Details

Successful Construction Supply Chain Management


Successful Construction Supply Chain Management

Concepts and Case Studies
2. Aufl.

von: Stephen Pryke

100,99 €

Verlag: Wiley-Blackwell
Format: EPUB
Veröffentl.: 11.12.2019
ISBN/EAN: 9781119450542
Sprache: englisch
Anzahl Seiten: 384

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Beschreibungen

<p><b>Provides a unique overview of supply chain management (SCM) concepts, illustrating how the methodology can help enhance construction industry project success</b></p> <p>This book provides a unique appraisal of supply chain management (SCM) concepts brought together with lessons from industry and analysis gathered from extensive research on how supply chains are managed in the construction industry. The research from leading international academics has been drawn together with the experience from some of the industry's foremost SCM practitioners to provide both the experienced researcher and the industry practitioner a thorough grounding in its principles, as well as an illustration of SCM as a methodology for enhancing construction industry project success.</p> <p>The new edition of <i>Successful Construction Supply Chain Management: Concepts and Case Studies</i> incorporate chapters dealing with Building Information Modelling, sustainability, the ‘Demand Chain' in projects, the link between self-organizing networks and supply chains, decision-making, ‘Lean,’ and mega-projects. Other chapters cover risk transfer and allocation, behaviors, innovation, trust, supply chain design, alliances, and knowledge transfer.</p> <ul> <li>Supply Chain Management techniques have been used successfully in various industries, such as manufacturing and food processing, for decades</li> <li>Fully updated with new chapters dealing with key construction industry topics such as BIM, sustainability, the ‘Demand Chain' in projects, ‘Lean,’ mega-projects, and more</li> <li>Includes contributions from well established academics and practitioners from Network Rail, mainstream construction, and consultancy</li> <li>Illustrates how SCM methodologies can be used to enhance construction industry project success</li> </ul> <p><i>Successful Construction Supply Chain Management: Concepts and Case Studies</i> is an ideal book for postgraduate students at MSc and PhD level studying the topic and for all construction management practitioners.</p>
<p>List of Contributors xv</p> <p>Preface xxi</p> <p>Acknowledgements xxiii</p> <p><b>1 Introduction </b><b>1<br /></b><i>Stephen Pryke</i></p> <p>1.1 Overview: Part A 2</p> <p>1.1.1 IT, Digital, and BIM 2</p> <p>1.1.2 Self-Organising Networks in Supply Chains 2</p> <p>1.1.3 Green Issues 3</p> <p>1.1.4 Demand Chains and Supply Chains 4</p> <p>1.1.5 Lean 5</p> <p>1.1.6 Power Structures and Systemic Risk 5</p> <p>1.1.7 Decision-Making Maturity 6</p> <p>1.2 Overview: Part B 7</p> <p>1.2.1 Lessons from Megaprojects 7</p> <p>1.2.2 Collaboration and Integration 8</p> <p>1.2.3 Lesson Learned and Findings from Tier 1 Contractors 8</p> <p>1.2.4 Lean Practices in The Netherlands 9</p> <p>1.2.5 Knowledge Transfer in Supply Chains 10</p> <p>1.2.6 The Role of Trust in Managing Supply Chains 10</p> <p>1.3 Summary 11</p> <p>References 11</p> <p><b>Part I Chapters that Principally, but not Exclusively, Deal with Concepts and the Development of Theory </b><b>13</b></p> <p><b>2 The Digital Supply Chain: Mobilising Supply Chain Management Philosophy to Reconceptualise Digital Technologies and Building Information Modelling (BIM) </b><b>15<br /></b><i>Eleni Papadonikolaki</i></p> <p>2.1 Introduction 