Managing construction supply chains: the common sense approach

Cox, Andrew; Ireland, Paul

doi:10.1046/j.1365-232x.2002.00273.x

Cited by 80 publications

(66 citation statements)

References 17 publications

Supporting

Mentioning

Contrasting

Order By: Relevance

“…Drawing upon the framework of Lambert et al (1996), the partnerships focused on time investment for joint BIM learning during the project, rather than investment in tangible assets, such as acquiring technology or hiring specialized personnel. Such proactive behaviour towards developing their partners could not only facilitate relationship management, but also encourage innovation (Cox & Ireland, 2002). Regarding the timing of BIM adoption, no disruption effects were observed in the older partnership (case B), because BIM implementation used pre-existing communication channels, while the 'newer' case A had to implement both digital and relational changes simultaneously.…”

Section: Discussionmentioning

confidence: 99%

“…The lack of construction integration persists across its lifecycle and involved actors (Briscoe & Dainty, 2005;Fernie & Tennant, 2013;Nam & Tatum, 1992), due to the conflicting nature of demand and supply (Cox & Ireland, 2002). Integration pertains to both processes and actors, and regarding the latter as collaboration across tiers (Dulaimi, Ling, Ofori, & De Silva, 2002).…”

Section: Synthesis Of Sc Partnering and Bim For Integrationmentioning

confidence: 99%

See 1 more Smart Citation

Inter- and intra-organizational conditions for supply chain integration with BIM

Papadonikolaki

Wamelink

2017

Building Research & Information

View full text Add to dashboard Cite

Digitizing buildings via building information modelling (BIM) is increasingly gaining traction in the architecture, engineering and construction (AEC) sector. The plethora of BIM-based technologies affects both inter-and intra-organizational relations. Structured inter-organizational networks across tiers, such as supply chain (SC) partnerships were used to examine how BIM affects these changing relations across and within firms' boundaries. Empirical explorations around the interplay between BIM and SC partnering -as a proxy for supply chain management (SCM) philosophywere deployed to assess their contribution to SC integration, and to investigate the functions of key actors in AEC. One young and one long-standing SC partnership were studied, and it was observed that the contractual arrangements had to be complemented by well-defined BIM scope, and communications across multiple tiers to built trust and support collaboration in the network. There were two types of BIM-enabled SC partnering: with emphasis on either transactions or relations, the former being merely operational whereas the latter strategic. These interorganizational orientations of BIM-enabled SC partnering outlined further intra-organizational conditions for integration regarding functional division, business models and services offered. The study carries implications for BIM and SCM researchers, policy-makers and practitioners, and proposes strategies for SC integration by aligning intra-with inter-organizational relations.

show abstract

Section: Discussionmentioning

confidence: 99%

Section: Synthesis Of Sc Partnering and Bim For Integrationmentioning

confidence: 99%

Inter- and intra-organizational conditions for supply chain integration with BIM

Papadonikolaki

Wamelink

2017

Building Research & Information

View full text Add to dashboard Cite

show abstract

“…These factors have been suggested as the "root causes" of observed problems (Cox and Ireland, 2002) including lack of coordination and communication between participants,…”

Section: Introductionmentioning

confidence: 99%

Interdependence in supply chains and projects in construction

Bankvall

Bygballe

Dubois

et al. 2010

Supply Chain Management: An International Journal

187

163

View full text Add to dashboard Cite

If you would like to write for this, or any other Emerald publication, then please use our Emerald for Authors service information about how to choose which publication to write for and submission guidelines are available for all. Please visit www.emeraldinsight.com/authors for more information. About Emerald www.emeraldinsight.comEmerald is a global publisher linking research and practice to the benefit of society. The company manages a portfolio of more than 290 journals and over 2,350 books and book series volumes, as well as providing an extensive range of online products and additional customer resources and services.Emerald is both COUNTER 4 and TRANSFER compliant. The organization is a partner of the Committee on Publication Ethics (COPE) and also works with Portico and the LOCKSS initiative for digital archive preservation. AbstractPurpose -The aim of this paper is to inquire into the management of construction supply chains by directing attention toward the different types of interdependencies that exist in such chains and in construction projects. Design/methodology/approach -The paper is developed as part of two ongoing research projects on supply chain management (SCM) in construction. A case study approach is used for illustrating the production and subsequent delivery and installation of plasterboards to a specific construction project. This description reveals extensive coordination among a number of companies and features interesting examples of the consequences of the interdependencies identified. Findings -The paper concludes that the strong emphasis on coordination of sequential interdependence within individual supply chains does not fit with the complex interdependencies present in and among supply chains and projects in construction. In addition to sequential interdependence it describes and illustrates pooled interdependence based on joint resource utilisation, reciprocal interdependence among activities undertaken at the construction site, and interdependence owing to synchronisation of many supply chains in relation to each and every construction project. The combined effects of these interdependencies challenge traditional SCM recommendations, such as moving activities from the site to the factory. Originality/value -The main theoretical argument put forward in this paper is that the application of SCM models developed for other industrial contexts such as the automotive industry, are problematic to use in the construction industry. This is because these models emphasise integration of activities that are subject mainly to sequential interdependencies while the pattern of interdependence is very different in construction. A main implication for practice is that focusing on better planning in order to deal with activities that are mainly subject to sequential interdependence, is insufficient. The reciprocal interdependencies in construction require more frequent and direct interaction among the involved actors to enable mutual adjustments among the firms whose activities and resource use ...

show abstract

“…The construction industry is a major one: in most national economies it accounts for between 6% and 10% of the gross domestic product. The industry is fragmented and its culture is predominantly adversarial (Cox and Ireland, 2002). Most construction firms operate in a decentralized network of suppliers (subcontractors, material suppliers, service suppliers etc.)…”

Section: Context Of the Construction Industrymentioning

confidence: 99%

“…Arbulu et al (2003) found inefficiencies at the interfaces between processes, disciplines and organisations in a construction supply chain. Cox and Ireland (2002) identified circumstances under which an integrated supply chain approach could be successfully implemented in a supplier-contractor relationship. Davidson (2009) argues for an upfront organisational design (alongside a technical design) for contemporary manufacturing innovators in the construction industry.…”

Section: Common Research Subjects Theoretical Approaches and Tools Usedmentioning

confidence: 99%

Buyer-supplier relationship management in the construction industry

Bemelmans¹

View full text Add to dashboard Cite

Managing construction supply chains: the common sense approach

Cited by 80 publications

References 17 publications

Inter- and intra-organizational conditions for supply chain integration with BIM

Inter- and intra-organizational conditions for supply chain integration with BIM

Interdependence in supply chains and projects in construction

Buyer-supplier relationship management in the construction industry

Contact Info

Product

Resources

About