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 |
From inside the book
Results 1-5 of 42
Page 1-3
... operational (OPEX) expenditure decisions influence the relationships between procurers and construction partners. The project-based nature of construction projects supports CAPEX decisions primarily, which is a totally different ...
... operational (OPEX) expenditure decisions influence the relationships between procurers and construction partners. The project-based nature of construction projects supports CAPEX decisions primarily, which is a totally different ...
Page 2-5
... operational level, the SC configuration is considered fixed and planning policies are already defined. The time horizon is weekly or daily and decisions deal with operational routines such as workforce scheduling, vehicle routing and ...
... operational level, the SC configuration is considered fixed and planning policies are already defined. The time horizon is weekly or daily and decisions deal with operational routines such as workforce scheduling, vehicle routing and ...
Page 2-6
... operational decisions: Determining how many days or shifts per week each plant will produce, determining which routes are faster to ship to each customer, and determining how many tons of steel can be shipped in each delivery ...
... operational decisions: Determining how many days or shifts per week each plant will produce, determining which routes are faster to ship to each customer, and determining how many tons of steel can be shipped in each delivery ...
Page 2-13
... operational purposes set in the manufacturing context. The figure shows these stages in the classic, sequential order of project phases; increasingly, however, project phases overlap, collapsing the time in which decisions must be made ...
... operational purposes set in the manufacturing context. The figure shows these stages in the classic, sequential order of project phases; increasingly, however, project phases overlap, collapsing the time in which decisions must be made ...
Page 2-15
... operational SC decisions. Akel, Tommelein, and Boyers (2004), and Fontanini and Picchi (2004) presented more detailed models which included not only processes, but also material and information flow data. These models also dealt with ...
... operational SC decisions. Akel, Tommelein, and Boyers (2004), and Fontanini and Picchi (2004) presented more detailed models which included not only processes, but also material and information flow data. These models also dealt with ...
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