk register as well as discussion on actions and closure of cases
Regional Cat Lead
To review the formal monthly financials by account. Focus to be on key points- run rates, trading results versus budget and Red flags.
Touch on project updates and issue summaries as well as Continuous improvement updates and new business
Frequency
Regional Acct Director and/or Fin Director as well as Exec Director
Other leads as required
Regional Acct Director and/or Fin Director
Regional Cat Leads and Regional Director
Other leads as required
Annually,- 20 working days after year end
Regional Cat Leads
Regional Acct Director and/or Fin Director as well as Exec Director
Other leads as required
Quarterly Business Review
Food Services
Supplier Meeting Samples Schedule
Contracting
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FS-033 Ver 1.3 (Aug 23
The issue:
A CBRE account team engaged the Food Service supplier partner on a cost-reduction requirement supported by a CBRE commitment that had been given to the Client that the subsidy would be reduced by 15% or $150K. The Supplier partner was not briefed or given any guidance on how they should / shouldn’t approach the requirement.
The Supplier partner considered all options and counter-offered with a high-level proposal to increase the tariff prices at the point of sale within the staff restaurant, the coffee bar and the hospitality and catering services recharge tariffs for meeting rooms and events. The Supplier partner demonstrated the monetary value of the tariff increase based on current sales levels across each service demonstrating how the additional revenue generated would reduce the subsidy.
The proposal was accepted and, as the supplier partner stated, they could easily make the changes over the weekend. The decision was accepted to increase the tariff structure to support the CBRE savings commitment. The Supplier partner made the changes as agreed and the tariffs were increased.
The Outcome:
- There was no prior warning or communication with the customer about the services
- The new prices exceeded comparable products available within an adjacent shopping centre
- The client staff complained to the supplier partner, CBRE, and their own HR, raising formal grievances that the subsidised services were an element of employer benefits
- Customers boycotted the services, went elsewhere, or brought meals in, reducing participation by over 60%
- The Supplier partners staff had to deal with verbally aggressive customers at the point-of-sale as the perception was that the supplier partner was simply driving up the prices for their own financial benefit
- Meeting room and event bookings were canceled by client staff and moved to external venues
- Significant client, CBRE, and Supplier partner management time was devoted to recovering the situation and dealing with the impact and issues created by the increase
The subsidy baseline increased by over 24%. Product wastage increased and supplier staff had to be laid off due to the reduced level of trading. After ten (10) days the client insisted that the tariff be returned to the previous levels in an attempt to recover the situation. But the damage had been done. The facilities continued to be boycotted, out of principle, and the eventual outcome was the client insisted on the remedial action of replacing the Supplier partner that had held the contract for 7 years.
A 4-month RFP process was undertaken by CBRE, a new Supplier partner was appointed and the client had to re-pay the undepreciated out-going supplier’s investment of $75K. Costs remained above the original baseline for the duration of this process and for an additional three (3) months after the new Supplier partner transitioned the services. The outgoing supplier partner refused to do business with CBRE in the future, creating ongoing issues, where new business was secured and were the incumbent Supplier partner.
1. Case Study - How not to implement change within Food Services
PLAN - LISTEN - ENGAGE - COMMUNICATE
Food Services
Meetings and Communications Case Study
Contracting
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FS-033 Ver 1.3 (Aug 23