The reluctance of construction purchasers towards project partnering

Crespin-Mazet, Florence; Portier, Philippe

doi:10.1016/j.pursup.2010.06.001

Cited by 29 publications

(17 citation statements)

References 39 publications

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“…Leonard and Beer (1994) present that the systems approach does not focus on 'parts' under the assumption that stitching them back together will result in the same outcome, but instead on 'wholes', in a highly contextually specific configuration and with more cyclical type causality relationships. As project complexity in the construction industry has been born of the wider fragmentation of the industry (Gidado, 1996;Wood and Ashton, 2010;Blayse and Manley, 2004;Mazet and Portier, 2010), the systems approach represents an appropriate lens through which to study the efficient project organisation.…”

Section: A Systems Approach To Deliverymentioning

confidence: 99%

“…Historically, delivery practices within the construction industry were concerned with singular transactions between buyers and sellers to suit the needs of specific projects (Arbulu and Tommelein, 2002). This led to the forming of boundary definitions between firms through specialisation (Dubois and Gadde, 2002); in turn 6 leading to the wider fragmentation of the construction industry and its supply chains as a whole (Cox and Goodman, 1956;Blayse and Manley, 2004;Mazet and Portier, 2010). Previously, construction organisations sought to organise through the definition of internal boundaries based on functional specialism; this began to change as construction and engineering firms sought to integrate both internally and externally to economise and streamline processes and access to first tier suppliers.…”

Section: A Strategic Approach To Deliverymentioning

confidence: 99%

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A systems approach to strategic infrastructure delivery

Potts¹,

McDermott²,

Stephenson³

2016

Proceedings of the Institution of Civil Engineers - Management,

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This paper discusses a systems approach to the strategic delivery of infrastructure in the regulated UK water sector as part of a participatory-focused research project. Part of an ongoing PhD programme, this paper highlights the value of a strategic approach to the procurement of infrastructure-related services in accordance with the quinquennial water sector reprocurement exercise being undertaken by infrastructure client organisations (ICOs). As a strategic approach is concerned with understanding the delivery environment into which an organisation places, engages and delivers projects, this paper surfaces how a UK-based water and wastewater ICO has engaged with its delivery market, through procurement, to position itself strategically within the wider delivery environment to serve its customers better. Using a systems approach, what is brought to light here is the importance of organisational transitioning through change management and how a delivery strategy can encompass the facilitation of organisational change.

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Section: A Systems Approach To Deliverymentioning

confidence: 99%

Section: A Strategic Approach To Deliverymentioning

confidence: 99%

A systems approach to strategic infrastructure delivery

Potts¹,

McDermott²,

Stephenson³

2016

Proceedings of the Institution of Civil Engineers - Management,

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“…Looking at MSEs as projects, some authors have suggested analyzing MSEs based on their life cycles (Ma et al, ): Pre‐games period, Games time, and Post‐games period. At first glance, the supply challenges associated with MSEs appear relatively similar to those of other mega‐projects, particularly construction projects (Crespin‐Mazet & Portier, ; Gadde & Dubois, ). However, at least one important characteristic shows that supply for an MSE differs from supply for other types of large projects: MSEs are not‐for‐profit organizations with an “…Organizing Committee… primarily staffed with local people, the majority of whom are from outside the sport industry, and have negligible experience organizing sport mega‐events” (Xing & Chalip, , p. 214).…”

Section: Supply In the Context Of Major Sporting Events: A Literaturementioning

confidence: 99%

Supply management for major sport events: The case of the 2010 Vancouver Olympic Games

2016

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In examining the 2010 Vancouver Olympic Games (OG), we show that supply management in major sports events (MSEs) has interesting characteristics both in terms of operationalization and resources required. We show that while supply managers must consider local development, they cannot lose sight of efficiency in delivering on other objectives. The multifaceted nature of supply, which includes sponsorship, value in kind, and so forth, requires specific supply management approaches for each stage of the OG management lifecycle. Specifically, supply management differs from other business contexts in three main areas: (a) supplier identification and selection; (b) contract negotiation and the process of acquiring goods; (c) supplier relationship management. Copyright © 2016 ASAC. Published by John Wiley & Sons, Ltd.Keywords: Olympic Games, supply management, major sport events, temporary organizations, business of uncertainty Résumé L'examen des Jeux olympiques de Vancouver 2010 (OG) révèle que dans les grands évènements sportifs (MSE), la gestion de l'approvisionnement présente des caractéristiques intéressantes, que ce soit au niveau de l'opérationnalisation ou au niveau des ressources nécessaires. En effet, les gestionnaires de l'approvisionnement doivent non seulement prendre en compte le développement local, mais aussi songer à l'efficacité dans la poursuite des autres objectifs. La nature multidimensionnelle de l'approvisionnement qui comprend, entre autres, les commandites, les contributions en nature, etc. exige, à chaque étape du cycle de vie de la gestion des OG, des approches particulières en gestion de l'approvisionnement. Plus particulièrement, la gestion de l'approvisionnement diffère des autres contextes d'affaires par trois traits essentiels: (a) l'identification et la sélection des fournisseurs; (b) la négociation des contrats et le processus d'acquisition des produits; (c) la gestion des relations avec les fournisseurs.

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“…The water sector and its typically long term relationships and high fixed investment costs (Akintoye and Renukappa, 2013) should therefore become subject to assessment of its delivery of relational contracting and the effectiveness of their delivery systems. Buoyed by the construction industry's prevalence towards a 'systematic approach' to delivery (Mazet and Portier, 2010), creating an industry of specialists, there is a need to focus on the 'systemic' delivery of services to drive out inefficiencies and create value. The high costs associated with the delivery of infrastructure services have been traced to stop-start investment programmes, lack of clarity and direction, poor budget management, over-specification, in-effective use of competition, poor strategic use of supply chains, and a lack of investment in skills (HM Gov., 2011) resulting in the UK having the fifth highest civil engineering costs in Europe (HM Treasury, 2010).…”

Section: Infrastructure Investment and Delivery: Issues Arisingmentioning

confidence: 99%

Engendering Change within a Water Infrastructure Client Organisation: A Participatory Action Research Approach

et al. 2015

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Continuing demands by stakeholders for improved service delivery has caused Infrastructure Client Organisations (ICO) in the UK to embark upon organisational restructuring. It is expected that such restructuring would enhance cost-effectiveness and quality in asset management and service delivery. However, this change, if not properly managed and sustained, could result in the inability of the ICO to achieve these targets. This study outlines the use of systemic thinking and Participatory Action Research (PAR) in driving and managing such change within a UK-based Water and Wastewater ICO (UK WASC). Besides highlighting the context for change in response to policy, austerity and regulatory pressures, this study portrays how the PAR approach can assist in the management of change within ICOs. Furthermore, it provides an insight into the evolution of an external researcher, from novice to expert within the ICO, imbued with the required knowledge to encourage other stakeholders to participate in driving the change management process. Preliminary findings indicate the usefulness of this phased approach toward PAR. This study provides a platform for researchers wishing to engage with ICOs to improve service delivery, identifying the value of engagement, change and systemic thinking.

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The reluctance of construction purchasers towards project partnering

Cited by 29 publications

References 39 publications

A systems approach to strategic infrastructure delivery

A systems approach to strategic infrastructure delivery

Supply management for major sport events: The case of the 2010 Vancouver Olympic Games

Engendering Change within a Water Infrastructure Client Organisation: A Participatory Action Research Approach

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