15</p> <p>2.2 The Nature of Construction 17</p> <p>2.2.1 Addressing Existing Complexity and Fragmentation in Construction 17</p> <p>2.2.2 Advancements from Other Industries Applicable to Construction 17</p> <p>2.2.3 Potential Synergies Between Supply Chain Management and Digitisation 19</p> <p>2.3 Origins and Development of Supply Chain Thinking in AEC 20</p> <p>2.3.1 The Emergence of Supply Chain Thinking from Operations and Logistics Research 20</p> <p>2.3.2 The Adaptation of Supply Chain Management Concepts in AEC 21</p> <p>2.4 Pragmatic Impact of Supply Chain Thinking in Construction 22</p> <p>2.4.1 Supply Chain Thinking Schools 22</p> <p>2.4.2 Supply Chain Concepts and Varying Interpretations 23</p> <p>2.5 Origins and Development of Digitisation in the Built Environment 23</p> <p>2.5.1 Development of Digital Capabilities in the Built Environment 23</p> <p>2.5.2 From Building Product Models to Building Information Modelling (BIM) 25</p> <p>2.5.3 Importance of Standards in a Digital Built Environment 25</p> <p>2.5.4 Pluralism of Digital Artefacts and BIM Maturity Assessment Methods 26</p> <p>2.6 Pragmatic Impact of Digitisation and BIM 28</p> <p>2.6.1 BIM and the Enterprise: Bottom-Up Adoption 28</p> <p>2.6.2 BIM and the Institutional Setting: Top-Down Diffusion 28</p> <p>2.6.3 Mismatch Between Top-Down and Bottom-Up Strategies 29</p> <p>2.7 Synthesis of Digital Technologies Construction Supply Chain 30</p> <p>2.7.1 Potential and Outlook of Digital Technologies to Support Supply Chains 30</p> <p>2.7.2 Co-Evolution of Supply Chain Management and Digital in AEC 31</p> <p>2.8 Conclusion 32</p> <p>References 34</p> <p><b>3 At the Interface: When Social Network Analysis and Supply Chain Management Meet </b><b>43<br /></b><i>Huda Almadhoob</i></p> <p>3.1 Introduction 43</p> <p>3.2 Reconceptualising Supply Chains 44</p> <p>3.3 Supply Networks as Complex Adaptive Systems 45</p> <p>3.4 What Is Social Network Analysis? 50</p> <p>3.5 Rationale for a Network Approach 52</p> <p>3.6 Key Challenges in Conducting Social Network Analysis 54</p> <p>3.7 Conclusions and Directions for Future Research 55</p> <p>3.8 Managerial Implications 56</p> <p>References 57</p> <p><b>4 Green Supply Chain Management in Construction: A Systematic Review </b><b>63<br /></b><i>Niamh Murtagh and Sulafa Badi</i></p> <p>4.1 Introduction 63</p> <p>4.1.1 Environmental Impact of Construction 64</p> <p>4.1.2 Definition 65</p> <p>4.2 Research Methodology 66</p> <p>4.2.1 Stage 1: Define Eligibility Criteria 66</p> <p>4.2.2 Stage 2: Define Search Terms 67</p> <p>4.2.3 Stage 3: Search, Screen, and Compile List of Included Papers 67</p> <p>4.2.4 Stage 4: Code and Critically Evaluate Included Studies 67</p> <p>4.2.5 Stage 5: Formulate Synthesis 68</p> <p>4.3 Analysis 68</p> <p>4.3.1 Research Interest over Time 68</p> <p>4.3.2 Source Journals 68</p> <p>4.3.3 Geographic Spread 69</p> <p>4.3.4 Methods 69</p> <p>4.3.5 Tools and Techniques 72</p> <p>4.3.6 Stakeholders 73</p> <p>4.3.7 Definitions of Green Supply Chain Management 74</p> <p>4.4 Discussion 75</p> <p>4.4.1 Overview 75</p> <p>4.4.2 Definition 75</p> <p>4.4.3 Nature of Construction 76</p> <p>4.4.4 Stakeholder Roles 77</p> <p>4.4.5 Practical Recommendations 77</p> <p>4.5 Looking to the Future 78</p> <p>4.6 Conclusion 80</p> <p>References 81</p> <p><b>5 Connecting the ‘Demand Chain’ with the ‘Supply Chain’: (Re)creating Organisational Routines in Life Cycle Transitions </b><b>87<br /></b><i>Simon Addyman</i></p> <p>5.1 Introduction 87</p> <p>5.1.1 The Temporal Paradox in Temporary Organising 89</p> <p>5.2 The Construction Industry – Procurement and