The facilities management (FM) function is undergoing a quiet revolution. Traditionally viewed as a support service, primarily focused on the execution of annual maintenance plans, FM is increasingly viewed as a strategic tool in reinforcing operational resilience as well as in establishing a competitive advantage. This is most evident in major transport hubs – such as ports and airports – where the adoption of digital transformation tools converges with the pressing need for substantial investment in restoring aging infrastructure, ultimately reshaping the way assets are managed.

From Maintenance to Value Creation

Major transport hubs are unique ecosystems. They bring together different assets such as container and cargo terminals, warehouses, building offices with high occupancy, and critical transport infrastructure (extensive road & railway network and large surface of different pavement types), all of which must operate continuously and safely. The need to establish at the core of the large-scale Organization, a PMO-FM services department, is evident. The department must go beyond managing the traditional approach of dealing with corrective maintenance activities through enabling the utilization of a Computer Maintenance Management Software (CMMS). Such digital transformation in FM creates the opportunity to shift from a cost-centre mentality to a value-creation Organization model. This translates to optimising asset lifecycles, managing costly energy usage in buildings, and ensuring that the Organization’s infrastructure supports uninterrupted operations and long-term sustainability.

For a large-scale Organization, this shift is not simply about utilizing a new software. It involves shifting the culture towards incorporating the PMO-FM department in the daily supply chain activities. When mobile equipment (in ports: ship to shore cranes, grab ship unloaders, straddle carriers etc., in airports: ground support equipment, passenger transport vehicles, cargo handling equipment, aircraft towing vehicles etc.) or buildings are digitally monitored and integrated into a digital software, FM Project Managers are positioned in the centre of efficient, reliable project delivery, thus ensuring higher client satisfaction.

The FM Digital Building Blocks

Digital transformation can be approached through a set of interconnected building blocks:

1. Computer-Aided Facility Management (CMMS) – By creating a centralised asset register and digital work-order system, PMO – FM department  gains visibility over the critical assets condition, performance, and cost
2. Internet of Things (IoT) sensors and real-time monitoring – Energy meters, vibration sensors, and smart HVAC controls provide continuous data streams that support predictive maintenance and environmental monitoring
3. Digital twins – For new infrastructure and expansion projects, it provides a dynamic, data-rich model that supports not only design and construction but also long-term operation and maintenance
4. Analytics and AI – Data input from assets, can be analysed to detect abnormalities, forecast failures, and optimise maintenance cycles
5. Mobile workforce enablement – By equipping FM teams on site (e.g. technicians) and external contractors with mobile apps for inspections, execution of work orders, and compliance checks, ensures that PMO – FM department has access to real time data, thus instant control over daily operations

Challenges and Considerations

Digital transformation in FM is not without obstacles. Data fragmentation, and cybersecurity are risks that must be actively managed. Success requires opting for solutions that integrate with existing IT and ERP systems, in use by Organizations, thus ensuring that cybersecurity protocols are in place. Equally important is the human factor: on site FM teams and external contractors should see the digital tools as enablers rather than additional administration layers. Change management and staff continuous training are therefore essential.

Measurable Outcomes

FM transformation needs to demonstrate tangible results.

Key performance indicators should include reduction in:

• Corrective vs preventive maintenance ratio
• Mean time to repair for critical assets
• Energy consumption and CO₂ emissions per m²

• andincrease in percentage of preventive tasks technically completed on time

Looking Ahead

Digital transformation in FM is not a one-off project. It is a continuous, dynamic journey that adapts as modern technologies, and market trends emerge. By embedding digital tools into FM services, large scale Organizations can grow sustainably and increase their competitive advantage.

The message is clear: In the digital era, FM cannot stay behind the scenes. It is a core part of how infrastructure performs, how Organisations achieve resilience, and how clients realize value.

*By Nikos Tsairas, FM Project Manager, Hill International

*Chartered Civil Engineer (CEng, MICE) with over 20 years of professional experience, in large scale infrastructure projects, with a focus on transportation, energy and port development. In his capacity as ICE’s Greece Representative, he is actively mentoring engineers and promotes the civil engineering profession internationally.