Present focuses and future directions of decision-making in construction supply chain management: a systematic review

Le, Phuoc Luong; Elmughrabi, Walid; Dao, Thiên-My; Chaabane, Amin

doi:10.1080/15623599.2018.1488089

Cited by 41 publications

(37 citation statements)

References 95 publications

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“…However, even though the construction industry is in the middle of a digital transformation, it has been accused of being less digitalised than other sectors (Levi€ akangas, Mok Paik, and Moon 2017). Decision making in many construction projects still often contains a majority of traditional processes (Le et al 2020;Yarahmadi et al 2016). In comparison, the manufacturing industry often uses smart technologies that involve capture of data to achieve more efficient, and often automated, decision making (Kang et al 2016) leading to multiple positive effects (Cheng et al 2018).…”

Section: More Digitalisation and Automationmentioning

confidence: 99%

Dissecting the project anatomy: Understanding the cost of managing construction projects

Haaskjold

Andersen

Langlo

2021

Production Planning & Control

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The total cost of a construction project involves both the cost of production and the transaction costs associated with managing the project. However, we know surprisingly little about the magnitude of transaction costs in construction projects. The purpose of this paper is to provide more empirical data as we study what proportion of the total cost in construction projects is spent on managing the project. We use the analogy of human anatomy as we investigate the size of a project's head (managing the project) compared to the size of its body (producing deliverables). Using a dataset from 134 construction projects in Norway, we find that the project head consists of more than 18% of the total project cost on average. We also investigate how the size of the project head varies depending on a project's complexity, size, duration and burn rate.

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Section: More Digitalisation and Automationmentioning

confidence: 99%

Dissecting the project anatomy: Understanding the cost of managing construction projects

Haaskjold

Andersen

Langlo

2021

Production Planning & Control

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“…Nevertheless, clients must not be used as a reason to instigate the use of 4D BIM and ICSCL. The supply chain system must be integrated with BIM to alleviate the burden of information management among the stakeholders [32]. It is the main contractors and their trade contractors that must transform their current practices to increase production and reduce waste to ultimately increase their market share and profits.…”

Section: What Is Your Opinion Of the Extra Costs Involved For 4d Bim Planning Verses The Perceived Benefit Of Time Certainty For Project mentioning

confidence: 99%

4D BIM integrated construction supply chain logistics to optimise on-site production

Magill¹,

Jafarifar

Watson

et al. 2020

International Journal of Construction Management

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Loss of productivity through on-site delays and disruptions is a significant problem in the construction industry. This can be caused by workforce, materials, and equipment clashes. A major need for the industry is to improve construction logistic efficiencies for materials and equipment from manufacture to the point of use by the workforce. The authors investigate the effectiveness and efficiency of integrated construction supply chain logistics (ICSCL) using 4D Building Information Models (BIM), via three information streams: literature, a case study of the Elephant and Castle project (E&C), and a survey from UK construction professionals. The results illustrate, although BIM of various levels is currently in use throughout the UK, 4D BIM for ICSCL is not extensively utilised due to an absence of strategy, perceived costs of IT, and training requirements. That use could potentially add value with a trusted supply chain and disciplined planning using a multiple stream logistic model.

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“…Material selection and procurement processes have been more efficient when suppliers' product catalogs are integrated with BIM authoring software and efficient decision-making algorithms (Garc ıa de Soto et al 2016;Fazeli et al 2019). There are a substantial number of benefits of BIM adoption in the construction supply chain, as verified by Le et al (2020), Ahankoob et al (2019), Bonanomi et al (2019), and Le et al (2019), that BIM brings a closer collaboration between architects, contractors, and suppliers.…”

Section: Advanced Technologies To Coordinate Materials Supply and Demandmentioning

confidence: 99%

“…Apart from digital models, decision-making algorithms are essential to developing data-driven construction supply chain processes (Le et al 2020;. Simatupang and Sridharan (2016) further demonstrated the importance of fast and collaborative decision-making processes.…”

Section: Algorithmic Decision-making Models To Coordinate Materials Sumentioning

confidence: 99%

“…Simatupang and Sridharan (2016) pointed out the importance of fast and collaborative decision making processes to integrate material supply and demand through a critical analysis of industry practices. A more comprehensive review of this postulation was given by Le et al (2020), who suggested lean procurement with information technologies and third-party logistics be leveraged in material procurement processes. They also identified the potential of advanced technologies together with collaborative planning to avoid wasted material storage to improve supply chain integration.…”

Section: Introductionmentioning

confidence: 99%

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Transshipment approach to coordinate materials for a contractor’s project portfolio

Chen

Soto

Adey

2020

International Journal of Construction Management

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The challenges to coordinate material supply and dynamically changing demand always lead to construction interruptions or a considerable waste of materials on-site. Mainstream research has provided various advanced digital solutions to solve these problems; however, they have not addressed how to make reliable decisions with digital models to manage the demand fluctuations of construction materials. This study proposes a transshipment approach to enable the lateral sharing of perishable materials and optimize material allocation for a contractor's project portfolio. The transshipment approach includes two main steps. First, the daily material supply and demand data are collected from a continuously updated schedule and three-dimensional models as input for calculating unused material quantities. Second, an evolutionary optimization algorithm is used for optimizing the transshipment quantities with minimal cost. As proof of concept, the proposed transshipment approach is demonstrated by looking at a portfolio of seven building projects managed by the same contractor. The demonstration shows that the allocation of the unused materials helps to avoid waste and reduce costs from over-ordered materials by around 52%. As a result, this also leads to improved coordination between contractors and suppliers and better material flow in construction projects.

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Present focuses and future directions of decision-making in construction supply chain management: a systematic review

Cited by 41 publications

References 95 publications

Dissecting the project anatomy: Understanding the cost of managing construction projects

Dissecting the project anatomy: Understanding the cost of managing construction projects

4D BIM integrated construction supply chain logistics to optimise on-site production

Transshipment approach to coordinate materials for a contractor’s project portfolio

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