Management of Contracts and Relationships Paper Please Check the detailed requirement which is attached below named BCPM0028 Module Outline Reading List. I

Management of Contracts and Relationships Paper Please Check the detailed requirement which is attached below named BCPM0028 Module Outline Reading List. I will also attach materials related to the paper. Wish you complete the paper by reading the materials and following the professor instructions.

“If a SCM approach is taken as the basis for the management of the construction project supply relationship, then it becomes clear that there are two potential risk management routes: use the contract or manage the relationship”. (Edkins, 2009:126)

The above quotation from Edkins (2009) is offering two potential risk (and uncertainty?) management routes for managing the construction supply chain relationship. Considering recent attempts within the industry to move from transactional to enterprise approaches to managing projects (most specifically infrastructure, i.e. Project 13), these two routes offer an interesting area to explore both theoretically and practically.

Task: Cooperation (the management of contracts) and coordination (the management of relationships) have been identified as two problems of project organising (Soderlund, 2012). Critically discuss how the principles of supply chain management might be applied to help alleviate these problems.

Support your case with reference to published material. Include case studies if you wish. You might like to start your readings by looking at Chapter 2 of Pryke (2009), which is Item No. 24 on the reading list above; Chapter 6 by Edkins (2009) in the same book and Söderlunds chapter in the Oxford Handbook of Project Management which has been loaded onto Moodle.

Supplemental Information:

For marking scheme, word count and referencing requirements please refer to the Course Notes. Your role in dealing with this assignment is to identify relevant published material and discuss and analyse this material, making a case in response the question set. Some of the material published may contain case study material which you may wish to refer to also. Case study material might be useful but do not construct your discussion around the case study material solely – use it to illustrate the conceptual points that you derive from the literature.

A good academic essay will always cite recent journal articles in addition to some key book-based references. Use Google Scholar but avoid web-based material unless you are certain of the quality of the source.

Professor’s instructions:

We set out the principles of supply chain management in the first lecture and as well as the literature cited there, these are also discussed in the early Chapters (including introduction) of Pryke’s 2009 book. In a paper such as this we would expect you draw on a number of sources of literature to establish some basic definitions/concepts and principles. It may be that you find some ambiguity and differences between authors and this is for you to interpret, but across those authors you will find some basic principles, and indeed some explanatory models.

The term paper question then asks you to critically discuss how these principles may be applied to alleviate the organising problems of cooperation and coordination. I would expect to see some discussion on the definition of these problems before an analysis of how the SCM principles might alleviate them.

It is not for me here in this forum to say whether or not the principles you present above are correct or not, because I want to see those presented and discussed in the term paper by referencing the literature you have read.

At least 20 references in Harvard style.

