Performance Management in Construction Industry by Utilizing The Initiatives of Construction Supply Chain Management
DOI:
https://doi.org/10.24113/ijohmn.v1i5.65Keywords:
construction industry, supply chain management, SCM, fragmented supply markets, process integration, work clusters, lean thinking, benchmarking, performance measurement, performance management, value creation, total quality management, TQM, trust, collaborationAbstract
This paper conceptualizes distinct conditions of the development store network (divided supply markets, prepare combination, work bunches, and pools of suppliers) as the consequence of crossing two vital measurements: modern "modes" (i.e. from venture to prepare) and the degree of incorporation in which association exists (i.e. from less to very coordinated inventory network). Change approaches, for example, TQM and incline thinking give administration logic, strategies and instruments to enhance the execution of the development inventory network towards its "optimal" practice (esteem creation). Since benchmarking is an essential component for overseeing execution in the development business, the on-screen characters in a development inventory network need to recognize and create applicable esteem related (execution) measures and their effects on picking up/keeping up accomplices' trust and their ability to work together.
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Study of performance measurement practices in supply chain management- G. P. Kurien M.N. Qureshi2
J. C. Taylor, Road funding: time for a change. Midland: Mackinac Center for Public Policy, 2007.
R. M. R. Mazlan, and K. N. Ali, “Relationships between supply chain management and outsourcing,” unpublished.
R. D. Wirahadikusumah, and M. Abduh, “Reinforcing the role of owners in the supply chains of highway construction projects,” in Proc. of the First Makassar Int’l. Conf. on Civil Engineering (MICCE), Makassar, 2010, pp. 1321–1328.
R. Vrijhoef, L. Koskela, and G. Howell, “Understanding construction supply chains: an alternative interpretation,” in Proc. 9th Annual Conf. Int’l. Group Lean Constr. IGLC-9, Singapore, 2001.
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Copyright (c) 2015 Daniel Jack
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