DEVELOPING FRAMEWORKS FOR CONSTRUCTION SUPPLY CHAIN MANAGEMENT AN EMPIRICAL STUDY

Transcription

1 DEVELOPING FRAMEWORKS FOR CONSTRUCTION SUPPLY CHAIN MANAGEMENT AN EMPIRICAL STUDY * Stone Li-Chen Shih, Ph.D. student Graduate Institute of Construction Engineering and Management National Central University No.300 Chungda Road, Chungli City, Taoyuan, Taiwan Telephone: tpe.stone@msa.hinet.net Shong-Iee Ivan Su, Professor Director, Supply Chain and Logistics Management Lab Department of Business Administration Soochow University No.56 Sec.1 Kweiyang Road, Taipei, Taiwan Telephone: Ext sisu@scu.edu.tw John Chein-Chung Li, Professor Graduate Institute of Construction Engineering and Management National Central University No.300 Chungda Road, Chungli City, Taoyuan, Taiwan Telephone: Ext johnli@cc.ncu.edu.tw * Corresponding author Developing Frameworks for Construction SCM Page 1 of 13

2 DEVELOPING FRAMEWORKS FOR CONSTRUCTION SUPPLY CHAIN MANAGEMENT AN EMPIRICAL STUDY Abstract With long-term professional and academic knowledge of Taiwan construction Supply Chain Management (SCM)in business discipline, the authors explored the current development of construction SCM in Taiwan. Being different from other researches in construction SCM study, this paper proposes several integrated frameworks for construction SCM from a broader systematic perspective. A construction supply chain network structure was illustrated first, and an integrated framework of construction life cycle and SCM was developed, which allows a better understanding of the relationship between construction management and SCM. Then this paper developed the indicators and levels of integration degree of construction SCM. By the use of the integration indicators, two case studies in Taiwan were conducted to recognize their integration levels of construction SCM. In the end, implications of the future development of SCM for the construction industry were discussed. Key Words: Supply Chain Management, Construction Industry, Integration 1. Introduction 21 st century is the new economic era of intelligence capital, nevertheless, the development of economy still depends upon public infrastructures and private production facilities, which are the domain of construction industry. One of reasons supply chain management (SCM) had been getting popular near last three decades is that companies are competing more than on the basis of faster and defect-free delivery of product, which were the competitive advantages once, but are the fundamental requirements in the market now [1]. Customers are demanding product delivered on the right time in the right place with the right quality and quantity, which needs a state-of-the-art coordination among the supply chain (SC) members. SCM has been implemented in many industries to gain competitive advantage. SCM offers a new method to reduce costs and increase the reliability and speed of modern construction work, especially under the nature of uncertainty and variability in site. SCM provides a foundation to design, plan and manage the project in a collaborative way [2]. Due to the poor understanding of the concept, inappropriate organization structure and low commitment between partners were the main barriers to implementing SCM in construction industry [3], and many researches of construction SCM were focus on job site and process activities [3] [4] [5] [6] [7], while few research of the whole picture of construction SCM have been done, a set of systematic concepts of SCM is necessary for the construction discipline to really know SCM. Starting to get the fundamental perception of SCM, this paper provides a comparison table between some collected definitions of SCM and various issues related with SCM categorized in two groups, conceptual philosophies and managerial activities [1]. For the further understanding, a supply chain network structure is given in the construction industry perspective, following by an integration framework of construction project lifecycle and SCM illustrated. Then, we propose a framework for the integration level of construction SCM components, which is a useful tool for construction industry to examine SCM integration level. And two cases of top 20 construction companies in Taiwan were analysed to validate the framework. Developing Frameworks for Construction SCM Page 2 of 13