Relational Difficulties 90</p> <p>5.3 Temporary Organisations and the Project Life Cycle 92</p> <p>5.4 Routines and the Capability of Projects 95</p> <p>5.5 A Recursive Process Model of Transitioning 98</p> <p>5.6 Discussion 101</p> <p>5.7 Summary 103</p> <p>References 104</p> <p><b>6 Construction Supply Chain Management through a Lean Lens </b><b>109<br /></b><i>Lauri Koskela, Ruben Vrijhoef and Rafaella Dana Broft</i></p> <p>6.1 Introduction 109</p> <p>6.2 Theoretical and Philosophical Grounding of Lean 110</p> <p>6.2.1 Theoretical and Philosophical Grounding of the Mainstream Approach to Production Management 110</p> <p>6.2.2 Theoretical and Philosophical Grounding of Lean 111</p> <p>6.2.2.1 Theory of Production 111</p> <p>6.2.2.2 Epistemology of the Lean Concept 112</p> <p>6.2.2.3 Ontology of the Lean Concept 112</p> <p>6.2.3 Implications for Management and Organising 113</p> <p>6.3 Theoretical Background and Characterisation of Supply Chain Management 114</p> <p>6.3.1 Production Perspective 114</p> <p>6.3.2 Economic Perspective 115</p> <p>6.3.3 Organisational Perspective 116</p> <p>6.3.4 Social Perspective 116</p> <p>6.4 Analysis of Supply Chain Approaches and Conceptualisations through a Lean Versus Mainstream Lens 117</p> <p>6.5 Contingency of Supply Chain Management in Construction through a Lean Lens 118</p> <p>6.5.1 Construction from a Production Perspective 119</p> <p>6.5.2 Construction from an Economic Perspective 119</p> <p>6.5.3 Construction from an Organisational Perspective 119</p> <p>6.5.4 Construction from a Social Perspective 121</p> <p>6.5.5 A Crossover of Supply Chain Management and Lean in the Context of Construction 121</p> <p>6.6 Discussion 121</p> <p>6.7 Conclusion 122</p> <p>References 122</p> <p><b>7 Supply Chain Management and Risk Set in Changing Times: Old Wine in New Bottles? </b><b>127<br /></b><i>Andrew Edkins</i></p> <p>7.1 Introduction and Overview 127</p> <p>7.2 The Collapse of Carillion: Consequences for Consideration – Implications for Construction Supply Chains 129</p> <p>7.3 Risk, Power Structures, and Supply Chains 132</p> <p>7.3.1 Commercial Power and the Role of Law and Regulation 133</p> <p>7.3.2 Technology-Based Power Structures: Cases of Construction Waste and BIM 135</p> <p>7.4 Conclusions 139</p> <p>References 140</p> <p><b>8 Linkages, Networks, and Interactions: Exploring the Context for Risk Decision Making in Construction Supply Chains </b><b>143<br /></b><i>Alex Arthur</i></p> <p>8.1 Introduction 143</p> <p>8.2 The Evolution of the UK Construction Industry and Supply Chain Relationships 144</p> <p>8.3 The Concept of Risk 147</p> <p>8.3.1 Uncertainty 149</p> <p>8.3.2 Probability 150</p> <p>8.3.3 Risk as a Potential Future Event 150</p> <p>8.3.4 The Impact of a Risk Event on an Objective or Interest 150</p> <p>8.4 The Construction Risk Management System 150</p> <p>8.4.1 Risk Identification Subsystem 152</p> <p>8.4.2 Risk Analysis Subsystem 153</p> <p>8.4.3 Risk Response Subsystem 153</p> <p>8.5 Risk Generation in Construction Supply Chain Relationships 154</p> <p>8.5.1 Project Risk Events Generated through the Project Delivery Processes 154</p> <p>8.5.2 Project Risk Events Generated through the Network and Interactions within Construction Supply Chain Relationships 155</p> <p>8.6 Risk Management Decision-Making Systems in Construction Supply Chain Relationships 156</p> <p>8.7 Conclusion 159</p> <p>References 161</p> <p><b>9 Culture in Supply Chains </b><b>167<br /></b><i>Richard Fellows and Anita Liu</i></p> <p>9.1 Introduction – Context 167</p> <p>9.2 Culture 170</p> <p>9.3 Dimensions of Culture 173</p> <p>9.3.1 