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Article: Strategies for integrating design and construction and operations and maintenance supply chains in Singapore

TitleStrategies for integrating design and construction and operations and maintenance supply chains in Singapore
Authors
Issue Date2014
PublisherEmerald Group Publishing Limited. The Journal's web site is located at http://www.emeraldinsight.com/ss.htm
Citation
Structural Survey, 2014, v. 32 n. 2, p. 158-182 How to Cite?
AbstractPurpose – The purpose of this paper is to investigates strategies for achieving better integration between the design and construction (DC) and operation and maintenance (OM) supply chains in Singapore. The specific objectives are to: discover the goals that stakeholders want to achieve in integrating the supply chains; identify the stakeholders that play important integration role in each supply chain; and investigate the effective strategies that may yield better integration of the supply chains. Design/methodology/approach – Data were collected using a structured questionnaire. The sampling frame was Singapore-based clients, consultants and construction firms involved in developing and managing built facilities. Findings – The most important strategies for integrating the supply chains are: sharing relevant information and addressing sustainability issues jointly with DC and OM teams; and integrating life cycle optimization options in DC and OM supply chains. Research limitations/implications – The limitations include low response rate, and the subjective nature of a Likert scale which was used to rate importance levels. The research implication is that activities in DC and OM supply chains can indeed be integrated, and this leads to higher value for all stakeholders. Practical implications – The practical implication is that stakeholders could adopt the effective strategies identified by this study to foster closer integration of the two supply chains in Singapore. Teams from both supply chains need to work jointly instead of consecutively. Sharing information through an online platform by setting up a web-based database may help in their collaboration. It is also important that common goals need be set out at the onset, preferably by clients of built facilities, with strong buy-in by main contractors and consultants, so as to achieve better value. Originality/value – The study revealed effective strategies for integrating DC and OM supply chains.
Persistent Identifierhttp://hdl.handle.net/10722/215194
ISSN
2015 SCImago Journal Rankings: 0.262

 

DC FieldValueLanguage
dc.contributor.authorLing, FYY-
dc.contributor.authorToh, BGY-
dc.contributor.authorKumaraswamy, MM-
dc.contributor.authorWong, KWK-
dc.date.accessioned2015-08-21T13:17:39Z-
dc.date.available2015-08-21T13:17:39Z-
dc.date.issued2014-
dc.identifier.citationStructural Survey, 2014, v. 32 n. 2, p. 158-182-
dc.identifier.issn0263-080X-
dc.identifier.urihttp://hdl.handle.net/10722/215194-
dc.description.abstractPurpose – The purpose of this paper is to investigates strategies for achieving better integration between the design and construction (DC) and operation and maintenance (OM) supply chains in Singapore. The specific objectives are to: discover the goals that stakeholders want to achieve in integrating the supply chains; identify the stakeholders that play important integration role in each supply chain; and investigate the effective strategies that may yield better integration of the supply chains. Design/methodology/approach – Data were collected using a structured questionnaire. The sampling frame was Singapore-based clients, consultants and construction firms involved in developing and managing built facilities. Findings – The most important strategies for integrating the supply chains are: sharing relevant information and addressing sustainability issues jointly with DC and OM teams; and integrating life cycle optimization options in DC and OM supply chains. Research limitations/implications – The limitations include low response rate, and the subjective nature of a Likert scale which was used to rate importance levels. The research implication is that activities in DC and OM supply chains can indeed be integrated, and this leads to higher value for all stakeholders. Practical implications – The practical implication is that stakeholders could adopt the effective strategies identified by this study to foster closer integration of the two supply chains in Singapore. Teams from both supply chains need to work jointly instead of consecutively. Sharing information through an online platform by setting up a web-based database may help in their collaboration. It is also important that common goals need be set out at the onset, preferably by clients of built facilities, with strong buy-in by main contractors and consultants, so as to achieve better value. Originality/value – The study revealed effective strategies for integrating DC and OM supply chains.-
dc.languageeng-
dc.publisherEmerald Group Publishing Limited. The Journal's web site is located at http://www.emeraldinsight.com/ss.htm-
dc.relation.ispartofStructural Survey-
dc.rightsCreative Commons: Attribution 3.0 Hong Kong License-
dc.titleStrategies for integrating design and construction and operations and maintenance supply chains in Singapore-
dc.typeArticle-
dc.identifier.emailKumaraswamy, MM: mohan@hku.hk-
dc.identifier.emailWong, KWK: kelwinw@hkucc.hku.hk-
dc.identifier.authorityKumaraswamy, MM=rp00126-
dc.description.naturepostprint-
dc.identifier.doi10.1108/SS-02-2013-0015-
dc.identifier.hkuros248566-
dc.identifier.volume32-
dc.identifier.issue2-
dc.identifier.spage158-
dc.identifier.epage182-
dc.publisher.placeUnited Kingdom-

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