3 2. Scope of construction Industry There are several terms used when speaking of this industry, such as construction industry, building and construction Industry, AEC Industry (Architecture, Engineering and Construction/Contractor Industry). It is found that AEC Industry is more popular in U.S., while the others mostly used in Europe and Asia. The role of participants in the industry could have clients, construction management consultants, architects, engineers, contractors, sub-contractors and supplier [8]. The industry also includes a different kind of special professional techniques, like architecture, structural engineering, HVAC (heating, ventilating and air-conditioning), cost estimation, construction, and facility management, etc. [9]. Construction industry is also composed by various sub-industries. In general, it could be divided into design and construction categories [10]. In Australia, the building and construction industry engages in three broad areas of activity: residential building, nonresidential building and engineering construction (roads, bridges, water and sewerage, etc.) [11]. In Norway, it comprises the construction and maintenance of houses and commercial buildings, and the development of roads, airports and facilities related to defense, energy, oil, gas, railways and tramlines [12]. In Taiwan, construction industry composes of civil engineering (waterways, dams and dykes, harbours, power plants, airports, etc.), road engineering (railroads, highways, tunnels, bridges, etc.), and house and architecture engineering. Each final product of construction projects is unique, nonmovable, tailor-made, and various. The industry also has the property of temporary organization, sub-contracting, resource confined, and high risk working environment. 3. of construction supply chain For the research purpose on the construction industry SCM study, it is helpful to review the definitions of SCM first. Besides the CSCMP s definition, SCM encompasses the planning and management of all activities involved in sourcing and procurement, conversion, and all logistics management activities. Importantly, it also includes coordination and collaboration with channel partners, which can be suppliers, intermediaries, third party service providers, and customers. In essence, supply chain management integrates supply and demand management within and across companies [13], there were many other definitions since the concept of SCM emerged in the early 1980s. By classifying the SCM concepts of each definition into two dimensions, conceptual philosophies and managerial activities [1], concepts contained of several definitions were analysed and tabled in Table (i). The highest frequency of concepts mentioned is end-toend process integration, followed by customer focus, sharing of information, risk and award, and cooperation. And it is obvious, most SCM definitions focused on managerial activities. The conceptual philosophy of SCM was discussed in very few definitions. Although it is very difficult to address so many concepts in a definition, it should be aware that the perception of conceptual philosophies is more important than the understanding of managerial activities. Because either party in the supply chain could be the member of several supply chain in the same time, the relationships among the organizations in supply chain are not one-to-one, and actually it is a network of multiple businesses and relationships [14]. In order to facilitate SCM study in construction industry, the authors developed several SCM conceptual frameworks. Developing Frameworks for Construction SCM Page 3 of 13

4 Conceptual Philosophy Managerial Activity Authors Trust / commitment Interdependence Org. culture compatibility Common vision Leadership Network / virtual enterprises End-to-end integration Quality / Efficiency / Competitiveness Sharing information / Risk / Award Coordination / Cooperation Common Goal /Customer focus Partnership / longterm relationship Battaglia (1994)[15] Berry et al. (1994)[16] Bowersox & Closs (1996)[17] Chen (1997)[18] Cooper & Ellram (1993)[19] CSCMP (2005)[13] Ellram(1991)[20] GSCF (1998)[14] Harrington (1995)[21] Jonse & Riley(1985)[22] Lambert et al. (1998)[23] Metz (1998)[24] Mentzer et al (2001)[1] MOEA, TW (1998)[25] Ross (1997)[26] Simchi-Levi et al. (2001) [27] Stevens(1989)[6] Su (2004)[28] Tan et al. (1998)[7] Table (i) Issues and definitions of SCM The critical key of managing the SC would be to recognize and understand how the supply chain network is organized. Lambert et al. [23] had proposed a SC network structure of SC members and linkages among the members. In accordance with the construction industry business model shown in figure (i), a construction SC network structure shown in figure (ii) was developed. Figure (i) Construction industry business model Developing Frameworks for Construction SCM Page 4 of 13

5 4. Construction lifecycle Figure (ii) Construction supply chain network structure Source: Adapted from Lambert et al. [23] The construction lifecycle generally consists of the concept and feasibility study phase, the planning and design phase, the tendering and contracting phase, the construction phase, the acceptance and guarantee phase, and the operation and maintenance phase. When the feasibility study of objectives and requirements of a construction project has been confirmed, a professional consultant or/and an architect, in the planning and design phase, will be commissioned by most clients. He will do the design works and prepare contract and tender documents for the bid invitations. Main contractors could get the business information in this phase and some specialist subcontractor or material supplier will be asked to contribute their know-how of specific works to the project by the designer s requiring. The tendering and contracting phase of construction projects is also known as procurement in general business process. It is the way that the client acquires contractors, and the only opportunity for contractors to receive jobs. The tendering process could be a negotiation type or a competitive one. In public sector, most projects are dealt by an open bidding process and generally the lowest bid wins the award. Such circumstance makes the relationship between main contractor and sub-contractors / suppliers halted at priceoriented state, which is one of the critical obstacles of SC integration. The financial provider (e.g. banks), as a specialist member of construction SC, will be introduced into the system at this time. Construction phase costs the budget most and has the highest extent of complexity, variability, technicality and specialty in the construction lifecycle. The technicality and specialty refer to the project itself and can be solved by the domain knowledge of engineering. However the complexity points out the varieties, interfering of working sequence and interface among all work items which may be in hundreds and thousands and so many parties involved in a project. There always are changes in projects. Even a well-managed project could not avoid the change orders from the client. All parties in the construction SC will involve in construction phase, which is similar to the production process in the manufacture industry. How to manage the complexity and variability successfully in a project is just the value of SCM. Developing Frameworks for Construction SCM Page 5 of 13

