Supply chain management in the shipbuilding industry: challenges and perspectives

Abstract

Currently, one of the main challenges for most of the shipbuilding companies is to manage the activities performed by a network of suppliers worldwide. Empirical evidence shows that the lack of integration and coordination between partners of the same supply chain affects the quality and the delivery date. Supply chain management (SCM) has been proposed to manage the flow of material, information, and service through the supply chain. However, the literature has dedicated significant emphasis to the high-volume sector, while other sectors have been largely ignored. Different approaches for SCM should be considered according to the characteristics of each industry. Therefore, this paper was proposed to provide an understanding of the role of SCM in the shipbuilding industry. A review of the literature identifies the main concepts, principles, and methods of SCM, and a case study provides a discussion of the barriers to implementing them. The results showed that SCM in shipbuilding depends essentially on improving the relationship with suppliers and adopting appropriate information and communication technology (ICT).

The importance of official certifications in globalized companies' performance: An empirical approach to the shipbuilding industry

“…However, this industry is particularly interesting in terms of sustainability, supplies, and so forth. In fact, this industry denotes a highly competitive and global nature (Levering, Ligthart, Noorderhaven, & Oerlemans, 2013), as well as an organization based, fundamentally, on project management as a central axis and a high capital that moves annually (Mello & Strandhagen, 2011). ISO 14001 dictates the requirements for the structures, responsibilities, practices, procedures, processes, and resources of an organization, with the aim of ensuring that responsible EM is implemented within the organizations, through, for example, adequate waste management and reduction of pollution.…”

Implementing green supply chain practices: an empirical investigation in the shipbuilding industry

“…Most suppliers in the industry can be characterized as 'jobbers', they follow contractual obligations and do not feel committed or bound to other parties (Levering et al 2013;Mello and Strandhagen 2011). At the origin of this behaviour lie several factors.…”

“…Ships have technologically complex product structures, and individual ships are highly customized to buyer demands and wishes. Even vessels from the same series differ from each other, as each vessel is the result of an intense interactive process between various parties (Mello and Strandhagen 2011). Moreover, the project scope is frequently changed by the customer (Venkataraman 2007).…”

“…Moreover, the project scope is frequently changed by the customer (Venkataraman 2007). This way of working can be identified as engineering to order (Mello and Strandhagen 2011). As a consequence, the design and construction of ships typically involves many partners and subcontractors, and massive information flows (Bolton 2001).…”

“…Yet, this industry is particularly interesting as greening initiatives have been developing recently, and much can still be gained with regard to sustainability compliance (Lai et al 2011). The shipbuilding industry has many specific characteristics that make it interesting and relevant for studying GrSCM practices, including its highly competitive and global nature (Lu and Tang 2000;Levering et al 2013), and its capital intensity and project-based organization following engineering to order principles (Mello and Strandhagen 2011). Moreover, studies about the maritime industry call for further research on drivers for supplying industries to embrace green practices in their operations (Lai et al 2011).…”