From project partnering towards strategic supplier partnering
| Autor: | Lars-Erik Gadde, Viktoria Sundquist, Kajsa Hulthén |
|---|---|
| Rok vydání: | 2018 |
| Předmět: |
Process management
media_common.quotation_subject 05 social sciences 0211 other engineering and technologies 02 engineering and technology Building and Construction Bidding General Business Management and Accounting Decentralization Construction industry Originality Framing (construction) 021105 building & construction 0502 economics and business Architecture Relationship development Strategic management Business Practical implications 050203 business & management Civil and Structural Engineering media_common |
| Zdroj: | Engineering, Construction and Architectural Management. 25:358-373 |
| ISSN: | 0969-9988 |
| Popis: | Purpose Partnering has been at the top of the management agenda in the construction industry for many years as a means of improving performance. Previous research shows that partnering has not reached the desired level of strategic partnering, but stopped at project partnering. The purpose of this paper is to provide an analytical framing for transformation from project partnering towards strategic partnering with suppliers. Design/methodology/approach The framework is based on two building blocks: a case study of a contractor involved in implementing strategic partnering with four of its suppliers and a literature review dealing with partnering in construction; and models for close and long-term buyer-supplier collaboration in other contexts. Findings Transformation towards strategic partnering should preferably be based on extension of project partnering in two dimensions: extension in time through relationship development with suppliers and extension in space through increasing network orientation across projects. Practical implications Succeeding with relationship development and network orientation requires contractors to abandon two significant aspects of established construction logic that serve as significant implementation barriers. Competitive bidding in single projects needs to be replaced by collaboration over series of projects. The decentralisation of authority to the project level needs to be supplemented with increasing centralised decision making. Originality/value Previous research showed that despite the considerable interest in partnering there is a lack of systematic theorizing of the phenomenon. This paper contributes to theoretical anchoring through the combining of the case study and the literature review in the abductive approach applied. |
| Databáze: | OpenAIRE |
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