An empirical study in the ship-building sector has been undertaken to understand the problems associated with the coordination of engineer-to-order (ETO) supply chains and to reveal insights into opportunities for improvements based on the application of soft systems methodology. A number of alternatives to improve coordination of supply chain have been proposed based on the comparison between a soft systems model and actual practice. These alternatives were summarised into seven general principles that help define the role of individual companies in coordinating ETO supply chains, highlighting the company’s structures and interdependencies that lead to project tardiness. Due to the specific nature of a project which changes according to the context, it is difficult to generalise the soft systems model. Nevertheless, future research can further explore some of the principles proposed to deal with coordination problems experienced in other types of ETO project operations, such as construction and oil and gas
