CREM Strategy

Challenges

• Fragmented real estate accountabilities due to missing resp. insufficient real estate organisational structures
• Absence of clearly defined roles, responsibilities and tasks
• Shortage of resources in real estate management and no group wide comprehensive acceptance of CREM

Project approach

• As-Is analysis
  
  • Analysis of real estate task and responsibility
  • Analysis of existing resources and know-how
• Deduction of potential levers regarding the real estate portfolio
  • Digital data registration
  • Inspections including organisational recording
  • First potential estimation and deduction of recommended course of action
• Definition corporate real estate management strategy
  • Distinction between local core business taks and CREM-tasks 
  • Real estate mission & vision
  • Deduction of internal value creation depth (portfolio management to facility management)
  • Determination of future outsourcing line
• First definition organisation structure:
  • Definition and description of roles
  • Determination of key processes
  • Determination of internal and external interfaces
• Determination of implementation concept:
  • Identification of hot-tasks-map and deduction of implementation roadmap

Results

• Custom-fit CREM organisation with clearly defined contact persons and responsibilities (optimisation of resources via learning and flexible organisation structures)
• Simple and „secure“ processes for the international and group wide implementation of CREM
• Sustainable portfolio optimisation/cost optimisation
• After implementation high acceptance of CREM in the group