Framework of Manufacturer and Supplier Relationship in the Manufactured Housing Industry

Interorganizational relationships in the Brazilian construction industry supply chain

“…The manufacturing projects are complex and marked by participants with knowledge in diverse areas (Ju et al, 2017). The companies present weak organizational performance (Meng, 2012;Jeong et al, 2013;Othman et al, 2015;Ju et al, 2017;Xu & Zhao, 2017), especially in terms of time, cost, and quality (Meng, 2012;Xu & Zhao, 2017). Vrijhoef & Koskela (2000) stress that the supply chain of the construction industry is: (i) convergent: the supplies converge to the construction site; (ii) temporary: the organizations that are formed for the execution of the unique venture do not usually persist for the next venture and can assume a different shape than before; and (iii) make-to-order: each project creates a unique product with little repetition.…”

“…The construction company-supplier relationship is essential (Bemelmans et al, 2012;Othman et al, 2015;Bondinuba et al, 2016), since supply of materials is a major factor in construction engineering, increasingly performing a more significant role towards good progress in the supply chain (Xu & Zhao, 2017). In regard to the relationship between construction companies and suppliers, Jeong et al (2013) identified critical issues, which are: variable delivery time, inconsistent levels of safety stock, and evaluation of impoverished suppliers as the main restrictions that hinder efficient performance of the supply chain. Thus, we present the following hypothesis:…”

“…Comprehension of possible mechanisms and structures of interorganizational relationships is of utmost importance for management of the construction sector supply chain, aiding in problem-solving, and gains in performance by being more effect in terms of cost than time or quality (Meng, 2012). The management of supply chain relations is becoming more strategic for organizations in the construction sector (Jeong et al, 2013). According to Meng (2012) the key indicators for an effective supply chain relationship in the construction sector are: mutual goals, gains and sharing of issues, trust, culture, coordinated work, communication, problem-solving, risk allocation, performance measurement and continuous improvement.…”

“…However, the construction sector is traditionally behind the times regarding management when compared to other industries, and this includes traditional structures (social, cultural, and political) that revert to low productivity and weak performance (Meng, 2012;Jeong et al, 2013;Papadopoulos et al, 2016). In Brazil, the buildings subsector is characterized by the low efficiency in production, unsatisfactory quality, lack of desire for modifications, use of a low-skilled workforce and high turnover of staff (Mello & Amorim, 2009).…”

Cooperative Evolutionary Game and Applications in Construction Supplier Tendency

“…The research shows that cooperation among prefabrication suppliers allows them to obtain additional resource with less investment in the distributed supply chain [5,8]. Therefore, the issue of stable cooperation tendency between prefabrication suppliers has become highly relevant for both academics and practitioners [10].…”