Delivering Energy-Efficient Social Housing: Implications of the Procurement Process

Alencastro, João; Fuertes, Alba; Wilde, Pieter de

doi:10.1016/j.proeng.2017.03.103

Cited by 5 publications

(5 citation statements)

References 10 publications

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“…The procurement process comprises all activities throughout the project, starting from establishing the client's aspirations and business case through to checking the compliance of the previous requirements (Alencastro et al, 2017). Managing the procurement process therefore implies managing all the activities throughout the project.…”

Section: Discussionmentioning

confidence: 99%

“…The BS 8534 (2011) which deals with construction policies, strategies and procedures divides the procurement process into four key parts namely: initiation, procurement strategy, procurement tactics and managing performance and delivery. Within the initiation phase, the business case is developed, and project objectives, aspirations and needs are further identified (Alencastro et al, 2017). Within the strategic phase, the initial conceptualisation of the project is translated into objective information through the client brief.…”

Section: Discussionmentioning

confidence: 99%

“…This will then be followed by an assessment of the procurement method as well as the planning of the appropriate strategy (BS 8534, 2011). During the procurement tactics phase, all supporting activities are defined in order to monitor and make accountable the project performance (Alencastro et al, 2017). In the final phase, which is the management of performance and delivery, the project goals developed in the earlier phases are linked to the specific project outcomes in the design, construction and operation phases of the project (Alencastro et al, 2017).…”

Section: Discussionmentioning

confidence: 99%

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Contribution of procurement capacity of public agencies to attainment of procurement objectives in infrastructure procurement

Manu¹,

Asiedu

Mahamadu

et al. 2021

ECAM

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PurposeEffective procurement of infrastructure is linked to the attainment of the sustainable development goals set by the United Nations. While the capacity of organisations is generally thought to be related to organisational performance, there is a lack of empirical insights concerning the contribution of procurement capacity of public organisations towards the attainment of procurement objectives in infrastructure procurement. Thus, it is unclear which aspects of the capacity of public procurement organisations contribute the most to the attainment of procurement objectives in the procurement of infrastructure. This research sought to address this gap.Design/methodology/approachThe research used a survey of public procurement professionals which yielded 590 responses.FindingsExploratory factor analysis of 23 organisational capacity items revealed three components of organisational procurement capacity: “management of the procurement process”; “human and physical resources”; and “financial resources and management”. Multiple regression modelling of the relationship between the components and the attainment of 12 procurement objectives further reveals that there is a significant positive relationship between the three components and all the objectives. However, “management of the procurement process” emerged as the greatest contributor to the attainment of seven objectives, whereas “human and physical resources”, and “financial resources and management” were the greatest contributor to the attainment of one objective and four objectives, respectively.Originality/valueThe study provides strong empirical justification for investment in the development of procurement capacity of public agencies involved in procurement of infrastructure. Furthermore, procurement capacity development of specific capacity components can be prioritised based on the relative contribution of capacity components to the attainment of desired procurement objectives. This should be useful to government policymakers as well as multilateral organisations that fund infrastructure and procurement reforms in various countries.

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Section: Discussionmentioning

confidence: 99%

Section: Discussionmentioning

confidence: 99%

Section: Discussionmentioning

confidence: 99%

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Contribution of procurement capacity of public agencies to attainment of procurement objectives in infrastructure procurement

Manu¹,

Asiedu

Mahamadu

et al. 2021

ECAM

View full text Add to dashboard Cite

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“…The implications of procurement on the delivery of energy efficient buildings and the need to move away from cost-driven procurement methods is discussed by Alencastro et al [19]. They discuss how, although Design and Build (D&B), for example, was established to encourage and enable better value for money, it is more often used to drive down costs, as also found by Eriksson [20].…”

Section: Collaborative Procurementmentioning

confidence: 99%

Rethinking the Building Envelope: Building Integrated Energy Positive Solutions

Clarke

Littlewood²,

Wilgeroth³

et al. 2018

WIT Transactions on the Built Environment

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This paper discusses information from a research project investigating a new approach to designing energy positive buildings that integrate renewable energy generation into the building fabric. Such buildings can help reduce energy consumption and associated carbon emissions, alleviating fuel poverty and lessening the need for costly grid upgrades. The main purpose of this study is to highlight the current status of the UK construction industry and the need for improvements, which have been documented over the years. Several enablers for the construction industry to change are identified, including collaborative procurement methods, building information modelling (BIM), innovation and energy positive buildings. The key findings from the review provide evidence that the energy positive solutions put forward in this research project, linking collaboration, innovation and buildings with reduced energy use and carbon emissions, could be used to improve the overall performance of the construction industry. This provides a good knowledge base for the next phase of the research, which includes interviews and workshops with construction industry stakeholders to further identify the challenges, benefits and drawbacks of the potential building integrated energy positive solutions. The combined body of information gleaned from this literature review, the feedback from construction industry stakeholders, and case studies of energy positive buildings designed by the first author, will be used to aid the development of the proposed outcomes of the research project, which will include a continuous improvement tool, the case studies themselves and the development of an innovation portal.

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“…Similarly, a study conducted by (Golhar et al, 1990) in (Golhar & Stamm, 1991), concluded that the application of JIT provides the benefits of reduced inventory, increased productivity, and better product quality. Research conducted (Alencastro et al, 2017) analyzed the relationship between the elements of the QMS theoretical framework, two categories emerged as important to achieve the expected results and the results obtained from case studies 1, 2 and 3 confirm that the quality management procedures implemented correctly do not systematically defect quality assessments that have the potential to disrupt performance. (Slack & Lewis, 2014) The company's operational performance can be measured through five dimensions, namely: Quality, speed, dependability, flexibility and cost.…”

Section: Introductionmentioning

confidence: 96%

Influence of Just In Time Toward Corporate Performance: Mediating Role Of Total Quality Management

Huda,

Hartati,

Safitri

et al. 2023

DEAL

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Industry in Indonesia faces challenges that are not easy. Companies are required to be able to increase their competitive advantage, both in the domestic and global markets. Companies are trying to implement various management systems, including management systems, including Just in Time (JIT) and Total Quality Management (TQM) in order to improve company performance. This study aims to: 1) determine and analyze the effect of just in time on total quality management. 2) determine and analyze the effect of total quality management on operational performance, 3) determine and analyze the effect of just in time on operational performance. The type of research is causal associative. The data used is primary data obtained through questionnaires were prepared with closed questions using a semantic differential scale. The number of samples used was 270 and the regression analysis used the AMOS computer program. The results state that just in time has a positive effect on total quality management. Total Quality management has a positive effect on operational performance. Just in time has a positive effect on operational performance, but the indirect effect on operational performance through total quality management becomes stronger.

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Delivering Energy-Efficient Social Housing: Implications of the Procurement Process

Cited by 5 publications

References 10 publications

Contribution of procurement capacity of public agencies to attainment of procurement objectives in infrastructure procurement

Contribution of procurement capacity of public agencies to attainment of procurement objectives in infrastructure procurement

Rethinking the Building Envelope: Building Integrated Energy Positive Solutions

Influence of Just In Time Toward Corporate Performance: Mediating Role Of Total Quality Management

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