3000 words except references. Low repetition. MSc PROJECT AND ENTERPRISE MANAGEMENT
MSc CONSTRUCTION ECONOMICS AND MANAGEMENT
OPTION MODULE BCPM0028
SUPPLY CHAIN MANAGEMENT
Module Outline and Reading List
Dr Simon Addyman
BCPM0028 – Supply Chain Management: Outline of Module
Aims/objectives of module:To understand in the context of projects and project-driven enterprises:
•
The importance of the study of supply chain management (SCM) to the
future viability of construction
•
The concepts associated with SCM as a discipline and how the SCM
philosophy differs in an important sense from project management
•
The benefits flowing from the use of SCM or the adoption of a SCM
philosophy in the management of projects and programmes
•
The ways in which SCM can be applied in the context of the role of the
project manager
•
The views of the detractors and an understanding of how their theoretical
position might help in more effective use of SCM in practice
Learning outcomes:After taking this module the student should be able to:•
Apply SCM theory to a project environment
•
Use SCM to provide improved value to client and stakeholders
•
To use an improved knowledge of the supply chain to understand the
logistics associated with project and programme activities and their
implications for carbon emissions
•
Use SCM to improve the management and transfer of risk
•
To provide higher levels of knowledge management and innovation
through the identification, analysis and management of the supply chain
2
CONTENT OF SESSIONS
Session No.1- 18th February – Dr Simon Addyman
Introduction to Supply Chain Management
This session will provide an introduction to supply chain management. It will
present the aims/objectives and learning outcomes of the module as well as the
term paper.
It will explore its origins of SCM, the notion of networks or chains, how a firm
moves to becoming more integrated with its supply chain, its application to
construction and an early introduction to some more recent applications, which
will be explored throughout the module.
Readings: 24 (Chs. 1&2); 12, 13, 33 & 34
Session No.2 – 26th February – Rafaella Broft (PhD Candidate,
UCL / practitioner)
Supply Chain Management and its relationship with ‘Lean’ – case
studies and practice in The Netherlands
This session will draw on the experiences of one of our PhD students in using
Lean Management in the integration of supply chains in the construction process.
The lecture is about SCM at the lower tiers of the construction supply chain or
simply said, main-contractor and supplier collaboration. The first part is
theoretical (including a game experience), followed by a practical story, where
the students are taken through the steps/the experiences of a main contractor
while building a supply chain.
3
Session No.3 – 5th March – Dr Simon Addyman
Risk and Supply Chains
This session will explore the relationship between the transfer of risk in regard to
supply chain management. It will look at buyer seller interdependencies and
contract relationships.
Readings: 24 (Ch .6); others to be advised in session
Session No.4 – 12th March – Dr Simon Addyman
Knowledge Management in the Supply Chain
This session will look at the relationship between the management of knowledge,
the management of the supply chain and the client organisation. It will look at the
relationship between projects and firms and how the sharing of knowledge
impacts on supply chain management.
Readings: 29, 30, 31
Session No.5 – 19th March – Dr Simon Addyman
Industrial Talk, Case Studies and revision
This final session will explore a number of case studies, looking back at the first
lecture and building on more recent examples of supply chain management in
the construction industry and how to leverage the benefits of the supply chain.
4
READING LIST
1. Akintoye, A., McIntosh, G. and Fitzgerald, E. (2000) A survey of supply
chain collaboration and management in the UK construction industry,
European Journal of Purchasing and Supply Management, 6(1), 159168
2. Ayers, J.B. (2004) Supply Chain Project Management: a Structured
Collaborative and Measurable Approach, CRC Press LLC, Florida,
USA
3. Blanchard, D. (2010) 2nd Ed., Supply Chain Management Best
Practice, John Wiley, Hoboken, N.J., USA
4. Bresnen, M. (2007) Deconstructing partnering in project-based
organisation; seven pillars, seven paradoxes and seven deadly sins,