6 Most members in the construction SC, from the main contractor through the ultimate end suppliers, produce the same one product in the same job site, except some raw materials and the transportation. The unique product will be delivered to the client on the production site by the main contractor when the project is completed. Therefore, in general, the movement of the tangible material and WIP may not be the key point to construction SCM, instead of the integration of all production activity information. Meanwhile, owing to the property of bulk volume, large area and long production time of construction works, the concurrent production is always possible. The focus of management in construction phase is to create an integrated environment of collecting and processing information of all working faces in time, in order to fulfil the contract under minimum total cost of the supply chain within the time limit of the contract. The value of WIP between two payment terms will be deemed as the inventory for construction firms. The last phase of construction project lifecycle that main contractor involved will be the acceptance and guarantee phase. The repairing or re-do works may happen in this phase and deem as return process. In the very last operation and maintenance phase, the client will be the only party left who has involved construction SC all the way. 5. Integrating construction lifecycle and SCM As shown in figure (iii), Su [29] proposed an integrated SC conceptual framework which indicated the characters between the main channel parties and specialist channel parties. The main channel parties include suppliers, manufactures, wholesalers, retailers and customers, whereas the specialist channel parties comprises 3 rd party logistics and channel facilitators which are finance, information, marketing and etc.. A three dimension figure has shown the features of the integrated parties: (1) the roles of the parties (i.e. main and specialist channel parties), (2) the party is positioned in active mode to initiate integration (X axis) or in reactive mode to participating integration (Y axis), and (3) the integrated SC activity dimension and method (Z axis). The activity dimensions can be divided into business, material, information, cash and human resource flow. Thus, there are four types of SC integrated inter-relations. Figure (iii) SC Integration Interaction Relations and Channel Activities Source: Su [29] Developing Frameworks for Construction SCM Page 6 of 13

7 In a construction SC circumstance, the client, the consultant, the main contactor, subcontractors, sub sub-contractors and material suppliers will play the roles of main channel parties, while the 3 rd party logistics providers and financial providers play the roles of specialist channel parties. The main contractors, as a focal company in the construction SC, will be involved in the planning and design phase, the tendering and contracting phase, the construction phase, and the acceptance and guarantee phase in the construction lifecycle. An integration framework of construction lifecycle and SCM process is shown in figure (iv), and the grey shade area illustrates construction SC scope for the main contractor. All channel party s involvement in each phase also has been marked in the figure. Figure (iv) Integration framework of construction lifecycle and SCM Source: Adapted from Su [29] and this paper indicates the party is involved in that phase. The grey shade area illustrates construction SC scope, when the main contractor as the focal company of the SC. 6. Construction SCM components Spens and Bask [30] developed the definitions and degrees of integration SC components, which were divided into two groups: physical and technical management components and managerial behavior components. The components of first group consists of planning and control methods, work structure, organization structure, information flow facility structure and product flow facility structure. Management methods, power and leadership structure, risk and reward structure, and culture and attitude are included in managerial behavior management components. The indicator of each component also has been defined and measured by the level of high, medium and low. It is found that the components are similar to the issues existing in construction SC. One part of the components is the key factors of an effective construction SC, such as trust, reliability of supply, top management support, mutual interest, free flow of information, joint business planning, closer links between demand/ supply, integrated information systems, manpower development, more frequent meetings; while the other part is the major barriers of construction supply chain relationships, which wound be poor understanding of the concept, inappropriate organization structure to support system, low commitment of partners, strategic benefits unclear, and lack of appropriate information Developing Frameworks for Construction SCM Page 7 of 13

