Benchmarking Partnerships


Best Practice Compendium & KPI’s - OPEX & Asset Management Report

Please find below the full table of contents, appendix references, plus Executive summary- aim and scope, with an order form below should you wish to purchase the full report

Table of contents


Executive Summary

  Page 6
  1.1 Aim of this Compendium   Page 6

1.2 Scope/Outcomes of this Compendium & KPI’s

  Page 6
  1.3 Method for Compiling this Compendium   Page 7
2. OPEX & Asset Management KPIs   Page 9
3. OPEX & Asset Management - Case Study Examples   Page 23
4. OPEX & Asset Management - Continuous Improvement/Process Innovation   Page 37
5. Asset Mgt Operational Self Assessment Case Study with OPEX implications   Page 42
6. About Benchmarking Partnerships   Page 60

Contact us:

Anton Benc
Phone: 0409 145 033
Bruce Searles
Phone: 0418 267 794

Benchmarking is a Business Excellence tool for finding, adapting and implementing outstanding practices in order to achieve superior performance.  Benchmarking comprises prioritisation of strategic improvement needs (the why), measurement (the what—the Benchmarks) and practices (the how—the doing of benchmarking).  Re-measure tracks performance improvement. 


Benchmarking Partnerships would like to thank the following various organisations mentioned throughout this report who contributed to its body of knowledge. 

American Productivity and Quality Centre(APQC)

KPI Library

Smart Grid Maturity Model – US Department of Energy

International & Local Hydro Electrics Co’s

National Asset Management Strategy Australia

Australian Electric generation & distribution organisations

Software Engineering Institute

Major Ports

Delta Singular- Greece

MDA- Turkey


Australian Customs Service

Australian Taxation Office

Southern Co- US Power Utility

Hewlett Packard

Birmingham Midshires Building Society

Metropolitan National Bank (MNB), USA

UK Utility Company

United Utilities Service Delivery


Appendices—See Separate Documents

1. KPI Library- Power & Electricity KPI’s and Benchmarks

2. Strategically positioning Asset Management – Our experiences and practices

3-5. Institute of Public Works Engineering Australia Case Studies

6. National Asset Management Strategy Australia- Sewer Asset Management Improvements

7. Australian Infrastructure Financial Management Guidelines

8 .IPWEA Study Group – Gisborne District Council – Utilities

9. Smart Grid Maturity Model – Introduction & Outline

10. Smart Grid Maturity Model – Participants

11.Smart Grid Maturity Model – Report Overview

12.Australian Institute of Asset Management – Asset Management, Operations & Maintenance Decision Making

13. Asset Management Strategy Australia- Buildings Toolkit

14. Australian Institute of Asset Management – Resourcing Strategy & Optimisation

15. Australian Institute of Asset Management – Shutdown & Outage Strategy

16. Australian Institute of Asset Management – Accounting Practices

17. Australian Institute of Asset Management – Ageing Asset Strategy

18. Australian Institute of Asset Management – Configuration Management

19. Contact Energy Annual Report

20. Australian Institute of Asset Management – Maintenance Management

21. Australian Institute of Asset Management – Reliability Engineering

22. Australian Institute of Asset Management – Risk & Review

23. Australian Institute of Asset Management – Sustainable Development

24.Sample Partnership Agreement(PA)

25. Customer Management Survey.

26. Sample Customer Report

27. Process Innovation Methodology

28. The Institute of Asset Management – Roads Case Study

29. The Department for Victorian Communities Issued Guidelines

30. Hydro Ottawa Annual Report

31. BC Hydro Facts

32. BC Hydro Annual Report

33. Meridian Energy NZ Annual Report

34. Mighty River Power NZ Annual Report

35. Hydro Tasmania Annual Report

1.   Executive Summary

1.1   Aim of this Compendium

The aim of this Compendium is to provide comparative OPEX and Asset Management KPI’s and secondly report case studies with a particular emphasis on asset intensive/maintenance intensive and ageing asset base organisations, as well as those operating with a geographical spread in remote locations. The contributions come from 3 sources:

  1. Organisations participating and willing to contribute their KPI’s and case studies to this KPI Compendium.
  2. Organisations of good practice from local and international partners from the Benchmarking Partnerships local and Global network alliances.
  3. Benchmarking Partnerships experiences and unearthed Asset Management Best Practices. Organisations and peak bodies of very good Asset Management and OPEX from our detailed web search and referrals from international partnerships on public known information that may be on the web. All this material is primarily packaged in the appendices section of this KPI Compendium

The broad objectives for this compendium and comparative KPI’s is:

  • Understanding whether OPEX costs are high or low for the asset base.
  • Understanding whether OPEX is high or low for maintenance spend.
  • How do organisations set targets for OPEX relative to operations and asset base?
  • What measures are used for monitoring OPEX performance in these asset intensive organisations?
  • What areas of OPEX are most frequently the target of improvement initiatives?
  • Understanding how OPEX is reported in a manner which drives an improvement focus?

Benchmarking Partnerships prepared the comparative KPI’s after clarifying definitions and calculations with contributors.

1.2   Scope/Outcomes of this Compendium & KPI’s

The scope and outcomes from the KPI’s and case study insights include:

  • Ensuring a resource balance between support activities and maintenance / operational activities.
  • Example Strategies to improve asset utilisation.
  • Ensuring maintenance activities are timely and focused.
  • Strategies to improve/ maintain motivation and flexibility of staff and staff skills levels.
  • Innovative ideas in managing geographically diverse or remote assets.
  • Innovative ideas in Mobile plant / fleet management.
  • Strategies to minimise downtime of machinery for planned and unplanned maintenance.
  • Optimum balance between maintenance and replacement decisions.  How to tell when replacement is optimal.
  • Knowledge management of infrequent timing between major maintenance activities.
  • Innovative ideas in cost minimisation/optimisation.
  • Methods to measure improvement programs success.
  • Is supplier management an issue for your company. How?
  • Does the company actively manage top five operational costs. How?
  • Knowing and understanding what you don’t yet know you need to know?

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