were carried out, resulting in the identification of eight factors for subcontractor survival: project 27 delivery method, demand, financial capital, relationship assets, managerial assets, human assets, 28 legal framework, and geographic scope. The project delivery method used by the owner and also by 29 the main contractor is mainly based on price. As a result, the subcontractors' bids get lower, making 30 them unsustainable in the long run. Furthermore, subcontractors do not get financial support from 31 banks easily in order to cover their additional financial costs. These facts push subcontractors to get 32 a guarantee of payment by the main contractor, while subcontracting companies may even ask for 33 payments in advance. Subcontractors also seek long-term relationships with the contractor. These 34 trusting relations are very often a prerequisite to qualify and bid for contracts. Subcontractors have 35 to continuously improve, plan ahead and adapt quickly to the new environment. Therefore, 36 subcontractors must remain flexible and maintain a lean hierarchical organization. Doing so makes it 37 is easier for subcontractors to compete in both their native markets, as well as abroad. To this end, 38 the most successful subcontractors have become international during the expansion phase of the 39 economic cycle; many of them went abroad with the help of a contractor from their home country. 40 41 42
Resumoistemas para elaboração de documentos técnicos de referência nacional que consolidam as boas práticas do processo de produção de edifícios existem em diversos países, sendo utilizados diferentes nomes, tais como Building Codes nos Estados Unidos, Canadá e Austrália, Codes of Practice na Inglaterra e Documents Techniques Unifiés na França. No Brasil, entretanto, esse tema é recente, mas o setor da construção de edifícios tem-se conscientizado da importância de se formalizarem e harmonizarem as melhores práticas desde o projeto até a execução, uso e manutenção dos edifícios. O objetivo deste artigo é propor uma sistemática para a elaboração de documentos técnicos de referência de boas práticas para a construção de edifícios no Brasil. A proposta foi feita com base em ampla revisão bibliográfica, principalmente no que se refere experiências internacionais bem sucedidas, e da análise de documentos produzidos no Brasil e no exterior. A mesma foi submetida à análise e validação junto a entidades do setor da construção de edifícios por meio de reuniões e de um workshop. As principais contribuições deste trabalho refere-se ao modelo conceitual proposto, assim como no arranjo institucional necessário para a produção de códigos de prática no pais.
Palavras
As in the Industry 4.0, “servitization” and digitalization are associated with the concept of Construction 4.0. The purpose of this paper is to discuss major challenges in the implementation of Construction 4.0 faced by the Brazilian Construction Management practices; grounded on literature review. As a result, challenges related to eleven categories were tabulated in front of four objectives: organizing construction, rationalizing construction, industrializing construction, and “servitizing” and digitalizing Construction Management. The greatest challenge lies in managing the coexistence of different stages of technologies and services, from traditional construction to smart buildings. The main contribution of this paper is the tabulation of different technologies of management, design, construction, maintenance, materials (products), etc. required to achieve Construction 4.0 performance levels.
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