Contractor practices for managing extended supply chain tiers

Abstract

Purpose – The purpose of this paper is to examine how contractor firms manage their relationships with extended supply chain tiers and investigate the range of ICT technologies used to facilitate such practices. Design/methodology/approach – An on-line questionnaire survey was conducted to gather information about supply chain management operations, supplier relationship management and the ICT technologies used by contractor firms to manage their extended supply chain tiers. Findings – The extended supply chain relationships of contractor firms are primarily composed of contractual, technical and financial entities, but findings suggest that the vision to consider extended supply chain firms when selecting suppliers are still myopic. Majority of ICT technologies are used between Tier 1 supply chain firms and there is an inconsistency in the number of technologies adopted with the extended supply chain tiers. Despite having a high involvement relationship with Tier 2 downstream firms, findings indicate a lack of use of ICT technologies to manage the organisational, personal and technological interactions with these firms. Research limitations/implications – On the basis of different relationship types this study develops an initial framework for management of supply chains that are facilitated by relevant ICT technologies. Originality/value – This paper provides insights into the management of extended supply chain firms by contractor firms from a relationship-centric perspective and develops an initial framework for relationship-centric supply chain management.

Coordinating collaboration in contractually different complex construction projects

“…Pala et al, 2014). The findings hint that the main contractor understood the importance of working towards the same project goals, and thus aimed at facilitating collaboration between all project parties using different procedural coordination mechanisms.…”

“…Pala et al, 2014). Thus, the use of one multi-party contract seems to encourage more risk taking than the use of multiple dyadic contracts.…”

“…The owner organization usually gives the coordination responsibility of the construction supply chain parties' collaborative work to the main contractor (Briscoe et al, 2004;Pala et al, 2014). When the project is complex and innovations are expected, the whole supply chain network needs to be managed, and the coordination responsibility cannot lie with a single company .…”

“…The fragmentation of the construction supply chain manifests in the separation of design and construction, lack of coordination, conflicts, low productivity, and insufficient communication (Xue et al, 2005;Bankvall et al, 2010;Pala et al, 2014).…”

The interdependences of BIM and supply chain partnering: empirical explorations

“…Nowadays, the criteria of the SC partner selection process have transformed from price-to collaboration-based (Pala, Edum-Fotwe, Ruikar, Doughty, & Peters, 2014;Sporrong & Kadefors, 2014) or require the use of IT, for example, BIM (Mahamadu, Mahdjoubi, & Booth, 2014;Yin, Tserng, Toong, & Ngo, 2014). Simultaneously, the size of the inter-organisational teams, the intensity of their interaction and trust are non-negligible parameters for BIM implementation.…”