Analysis of reverse logistics implementation practices by South Australian construction organisations

Abstract

Purpose – A large number of benefits have been reported when reverse logistics (RL) is fully implemented in the construction industry. However, RL is yet to become common place in the construction sector, particularly in Australia. The particular sub-sector in which RL operates is small and weak and the remainder of the sector must embrace and accommodate it comfortably. Research is lacking on how to promoting RL in the construction industry. Very little has been done to identify the current practices that have the potential to promote RL industry-wide. The purpose of this paper is to identify the practices that work well in the sector, a strategy could be mapped out to promote RL to all stakeholders. Design/methodology/approach – In order to fill the above gap, the present study used a mixed method approach to gather and evaluate current practices and their potential to promote RL in South Australia’s construction industry. Practices that were identified using a comprehensive literature review were evaluated with a questionnaire survey and series of interviews involving construction professionals. Findings – The findings are that practices facilitating deconstruction is the most important, followed by practices facilitating the use of salvaged materials in new construction to promote RL in South Australia. Awareness of deconstruction benefits, challenges and procedures at the organisation level and facilities and services at industry level were associated with RL implementation. Availability of salvaged materials in the market was found to influence its use in new construction and as a consequence its demand. Designing for reverse logistics is another practice that could facilitate deconstruction and the onus of its promotion lies mainly with the designers. Research limitations/implications – This research was confined to one state in Australia. As such the generalisation to other states and other countries should be treated cautiously. Practical implications – The findings of this study can help inform the industry and its stakeholders on areas that they need to concentrate more on to make the South Australian construction industry a fully RL integrated one. To that end the authors propose some recommendations arising from the findings reported here. Originality/value – This study makes a contribution to the body of knowledge on reserve logistics within a previously unexplored South Australian context. In addition, the study provides valuable insights into the contribution of RL practices to the construction industry.

Environmental management and corporate social responsibility practices of small and medium-sized enterprises

“…In western counties, there has been a drive from governments to engage with SMEs on the topics of EM and CSR. South Australian construction organisations have adopted reverse logistics practices across their supply chain (Chileshe et al, 2016). The rationale being that SMEs combined have a major impact on the environment and are often well placed to engage with communities (Castka et al, 2004).…”

Process Need Areas and Technology Adoption in Construction Site Management

“…Construction projects are described as complex management activities to implement (Bryde, Broquetas and Volm, 2013;Parvan, Rahmandad and haghani, 2015) which includes CSM. Literature locates the origins of these complexities in the peculiar features of construction (Beardsworth et al, 1988;Chileshe et al, 2016). for example, it has large and unique products with limited standardisation.…”

Coordination in project supply chain based on uncertainty theory

“…Such projects have the characteristics of high customisation and extended construction periods. The present projectsupply-chain-management literature can be divided into four categories: (1) conceptual research, which merely studies the definitions of project supply chain using case analysis [11,13,20]; (2) activity management, including procurement management [10,25,35], logistics management [9,38] and dispatching management; (3) relationship management, like principal-agent relationship between a manufacturer and his suppliers [28,29], or coordination and incentive mechanism [27]; (4) information management [26,31], involving the application of information technology and the study of information flow between supply chain members. This paper plans to maximize the manufacturer's profit considering the material delivery lead time and the on-site task duration's uncertainties.…”