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The construction industry's application of supply chain management (SCM) principles is confronted with numerous Gordian Knots ranging from late delivery, fragmentation and others. The challenges could be attributed to multiple factors. The most crucial amongst them are adopting management ideas rooted in the second and third industrial revolution without taking consideration of the present industrial revolution. Evidence from literature and practice revealed that we are presently in the fourth industrial revolution (4IR). This chapter calls for developing a model that supports construction supply chain management (CSCM) in tandem with the principles of 4IR. This chapter presents the idea behind the conception, development and benefit of this research book to construction stakeholders and academia. The various shortcomings in the existing model for CSCM were also discussed in this chapter extensively.

This chapter presented the model for the effective practice of construction supply chain management (CSCM) in the fourth industrial revolution (4IR) era. The model was developed after discovering that the failure of adopting the 4IR component has hindered the synchronisation of construction supply chain (CSC) activities. While some stakeholders are willing to manage their CSC under the 4IR era, most have no clue how to go about it. Most stakeholders are familiar with an existing practice built around collaboration, integration, supply chain structure and trust. This chapter bridges the gap by introducing organisational culture and 4IR components for modelling the CSCM in the 4IR era. The model was backed and grounded with a robust theoretical framework. The theories include social identity theory, change theory and resource-based view theory. It was discovered that the organisational culture adopted by construction stakeholders determines their willingness to embrace the 4IR component for the management of CSC. The 4IR components were divided into smart management, virtualisation and cyber-physical systems. The chapter recommended that the practice of SCM in the Nigerian construction industry should be modelled around the six constructs that were used in developing the model for this study.

The idea of implementing supply chain management (SCM) principles for the construction industry was embraced by construction stakeholders to enhance the sector's performance. The analysis from the literature revealed that the implementation of SCM in the construction industry enhances the industry's value in terms of cost-saving, time savings, material management, risk management and others. The construction supply chain (CSC) can be managed using the pull or push system. This chapter also discusses the origin and proliferation of SCM into the construction industry. The chapter revealed that the concept of SCM has passed through five different eras: the creation era, the use of ERP, globalisation stage, specialisation stage and electronic stage. The findings from the literature revealed that we are presently in the fourth industrial revolution (4IR) era. At this stage, the SCM witnesses the adoption of technologies and principles driven by the 4IR. This chapter also revealed that the practice of SCM in the construction industry is centred around integration, collaboration, communication and the structure of the supply chain (SC). The forms and challenges hindering the adoption of these practices were also discussed extensively in this chapter.

The opinion that the spiritual controls the physical gave rise to this chapter. The spiritual in this chapter was regarded as the philosophical and organisational theories controlling the practical aspect of construction supply chain management (CSCM). It was discovered that there is a significant omission in adopting theories to explain supply chain management's (SCM) adaptation and modelling in the construction industry. Therefore, this chapter reviews theories such as resource-based view theory (RBV), principal agency theory (PAT), resource dependency theory (RDT), transaction cost economics theory (TCE) and game theory. Each of the theories was analysed to uncover how they support the practice and variables for modelling the construction supply chain (CSC). The existing models of the CSC were also examined in this chapter. It was found that most models were developed drawing on the frameworks of the global supply chain forum (GSCF) and supply chain operations reference model (SCOR). Owing to the shortcoming of GSCF, this book adopted the framework and principles of SCOR for modelling the management of CSC in the era of the fourth industrial revolution (4IR). Also, most of the existing CSC models, such as the seamless CSCM model, maturity model and others, were developed using the SCOR framework.

The model and existing practice of the construction supply chain (CSC) in the United Kingdom (UK) and Australia was presented in this chapter. The policies and reports that support the practice of the CSC were examined in both countries. It was discovered from the review of literature that the UK has a more detailed report targeted at improving the CSC than Australia. However, both countries have a common factor affecting their CSC which originates from fragmentation experienced within their supply chain. Construction stakeholders in the UK and Australia believe that collaboration and integration are vital components for improving performance. The majority of the contractors in both countries embrace collaborative working for the sole purpose of risk sharing, access to innovation and response to market efficiency. However, most of the models developed for managing the CSC in the UK are built around building information modelling (BIM). Also, the reviewed studies show that supply chain management practice will be effective following the following principle: shared objectives, trust, reduction in a blame culture, joint working, enhanced communication and information-sharing. Finally, the UK has a more established framework and more CSC models compared to Australia.

