Purpose
This study aims to identify and categorise common on-site problems from a supply chain management (SCM) perspective and to trace the origin of these problems in the construction project process, the supply chain or in the intersection between these processes. This allows for identification of how on-site problems affect SCM in construction projects and how they can be mitigated.
Design/methodology/approach
A literature review in combination with semi-structured interviews was used to identify on-site problems. This enabled triangulation and strengthened both construct validity and internal validity.
Findings
On-site problems can be categorised in one of the four following categories: material flows, internal communication, external communication or complexity. The first category has its origin in the supply chain, the second in the construction project process, the third in the supply chain-construction process intersection on site and the fourth in the construction project as a whole. The findings conclude that on-site problems often originate from construction companies’ lack of supply chain orientation.
Research limitations/implications
It is suggested that supply chain planning (SCP) can facilitate on-site problem mitigation in construction project management. This extends the body of knowledge of SCP in construction project management and supports the development of effective on-site construction project management.
Practical implications
The results show that SCP can aid construction project management in handling on-site problems earlier in the project process.
Originality/value
The main value lies in extending the body of knowledge in construction project management research by applying an SCM perspective and by introducing SCP to support more effective construction project management.
This paper reports the results of a survey of 56 United States (U.S.) and 25 international construction project managers. Project management areas and related tools important to international construction project management success are identified and analyzed. The results show that significant gaps exist between the existing body of knowledge and the practice of international project management in relation to variables that are relevant to construction project management success. Also reported are the differences between U.S. construction project managers and their international counterparts concerning the art and practice of project management. The implications of the findings of this study to business organizations and institutions of higher learning are examined in the context of a conceptual research framework.
In this paper, green construction project management concepts, analysis the green project management research status of our country, on this basis, establish a green construction project management evaluation system, and study and explore systematically on the evaluation methods. In the low-carbon economy, this increase of green construction project management has important theoretical and practical value.