International Journal of Project Management, 25(4), 365-374
5. Briscoe, G. and Dainty, A.R.J. (2005) Construction supply chain
integration: An elusive goal?, Supply Chain Management: An
International Journal, 10(4), 319-326
6. Christopher, M. (2016) Logistics and supply chain management,
Pearson, UK
7. Cox, A. (1999) Power, Value and supply chain management, Supply
Chain Management, 4(4), 167-175
8. Cox, A. and Townsend, M. (1998), Strategic Procurement in
Construction: Towards Better Practice in the Management of
Construction Supply Chains, Thomas Telford Publishing, London
9. Cox, A. and Ireland, P. (2002) Managing Construction supply chains: a
common sense approach, Engineering Construction and Architectural
Management, 9(5), 409-418
10. Cox, A., Ireland, P., Lonsdale, C., Sanderson, J and Watson, G. (2003)
Supply Chain Management: A Guide to Best Practice, London, FT
Prentice Hall
11. Franks, J (1998), Building Procurement Systems: A Client’s Guide, 3rd
Edition, Addison Wesley Longman Ltd., Harlow, Essex and The
Chartered Institute of Builders, Ascot, Berkshire
5
12. Green, S.D., Fernie, S. and Weller, S (2005) Making sense of supply
chain management: A comparative study of aerospace and construction,
Construction Management and Economics, 23, 579-593
13. Harland, C.M. (1996) “Supply Chain Management: Relationships, Chains
and Networks” British Journal of Management, Vol.7, Special issue,
S63-80, March 1996
14. Holti, R., Nicolini, D. and Smalley, M. (2000) Prime Contractor’s
Handbook of Supply Chain Management, Tavistock Institute, London
15. Ireland, P. (2004) Managing appropriately in construction power regimes:
Understanding the impact of regularity in project environment, Supply
Chain Management, 9(5), 372-382
16. Kelly, N., Edkins, A.J., Smyth, H.J. and Konstantinou, E. (2013)
Reinventing the role of the project manager in mobilising knowledge in
construction, International Journal of Managing Projects in Business,
6(4), 654-673.
17. Ketchen, D.J.and Hult, G.T.M. (2007) Bridging organization theory and
supply chain management. The case of best value supply chains. Journal
of operations management 25(2), pp.573-580
18. Lorange, P. & Roos, J. (1993) Strategic Alliances: Formation,
Implementation and Evolution, Blackwell Publishers, Oxford, UK
19. Naim, M. and Barlow, J. (2003) An innovative supply chain strategy for
customized housing, Construction Management and Economics, 21,
593-602
20. New, S. & Westbrook, R. [eds] (2004) Understanding Supply Chains:
Concepts, Critique and Futures, Oxford University Press
21. The Office of Government Commerce (2003) Achieving Excellence
Guides, HMSO
22. Porter, M. (1985), Competitive Advantage: Creating and Sustaining
Superior Performance, Collier Macmillan Publishers, London
23. Pryke, S.D. (2006) Legal issues associated with emergent actor roles in
innovative UK procurement: Prime Contracting case study, Journal of
Professional Issues in Engineering Education and Practice, American
Society of Civil Engineers, Vol.132, No.1
24. Pryke, S.D. (2009) Construction Supply Chain Management: Concepts
and Case Studies, Wiley-Blackwell
6
25. Pryke, S.D. (2012) Social Network Analysis in Construction, WileyBlackwell
26. Sanderson, J. and Cox, A. (2008) The challenges of supply strategy
selection in a project environment: Evidence from UK naval shipbuilding,
Supply Chain Management: An International Journal, Vol.13 (1), 16-25
27. Smyth, H.J. (2004) Competencies for Improving Construction
Performance: theories and practice for developing capacity, The
International Journal of Construction Management, 4(1), 41-56.
28. Smyth, H.J. (2010) Construction Industry Performance Improvement
Programmes: the UK case of Demonstration Projects in the “Continuous
Improvement” programme, Construction Management and Economics,
28(3), 255-270.
29. Stevens, G (1989) “Integrating the supply chain” in International Journal
of Physical Distribution and Material Management: 9(8), 3-8
30. Vrijhoef, R. and Koskela, L. (2000) The four roles of supply chain
management in construction, European Journal of Purchasing and
Supply Management, 6(3-4), pp. 169-178
31. Walker, D.H.T. and Rowlinson, S. (2006) Procurement Systems: a
cross industry project management perspective, Taylor and Francis,
Oxford
32. Wickramatillake, C.D., Koh, S.C.L., Gunasekaran, A. And Arunachalam,
S. (2007) Measuring performance within the supply chain of a large
