The Design Of Construction Supply Chain Operations Reference-Model

Construction industry is making large contribution to GDP, but the projects in China have the problems of low income, inefficiency, schedule delay, resource waste, information block and unadvisable management, which induce the construction enterprises lack for core competence. As the opening of Chinese construction market, it is urgent to enhance the core competence of the construction enterprises. The truth has proved that the supply chain management (SCM) can help the enterprises efficiently reduce the operation costs, improve the efficiency, and intensify their core competence. Therefore, the concept of construction supply chain (CSC) has been studied. Moreover, the supply chain operations references (SCOR) model, which lots of scholars have researched, is one of the usable tools to increase the performance of SCM. However, there are few studies about the application of SCOR to the CSC. Thus, further research is necessary.On the base of the characteristic of Chinese construction industry, this dissertation builds a construction supply chain operations references (CSCOR) model, which supplies a set of standard operation process for the members of the CSC. By performance evaluation and benchmarking, they can discover and reform the processes with unsatisfied performance to improve the whole CSC, strengthen their core competence, and facilitate their sustainable development. The main contents are as follows.Three current typical supply chain operations models inside and outside China, SCOR, CPFR and SCPR, are introduced and compared from the points of purpose, characteristics, and application scope. The comparison analysis provides references for building the CSCOR model.Based on the above comparison analysis, mainly referring to SCOR model, the idea of how to build the model is supposed. The CSCOR model includes three levels. Level 1 contains six basic process types and its performance index evaluation system. Level 2 consists of three process kinds and 27 process categories. Level 3 decomposes the process categories of the Level 2 to the relevant process elements. In addition, the concept and method of benchmarking...