Purpose – The purpose of this exploratory research paper is to present a product-process matrix that assists FM organizations and their stakeholders to map their value added position in their organizations. Using this matrix, FM practitioners are able to assess the existing value added delivering, how it is formulated and identify actions for improvement. Design/methodology/approach – The paper develops the FM value added product-process matrix to allow comparisons between different FM products with their FM processes and illustrates their degree of value delivery. The building blocks of the matrix are an FM product structure and an FM process structure. The supporting empirical data were collected through semi-structured interviews from selected FM organizations supplemented by relevant documents. Findings – Based on a product-process matrix, a typology of FM value added positions is introduced, namely, support, enable, ensure and enhance. Each position has merits and requirements under specific circumstances for its client’s core business. Matching a given type of FM value added position with the appropriate FM product and process under the specific conditions is likely to create greater values to the client’s core business. Meanwhile, misaligning dilutes the value delivery. Research limitations/implications – This normative matrix can be used as a decision-making tool for a client to assess its FM performances and activities, and to determine the needs of FM provision and services. On the other hand, an FM organization can use it as a self-evaluation tool for evaluating its FM service/provision performances and aligning its offering with core business needs. However, the matrix needs to be validated and verified from various types of organizations. Originality/value – This paper presents a typology of FM value added position and substantiates its applicability with empirical evidences. Although a proposed typology is formulated in a context of FM, its applications can be applied into other organizational support functions, for instance human resource (HR), information technology (IT) and finance services.
Journal of Facilities Management, 2013, Vol 11, Issue 3, p. 226-252