A Model Of Construction Supply Chain And Comprehensive Performance Measurement

Supply chain management (SCM) has been a hot research field of academia since the nineties of the twentieth century. A basic principle of SCM is 'integration'. The concept of SCM is now commonly applied in business for the mutual benefit of enterprises in the supply chain (from the organization extracting the basic raw material to the final customer). However, SCM is not well known in the construction industry. Construction industries remain 'disabled' by apparently congenital defects and inherent weaknesses; the construction process is usually fragmented, and involves several parties with different objectives. A burgeoning SCM theory have been recently targeting enhanced value, superior performance, overall owner satisfaction and harmony in construction supply chain (CSC). Many of these initiatives focus on integration of CSC through significant upheavals in contractual arrangements, operational styles and contractor selection approaches, often using relational contracting approaches such as partnering, alliance and even deeper collaborative bonding initiatives.This paper defines the concepts of CSC and CSCM firstly, especially regards CSCM as the coordination of inter-organizations decision making and the integration of key construction business processes and key members involved in CSC. Based-on a synergistic integration of relevant results from a series of related research studies, as reinforced by knowledge distilled from other studies and experiences, and as reported in the recent literature, then depicts a typical CSC . model from the perspectives of partners involved in construction process, analyze the characteristics and attributes of CSC, and identify some problems in CSC. At the same time, the necessity and sufficiency of implement of CSCM in construction enterprises has been explained. Finally, traditional construction management approaches are compared with CSCM approaches.Much research and practice indicate that there still are many problems in construction, most of which are supply chain problems. In order to resolve these problems and improving the performance of construction, performance measurement (PM) by means of comprehensive performance indicators (Pis) is developing into performance management. For the sake of addressing these related questions, a case study of CSC performance measurement which takes China Second Railway Group as core of the CSC is made. Contractors, being located at the vanguard of the construction supply chain, potentially offer the most effective means of improving construction industry performance. The study resulted in a special prototype system that basically is a balanced scorecard tailored. Themethod is hierarchical structure. CSC performance management will help decision makers chart a course for the future and evaluate their performance along the way. Performance measurement is adopted not simply to keep the score but rather to enable the achievement of continuous process improvement in business process reengineering.This paper develops a fuzzy analytic hierarchy process which puts together the advantage of analytic hierarchy process and fuzzy set theory that provides an alternative framework to handle CSC uncertainties and to measure performance, while there is lack of certainty in data or even lack of available historical data. Fuzzy set theory is used to model CSC uncertainty. A fuzzy model based on utmost membership grade theory is developed to evaluate CSC performances. Considering PI standard which is a reference of evaluation, the investigated history data allows decision makers to express their risk attitudes and to analyze deficiency of the CSC index separately.