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Review of Modeling Approaches for Construction SCS
References

2 Construction Supply Chain Modeling : Issues and Perspectives

Profile image of Mike KagioglouMike Kagioglou

2008

Abstract
sparkles

AI

This paper discusses the challenges and methodologies related to supply chain (SC) modeling in the construction industry, focusing on the complexities and inefficiencies present in construction SCs. It outlines various decision-support tools and models utilized in manufacturing that can inform construction SC practices, aiming to improve performance amidst rising competition and customer demands. A structured approach to SC modeling is advocated, including a conceptual framework linking modeling purposes to construction SC capabilities and metrics to identify potential gaps and enhance decision-making across the supply chain.

Figures (18)
FIGURE 2.1 Structure of a typical SC. (Adapted from Lambert et al. 1998)
FIGURE 2.1 Structure of a typical SC. (Adapted from Lambert et al. 1998)
TABLE 2.1 Characteristics of Responsiveness and Efficient Supply Chains (from Hugos 2006)
TABLE 2.1 Characteristics of Responsiveness and Efficient Supply Chains (from Hugos 2006)
FIGURE 2.2 Product-process matrix. (After Hayes and Wheelwright 1979) Construction Supply Chain Modeling: Issues and Perspectives
FIGURE 2.2 Product-process matrix. (After Hayes and Wheelwright 1979) Construction Supply Chain Modeling: Issues and Perspectives
Construction Supply Chain Management Handbook FIGURE 2.3 Decoupling point locations in various SCs. (Adapted from Naim et al. 1999)
Construction Supply Chain Management Handbook FIGURE 2.3 Decoupling point locations in various SCs. (Adapted from Naim et al. 1999)
TABLE 2.2 Manufacturing vs. Construction SCs
TABLE 2.2 Manufacturing vs. Construction SCs
FIGURE 2.4 Conceptual view of the project SC. (O’Brien et al. 2002)
FIGURE 2.4 Conceptual view of the project SC. (O’Brien et al. 2002)
FIGURE 2.6 Framework for supply chain modeling. As noted above, construction modeling efforts are capable but need to be extendec to better include a range of strategic as well as tactical and operational decisions. It i: unclear to what extent the basic modeling constructs for SCs need fundamental exten- sion to address various decisions or to what extent existing tools can address the deci- sions. A broader need, however, is discipline in applying the various approaches. In this section, we propose and describe a conceptual framework to model construction SCs The framework, shown in Figure 2.6, consists of five sequential steps which support the modeling process. The steps are as follows: (a) define SC model purpose; (b) establish SC performance measures; (c) determine product type; (d) define SC configuration; and (e) characterize SC elements. It is expected that this framework will provide the necessary support for modelers to develop a comprehensive SC model that includes the model goa and metrics, as well as adequate boundaries, elements, and attributes.
FIGURE 2.6 Framework for supply chain modeling. As noted above, construction modeling efforts are capable but need to be extendec to better include a range of strategic as well as tactical and operational decisions. It i: unclear to what extent the basic modeling constructs for SCs need fundamental exten- sion to address various decisions or to what extent existing tools can address the deci- sions. A broader need, however, is discipline in applying the various approaches. In this section, we propose and describe a conceptual framework to model construction SCs The framework, shown in Figure 2.6, consists of five sequential steps which support the modeling process. The steps are as follows: (a) define SC model purpose; (b) establish SC performance measures; (c) determine product type; (d) define SC configuration; and (e) characterize SC elements. It is expected that this framework will provide the necessary support for modelers to develop a comprehensive SC model that includes the model goa and metrics, as well as adequate boundaries, elements, and attributes.
TABLE 2.4 SC Performance Measures Associated with Model Purposes
TABLE 2.4 SC Performance Measures Associated with Model Purposes
TABLE 2.5 Suggestion of Model Boundaries and Processes Based on Different Technologies boundaries and processes identified in step 3 support the SC configuration. In order to configure the SC, those processes are assigned to the actors who are responsible for their execution. Then, the relationships between actors and processes can be visualized, as well as their logical sequence in the process.
TABLE 2.5 Suggestion of Model Boundaries and Processes Based on Different Technologies boundaries and processes identified in step 3 support the SC configuration. In order to configure the SC, those processes are assigned to the actors who are responsible for their execution. Then, the relationships between actors and processes can be visualized, as well as their logical sequence in the process.
FIGURE 2.7 SC configuration: Level 1.
FIGURE 2.7 SC configuration: Level 1.
FIGURE 2.10 SC configuration level 2: MTS supplier processes.
FIGURE 2.10 SC configuration level 2: MTS supplier processes.
FIGURE 2.8 SC configuration level 2: Job site processes. Construction Supply Chain Management Handbook
FIGURE 2.8 SC configuration level 2: Job site processes. Construction Supply Chain Management Handbook
FIGURE 2.9 SC configuration level 2: Warehouse processes. and inclusion of designers or engineering firms is important in construction SC model- ing because the design is required to execute tasks on-site. Often the design is pulled due to site and material needs, thus the modeling of designers/engineering activities may provide some indication of risks. This is particularly common in fast-track projects.
FIGURE 2.9 SC configuration level 2: Warehouse processes. and inclusion of designers or engineering firms is important in construction SC model- ing because the design is required to execute tasks on-site. Often the design is pulled due to site and material needs, thus the modeling of designers/engineering activities may provide some indication of risks. This is particularly common in fast-track projects.
FIGURE 2.13 SC configuration level 2: ETO supplier processes.
FIGURE 2.13 SC configuration level 2: ETO supplier processes.
FIGURE 2.14 SC configuration level 3: Manufacturing process of MTO supplier. (Adapted from Arbulu and Tommelein 2002)
FIGURE 2.14 SC configuration level 3: Manufacturing process of MTO supplier. (Adapted from Arbulu and Tommelein 2002)
TABLE 2.6 Attributes of SC Elements Figure 2.15 provides one example of the attribute list applied for the pack activity. The standard list of attributes provides valuable information about the pack activity that is part of the manufacturing process of an MTO product located at the horizontal level n of aSC.
TABLE 2.6 Attributes of SC Elements Figure 2.15 provides one example of the attribute list applied for the pack activity. The standard list of attributes provides valuable information about the pack activity that is part of the manufacturing process of an MTO product located at the horizontal level n of aSC.

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