The rapid expansion of the UK data centre sector could be exposing operators to unnecessary operational risk, with maintenance and spare parts planning failing to keep pace with the construction of new capacity.

That’s according to a new white paper from RS UK and Ireland, which warns of a growing ‘commissioning cliff’ between the completion of a data centre and the point at which it becomes a live operational facility.

While much of the industry’s attention has been focused on securing planning permission, accessing power and getting facilities built, the report suggests that maintenance, repair and operations (MRO) strategies are often left until much later in the development process.

The white paper, which includes responses from 74 data centre professionals across the UK and Ireland, gathered in partnership with the Data Centre Alliance, found that nearly half of those surveyed either had no formal MRO strategy or were unsure whether one existed within their organisation. Meanwhile, 77% said they felt at least slightly exposed when a critical spare part was not held on site.

Planning beyond handover

The ‘commissioning cliff’ identified by RS refers to the gap between a completed facility being handed over and the shift to live operations.

According to the report, this is where many operators can find that spare parts planning has been delayed, relationships with suppliers remain underdeveloped and procurement processes are largely reactive.

That may not be a problem while everything is new and operating as expected, but it risks becoming more serious when equipment begins to fail and engineers discover that replacement components are either difficult to identify or unavailable within the required timeframe.

Richard Graham, Industry Sector Manager at RS UK & Ireland, noted, “It’s an industry growing at pace. The priority and focus is on building capacity, getting planning permission, getting the facility built and online. The ongoing management is something that gets pushed to the back of people’s minds. Rapid expansion will leave gaps around resource and capability, with engineers living hand-to-mouth, and procurement professionals who haven’t yet got up to speed with what a procurement strategy needs to look like.”

Unsurprisingly, speed and availability ranked highly when respondents were asked what they valued from an MRO supplier. Speed of delivery was considered very important by 82%, while 80% highlighted supplier responsiveness and 71% pointed to product availability.

Price was ranked lowest of the five criteria, although it was still considered very important by 51% of respondents. That suggests operators are increasingly aware that the cost of an unavailable component can be significantly greater than the price of the part itself, especially where critical infrastructure and uptime are concerned.

From supply chains to supply webs

Regional availability is another concern, with 62% of respondents believing their operations are exposed by limitations in supplier coverage.

That issue could become increasingly important as new data centre capacity is developed outside London and the industry expands into regional markets. Operators may find that supply arrangements designed around established data centre hubs are unable to provide the same response times elsewhere.

Rather than relying on traditional linear supply chains, the report recommends the development of wider supply ‘webs’, consisting of connected suppliers, regional stock locations and shared information about where parts are held.

Phil Broughton, Special Projects Manager of the Chartered Institute of Procurement & Supply (CIPS), commented, “We talk increasingly about supply webs rather than supply chains. By webs, I mean a network where you have regional stocking hubs, people pulling inventory on high-value, low-frequency items. Supplier consolidation improves availability and responsiveness. And if you are aggregating data around failure across multiple sites, you are improving your forecasting.”

The report also highlights the difficulty of identifying the correct replacement component. Having access to a large catalogue of products is of limited use if engineers and procurement teams cannot quickly determine which part is compatible with the equipment installed at a particular facility.

Graham concluded, “Operators should look to work with trusted suppliers – people who have strong governance within their own supply chain and relationships with trusted brands and original equipment manufacturers (OEMS), as well as strong ESG credentials. Combined, all these things can help organisations in this space maintain uptime.”