Abstract
Airport facilities management (AFM) is being delivered through collaboration with airports, through forming networks and strategic alliances. Facilities management (FM) is a function that is adapting because of a changing external environment; strategic alliances is one method used by FM to deliver this change in strategy. This article explores and examines the structure and characteristics of AFM alliances including the problems faced by competition and managerial complexity. This article explores the AFM function, its importance to airports and its strategic and competitive direction. The article concludes that although there are inherent problems in AFM arrangements, these can be effectively managed through well-written contractual documentation.
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