The four roles of supply chain management in construction

Vrijhoef, Ruben; Koskela, Lauri

doi:10.1016/s0969-7012(00)00013-7

Cited by 581 publications

(474 citation statements)

References 10 publications

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“…There are some guidelines on best practice in managing construction supply chains, but the issue of how to adapt mainstream thinking is far from clear and the sector typically suffers from lack of integration, lack of trust and zero-sum performative logics (Dainty et al 2001) . Vrijhoef and Koskela (2000) defined four roles for supply chain management in construction including a focus on the interface between the supply chain and the construction site, focus on the supply chain, focus on transferring activities from the construction site to the supply chain and focus on the integrated management of the supply chain and the construction site. They concluded that many of the problems in construction are caused by 'myopic control of the supply chain'.…”

Section: Deriving Principles For Engineer-to-order Supply Chainsmentioning

confidence: 99%

Principles for the design and operation of engineer-to-order supply chains in the construction sector

Gosling

Towill

Naim

et al. 2014

Production Planning & Control

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By integrating the approaches of Jay Forrester (1961) and Burbidge (1961), a set of 5 design principles have emerged which provide a foundation for sound supply chain design. The 'FORRIDGE' principles have since been shown to be a powerful guide for effective design of make-to-stock supply chains. However, some have questioned the applicability of generic supply chain thinking, arguing for a tailored approach. Hence, the goal here is to investigate how these principles should be adapted for engineer-to-order industries (ETO), such as construction, capital goods and shipbuilding. The empirical elements draw on an extensive study of 12 suppliers and 2 large contractors in the construction industry. Supply chain tactics are identified for this range of companies, which are matched with real world problems, and linked with the FORRIDGE principles. This results in an additional 'Design for X' principle being proposed.The contributions made are the adaptation of established principles for the ETO sector, and the framework behind these principles.

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Section: Deriving Principles For Engineer-to-order Supply Chainsmentioning

confidence: 99%

Principles for the design and operation of engineer-to-order supply chains in the construction sector

Gosling

Towill

Naim

et al. 2014

Production Planning & Control

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“…Vrijhoef and Koskela (2000) argued that construction specific SCM (cSCM) is about management of inter and intra-firm interactions with these supply chains in a construction project and suggested a cSCM framework that is concerned with (i) the interface between the supply chain and construction site; (ii) reducing costs related to logistics, lead-time and inventory on specific project supply chains; (iii) transferring activities from the site to earlier stages of the supply chain; and, (iv) integrated management of the supply chain with emphasis on improvement of supply chain and the site production. This approach provides a good plan for development of operational cSCM however it needs to be applied in the right context as argued by Cox and Ireland (2002).…”

Section: Construction Supply Chain Relationships and Ict Technologiesmentioning

confidence: 99%

“…However, management of extended supply chain actors by contractor firms do not usually go beyond Tier 1 suppliers (that is immediate subcontractors or suppliers to contractors) as very few suppliers own all the activities along the chain (Vrijhoef and Koskela, 2000;Humphreys et al, 2003;Briscoe and Dainty, 2005;Bemelmans et al, 2012a, b). Further to this many supply firms in the industry refrain from being transparent and open about their supply chains (Briscoe and Dainty, 2005).…”

Section: Introductionmentioning

confidence: 99%

Contractor practices for managing extended supply chain tiers

Pala

Edum‐Fotwe

Ruikar

et al. 2014

Supply Chain Management: An International Journal

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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.

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“…In an attempt to connect supply chain management theory rooted in manufacturing and supply chain management in construction, Vrijhoef and Koskela (2000) Whilst subsequent construction studies (c.f. Dainty et al, 2001, Khalfan and McDermott, 2007, Doran and Giannakis, 2011 have explored in detail the practical implications of the roles identified by Vrijhoef and Koskela (2000), the influence of the construction client dominates recent industry interest in supply chain management (King and Pitt, 2009). …”

Section: Supply Chain Management In Uk Constructionmentioning

confidence: 99%

Organizational learning in construction supply chains

Tennant

Fernie

2013

Engineering, Construction and Architectural Management

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Purpose -Learning within the supply chain is widely considered to provide the basis for enhanced competitive advantage. The purpose of this paper is to explore the theory and current practice of organizational learning in UK construction supply chains.Design / methodology / approach -A qualitative research strategy is followed for this exploration of supply chain management and organizational learning. Research enquiry draws on semi-structured interviews with key construction supply chain stakeholders. The semi-structure interviews are recorded, transcribed and analysed via qualitative data analysis software.Findings -Careful examination of the transcripts reveal that whilst supply chain management practice in construction is limited, key schools of organizational learning are similarly underdeveloped. Findings disclose construction supply chain organizations routinely employ learning strategies that are best described as reactionary and interventionist.Research limitations / implications -Research was limited to the UK construction industry and encapsulates the assessment and evaluation of construction clients and first-tier supply chain members working within construction framework agreements. The perspectives of construction SME's were outwith the data set.Practical Implications -Underdeveloped organizational learning practices within supply chains present a significant barrier to the development and diffusion of supply chain management theory and practice in construction. In practical terms, the attainment of competitive advantage and the development of competing supply chain in construction would be extremely limited.Originality / value -Connecting organizational learning to the development and diffusion of supply chain management has been largely overlooked within the construction management literature. The research makes two notable contributions. First, the adaptation of a pragmatic and holistic organizational learning framework for the appraisal of learning strategies and second an evaluation of organizational learning in construction supply chains.

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The four roles of supply chain management in construction

Cited by 581 publications

References 10 publications

Principles for the design and operation of engineer-to-order supply chains in the construction sector

Principles for the design and operation of engineer-to-order supply chains in the construction sector

Contractor practices for managing extended supply chain tiers

Organizational learning in construction supply chains

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