Change in Uk Construction: Moving Toward Supply Chain Collaboration

Meng, Xin

doi:10.3846/13923730.2012.760479

Cited by 37 publications

(37 citation statements)

References 36 publications

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“…Fearne and Fowler, 2006;Fernie and Tennant, 2013;Meng, 2013;Vrijhoef and Koskela, 2000), and it will be analysed based on a literature review. The main focus of the review is on TPL, in particular on driving forces and concerns for implementing TPL.…”

Section: Introductionmentioning

confidence: 99%

Third-party logistics in construction: the case of a large hospital project

Ekeskär

Rudberg

2016

Construction Management and Economics

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The construction supply chain is of temporary nature and complex, with many interactions between multiple actors in different construction projects. This challenging context typically leads to relatively higher costs and lower productivity, compared to other industries. Supply chain management (SCM) has been put forward as a mean to better handle this challenging context. As a part of SCM initiatives some construction industry stakeholders have turned to third-party logistics (TPL) providers, especially in large construction projects. The use of TPL providers is a new, and under-investigated, phenomenon in the construction industry. The main purpose of this study is thus to explore the use of a TPL provider in a large construction project and to analyse its resulting effects. Driving forces and possible concerns for implementing TPL are identified and the possibility for TPL to be a facilitator for implementing SCM in construction is investigated. The research is based on a literature review and an explorative case study of a large hospital project in Sweden, where the client and the main contractor have initiated the use of a TPL provider to coordinate sourcing and materials handling activities on site. The results show positive effects on establishing an effective interface between the construction site and the supply chain. The results also show that a TPL solution facilitates an increase in productive work at the construction site itself, a reduction of costs and an increased utilization of site assets. On the downside, the study also shows a lack of SCM knowledge amongst the involved actors in the project, hindering them to reap the full potential of TPL.

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Section: Introductionmentioning

confidence: 99%

Third-party logistics in construction: the case of a large hospital project

Ekeskär

Rudberg

2016

Construction Management and Economics

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“…From the large main contractors' perspective, it has been more important to secure contracts from their customers, i.e. the clients, than focusing on the extended supply chain (Meng, 2013). A consequence is that it has been hard for subcontractors and suppliers to be included in the partnering agreements.…”

Section: Trustmentioning

confidence: 99%

“…The contracts between main contractors and subcontractors have been more like traditional adversarial agreements. Because of the fragmentation in the construction industry, with competition between many small construction contractors, the subcontractors have been afraid to state demands with the risk of losing contracts (Meng, 2013;Dainty et al, 2001a;Dainty et al, 2001b). Although some suppliers have initiated partnering agreements of their own (Wolstenholme, 2009), many suppliers are skeptical about partnering, viewing it as a way to push costs upstream in the supply chain Akintoye et al, 2000).…”

Section: Trustmentioning

confidence: 99%

“….1 1 T Th hi ir rd d--p pa ar rt ty y l lo og gi is st ti ic cs s i in n c co on ns st tr ru uc ct ti io on n Dedicated TPL providers working towards the construction industry is a new phenomenon in the recent years (Langley, 2015). Clients and contractors have focused on securing contracts with each other and not focused on improving the relationships with suppliers and subcontractors (Meng, 2013;Bygballe et al, 2010). This combined with little knowledge of SCM and logistics among contractors and clients (Cox, 2008;, has opened up a market for TPL providers specialized towards construction (Lindén and Josephson, 2013).…”

Section: T Th Hi Ir Rd D--p Pa Ar Rt Ty Y L Lo Og Gi Is St Ti Ic Cs Smentioning

confidence: 99%

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Exploring Third-Party Logistics and Partnering in Construction : A Supply Chain Management Perspective

Ekeskär¹

2016

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L Li in nk kö öp pi in ng g S St tu ud di ie es s i in n S Sc ci ie en nc ce e a an nd d T Te ec ch hn no ol lo og gy y. . T Th he es si is s N No o. . 1 17 75 53 3 L Li ic ce en nt ti ia at te e T Th he es si is s E Ex xp pl lo or ri in ng g T Th hi ir rd d--P Pa ar rt ty y L Lo og gi is st ti ic cs s a an nd d P Pa ar rt tn ne er ri in ng g i in n C Co on ns st tr ru uc ct ti io on n A A S Su up pp pl ly y C Ch ha ai in n M Ma an na ag ge em me en nt t P Pe er rs sp pe ec ct ti iv ve e A An nd dr re ea as s E Ek ke es sk kä är r ii E Ex xp pl lo or ri in ng g T Th hi ir rd d--P Pa ar rt ty y L Lo og gi is st ti ic cs s a an nd d P Pa ar rt tn ne er ri in ng g i in n C Co on ns st tr ru uc ct ti io on n --A A S Su up pp pl ly y C Ch ha ai in n M Ma an na ag ge em me en nt t P Pe er rs sp pe ec ct ti iv ve e AbstractThe construction industry is associated with problems such as low productivity and high costs. This has been highlighted in several government-funded reports in both Sweden and in the UK during the course of over two decades.

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“…Indeed, Monczka et al (2011) found that nearly 50% of the quality problems result from working with wrong suppliers and poor management of the supply chain. Meng (2013) claims that the traditional adversarial supply chain relationship brings about various problems, e.g., claims, conflicts, disputes, low productivity, delays, cost overruns, quality defects, and customer dissatisfaction. Verma and Pullman (1998) found that even though managers claim that quality is the most important criterion in selecting a supplier, in real life, they predominantly select suppliers based on two criteria, namely product price and delivery performance.…”

Section: Introductionmentioning

confidence: 99%

An Integrated Fuzzy McGDM Approach for Supplier Selection Problem

Polat

Eray

Bingol

2017

Journal of Civil Engineering and Management

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Abstract. Materials constitute a large proportion of the total project cost and the absence of right materials in the right quantities and quality on site when needed is one of the most commonly experienced causes of delays in construction projects. Although supplier selection is a strategic issue, contractors generally select suppliers based on their past experiences, which may result in selecting wrong suppliers. Supplier selection decision is generally made by multiple decision makers and is affected by several criteria. Therefore, selecting the right supplier among many alternatives considering several compromising and conflicting criteria is a multi-criteria group decision-making (MCGDM) problem. This paper proposes an integrated fuzzy MCGDM approach, which employs fuzzy analytic hierarchy process (AHP) and fuzzy Technique for Order Preference by Similarity to Ideal Solution (TOPSIS) together, for the supplier selection problem. In the proposed approach, fuzzy AHP is used to analyse the structure of the supplier selection problem and to determine the weights of the criteria, and the fuzzy TOPSIS method is employed to rank the alternative suppliers. The proposed approach is applied to a problem of selecting the most appropriate rail supplier and company management found the proposed decision approach satisfactory and implementable in future supplier selection problems.

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Change in Uk Construction: Moving Toward Supply Chain Collaboration

Cited by 37 publications

References 36 publications

Third-party logistics in construction: the case of a large hospital project

Third-party logistics in construction: the case of a large hospital project

Exploring Third-Party Logistics and Partnering in Construction : A Supply Chain Management Perspective

An Integrated Fuzzy McGDM Approach for Supplier Selection Problem

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