The prevalent practice of construction supply chain (CSC) in developing countries with a focus on Africa was presented in this chapter. Two African countries (South Africa and Ghana) were selected due to the extensive literature on the CSC emanating from the countries. The impediment to the effective management of the CSC in the two African countries was also examined in this chapter. It was discovered that the vital inhibition to the performance of CSC in developing countries is the adoption of culture from developed countries without a proper model for ensuring its implementation in developing countries. Also, no model has incorporated the principles and technologies of the fourth industrial revolution (4IR) to manage the CSC. The failure to adopt the 4IR technologies like block chain, big data and the internet of things has prevented the proper application of CSC practices in developing countries. CSC practices like collaboration, integration, lean supply chain, information sharing, financial management and communication are the primary practice in developing countries. Finally, this chapter called for the development of a model for managing the CSC in developing countries in alignment with the principles of the 4IR.

Learning within the supply chain is widely considered to provide the basis for enhanced competitive advantage. The purpose of this paper is to explore the theory and current practice of organizational learning in UK construction supply chains.

A qualitative research strategy is followed for this exploration of supply chain management and organizational learning. Research enquiry draws on semi‐structured interviews with key construction supply chain stakeholders. The semi‐structure interviews are recorded, transcribed and analysed via qualitative data analysis software.

Careful examination of the transcripts reveal that whilst supply chain management practice in construction is limited, key schools of organizational learning are similarly underdeveloped. Findings disclose construction supply chain organizations routinely employ learning strategies that are best described as reactionary and interventionist.

Research was limited to the UK construction industry and represents the assessment and evaluation of construction clients and first‐tier supply chain members working within construction framework agreements. The perspectives of construction SMEs were out with the data set.

Underdeveloped organizational learning practices within supply chains present a significant barrier to the development and diffusion of supply chain management theory and practice in construction. In practical terms, the attainment of competitive advantage and the development of competing supply chain in construction would be extremely limited.

Connecting organizational learning to the development and diffusion of supply chain management has been largely overlooked within the construction management literature. The research makes two notable contributions. First, the adaptation of a pragmatic and holistic organizational learning framework for the appraisal of learning strategies and second an evaluation of organizational learning in construction supply chains.

The purpose of this paper is to provide a better understanding of construction procurement within the supply chain management framework and develop a model for information flow. This paper adheres to the supply chain perspective and integration as theoretical point of departure, typically the role that information plays in a complex network such as construction procurement. The co‐ordination within partners and the integration across partners are critical in effective project management. Sharing information is a key component for tight integration to optimize the chain‐wide performance. It helps produce highest quality, low cost and minimum time to service. The tender offer from the procurer or invitation from a supplier triggers the requirement process. In response to the requirements there has to be an opposite flow of information, termed the fulfilment flow in the model described. The requirement information from a procurer is broken down to the project requirements for various partners in the project. Once the supply chain is identified in the postcontracting phase, information regarding specific tasks, materials, and so on, are communicated to the project partners. Information must be managed to bring in value. The quality of information received, the timeliness of the manner it is received and the costeffectiveness in obtaining the information determine the efficiency of a project partner. Another classification considered is that of the changing role of the partner with regard to information handling, i.e., the project partner as a recipient, decision‐maker and communicator of information. All these factors jointly contribute to increasing efficiency in construction procurement. This framework needs to be explored in future research to define subsequent steps in construction supply chain management, as the challenge is to adapt a totally integrated supply chain.

Inefficiency dilemmas in project governance are caused by various risks arising from the characteristic of construction supply chain projects, such as poor project performance, conflicts between stakeholders and cost overrun. This research aims to establish a fuzzy synthetic evaluation (FSE) model to analyze construction supply chain risk factors. Corresponding risk mitigation strategies are provided to facilitate the improvement performance of ongoing construction supply chain projects.

A literature review is utilized to reveal the deficiencies of construction supply chain risk management. Thus, a total of five hundred (500) questionnaires are distributed to construction professionals, and four hundred and thirty-five (435) questionnaires are recovered to obtain the evaluation data of construction professionals on critical risk factors. Additionally, the FSE is used to analyze and rank the significance of critical risk factors. Finally, this research discusses nine critical risk factors with high weight in the model, and explains the reason for the significance of critical risk factors in the construction supply chain.

The questionnaire results show that the thirty-one (31) identified critical risk factors are verified by related practitioners (government departments, universities and research institutions, owners, construction units, financial institutions, design units, consulting firms). Thirty-one (31) identified critical risk factors are divided into common risks, risks from contractors and risks from owners. The most significant factors in the three categories, respectively, are “political risks,” “owner's unprofessional” approach and “cash flow.” Managing these risks can facilitate the development of the construction supply chain.

This paper expands the research perspective of construction supply chain risk management and complements the risks in the construction supply chain. For practitioners, the research result provides some corresponding measures to deal with these risks. For researchers, the research result provides the direction of construction supply chain risk treatment.

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.

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.

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.

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.

The results show that SCP can aid construction project management in handling on-site problems earlier in the project process.

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.