A conceptual framework for managing the performance of construction supply chain
by Djoko Setijono
International Journal of Productivity and Quality Management (IJPQM), Vol. 5, No. 1, 2010

Abstract: This paper conceptualises four different states of the construction supply chain (fragmented supply markets, process integration, work clusters, and pools of suppliers) as the result of intersecting two strategic dimensions: industrial 'modes' (i.e. from project to process) and the extent of integration in which partnership exists (i.e. from less to highly integrated supply chain). Improvement methodologies such as TQM and lean thinking provide management philosophy, methods and tools to improve the performance of the construction supply chain towards its 'ideal' practice (value creation). Since benchmarking is an important mechanism for managing performance in the construction industry, the actors in a construction supply chain need to identify and develop relevant value-related (performance) measures and their impacts on gaining/maintaining partners' trust and their willingness to collaborate.

Online publication date: Mon, 30-Nov-2009

The full text of this article is only available to individual subscribers or to users at subscribing institutions.

 
Existing subscribers:
Go to Inderscience Online Journals to access the Full Text of this article.

Pay per view:
If you are not a subscriber and you just want to read the full contents of this article, buy online access here.

Complimentary Subscribers, Editors or Members of the Editorial Board of the International Journal of Productivity and Quality Management (IJPQM):
Login with your Inderscience username and password:

Username:        Password:          Forgotten your password?

Want to subscribe?
A subscription gives you complete access to all articles in the current issue, as well as to all articles in the previous three years (where applicable). See our Orders page to subscribe.

If you still need assistance, please email subs@inderscience.com