If you're facing a tight FM budget, it likely means your budget doesn't align with your FM strategy or your vendor is overpricing. FM experts should avoid budgeting errors by knowing exactly what they need and estimating costs accurately. To fix a tight budget, revisit the strategy and service level requirements, then adjust the budget or negotiate a better deal with the lowest bidder. Consider bundling services to reduce costs and benefit from economies of scale. Evaluating tier 2 contractors for certain systems can also provide excellent service at a lower cost compared to OEMs.

I think to navigate a financial dilemma with tight FM budgets and vendor pricing, consider these steps: One thing I've found helpful is exploring alternative payment plans that fit your budget cycle. This can ease cash flow and make vendor pricing more manageable. Actually, I disagree with the idea that vendor pricing is always non-negotiable. Vendors are often open to adjustments, especially if you offer a long-term commitment. An example I've seen in an MNC is negotiating value-adds or discounts in exchange for long-term contracts. By committing to a longer engagement, the company successfully secured additional services or reduced rates, bridging the financial gap effectively.

Normalmente en los departamentos de FM los presupuestos son ajustados, y debemos de negociar con proveedores, esto aplicando sistemas administrativos debemos de contar con 3 tipos de proveedores, el proveedor principal que por el momento tiene precios casi inamovibles que no se ajustan a nuestro presupuesto actual, proveedor B, que tiene precios más bajos, pero que tiene ciertos inconvenientes como tiempos de entrega o productos de alternativos con calidad casi similar a la que tenemos y se ajusta por muy poco a nuestro presupuesto y el proveedor tipo c, aquel que sólo le compramos en emergencia, con productos de calidad inferior. el secreto del ajustee a nuestro presupuesto es jugar con las 3 opciones.

Budget Reallocation and Prioritization: - Realign Priorities: Evaluate the relative importance of different FM services and reallocate budget accordingly to ensure that critical functions are adequately funded. - Deferred Projects: Consider postponing or scaling back non-urgent projects to free up funds for more pressing needs. - Cost-Cutting Measures: Implement cost-saving measures, such as energy efficiency initiatives or waste reduction programs, to reduce overall FM expenses.