Bridging the gaps for business growth among Indian construction companies

Momaya

2021

ECAM

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PurposeThe Fourth Industrial Revolution (4IR) holds the potential to improve capabilities- and technology-based innovation, which will enable breakout for architectural, engineering, construction and operation and maintenance (AECO) companies, for international competitiveness. Though the top management of such companies is convinced on the utility of the applications, they are unsure on the strategy of implementing the same. The objective of this research is to suggest a strategy framework for digital transformation of the AECO value chain.Design/methodology/approachThe nascent level of research on 4IR in construction necessitated the adoption of the integrative review methodology for the study. Extensive literature review of research on strategy and 4IR has been utilized to establish the validity of the first two pillars, namely “a strategy of simple rules in a complex environment; and deployment of dynamic capabilities.” The validation of a construct for the third pillar of “confluence of change and continuity forces” has been achieved via hypothesis testing of data obtained through a questionnaire survey.FindingsThe present study has integrated three diverse ideas of strategy, named as the pillars, to facilitate sustainable digital transformation. Within the third pillar, top three continuity forces which offer resistance to change are organization culture, existing delivery processes and networks, and existing standard operating procedures. On the other hand, the leading drivers of change are needs of competitiveness; global industry trends and the advent of new technologies/innovations.Research limitations/implicationsThis provides a practical approach to operationalize digital transformation of the AECO at an organization level. The validation relied on opinion and perspectives of a sample frame in the Indian context, which was its limitation.Originality/valueThis paper suggests a strategy framework of three pillars to help address specific strategy dilemmas during implementation of digital transformation of particular organizations in AECO. The study contributes to both theory and practice by helping leaders of AECO companies, associations, policymakers and the academia to strategize transformations successfully.

Section: Conclusion and Research Implicationsmentioning

confidence: 99%

Actionable strategy framework for digital transformation in AECO industry

Momaya

2021

ECAM

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“…The sizes of projects are also on the rise with time. SCM in megaprojects is often to be considered beyond organizational and technological complexities to evaluate enhanced project requirements and business conditions (Bhattacharya et al, 2021(Bhattacharya et al, , 2020Eriksson and Pesämaa, 2013;Houston, 2014).…”

Section: Literature Reviewmentioning

confidence: 99%

“…Despite the above limitations, this paper indicates some high potential topics to revive international competitiveness (IC) of the AECO industry by leveraging not only 4IR but also more sustainable concepts such as flexibility for Society 5.0, that are relevant to aging societies in countries such as Japan. Since, IC of the AECO is a vexing problem for many developing countries such as India (Bhattacharya et al, 2021), which are still investing massively in infrastructure. Further areas of research can reflect on the following:…”

Section: Limitations and Challenges For Future Researchmentioning

confidence: 99%

Digital project driven supply chains: a new paradigm

Chatterjee²

2021

SCM

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Purpose This paper aims to propose an integrated framework for digital project-driven supply chains (PDSC) to address multiple objectives in Architecture, Engineering, Construction and, Operations and Maintenance (AECO) value chain. Additionally, the following sub-objectives were also to be addressed: to assess emerging themes of Fourth Industrial Revolution (4IR) technologies in AECO and to identify lacunae in existing project supply chains. Design/methodology/approach The research relies on qualitative approaches and mixed methodologies, for building theories based on domain expert interviews and questionnaire surveys administered on industry professionals. Hypothesis testing has been used to analyze data and identify significant 4IR technology applications and evolve a PDSC framework to address multiple objectives in the AECO context. Findings 4IR technologies can completely revolutionize AECO supply chains and catapult the discipline into a completely new paradigm. The immense computing power unleashed can contribute to enhancing effectiveness in delivery. Technologies such as the Internet of Things, Internet of Services, Cloud Computing, Big Data, Smart Factory, 3 D-Printing, Cyber-Physical Systems or Embedded Systems, Augmented Reality, Virtual Reality and Robotics hold immense future potential. The study proposes an integrated framework to address the multiple objectives of improved project delivery, increased productivity and cost savings, activity monitoring, reporting and agility, better workflow processes and reduction of wastage. Research limitations/implications The study offers ideas for complete integration of the AECO supply chain to deliver value to end customers. It, however, relies on opinions, perspectives and recollections of respondents, which is its limitation. Their opinion is expected to be influenced by their domain and project expertise. Practical implications In today’s global environment, information and data management is a meaningful intermediary in 4IR. It can be delivered with the aid of the cloud to collect, appraise and evaluate data efficiently; faster machine operations to manufacture quality goods at a lower cost; boost productivity; and competitiveness in AECO companies. Appropriate exchange of information and knowledge transfer will lead to innovation, effective communication in terms of frequency and quality of information; willingness to share information to improve overall performance; commitment to a common goal and mutual support; and continuous innovative effort. Originality/value This paper suggests fresh perspectives to integrated digital project-driven supply chains propelled by 4IR technologies, with a purpose to deliver multiple project objectives and end-customer value addition.

“…Global spending in construction is expected to touch USD 17.5 trillion by 2030, with China, the United States and accounting for 57% of all global growth (Valente, 2019). “Make in India” and “Atmanirbhar Bharat” initiatives look to provide fresh impetus to infrastructure and technological growth, forecasting around 590 million people to live in urban Indian cities by 2030 (Bhattacharya et al. , 2021).…”

Section: Introductionmentioning

confidence: 99%

Synergising lean objectives through BIM to enhance productivity and performance

Mathur²

2022

IJPPM

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PurposeThe construction industry worldwide is looking for overall efficiency in the entire project life cycle. Lean construction and Building Information Modeling (BIM) are together, key constituents in this quest. This study looks to reinforce the contribution of BIM to deliver applied lean principles to enhance productivity and performance.Design/methodology/approachThe study adopts mixed methodologies of Ethnographic Action Research (EAR) and crisp set Qualitative Comparative Analysis (csQCA). The mosaic of case studies provides a descriptive and instrumental approach. While a descriptive approach investigates the interventions and phenomenon relating BIM to Lean, an instrumental approach constitutes exemplars of the interrelated phenomenon of BIM and Lean.FindingsThe themes of Elimination of Waste, Kaizen, Respecting the Human Elements, Poke-a-Yoke and Jidoka are contributed to the maximum by BIM. All the case studies discussed evidence of the contribution to Lean, as they enhance end-customer value.Research limitations/implicationsThe contribution of BIM towards Lean could encourage collaborations amongst stakeholders for mutual benefits. BIM could enhance decision making, predictive simulation, risk analysis, etc. with many other exciting possibilities of delivering productivity and performance. The study is limited by the insights offered by the individual cases.Originality/valueThe study provides insights into potential developments and research. It is expected to encourage reflective professional practice triggered by innovative thinking for the gainful utilization of BIM to deliver Lean.