Re-engineering the construction supply chain: Transferring on-site activity, off-site

Interest in supply chain management theory and practice in UK construction has grown considerably over the past decade. In parallel, a number of other key industry initiatives have also gained momentum. A notable development has been the increasing modularization of the construction process. The theoretical merits of offsite manufacture in construction are well documented and include reported benefits in production, scheduling and quality improvements. However, the impact of modularization on the governance and membership of the construction supply chain are less well-known. In an effort to connect supply chain management theory with modern methods of construction (MMC), the research investigates the potential impact transferring on-site activity, off-site will have on the supply chain. This is a conceptual paper based primarily on a review of supply chain management and MMC literature. Drawing on supply chain management theory and practice, the significance of an increasingly modular-orientated supply chain in construction is explored and evaluated. Secondary data is provided via anecdotal evidence gathered from a number of construction site visits and discussions with a cross-section of industry stakeholders. The adoption of modular construction and subsequent transfer of traditional on-site construction activities off-site is likely to necessitate a reengineering of current construction supply chain management practice. In contrast to the commercially biased supply networks reflective of long-established working practices, off-site modular construction is likely to engender supply chain relationships that are increasingly socially as well as technologically bound and influenced by changes to the power dynamics. The literature highlights many business related opportunities, however the transfer of traditional construction activities upstream is not without risk. In conclusion, the research provides a conceptual grounding for further investigation of modular construction and the potential impact on the management and structure of construction supply chains

A framework for green supply chain management in the construction sector: A case study in Indonesia

Purpose: In order to implement green supply chain management (GSCM) to support the effort in reducing the environmental impact of the supply chain processes, a framework needs to be developed. This study aimed to propose a conceptual and holistic GSCM framework that represents a roadmap towards GSCM implementation by integrating all green supply chain practices by various stakeholders of the construction sector in Indonesia. Design/methodology/approach: Green supply chain management practices were obtained from an extensive literature review. A questionnaire survey of GSCM stakeholders in the construction sector was conducted to obtain the preference regarding green supply chain variables as the proxy for variable weighting and ranking. Pairwise comparison (PWC) and technique for others preference by similarity to ideal (TOPSIS) were adopted to analyze the weight and to rank the green practices, respectively. The findings from the PWC and TOPSIS were used to develop the framework. Findings: The framework for GSCM in the construction sector in Indonesia primarily focuses on reducing the use of hazardous materials, the management of waste at the project site, selling products and components that are no longer used, using video conferencing both inter- and intra-organization meetings, and support from the management level in the form EMS and ISO 14001 certification. Research limitations/implications: This study did not include other GSCM performances as criteria, such as operational and logistical performance. Practical implications: An efficient evaluation technique developed through the framework could be used in decision making policies by policy makers and organizational stakeholders that can identify and prioritize the green practices for adoption of GSCM in the construction sector. Social implications: A good framework can connect the benchmarking concept with practical applications because the framework can guide organizations in adopting and implementing benchmarking activities more systematically, comprehensively, and in a timely manner Originality/value: The originality of this research is that the GSCM framework was developed with most relevant green practices based on ranking and weighting criteria, as well as the preferences of the main stakeholdersPeer Reviewe

Qualitative analysis of lean tools in the construction sector in Colombia

This descriptive research identifies the lean tools applied worldwide in the supply chain of housing construction recognizing which are the most common tools across different countries, the least explored and which tools have the most reception in Colombia. Through a literary review of 84 academic papers from 22 countries, 254 mentions of 30 lean tools were detected, developing a qualitative content analysis from identified trends of the main differences and similarities in the adoption of lean construction (LC) in Colombia, Latin America and the different continents. The results derived from a Pareto chart and an affinity analysis in which lean tools were reduced to 23 categories, show that the main practices of lean manufacturing and lean construction are Last Planner System, Building Information Models, Visual Management, among others. This study is part of a subsequent project that will take the conclusions of this qualitative analysis to suggest a guiding tool (based on the continuous improvement tools found) that correlates applicable lean approaches with the main actors of the supply chain of high value housing projects in Bogotá. Taking into account the research gap found, this study could serve as a basis for lean construction studies in countries similar to Colombia

A hierarchiacal framework of barriers to green supply chain management in the construction sector