National Culture 174</p> <p>9.3.2 Organisational Culture 176</p> <p>9.3.3 Fitting with Other Cultures 180</p> <p>9.3.4 Organisational Climate 182</p> <p>9.3.5 Project Atmosphere 182</p> <p>9.3.6 Behaviour Modification 183</p> <p>9.4 Values and Value 183</p> <p>9.5 Ethics 185</p> <p>9.6 Organisational Citizenship Behaviour (OCB) and Corporate Social Responsibility (CSR) 187</p> <p>9.7 Teams and Teamwork 188</p> <p>9.8 Sensemaking 189</p> <p>9.9 Motivated Reasoning 190</p> <p>9.10 (Strategic) Alliances 192</p> <p>9.11 Supply Chain Participants and Behaviour 194</p> <p>9.12 Conclusion 199</p> <p>References 201</p> <p><b>Part II Chapters that Principally, but not Exclusively, Deal with Case Study Material </b><b>211</b></p> <p><b>10 Managing Megaproject Supply Chains: Life After Heathrow Terminal 5 </b><b>213<br /></b><i>Dr Juliano Denicol</i></p> <p>10.1 Motivation for the Research 213</p> <p>10.2 Construction Supply Chain Management 214</p> <p>10.2.1 Temporary vs Permanent Supply Chains (ETO vs MTS) 217</p> <p>10.3 Why Are Megaprojects So Important? 221</p> <p>10.4 Megaproject Supply Chain Management 223</p> <p>10.5 Conclusion 228</p> <p>References 231</p> <p><b>11 Anglian Water @one Alliance: A New Approach to Supply Chain Management </b><b>237<br /></b><i>Grant Mills, Dale Evans, and Chris Candlish</i></p> <p>11.1 Introduction 237</p> <p>11.2 Supply Chain Management 238</p> <p>11.3 Alliance Supply Chain Management 239</p> <p>11.4 Anglian Water Alliance Case Study 240</p> <p>11.4.1 Strategic Approach to Alliance Supply Chain Management 240</p> <p>11.4.2 Alliance Supply Chain Work Clusters 241</p> <p>11.4.3 Alliance Supply Chain Early Involvement and Collaboration 242</p> <p>11.5 Evaluation of the Value of Alliance Supply Chain Management 244</p> <p>11.5.1 Strategic Approach to Alliance Supply Chain Management 244</p> <p>11.5.2 Alliance Supply Chain Management Provides an Effective Environment for the Early Engagement of Specialist Suppliers 244</p> <p>11.5.3 Alliance Supply Chain Management Can Create a Win-Win-Win Reciprocal Relationship 245</p> <p>11.5.4 Alliance Supply Chain Management Can Drive Team Innovation and Create New Service Relationships 245</p> <p>11.5.5 Long-Term Approaches to Alliance Supply Chain Management Can Drive Strategic Business Benefits 246</p> <p>11.5.6 Alliance Supply Chain Management that Uses Advanced Production Systems Can Deliver Tactical Benefits 246</p> <p>11.6 Conclusions 246</p> <p>References 247</p> <p><b>12 Understanding Supply Chain Management from a Main Contractor’s Perspective </b><b>251<br /></b><i>Emmanuel Manu and Andrew Knight</i></p> <p>12.1 Introduction 251</p> <p>12.2 Multilayered Subcontracting in the Construction Industry 252</p> <p>12.3 Supply Chain Management: Principles and Practices 254</p> <p>12.4 Supply Chain Management Practices from a Contractor’s Perspective 256</p> <p>12.5 Case Study of a Large UK Main Contractor 257</p> <p>12.5.1 Supply Chain Management Goals 258</p> <p>12.5.2 Supply Chain Management Team 259</p> <p>12.5.3 Supply Chain Management Classification 260</p> <p>12.5.4 Supply Chain Management Practices 261</p> <p>12.5.4.1 Audit Supply Chain Firms 261</p> <p>12.5.4.2 Use Collaborative ICT Systems 263</p> <p>12.5.4.3 Measure Performance of Supply Chain Firms 263</p> <p>12.5.4.4 Engage in Continuous Performance Improvement Activities 264</p> <p>12.5.4.5 Develop Long-Term Collaborative Relationships 264</p> <p>12.5.4.6 Motivate and Incentivise the Supply Chain 265</p> <p>12.6 Conclusion 265</p> <p>References 267</p> <p><b>13 Lean Supply Chain Management in Construction: Implementation at