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three BIM and business transformation

Construction 2025, part of the UK Government’s industrial strategy policy, envisages a future where Building Information Modelling (BIM) can streamline delivery and reduce asset costs by up to a third.

However, integrated procurement can only occur when we break through the information silos made by those in asset delivery and operation. Creating a proper information framework for all stakeholders, and throughout an asset lifecycle, is key to success.

To realise this goal, the construction industry must proactively transform its business processes if it is to remain competitive. BIM is the perfect platform to drive the next wave of business re-organisation and operational excellence in the built environment.

BIM helps you ‘front-load’ decision-making, with technology that you can apply straightaway to how you might design and manage your assets in the future.

BIM can also manage the greatly increased amount of data fl owing through your business. Those high levels of data need to be captured, codifi ed and turned into a management information system.

BIM can be seen in action in the automotive sector. It’s a great example of how things have changed in the area over the past few decades. As car manufacturers fl exed their muscles to drive down supplier prices, the supply chain was affected. This led to supplier partnerships – the realisation that you cannot take part as an individual company, but rather as an entire value chain. BIM challenges the traditional value chain, and affects how it is going to transform and bring in aspects, such as collaboration.

A chain is defi ned as ‘concept, design, construct and operate’. As you move from companies fi ghting companies to value chains fi ghting value chains, we have to ask: are cost and delivery time reductions likely or possible? They are possible, yes. But let’s not focus on whether they can be achieved, but rather, where. The classic way to drive out cost is to push it down the value chain and get suppliers to reduce costs. This means more thinking and planning of design at the front end of the process.

BIM can force your company to ask itself where it sits in the value chain and to think about opportunities – and threats. When looked at in this way, BIM is more than just a technology – it’s a culture shift.

Andy Williams Partner, KPMG in the UK

© 2014 KPMG LLP, a UK limited liability partnership, is a subsidiary of KPMG Europe LLP and a member fi rm of the KPMG network of independent member fi rms affi liated with KPMG International Cooperative, a Swiss entity. All rights reserved.

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