KPIs define the metrics and the way in which the Account Teams manage the Food Service Supplier partners performance against agreed SLA’s, at the site level. KPI results will typically be aggregated to a country / regional / global account level as required to meet CBRE and client reporting requirements using the reporting formats and to the frequencies agreed upon with the client.
KPIs should adopt a SMART approach which ensures that they are:
Specific
Measurable
Achievable
Realistic, and
Time-Constrained
1. What do KPI's Do?
2 Which KPI's are most relevant to use?
3. Responsibility of Account teams
4. Responsibility of the Supplier partner
FS-029 Ver 2.1 (Aug 23)
4. Key Points
Reference Templates:
Food Services KPI Template Food Services Vending KPI Template
ESG KPI Guideline
CBRE Enterprise Performance Scorecard KPI Criteria
It is important to take the time to create both leading and lagging KPIs which:
- Accurately reflect each service lines individual priority performance measurements, either as separate KPI scorecards for each individual service line or as a more comprehensive scorecard consolidating all service lines
- Have consistent themes and subjects to enable aggregation and reporting
- Provide an appropriate level of performance measurement that can be effectively used to manage the efficiency of the service
- Are relevant and will be consistently used to manage supplier partner performance
- Within the CBRE contract with the Supplier partner, any KPI non-compliance penalties should be established and documented including the calculation and processing methodology
- Where KPI scores are non-compliant, any penalty or management fee at risk impact is to be reported, processed, and escalated internally by the appropriate Account Team
- It is the Account Teams' responsibility to ensure that accurate penalty processing is established and maintained at all times. Reporting of KPI metrics to the client is to be conducted by the Account Team to meet Account / Client KPI reporting
KPIs shall be periodically reviewed to ensure that the indicators provide the necessary and appropriate metrics to effectively and objectively manage, report and validate the supplier’s performance consistently. Account Teams shall ensure that Food Service Supplier partner KPI reporting is reviewed, accurate, validated and where applicable, that appropriate remedial actions are escalated, agreed upon, progressed and closed-out.
CBRE Account Teams to work closely with the Supplier partner to establish and define the specific account / site KPI’s, against measurable, consistent and appropriate leading and lagging indicator metrics, in order for the Supplier partner to produce and maintain an effective KPI scorecard. KPIs are unique to the account / site and specific CBRE / client requirements, however CBRE maintains a set of core example KPI’s for Food Services and Vending Services, as the minimum standard.
The documented KPI categories, metrics, baseline, calculations, and targets for the full scope of Food Services shall be managed and accurately reported by the Supplier partner,
with supplier partner performance managed by Account Teams with support from Global or Regional management, as appropriate. KPI target archival and reporting is the responsibility
of the supplier for the SLAs within the scope of the contract reported through monthly reporting detail and KPI scorecards using the supplier's own KPI management system where applicable.
Food Safety KPI’s should include the following dimensions and metrics to meet the minimum standard within a Food Service / Catering Contract:
- HSE Reporting (incident reporting, unsafe acts, allegations of food poisoning, LTI’s etc.)
- Food Hygiene Metrics, Audit scores and Customer Feedback scores
- Financial Performance
- Service / Product Availability and Quality Assurance
- Internal / External Auditing Scores Financial Performance Targets
- Environmental, Sustainability and Corporate Responsibility Targets and Compliance
5. Useful Links
Track and consistently report KPI metrics to the agreed calculation methodology and to the agreed frequencies
Achieve or exceed KPI targets providing the necessary validation evidence as / when required by CBRE / the client
Interpret and clearly present performance trends, compliance / non-compliance and KPI scores achieved
To remediate issues through robust action plans and strive to continuously improve performance to meet and exceed KPI targets
To escalate material KPI performance issues outside of standard reporting frequencies as required and as deemed necessary