the ‘Lower Tiers’ of the Construction Supply Chain </b><b>271<br /></b><i>Rafaella Dana Broft</i></p> <p>13.1 Supply Chain Management in a Project-Based Environment 271</p> <p>13.1.1 The Supply Chain Management Concept 271</p> <p>13.1.2 The Project Focus in Construction 272</p> <p>13.1.3 The Lower Tiers of the Construction Supply Chain 273</p> <p>13.1.4 A Main Contractor’s Position and Role in the Construction Supply Chain 274</p> <p>13.2 The Characteristics of Construction 275</p> <p>13.2.1 Construction from a Production Perspective 275</p> <p>13.2.2 Construction: True Peculiarities?! 277</p> <p>13.3 Lean Supply Chain Management in Construction 279</p> <p>13.3.1 An Introduction to Lean 279</p> <p>13.3.2 The Role of Lean in Combination with Supply Chain Management 280</p> <p>13.3.3 Lean and Supply Chain Management in Construction 281</p> <p>13.4 Conclusion 283</p> <p>References 283</p> <p><b>14 Knowledge Transfer in Supply Chains </b><b>289<br /></b><i>Hedley Smyth and Meri Duryan</i></p> <p>14.1 Introduction 289</p> <p>14.1.1 The Supply Chain Issue 290</p> <p>14.1.2 Learning and Knowledge Transfer 291</p> <p>14.2 What Is Known – A Summary Review of the Literature 292</p> <p>14.2.1 The Supply Chain Ecosystem 292</p> <p>14.2.2 Supply Chain Learning and Knowledge Management 293</p> <p>14.2.3 Prequalification and Bidding Processes 294</p> <p>14.3 Methodology and Methods 295</p> <p>14.4 Findings 296</p> <p>14.5 Conclusions 301</p> <p>References 302</p> <p><b>15 Understanding Trust in Construction Supply Chain Relationships </b><b>307<br /></b><i>Jing Xu</i></p> <p>15.1 Introduction 307</p> <p>15.2 Towards an Understanding of Trust in Construction Supply Chains 308</p> <p>15.2.1 Towards a Service-Dominant Logic View 308</p> <p>15.2.2 Towards a Process-Based View 311</p> <p>15.3 Methodology and Methods 314</p> <p>15.4 Case Study 315</p> <p>15.4.1 Context 316</p> <p>15.4.1.1 Assessing the Shadow of the Past 316</p> <p>15.4.1.2 Organisational Structure and Policy: Forming a Sense of Unfairness 316</p> <p>15.4.2 Procurement and Preconstruction Stage 318</p> <p>15.4.2.1 Early Involvement: Forming a Sense of Security and Familiarity 318</p> <p>15.4.2.2 Two-stage Procurement: Creating a Sense of Equity 318</p> <p>15.4.2.3 The Value of Trust 319</p> <p>15.4.3 Execution Stage 320</p> <p>15.4.3.1 Structuring the Project: Maintaining Security and Familiarity 320</p> <p>15.4.3.2 Joint Activities: Forming the Interpretations of Trustworthiness 320</p> <p>15.4.3.3 Using Trust Relations in Resource Coordination: Bounded Solidarity and Economic Reciprocity 321</p> <p>15.4.3.4 The Value of Trust 322</p> <p>15.4.4 Completion Stage 323</p> <p>15.4.4.1 Stabilising the Relationship: Trust as a Rule of Legitimation 323</p> <p>15.4.4.2 The Shadow of the Future: Social Reciprocity 323</p> <p>15.4.4.3 The Value of Trust 323</p> <p>15.5 Discussion 324</p> <p>15.5.1 The Constitution of Trust 324</p> <p>15.5.2 The Value of Trust 326</p> <p>15.5.3 Conditions of Trust: Influences of Ecosystems and Time 326</p> <p>15.6 Conclusions and Recommendations 328</p> <p>References 329</p> <p><b>16 Summary and Conclusions </b><b>335<br /></b><i>Stephen Pryke</i></p> <p>16.1 Context –What’s the Problem? 