The research paper presents a hierarchical sustainability framework for evaluating the barriers to the adoption of green supply chain management (GSCM) in the United Arab Emirates (UAE) construction sector. A total of 32 barriers to the adoption of GSCM are identified through extensive literature review and expert interviews with academics and industry professionals. The barriers are grouped on the basis of literature and expert opinion to form 12 criteria. Since the nature of the identified criteria is complex and interdependent; an Interpretive Structural Modeling (ISM) technique is applied to develop a structural model. Driving and dependence power analysis (DDPA) is used to classify and identify the critical barriers. The developed sustainability framework offers a strong and efficient evaluation technique in decision making for policy makers and stakeholders by means of identifying and prioritizing the critical barriers. The barriers identified are also classified as external and internal barriers to the organization and will help policy makers to focus on specific barriers which are important to the adoption of GSCM in the UAE construction sector. The framework has the potential to be applied to other countries across industries

A hierarchical framework of barriers to green supply chain management in the construction sector

The research paper presents a hierarchical sustainability framework for evaluating the barriers to the adoption of green supply chain management (GSCM) in the United Arab Emirates (UAE) construction sector. A total of 32 barriers to the adoption of GSCM are identified through extensive literature review and expert interviews with academics and industry professionals. The barriers are grouped on the basis of literature and expert opinion to form 12 criteria. Since the nature of the identified criteria is complex and interdependent; an Interpretive Structural Modeling (ISM) technique is applied to develop a structural model. Driving and dependence power analysis (DDPA) is used to classify and identify the critical barriers. The developed sustainability framework offers a strong and efficient evaluation technique in decision making for policy makers and stakeholders by means of identifying and prioritizing the critical barriers. The barriers identified are also classified as external and internal barriers to the organization and will help policy makers to focus on specific barriers which are important to the adoption of GSCM in the UAE construction sector. The framework has the potential to be applied to other countries across industries

A social network-based organizational model for improving knowledge management in supply chains

