A review of the progress towards the adoption of supply chain management (SCM) relationships in construction

Saad, Mohammed; Jones, M.V.; James, Peter

doi:10.1016/s0969-7012(02)00007-2

Cited by 204 publications

(150 citation statements)

References 18 publications

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“…Given the lack of 'regularity' in the project environment, some authors question the extent to which full supply chain integration through partnering can be achieved in such supply chains (Ireland 2004). This might also explain why the uptake of supply chain management practices within construction appears to be very slow (Akintoye et al 2000, Saad et al 2002. Hence, many of the problems identified in the empirical aspects of the paper are typical 'structural' challenges facing ETO construction supply chains.…”

Section: Research Objectives and Methodological Approachmentioning

confidence: 93%

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: Research Objectives and Methodological Approachmentioning

confidence: 93%

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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“…Furthermore, contrary to assumptions of end-to-end service delivery, the development and diffusion of client-led supply chain management in construction appears to rarely extend beyond the first tier (Saad et al, 2002, Briscoe and Dainty, 2005, Skitmore and Smyth, 2009. Similarly, the contractor-led supply chain is also characteristically short and dyadic (King and Pitt, 2009).…”

Section: Construction Supply Chain Managementmentioning

confidence: 99%

The non-adoption of supply chain management

Fernie

Tennant

2013

Construction Management and Economics

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Largely taken for granted within the UK construction sector has been a view that supply chain management theory is robust, relevant and reliable. As such it has formed a substantial aspect of previous and contemporary policy and government funded research. Despite this, the prevailing view of its development and diffusion over the last 15 years within the construction industry has been problematic.Coincidentally, prevailing debates within the supply chain management academic community point to the lack of unified theory, models of diffusion and strong connections to organisation theory. Using Straussian grounded theory; iterations between data and organisation theory provided a fresh perspective on the development and diffusion of supply chain management in construction. This inductive research provided contextually rich explanations for development and diffusion that explicitly connected with and drew upon robust, relevant and reliable theories of institutions, innovation diffusion, triads, quasifirms and mechanisms of organizational governance. These explanations challenge the simplistic assumption that chains and networks of organisations are holistically managed and controlled by any single organisation or institution in the construction industry. The paper therefore shifts the debate away from proselytising supply chain management towards research that explores rigor, relevance and reliability of supply chain management assumptions in construction. The paper also exposes the gap between industry practice and policy and, questions the extent to which policy and practice do, or should, constitute a recursive relationship.

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“…Having many of the features associated with a "fifth generation innovation" (Saad et al, 2002) it is reasonable to consider supply chain as the outstanding competitive advantage, which has a considerable contribution to the success of these giant empires. The supply chain is defined as a business process, in which participants are all individuals or organizations, from end-user to original suppliers, providing products, services, and information, that add value for customers and other stakeholders (Rota et al, 2012).…”

Section: Supply Chain Managementmentioning

confidence: 99%

Supply Chain Collaboration (SCC) - A Pilot Study of Small and Medium Enterprises (SMEs) in Danang

Hang

2018

Asian Economic and Financial Review

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A review of the progress towards the adoption of supply chain management (SCM) relationships in construction

Cited by 204 publications

References 18 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

The non-adoption of supply chain management

Supply Chain Collaboration (SCC) - A Pilot Study of Small and Medium Enterprises (SMEs) in Danang

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