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Purpose - This paper aims to take a forensic approach to identify the causal mechanisms of rework in a structural steel supply chain. Rework is an area that has received limited attention, yet it is a major contributor to time and cost overruns in projects. Design/methodology/approach - The research uses an interpretative case study approach to gain an understanding about how and why rework occurred. To determine the causal variables of rework the traditional scientific concept of causality founded on the mono-causal model in the physical and biological sciences was subject to subtle changes, and adapted to a social context as construction projects are essentially complex social systems. In this instance causality was not considered to be linear, proportional or incremental, but multi-dimensional whereby each factor is interrelated and multi-causal in nature. Findings - The findings reveal that the cause of rework in this case was poor information flow and the absence of a quality focus. This was exacerbated by the sequential procurement process and fixed power structure of the contract, and as a consequence poor decision-making, communication, integration and co-ordination were experienced. Practical implications - The research has highlighted the need to re-design the structure of supply chains in construction projects, especially if information and communication technologies are to be effectively used. A conceptual model was developed from the case study findings to illustrate the interconnectedness of factors affecting rework. This model can be used by organisations for reducing the incidence of rework. Originality/value - The research has identified key variables that can contribute to the incidence of rework in projects. A pragmatic model for reducing the incidence of rework is proposed. The model that is propagated will be of use to practitioners and researchers working within project environments. [ABSTRACT FROM AUTHOR]

Argues that the Chinese construction industry faces a daunting challenge as it slowly migrates from a planned to a market oriented economic system, particularly, with the issue of selecting the most appropriate procurement path. One of the fundamental barriers to knowledge transfer is the historically insular nature of the Chinese Government. To overcome this, a questionnaire survey was undertaken to identify the factors influencing the choice of procurement methods adopted in the Guangdong Province. Results show that quality, risk, dispute, arbitration and price certainty were the most important discriminating factors. The traditional procurement methods are regarded as the most suitable approaches for the Guangdong Province. [ABSTRACT FROM AUTHOR]

Presents a holistic approach to construction project SCM. Specifically, a seamless project supply chain management (SCM) model is proposed that integrates the design and production processes of construction projects. The proposed model was subjected to validation by a sample of industry practitioners and their comments are presented and reflected upon. Direction for future research is provided and such work aims to: explore the legalities of implementing the model; develop an appropriate benchmarking framework; explore the use of quality function development; and probity issues when selecting project team members. [ABSTRACT FROM AUTHOR]

Invariably, business strategies are methods used to make and sell products or perform services. Often strategies employed are determined by the company's reaction to events that are beyond its control. In the UK construction industry, consulting engineering firms are exposed to increasing marketplace competition. The rapid change from the traditional contract procurement route to the relatively new design and build, and management contracting towards the end of the 1980s in the UK, has also introduced many consulting firms to a new form of competition. These and other issues have, therefore, led to the investigation of how today's small and medium sized consulting firms are coping in the present marketplace. Focuses on five key areas of business strategies that are fundamental to a firm's survival and increased profitability. Discusses the findings of an explanatory survey of partners and chief executives of 57 consulting firms, carried out to identify existing practices in these firms. The survey results support the need for a more co-ordinated marketing strategy, increased partnership with other consulting firms, and the need for strategic planning through careful environmental analysis. [ABSTRACT FROM AUTHOR]