project, Supply Chain Management: An International Journal, 12(1),
52-59
33. Williamson, O. E. (2008) Outsourcing transaction cost economics and
supply chain management. Journal of supply chain management 2008
Apr 1:44(2):5-16
34. Womack, J.P. Jones, D.T. and Roos, D. (2007) The Machine that
Changed the World: How Lean Production Revolutionized the Global
Car Wars, London: Simon and Schuster
Journals
Journal of Purchasing & Supply Management
Journal of Supply Chain Management
7
TERM PAPER
“If a SCM approach is taken as the basis for the management of the
construction project supply relationship, then it becomes clear that there are
two potential risk management routes: use the contract or manage the
relationship”. (Edkins, 2009:126)
The above quotation from Edkins (2009) is offering two potential risk (and
uncertainty?) management routes for managing the construction supply chain
relationship. Considering recent attempts within the industry to move from
transactional to enterprise approaches to managing projects (most specifically
infrastructure, i.e. Project 13), these two routes offer an interesting area to
explore both theoretically and practically.
Task: Cooperation (the management of contracts) and coordination (the
management of relationships) have been identified as two problems of project
organising (Soderlund, 2012). Critically discuss how the principles of supply
chain management might be applied to help alleviate these problems.
Support your case with reference to published material. Include case studies
if you wish.
You might like to start your readings by looking at Chapter 2 of Pryke (2009),
which is Item No. 24 on the reading list above; Chapter 6 by Edkins (2009) in
the same book and Söderlunds chapter in the Oxford Handbook of Project
Management which has been loaded onto Moodle.
Dates: Assignment Hand-in due 4pm 10th May 2019. Marks returned 5th
June 2019
Supplemental Information: For marking scheme, word count and
referencing requirements please refer to the Course Notes. Your role in
dealing with this assignment is to identify relevant published material and
discuss and analyse this material, making a case in response the question
set. Some of the material published may contain case study material which
you may wish to refer to also. Case study material might be useful but do not
construct your discussion around the case study material solely – use it to
illustrate the conceptual points that you derive from the literature.
A good academic essay will always cite recent journal articles in addition to
some key book-based references. Use Google Scholar but avoid web-based
material unless you are certain of the quality of the source.
Try to be critical in your thinking and analysis, not just descriptive of what
others say.
8
???????; ?? 282221464 QQ 35923727 ; 2919874821
email: 35923727@qq.com
Construction Supply Chain Management:
Concepts and Case Studies
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email: 35923727@qq.com
Dedication
This book is dedicated to Karen
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Construction Supply Chain Management:
Concepts and Case Studies
Edited by
Stephen Pryke
Senior Lecturer in Construction and Project Management
Bartlett School of Graduate Studies
University College London
A John Wiley & Sons, Ltd., Publication
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This edition first published 2009
© 2009 Blackwell Publishing Ltd
Blackwell Publishing was acquired by John Wiley & Sons in February 2007. Blackwell’s
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Library of Congress Cataloging-in-Publication Data
Construction supply chain management : concepts and case studies / edited by Stephen Pryke.
p. cm.—(Innovation in the built environment)
Includes bibliographical references and index.
ISBN 978-1-4051-5844-2 (hardback : alk. paper) 1. Construction industry—Management—Case
studies. 2. Business logistics—Management—Case studies. I. Pryke, Stephen.
TH438.C6425 2009
690.068?7—dc22
2008047436
A catalogue record for this book is available from the British Library.
Set in 10/12 pt Sabon by SNP Best-set Typesetter Ltd., Hong Kong
Printed in Malaysia by Vivar Printing Sdn Bhd
1
2009
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Innovation in the Built Environment
Series advisors
Carolyn Hayles, Queen’s University, Belfast
Richard Kirkham, University of Manchester
