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Supply Chain Management Construction Case Study

Contributors.

Preface.

Acknowledgements.

Chapter 1 Introduction (Stephen Pryke).

1.1 Supply Chain Management – What Is It?

1.2 Supply Chain Management and Project Management.

1.3 Origins of SCM in Construction.

1.4 Overview of the Book.

1.5 Summary.

PART A: CONCEPTS.

Chapter 2 The Concept and Development of Supply Chain Management in the UK Construction Industry (Roy Morledge, Andrew Knight and Mohieddin Grada).

2.1 Introduction.

2.2 Characteristics of Construction Industry.

2.3 Government Initiatives in the Construction Industry.

2.4 The Historical Development of Supply Chain Management.

2.5 The Concept of Supply Chain Management.

2.6 The Application of Supply Chain Management Techniques in the Construction Industry.

2.7 Supply Chain Challenges.

2.8 Conclusion.

Chapter 3 Culture in Supply Chains (Richard Fellows).

3.1 Introduction – Context.

3.2 Culture.

3.3 Dimensions of Culture.

3.4 Values and Value.

3.5 Ethics.

3.6 Organisational Citizenship Behaviour (OCB) and Corporate Social Responsibility (CSR).

3.7 Teams and Teamwork.

3.8 (Strategic) Alliances.

3.9 Supply Chain Participants and Behaviour.

3.10 Conclusion.

Chapter 4 Learning to Co-operate and Co-operating to Learn: Knowledge, Learning and Innovation in Construction Supply Chains (Mike Bresnen).

4.1 Introduction.

4.2 Supply Chain Management: Innovation, Knowledge Sharing and Organisational Learning.

4.3 SCM in the Construction Industry.

4.4 Innovation, Knowledge Sharing and Learning in Construction Supply Chains.

4.5 Situated Learning and Implications for Project-Based Supply Chains.

4.6 Conclusion.

Chapter 5 Marketing and Pricing Strategy (Martin Skitmore and Hedley Smyth).

5.1 Definitions and Difference.

5.2 Collaboration.

5.3 Added Value.

5.4 Profitability and Repeat Business.

5.5 Conclusion.

PART B: APPLICATION AND CASE STUDIES.

Chapter 6 Risk Management and the Supply Chain (Andrew Edkins).

6.1 Introduction.

6.2 Placing the UK Construction Industry in Context.

6.3 Supply Chains and Risk.

6.4 Supply Relationships.

6.5 Risk and Supply.

6.6 Managing Risks in the Supply Chain.

6.7 Supply Chain Management and PFI.

6.8 Concluding Remarks.

Chapter 7 Slough Estates in the 1990s – Client Driven SCM (Bernard Rimmer).

7.1 Introduction.

7.2 Slough Estates’ Experiences of Procurement Analysed in Terms of SCM.

7.3 Infl uences of Industry Reports.

7.4 Slough Estates SCM Initiatives and Results.

7.5 Summary and Conclusions.

Chapter 8 From Heathrow Express to Heathrow Terminal 5: BAA’s Development of Supply Chain Management (Keith Potts).

8.1 Introduction.

8.2 Heathrow Express High Speed Rail Link.

8.3 Continuous Improvement of the Project Process (CIPP).

8.4 SCM at BAA: ‘The Genesis Project’.

8.5 BAA Initiatives.

8.6 Best Practice – Framework Agreements.

8.7 Motivations and infl uences.

8.8 SCM on Heathrow T5.

8.9 Conclusions.

Chapter 9 Supply Chain Management: A Main Contractor’s Perspective (Andrew P. King and Marn C. Pitt).

9.1 Introduction.

9.2 Supply Chain Management.

9.3 Methodology.

9.4 Analysis.

9.5 Conclusion.

Chapter 10 Franchising the Supply Chain (Hedley Smyth).

10.1 Towards Controlling the Supply Chain.

10.2 Conceptualising Franchising.

10.3 Conclusion.

Chapter 11 Conclusion (Stephen Pryke).

11.1 Supply Chain Management in Construction.

11.2 Final Thoughts and the Future of SCM in Construction.

11.3 In Conclusion.

11.4 Next Steps.

Index.


  • challenges received wisdom on supply chain management
  • pragmatic and accessible
  • contributes to the debate on innovative systems and their significance in increasingly complex projects

@inproceedings{464a65b3c3544e52984e5dbc598981f2,

title = "Case study: Lean supply chain management in construction projects",

abstract = "Researchers and construction professionals have adopted lean manufacturing concepts and strategies in the development of lean construction principles. Much of these efforts have centered on the field construction activities themselves. However, the ideology of lean focuses on the entire value stream of an operation from raw material to final product delivery. Waste and inefficiency is still evident throughout construction supply chains. The goal of this paper is to investigate improvement opportunities in the construction industry, utilizing the practice of lean supply chain management. A case study was conducted to achieve this goal and investigate applicability in the field. An assessment was done with a local contractor already familiar with lean. From this study came a number of findings and observations: differences between lean and non-lean fabricators and effects on construction, effective staging of materials. From these findings, improvement recommendations are prepared for future projects.",

keywords = "Collaboration, Just-in-time, Lean construction, Supply chain management",

author = "Eric Zimmer and Ossama Salem and Ashraf Genaidy and Richard Shell",

year = "2008",

language = "English (US)",

isbn = "9781905732456",

pages = "381--388",

booktitle = "Proceedings of IGLC16: 16th Annual Conference of the International Group for Lean Construction",

}