Purpose: This paper aims to provide a social network-based model for improving knowledge management in multi-level supply chains formed by small and medium-sized enterprises (SMEs). Design/methodology/approach: This approach uses social network analysis techniques to propose and represent a knowledge network for supply chains. Also, an empirical experience from an exploratory case study in the construction sector is presented. Findings: This proposal improves the establishment of inter-organizational relationships into networks to exchange the knowledge among the companies along the supply chain and create specific knowledge by promoting confidence and motivation. Originality/value: This proposed model is useful for academics and practitioners in supply chain management to gain a better understanding of knowledge management processes, particularly for the supply chains formed by SMEs. © Emerald Group Publishing Limited.Capó-Vicedo, J.; Mula, J.; Capó I Vicedo, J. (2011). A social network-based organizational model for improving knowledge management in supply chains. Supply Chain Management: An International Journal. 16(5):379-388. doi:10.1108/13598541111155884S379388165Archer, N., Wang, S., & Kang, C. (2008). Barriers to the adoption of online supply chain solutions in small and medium enterprises. Supply Chain Management: An International Journal, 13(1), 73-82. doi:10.1108/13598540810850337Arend, R. J., & Wisner, J. D. (2005). Small business and supply chain management: is there a fit? Journal of Business Venturing, 20(3), 403-436. doi:10.1016/j.jbusvent.2003.11.003BERNARDES, E. S. (2010). THE EFFECT OF SUPPLY MANAGEMENT ON ASPECTS OF SOCIAL CAPITAL AND THE IMPACT ON PERFORMANCE: A SOCIAL NETWORK PERSPECTIVE. Journal of Supply Chain Management, 46(1), 45-55. doi:10.1111/j.1745-493x.2009.03185.xBORGATTI, S. P., & LI, X. (2009). ON SOCIAL NETWORK ANALYSIS IN A SUPPLY CHAIN CONTEXT. Journal of Supply Chain Management, 45(2), 5-22. doi:10.1111/j.1745-493x.2009.03166.xBorgatti, S. P., Mehra, A., Brass, D. J., & Labianca, G. (2009). Network Analysis in the Social Sciences. Science, 323(5916), 892-895. doi:10.1126/science.1165821Boschma, R. A., & ter Wal, A. L. J. (2007). Knowledge Networks and Innovative Performance in an Industrial District: The Case of a Footwear District in the South of Italy. Industry & Innovation, 14(2), 177-199. doi:10.1080/13662710701253441Cadilhon, J.J. and Fearne, A.P. (2005), “Lessons in collaboration: a case study from Vietnam”,Supply Chain Management Review, Vol. 9 No. 4, pp. 11‐12.Carter, C. R., Ellram, L. M., & Tate, W. (2007). THE USE OF SOCIAL NETWORK ANALYSIS IN LOGISTICS RESEARCH. Journal of Business Logistics, 28(1), 137-168. doi:10.1002/j.2158-1592.2007.tb00235.xChen, I. J., & Paulraj, A. (2004). Understanding supply chain management: critical research and a theoretical framework. International Journal of Production Research, 42(1), 131-163. doi:10.1080/00207540310001602865Cheng, J., Yeh, C., & Tu, C. (2008). Trust and knowledge sharing in green supply chains. Supply Chain Management: An International Journal, 13(4), 283-295. doi:10.1108/13598540810882170CHOI, T. Y., & WU, Z. (2009). TRIADS IN SUPPLY NETWORKS: THEORIZING BUYER-SUPPLIER-SUPPLIER RELATIONSHIPS. Journal of Supply Chain Management, 45(1), 8-25. doi:10.1111/j.1745-493x.2009.03151.xCrone, M., & Roper, S. (2001). Local Learning from Multinational Plants: Knowledge Transfers in the Supply Chain. Regional Studies, 35(6), 535-548. doi:10.1080/00343400120065705Egbu, C. O., Hari, S., & Renukappa, S. H. (2005). Knowledge management for sustainable competitiveness in small and medium surveying practices. Structural Survey, 23(1), 7-21. doi:10.1108/02630800510586871Fong, P. S. W., & Kwok, C. W. C. (2009). Organizational Culture and Knowledge Management Success at Project and Organizational Levels in Contracting Firms. Journal of Construction Engineering and Management, 135(12), 1348-1356. doi:10.1061/(asce)co.1943-7862.0000106Giannakis, M. (2008). Facilitating learning and knowledge transfer through supplier development. Supply Chain Management: An International Journal, 13(1), 62-72. doi:10.1108/13598540810850328Giuliani, E. (2007). The selective nature of knowledge networks in clusters: evidence from the wine industry. Journal of Economic Geography, 7(2), 139-168. doi:10.1093/jeg/lbl014Giuliani, E., & Bell, M. (2005). The micro-determinants of meso-level learning and innovation: evidence from a Chilean wine cluster. Research Policy, 34(1), 47-68. doi:10.1016/j.respol.2004.10.008Gunasekaran, A., Patel, C., & Tirtiroglu, E. (2001). Performance measures and metrics in a supply chain environment. International Journal of Operations & Production Management, 21(1/2), 71-87. doi:10.1108/01443570110358468Hogarth‐Scott, S. (1999). Retailer‐supplier partnerships: hostages to fortune or the way forward for the millennium? British Food Journal, 101(9), 668-682. doi:10.1108/00070709910288865Javernick-Will, A. N., & Scott, W. R. (2010). Who Needs to Know What? Institutional Knowledge and Global Projects. Journal of Construction Engineering and Management, 136(5), 546-557. doi:10.1061/(asce)co.1943-7862.0000035Johnsen, T. E., Johnsen, R. E., & Lamming, R. C. (2008). Supply relationship evaluation: European Management Journal, 26(4), 274-287. doi:10.1016/j.emj.2007.10.001Kinder, T. (2003). Go with the flow—a conceptual framework for supply relations in the era of the extended enterprise. Research Policy, 32(3), 503-523. doi:10.1016/s0048-7333(02)00021-5Lambert, D. M., Cooper, M. C., & Pagh, J. D. (1998). Supply Chain Management: Implementation Issues and Research Opportunities. 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(2001), “Absorptive capacity configurations in supply chains: gearing for partner‐enabled market knowledge creation”,MIS Quarterly, Vol. 29 No. 1, pp. 145‐87.Matopoulos, A., Vlachopoulou, M., Manthou, V., & Manos, B. (2007). A conceptual framework for supply chain collaboration: empirical evidence from the agri‐food industry. Supply Chain Management: An International Journal, 12(3), 177-186. doi:10.1108/13598540710742491Mentzas, G., Apostolou, D., Kafentzis, K., & Georgolios, P. (2006). Inter-organizational networks for knowledge sharing and trading. Information Technology and Management, 7(4), 259-276. doi:10.1007/s10799-006-0276-8Morrison, A. (2008). Gatekeepers of Knowledgewithin Industrial Districts: Who They Are, How They Interact. Regional Studies, 42(6), 817-835. doi:10.1080/00343400701654178Morrison, A., & Rabellotti, R. (2009). Knowledge and Information Networks in an Italian Wine Cluster. 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Integrating responsible sourcing in the construction supply chain