Andrew Knight, Nottingham Trent University
Stephen Pryke, University College London
Steve Rowlinson, The University of Hong Kong
Derek Thompson, Heriot Watt University
Sara Wilkinson, University of Melbourne
Innovation in the Built Environment (IBE) is a new book series for the construction industry published jointly by the Royal Institute of Chartered
Surveyors and Wiley-Blackwell. It addresses issues of current research and
practitioner relevance and takes an international perspective, drawing
from research applications and case studies worldwide.
?
presents the latest thinking on the processes that influence the
design, construction and management of the built environment
?
based on strong theoretical concepts and draws on both
established techniques for analysing the processes that shape the
built environment – and on those from other disciplines
?
embraces a comparative approach, allowing best practice to be put
forward
?
demonstrates the contribution that effective management of built
environment processes can make
Published and forthcoming books in the
IBE series
Akintoye & Beck, Policy, Finance & Management for Public-Private
Partnerships
Lu & Sexton, Innovation in Small Professional Practices in the Built Environment
Boussabaine, Risk Pricing Strategies for Public-Private Partnerships
Kirkham & Boussabaine, Whole Life-Cycle Costing
Booth, Hammond, Lamond & Proverbs, Solutions to Climate Change Challenges
in the Built Environment
We welcome proposals for new, high quality, research-based books which
are academically rigorous and informed by the latest thinking; please
contact Stephen Brown or Madeleine Metcalfe.
Stephen Brown
Head of Research
RICS
12 Great George Street
London SW1P 3AD
sbrown@rics.org
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Contents
Contributors
Preface
Acknowledgements
Chapter 1 Introduction
Stephen Pryke
1.1
1.2
1.3
1.4
1.5
Supply Chain Management – What Is It?
Supply Chain Management and Project Management
Origins of SCM in Construction
Overview of the Book
Summary
xi
xiii
xiv
1
1
5
7
13
17
PART A: CONCEPTS
21
Chapter 2 The Concept and Development of Supply Chain
Management in the UK Construction Industry
Roy Morledge, Andrew Knight and Mohieddin Grada
23
2.1
2.2
2.3
2.4
2.5
2.6
Introduction
Characteristics of Construction Industry
Government Initiatives in the Construction Industry
The Historical Development of Supply Chain Management
The Concept of Supply Chain Management
The Application of Supply Chain Management Techniques
in the Construction Industry
2.7 Supply Chain Challenges
2.8 Conclusion
23
24
27
29
30
Chapter 3
42
3.1
3.2
3.3
3.4
3.5
3.6
Culture in Supply Chains
Richard Fellows
Introduction – Context
Culture
Dimensions of Culture
Values and Value
Ethics
Organisational Citizenship Behaviour (OCB) and
Corporate Social Responsibility (CSR)
33
37
38
42
45
47
54
57
58
viii
Contents
3.7
3.8
3.9
3.10
Teams and Teamwork
(Strategic) Alliances
Supply Chain Participants and Behaviour
Conclusion
Chapter 4
Learning to Co-operate and Co-operating to Learn:
Knowledge, Learning and Innovation in Construction
Supply Chains
Mike Bresnen
59
60
63
67
73
4.1 Introduction
4.2 Supply Chain Management: Innovation, Knowledge Sharing
and Organisational Learning
4.3 SCM in the Construction Industry
4.4 Innovation, Knowledge Sharing and Learning in Construction
Supply Chains
4.5 Situated Learning and Implications for Project-Based Supply
Chains
4.6 Conclusion
73
Chapter 5 Marketing and Pricing Strategy
Martin Skitmore and Hedley Smyth
92
5.1
5.2
5.3
5.4
5.5
Definitions and Difference
Collaboration
Added Value
Profitability and Repeat Business
Conclusion
PART B:
Chapter 6
6.1
6.2
6.3
6.4
6.5
6.6
6.7
6.8
APPLICATION AND CASE STUDIES
74
77
80
83
85
93
94
98
103
106
113
Risk Management and the Supply Chain
Andrew Edkins
115
Introduction
Placing the UK Construction Industry in Context
Supply Chains and Risk
Supply Relationships
Risk and Supply
Managing Risks in the Supply Chain
Supply Chain Management and PFI
Concluding Remarks
115
118
121
124
126
127
130
134
Chapter 7
Slough Estates in the 1990s – Client Driven SCM
Bernard Rimmer
7.1 Introduction
7.2 Slough Estates’ Experiences of Procurement Analysed in
Terms of SCM
7.3 Influences of Industry Reports
137
137
139
149
Contents
7.4
7.5
Slough Estates SCM Initiatives and Results
Summary and Conclusions
Chapter 8
8.1
8.2
8.3
…
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