335</p> <p>16.2 A Summary of the Contributions 336</p> <p>16.2.1 IT, Digital, and BIM 336</p> <p>16.2.2 Self-Organising Networks in Supply Chains 336</p> <p>16.2.3 Green Issues 337</p> <p>16.2.4 Demand Chains and Supply Chains 337</p> <p>16.2.5 Lean 337</p> <p>16.2.6 Power Structures and Systemic Risk 337</p> <p>16.2.7 Decision-Making Maturity 338</p> <p>16.2.8 Culture 338</p> <p>16.2.9 Lessons from Megaprojects 338</p> <p>16.2.10 Collaboration and Integration 339</p> <p>16.2.11 Lesson Learned and Findings from Tier 1 Contractors 339</p> <p>16.2.12 Lean Practices in The Netherlands 340</p> <p>16.2.13 Knowledge Transfer 340</p> <p>16.2.14 The Role of Trust in Managing Supply Chains 341</p> <p>16.3 Key Themes and Agendas for Research and Practice 341</p> <p>16.3.1 Complexity and Interdependence 341</p> <p>16.3.2 Work Packages 341</p> <p>16.3.3 Resistance to Change 342</p> <p>16.3.4 Risk 342</p> <p>16.3.5 Communications and Integration of Systems and the Green Agenda 343</p> <p>16.3.6 The Role of the Contractor 343</p> <p>16.3.7 The Role of the Client 343</p> <p>16.3.8 Lean Construction 343</p> <p>16.3.9 Collaborative Behaviour and Quality of Relationships 344</p> <p>16.4 Final Remarks 344</p> <p>References 344</p> <p>Index 347</p>
<p><b>STEPHEN PRYKE, FRICS, MSc, PhD, PGCertEd, DipS, MCMI,</b> is Professor of Supply Chain and Project Networks, and Course Director of the MSc Project and Enterprise Management at the Bartlett School of Graduate Studies, University College London. He is also Director of Postgraduate Teaching and Learning at the Bartlett School of Graduate Studies, UCL and Director of the Centre for Organisational Network Analysis (CONA@UCL). Stephen worked closely with the leading exponents of supply chain management worldwide before joining UCL full time. He previously provided project management training and consultancy to a number of major European companies and has been a consultant with Durland Consulting in Chicago. His main research interests involve supply chain management and the application of social network analysis in the study of construction project networks.
<p><b>Provides a unique overview of supply chain management (SCM) concepts, illustrating how the methodology can help enhance construction industry project success</b> <p><i>Successful Construction Supply Chain Management: Concepts and Case Studies</i> provides a unique appraisal of supply chain management (SCM) concepts brought together with lessons from industry and analysis gathered from extensive research on how supply chains are managed in the construction industry. The research from leading international academics has been drawn together with the experience from some of the industry's foremost SCM practitioners to provide both the experienced researcher and the industry practitioner a thorough grounding in its principles, as well as an illustration of SCM as a methodology for enhancing construction industry project success. <p>The book incorporates chapters dealing with Building Information Modelling, sustainability, the 'Demand Chain' in projects, the link between self-organizing networks and supply chains, decision-making, 'Lean', and mega-projects. Other chapters cover risk transfer and allocation, behaviors, innovation, trust, supply chain design, alliances, and knowledge transfer. <p>The book: <ul> <li>Includes new chapters dealing with key construction industry topics such as BIM, sustainability, the 'Demand Chain' in projects, 'Lean', mega-projects, and more</li> <li>Illustrates how SCM methodologies can be used to enhance construction industry project success</li> <li>Includes contributions from academics and practitioners from Network Rail, mainstream construction, and consultancy</li> </ul> <p><i>Successful Construction Supply Chain Management: Concepts and Case Studies</i> is an ideal book for postgraduate students at MSc and PhD level studying the topic and for all construction management practitioners.

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