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Ehoff, C E, Jr. (1992) Removed from scheduled maintenance: An inquiry into the problems threatening the survival of United States elevator manufacturers, Unpublished PhD Thesis, , Golden Gate University.
Kalu, U G (2003) Optimizing the participation of suppliers and subcontractors in managing construction projects using concurrent engineering philosophy, Unpublished PhD Thesis, , Golden Gate University.
- Type: Thesis
- Keywords: skills; concurrent engineering; participation; construction project; project cost; subcontractor; supplier
- ISBN/ISSN:
- URL: https://www.proquest.com/docview/305265424
- Abstract:
The construction industry suffers from a fairly high rate of inefficiency that is caused partly by the industry's inability to collaborate effectively with its supply chains. Excluding suppliers and subcontractors in the early phases of construction projects is endemic in the industry. Also, when compared to the other business sectors, the rate of adoption of modern management techniques, particularly in relation to planning and managing large projects, continues to be relatively low. For a long time, the field of construction management has subscribed to highly structured and rigid methodologies. Its approach to planning is controlled by few knowledgeable team members. Frequently, team members such as suppliers and subcontractors who know more about the work they do than other team members are excluded from the design and planning activities. Instead, they are narrowly employed at specific points in the construction process, resulting in exclusion of their skills and competencies from the design process. The overall result of this approach is higher-than-necessary project costs and preventable delays. Although “traditional” construction models have provided valuable contributions to the construction process, these models have not substantially increased efficiency levels. So far, the industry has not had a recognized framework on which to base a construction process improvement initiative. Hence, the intent of this research is to evaluate and design a framework for an integrated project management model that explores the impact and the degree of early suppliers' and subcontractors' participation on the success of construction projects. Since the current literature does not offer integrated solutions to overcome the inefficiencies, this research develops an integrated model that involves the participation of suppliers and subcontractors in the concept development process. Four projects, varying in the extent of suppliers' and subcontractors' participation, were identified and analyzed. Research findings led to the conclusion that key suppliers and subcontractors should be involved during the definition of project requirements. Integrating suppliers' and subcontractors' expertise into the design will help identify downstream problems earlier, when they are easier and less expensive to correct.