Case Study: Hotel Opening Purchasing & Installation

A developer engaged a project management (PM) team and a large, reputable procurement firm for a high-end, dual-property coastal hotel development in California. As the opening date approached, it became clear that while construction was progressing, the status of the FF&E (Furniture, Fixtures and Equipment) was largely unknown. 

The opening deadline was approaching and potential failed inspections were on the horizon. Key FF&E components were unaccounted for and extended delays loomed on the horizon.

As an FF&E Consultant, we were brought in to locate the missing pieces and create a recovery plan and get the project back on track. 

Analysis: Hotel Procurement vs Construction

The PM team focused on building and site completion but lacked visibility into FF&E readiness. Meanwhile, the procurement team issued orders and expediting reports but had not been given critical construction milestones – most notably electrical inspection dates requiring installation of hardwire decorative lighting. 

• Unclear Roles and Expectations:

The PM team assumed the procurement firm had access to critical project dates, while the procurement firm was never provided with schedules and did not proactively request them. Vendor site questions were relayed but not escalated with urgency. No red flags were raised until the projected neared opening. 

• Purchasing vs. Installation Responsibilities:

The procurement firm’s scope covered the basics of purchasing, not onsite coordination, or installation. This distinction was not clearly communicated, leading the PM team and owner to assume responsibilities that were never formally assigned. 

Results: Hotel Inspections and Opening Timeline

Both properties passed inspections and opened on time.

To achieve this, as the FF&E Consultants, we were able to:

1. Conduct a comprehensive assessment of FF&E status across all areas – guestrooms, public spaces, F&B venues, ballrooms, and pools – by reviewing expediting reports against the construction schedule and identifying items not yet ordered. 
2. Flag items that would miss key milestones and implement temporary or alternative solutions to maintain progress. 
3. Coordinated installation schedules, worked directly with installation teams, assisted with space punch walks, and adjusted plans in real time – while preserving the original opening date. 

A coordinated recovery effort that protected the owner’s investment and delivered two on-time hotel openings despite late-stage challenges.

About the author

Charis Atwood is an expert in project management, from project programming, budgeting, scheduling, managing RFP’s, quality control, and installation to operational turnover and opening. She is an invaluable asset to all projects she manages. Charis focuses on FF&E (Furniture, Fixtures & Equipment) and works closely with owners, purchasing agents, vendors, and interior designers to coordinate budget requirements and to assure deadlines are maintained. This includes but is not limited to, thorough reviews of architectural drawings to ensure interior design elements are represented as required, bid and contract negotiations for purchasing, warehousing, and installation of FF&E. She has been instrumental in the FF&E/OS&E Management of many timely and budget-driven projects such as resorts, hotels, casinos, country clubs and schools. She is an active member of Cayuga Hospitality Consultants.