Construction Supply Chain Management HandbookWilliam J. O'Brien, Carlos T. Formoso, Vrijhoef Ruben, Kerry London CRC Press, 2008 M10 20 - 518 pages Mounting emphasis on construction supply chain management (CSCM) is due to both global sourcing of materials and a shortage of labor. These factors force increasing amounts of value-added work to be conducted off-site deep in the supply chain. Construction Supply Chain Management Handbook compiles in one comprehensive source an overview of the dive |
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Results 1-5 of 80
Page 2-3
... Figure 2.1 shows the structure of a typical manufacturing SC. A SC is complex, dynamic and involves the constant ... FIGURE 2.1 Structure of a typical SC. (Adapted from Lambert et al. 1998) FIGURE 2.2 Product–process matrix. (After Hayes ...
... Figure 2.1 shows the structure of a typical manufacturing SC. A SC is complex, dynamic and involves the constant ... FIGURE 2.1 Structure of a typical SC. (Adapted from Lambert et al. 1998) FIGURE 2.2 Product–process matrix. (After Hayes ...
Page 2-7
... FIGURE 2.3 Decoupling point locations in various SCs. (Adapted from. FIGURE 2.2 Product–process matrix. (After Hayes and Wheelwright 1979) FIGURE 2.6 Framework for supply chain modeling. Construction Supply Chain Modeling: Issues and ...
... FIGURE 2.3 Decoupling point locations in various SCs. (Adapted from. FIGURE 2.2 Product–process matrix. (After Hayes and Wheelwright 1979) FIGURE 2.6 Framework for supply chain modeling. Construction Supply Chain Modeling: Issues and ...
Page 2-8
... FIGURE 2.3 Decoupling point locations in various SCs. (Adapted from Naim et al. 1999) that could be adopted by these customers is the inclusion of time buffers in the procurement schedule—ordering the steel well in advance. As for the ...
... FIGURE 2.3 Decoupling point locations in various SCs. (Adapted from Naim et al. 1999) that could be adopted by these customers is the inclusion of time buffers in the procurement schedule—ordering the steel well in advance. As for the ...
Page 2-10
... Figure 2.4. Figure 2.4 gives an indication of the complexity of SC production operations, depicting part of the large number of firms that compose a construction project SC. Owners, designers, GCs, subcontractors, and multiple types of ...
... Figure 2.4. Figure 2.4 gives an indication of the complexity of SC production operations, depicting part of the large number of firms that compose a construction project SC. Owners, designers, GCs, subcontractors, and multiple types of ...
Page 2-13
... Figure 2.5 illustrates a spectrum of SC decisions that should be made in each project phase and relates them to the strategic, tactical, or operational purposes set in the manufacturing context. The figure shows these stages in the ...
... Figure 2.5 illustrates a spectrum of SC decisions that should be made in each project phase and relates them to the strategic, tactical, or operational purposes set in the manufacturing context. The figure shows these stages in the ...
Contents
2-1 | |
3-1 | |
Chapter 4 Supply Chain Management in Product Development | 4-1 |
A ValueBased Approach | 5-1 |
Chapter 6 Supply Chain Management for Lean Project Delivery | 6-1 |
Chapter 7 Application of Integrated Materials Management Strategies | 7-1 |
Chapter 8 Production System Instability and Subcontracted Labor | 8-1 |
Chapter 9 Understanding Supply Chain Dynamics Via Simulation | 9-1 |
Chapter 14 Innovation Management in the Construction Supply Chain | 14-1 |
Commentary | 14-23 |
Information Technology | 14-27 |
Chapter 15 Overview of IT Applications in the Construction Supply Chain | 15-1 |
Chapter 16 Field Technologies and Their Impact on Management of Supply Chains | 16-1 |
A Case Study | 17-1 |
Overview and Case Study Using the ISO 18629 PSL Standard | 18-1 |
Design and Prototyping | 19-1 |
Commentary | 9-31 |
Organizational Perspectives | 9-35 |
Chapter 10 Review of Organizational Approaches to the Construction Supply Chain | 10-1 |
Chapter 11 Construction Supply Chain and the Time Compression Paradigm | 11-1 |
Chapter 12 Strategic Management of Costruction Procurement | 12-1 |
Chapter 13 Industrial Organization ObjectOriented Project Model of the Facade Supply Chain Cluster | 13-1 |
Commentary | 19-9 |
Author Index | 19-13 |
Subject Index | 19-17 |
Back cover | 19-33 |
Other editions - View all
Construction Supply Chain Management Handbook William J. O'Brien,Carlos T. Formoso,Vrijhoef Ruben,Kerry London No preview available - 2008 |
Common terms and phrases
activities Akinci allocation analysis application approach automated Ballard barcode buffers building bullwhip effect business process Cardiff University chapter client collaboration commodity companies complex concepts concrete construction industry Construction Management construction projects construction supply chain contractor coordination cost decisions delivery demand dynamic e-marketplace economic Engineering example FIATECH Figure firms flow Formoso functions game theory Group for Lean identified implementation improve innovation management tools integrated interoperability inventory involved Journal of Construction kanban Lean Construction lean production manufacturing multiple O’Brien operational organization performance phase planning and control procurement relationships production system project manager project supply chains reduce reliability requirements RFID SC models scenario schedule sector sensors simulation specific stakeholders standard structure subcontractors supply chain management supply chain members technologies tion Tommelein Towill types Uniclass VRML workshops