8 technology[3]. Thus, a framework of integration level of construction SCM components, shown in table (ii), was developed by mapping construction industry characteristics to Spens and Bask s work [30]. Management Component Planning & Control Method Work Flow / Activity Organizational (Cross Functional teamwork ) Information Flow Facility Product Facility Management Method Power & Leadership Risk & reward Culture and Attitude Indicator Planning: the extent of collaborating with other members among SC in cost estimating, working plan, procurement plan etc. before and after contract awarding Control: The level of measurement applied, such as construction schedule fulfilment, cost reduction, and models of None None Focus in site performance Level of Management Low Medium High For specific project Always joint planning with key SC members Depends Monitoring site performance and mutual relationships Always Synchronizing overall SC performance Site Only Site & mutual SC oriented measuring. relationships Type of interorganization Functional structure Combined structure Process structure structure of processes and functions Intra-Organizational Intra-departmental Inter-departmental Cross functional level level teamwork model Inter-Organizational Occasional Focus on a process Cross Organizational Level of IT used Manual work on Some process / with Most process / with routine work standardized standardized information information Frequency of data When necessary On Regular On-line updating updating Intervals Number of warehouse Many Some Few Level of Inventory, i.e. High Average Low quantity of temporary facilities, equipment utility rate, and material stock in site Synchronization of management and work force The level of complementary concept Hierarchical Task oriented Focus on its own results Mixture of process and hierarchical oriented Task and outcome oriented Sharing visions and goals on dyadic level Process oriented Outcome oriented Sharing visions and goals on SC level Level of Commitment Focus on Price Dyadic Cooperation Overall SC perspective. Degree of fairness of Find the liable to Sharing the liable risks sharing among SC bearing the costs depends on current members relationship Degree of fairness of rewards sharing among SC members Common key terminology and its definition together used The level of the tendency of collaborative operation attitude Company gains priority Win-lose Intra-departmental level structure Gains shares with key members Dyadic win-win Inter-departmental level Personal level Organizational level SC level Table (ii) Integration level of construction SCM components Source: Adapted from Spens and Bask [30] Shared & focus on remains to fulfil SC objectives SC gains are fairly distributed among all parties SC win-win Cross SC level Developing Frameworks for Construction SCM Page 8 of 13

9 The planning and control methods comprise both planning and control. Planning is the extent of collaborating with other members in budget estimating, construction plan, procurement plan (e.g. subcontracting, material acquiring) before and after a contract awarding. Control is the level of measurement applied, such as construction schedule fulfillment, cost reduction, and models of measuring. The work flow/activity structure is that types of inter-organization structure can vary from functional structure, combined structure to process structure. The organization structure divides into intra- and inter-organization level. Information flow facility structure has the level of information technology (IT) used and the frequency of data updating. The product flow facility structure consists of two indicators. The number of warehouse and inventory levels, which means quantity of temporary facilities, equipment utility rate, and material stock in site. The management methods compose of synchronization of management and work force, and level of complementary concept. The power and leadership structure is indicated by the level of commitments, which varies from price-oriented, dyadic strategic organization and overall SC perspective. The risk and reward structure is based on the perceived extent of risks and rewards sharing among the parties. There are win-lose, dyadic winwin and SC win-win three levels. The culture and attitude component includes the key terminology and its definition together used, and the level of the tendency of collaborative operation attitude. The further description is shown in table (ii). 7. Research methodology Based on the result of literature review and participant-observation of long time experience in construction practice, this paper established a construction supply chain network structure and an integration framework of construction lifecycle and SCM, and then proposed a framework for the integration level of construction SCM components. The theory could be practical and not just academic [31]. Then case study method was adopted to justify and validate the frameworks. Most SC systems are organized by the most powerful companies in the chain, which means the main contractors in the construction industry [3]. Therefore the analysis unit in this paper will be the main contractor, as a focal company. Construction industry is a fragmented sector, less concentrated relatively, and contains many small companies. The large companies account for a smaller share of the industry output [12] [25] [26]. By the end of year 2005, there were more than 12,000 construction companies in Taiwan. Only 10 construction companies had annual revenue over US$100 million, however, they accounted for 14.2% of the total revenue of the construction industry [25]. This empirical study, looking into contemporary construction industry SCM events without any control, is applicable to a case study strategy [31]. The data required are collected by case interview and literature review, and as far as possible to maintain the integrity and objectivity of the fact. In order to keep the consistency of data collected and without something missing, a case study protocol is prepared as the execution guideline of interview. The in-depth personal interviews of two cases that are listed in the top 20 construction companies in Taiwan were conducted. Case company A was a state-owned-enterprise founded in 1950, and completed its privatization program in Its capital was US$ 446 M. in 2006, with annual revenue of US$ 385 M. and 450 employees. 90% of company business sources came from public projects, and 10% from private works. The civil and building works are equally weighted among the projects. Nevertheless, case company B was established only about 20 years ago by a pure private capital which was Developing Frameworks for Construction SCM Page 9 of 13