Certification to industry standards is the most tangible means for a company to prove its commitment to sustainability issues. The construction sector is of particular interest, due to the huge impacts of its operations. Many companies operating within the sector have implemented environmental management systems in line with ISO 14001 although recently the industry has become focused on the concept of responsible sourcing (RS); the ethical management of sustainability issues associated with products and materials in the construction supply chain. An adoption of this concept can be evidenced by certification to BES 6001, the framework standard for responsible sourcing. Despite this, the number of accreditations is relatively low and knowledge and awareness of RS is still limited. This review paper explores the reasons behind the under-emphasis of RS within the industry, despite a continually increasing knowledge of the Corporate Social Responsibility (CSR) agenda. Currently, opinion is divided on whether CSR and RS represent a form of corporate philanthropy or a channel by which revenue can be increased. The issue is further complicated by the presence of engineered-to-order (ETO) products, which creates barriers to the enactment of RS and CSR principles. These are explored and possible explanations for their absence from supply chain management issues offered. Furthermore, the potential to extend the interpretation and application of the ISO 14001 framework to demonstrate the consideration of these principles is presented. Other certification schemes of particular significance to the industry and the problems for companies to achieve certification are also discussed; in particular, access to financial and other resources are identified as a key barrier to certification, especially for SMEs. Recommendations are made for future research that might enable SMEs to achieve sustainability certification more readily and to help the industry embrace the concept of RS more broadly

An Analysis of Health and Safety Provisions in NEC Contracts

The 2015 edition of the Construction (Design and Management) (CDM) Regulations imposes statutory duties on the project client and other project supply chain members. It is the client's statutory duty to make and implement arrangements for effective management of health and safety (H&amp;S) on the project. It also created two statutory duty holders that the client must appoint to coordinate H&amp;S management. To manage the performance of the duty holders effectively, the client must enter into a contract with each of them that imposes their statutory duties as contractual obligations. This paper critically analyses two representative contracts in the NEC family of contracts to provide guidance on their H&amp;S provisions and pointers to possible review in future editions. An important finding is that the contracts state the H&amp;S duties in very general terms with the expectation that users will draft the details on the CDM duties as part of the scope contract document. This approach has the advantage of flexibility to accommodate international use of the contracts. It is recommended that the promoters consider the alternative of capturing appropriate CDM-related duties as a standard optional clause for adoption by UK users. Suggestions are made as to the terms in such an optional clause.</p

Beyond Egan’s supply chain management: advancing the role of logistics in the South African construction industry

The construction industry has globally been identified by investors and&nbsp;portfolio managers as under-performing in terms of return on investment (ROI),&nbsp;while simultaneously exposing the capital investment of investors to the&nbsp;highest levels of risk compared to any significant industry. In some cases,&nbsp;construction firms have received rates of return of as low as 1.5 to 2%. This is&nbsp;typically an unsustainable level of return for investors as they can gain a&nbsp;considerably higher ROI through much less risky financial vehicles such as gilts&nbsp;and bonds. Given such a low rate of return, the construction industry has for a&nbsp;number of years attempted to increase efficiency and reduce costs as a&nbsp;means of winning further business and increasing profitability.&nbsp;One of the methods that have been espoused as offering significant potential&nbsp;benefits for construction has been the industry-wide adoption of the principles&nbsp;of supply chain management (SCM). However, at present the bulk of SCM&nbsp;practice is focussed on high level strategic issues, whilst largely ignoring more&nbsp;operational issues related to logistics. This is a major omission, given the fact&nbsp;that a recent study by the Building Research Establishment (BRE) in the UK&nbsp;indicates that as much as 30% of the cost of construction is attributed to&nbsp;transportation of materials. This article examines, through a review of literature,&nbsp;the role of SCM in construction and the contribution an effective logistics&nbsp;system can make to increasing efficiency and reducing construction costs.&nbsp

Towards a human resources management approach in supply chain management

Supply chain management (SCM) has grown as a discipline since the field attracted attention in the 1980s. However, it is observed that effective implementation of SCM is limited because the current focus is too task-based and information-centric. The concept is often conflated, in practice, with subcontractor management, where numerical flexibility is pertinent. At the same time, consideration of human resources management (HRM) in SCM has been limited. Strategic fit within supply chains tends to emphasise taskbased numerical flexibility, rather than genuine consideration and development of human resources. On the other hand, HRM has, until recently, rarely taken into account interorganisational characteristics that typify the construction industry. Therefore, this research intends to plug the gap by examining the use of human resources in construction supply chains, with a view of developing good practice for HRM in construction SCM. To achieve this, a two-phase research methodology comprising a scoping phase and case study phase will be ensued