CIB W99 WORKING COMMISION 4th. Triennial International ...
Transcript of CIB W99 WORKING COMMISION 4th. Triennial International ...
INDUSTRY COMPETITIVENESS:
A Supply Chain Learning Agenda
Scott Fernie &
Stuart Tennant Thursday 11th. November 2010
Presentation
Research background
Dr. Scott Fernie / Dr Stuart Tennant
Purpose of the meeting
• Our top three: – Debate and Discuss – Collaborative research – Develop common research
direction
Dr. Scott Fernie / Dr Stuart Tennant
Background to the story
Dr. Scott Fernie / Dr Stuart Tennant
• The research is funded by EPSRC • Combines two interdependent ideas: SCM and
Learning/Innovation • Context has changed since writing! • Novel approach to industry collaborators • Three central Questions
RQ1 - What is a construction Supply Chain? RQ2 - What is learning and how do chains
learn and share knowledge RQ3 - What learning processes and practices
provide Competitive Advantage?
The story so far..............
First Year: What is a Construction Supply Chain?
THE FIRST TWELVE MONTHS
Literature
SCM Model
Interviews
Data Gathering
Presentations
Supply Chains are Typically Short
Supply Chain Maturity Varies
INITIAL OBSERVATIONS
Client / Main Contractor Supply Chain
- Client Centric / Suitable for F.A. ‘ repeat’ projects
Main Contractor / Subcontractor Supply Chain
- Main Contractor Centric / Categories of preferred supplier
Two clearly defined parts to the Construction Supply Chain:
THE CONSTRUCTION SUPPLY CHAIN
Client / Main Contractor Main Contractor / Subcontractor
Client Driven
Project Orientation
SC Squad / Exclusivity ?
Intelligent Client
Continuous Workload Stream
Contractor Driven
Organisational Orientation
Preferred Suppliers List
First & Second Tier Interface
No Project Affiliation
1. Client Supply Chain 2. Main Contractor Supply Chain
Feedback
Common Thread:
F.A. & SCM in the CONSTRUCTION INDUSTRY
Positive about the Collaborative Environment
Selection on a Qualitative Based Assessment
No Examples of Litigation (No ‘Claims Culture’)
Supply Chains are not Uniform in their Composition
Cautious of the Economic & Political Environment
MAKE BUY
Open Hybrid Closed Architecture Architecture Architecture Architecture
Traditional Partnering Frameworks
Timescale
Workload
Relations
Structure
Technology
Competition
Learning
Market
Management
MARKET NETWORK CLAN HIERARCHY
SUPPLY CHAIN ARCHITECTURE
Procurement
Permanent
Continuous
Shared
Integrated
Industrialised
Low
High
Bouyant
Strategic
Long
Repetitive
Collaborative
Embedded
Manufacture
Restricted
High
Optimistic
Business
Medium
Repeat
Cooperative
Cordial
Prefabricated
Selected
Moderate
Positive
Operational
Short-Term
One-Off
Adversarial
Arm’s Length
Craft
High
Low
Recession
Opportunistic
Transaction
In-House
S.C.M can’t be all things to all people all of the time
Avenues of Interest:
FUTURE DIRECTION
KPI;s: Innovation and Learning
Financial
Perspective
External
Perspective Internal
Perspective
Innovation &
Learning
Performance Measurement Balanced Scorecard
S.C.M can’t be all things to all people all of the time
Avenues of Interest:
FUTURE DIRECTION
KPI;s: Innovation and Learning
Performance Measurement Balanced Scorecard
Engage with the Client / Main Contractor Supply Chain
Engage with the Main Contractor / Subcontractor & Suppliers Supply Chain
Second Year: How Do Chains Learn & Share Knowledge?
THE NEXT TWELVE MONTHS
Does this resonate with your direction?
What is your direction for SCM?
Is there any potential alignment?
Does this interest you at all?
Two Parts:
One Size won’t fit all:
Next Step : Closer Liaison with Industry Collaborators
Next Theme : Supply Chain Innovation & Learning
CONCLUSION
Adopt a ‘Horses for Courses’ Approach
And a ‘Fit for Purpose’ Relationship
Client Driven Supply Chain
Main Contractor Driven Supply Chain
Thank You
Agenda: 1.0 Welcome and Introductions 2.0 Introduction to the Research Project 3.0 Findings to Date 4.0 Discussion - Supply Chain Architecture - The Changing Context - Research & Industry Supply Chain Objectives 5.0 AOCB 6.0 Closing Remarks 7.0 Date of next meeting