10 US$ 30 M. in Company B only contracted to do building projects, of which 70% were private clients. With 250 employees, company B earned revenues of US$ 150 million in Senior managers in charge of SCM process of the case companies were inquired by 36 structured questions, which were related to the construction SCM components in the table (ii), besides the background of the company. Based on the audio recording, the scripts of word by word had been done after the interviews, and reviewed by the interviewee. Through data analysis, the results of interviews were compared and analysed by tools developed by authors, shown in table (iii). 8. Results, analysis and discussions Management Component Planning & Control Method Indicator Level of Management Low Medium High Planning: the extent of collaborating A / B Control:the level of measurement applied A B Work Flow / Activity Type of inter-organization structure A B Organizational Intra-organizational cross functional teamwork A B Inter-organizational cross functional teamwork A / B Information Flow Level of IT used A / B Facility Frequency of data updating A / B Product Facility Number of warehouse A B Level of Inventory A B Management Method Synchronization of management and work force (intra) A B Level of complementary concept (inter) A B Power & Leadership Level of Commitment A B Risk & Reward Degree of fairness of risks sharing among SC members A B Degree of fairness of rewards sharing among SC members A B Culture and attitude Common key terminology and its definition together used A / B The level of the tendency of collaborative operation attitude A / B Table (iii) Integration level of construction SCM components- Two cases It is found that there are some similarities and some differences in the integration level of construction SCM components between two cases, and it all fits the natures of the companies and the works, civil or building works, they are focused on. The similar part will be discussed first. Both companies are well-known practices in the sector; the extent of collaborating in planning would be the same on the medium level, yet high level. The adversarial atmosphere in the industry could be the reason, and which causes both cases still are in the traditional position in inter-organizational structure. The IT used in construction industry is relatively behind other industry, especially for the small-medium enterprises. But these two cases both perceived the importance of IT and Developing Frameworks for Construction SCM Page 10 of 13

11 invested some capital expenditure every year, therefore the level of IT used are in medium identically, yet the frequency of data updating needs to be improved both. As the culture and attitude components, the parties in the construction project would work in the same site, which brings up the common language naturally to cause a high level in terminology integration. Again, the confrontation between two parties of a contract is everywhere and lack of partnership concept in the sector, even the two cases perceive the importance of collaboration, both still on medium level in this part. Because of the historical background of the cases, the influence of organizational factor would be significant. Case A was a SOE and privatized, but some original employees still work in the company. Low cost and firm s benefit are always in the first priority, according the result of data analysis. While case B is a young private firm, it has more flexible and innovative culture. Therefore in the components of management method, power & leadership structure and risk & reward structure, B is higher than A, especially in risk & reward structure component, the sharing relationship were observed. Due to the natural difference between the two kinds of work, Case A does civil works mainly and case B is interested in building construction, it makes B lie on high level in the product facility structure component while A is on medium level. This is obvious to understand that the building work site is confined in small area relatively and less heavy equipments are needed, while the civil construction work is in the opposite side. 9. Conclusions The construction SC network structure, the integration framework of construction lifecycle and SCM and the integration level of construction SCM components have been developed in this paper that allow the construction industry professionals to recognize the importance and the implementing directions of SCM. Furthermore, the research extends the application of SCM theory. Through the process of this research, it is found in the construction industry: The application of contemporary SCM theory is lagged behind other industries, yet due to the nature of the industry, there are some good news found in this study that some integration level of SCM components are medium even high. The differences between SCM of civil and building works make the significance. As collaboration and integration are the keys in SCM, few collaboration phenomenon were observed in the cases, however integration not. It seems a trend that procurement management becomes the main theme of construction SCM because of the characteristics of sub-contracting. Most subcontractors and suppliers are SME, the extent of IT used needs to be enhanced to improve the integration of planning & control process and work flow in the construction SC. It is found that the awareness of the conceptual philosophy of SCM and the meaning of managerial and behavioural management components will deeply affect the execution level of the physical activities in SCM, especially in the construction industry. References [1] Mentzer, J. T., DeWitt, W., Keebler, J. S., Min, S., Nix, N. W., Smith, C. D. and Zacharia, Z. G., 2001, Defining Supply Chain. Journal of Business Logistics, 22(2), [2] O'Brien, W., 1999, Construction Supply-Chain Management: A Vision for Advanced Coordination, Costing, and Control. NSF Berkeley-Stanford Construction Research Workshop, Stanford, California. Developing Frameworks for Construction SCM Page 11 of 13

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