CREM Strategy


  • 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


  • 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