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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 objective of this study is to investigate how country risk, different political actions from the government and bureaucratic behavior influence the activities in industry supply chains (SCs) in emerging markets. The main objective of this study is to investigate the influence of these external stakeholders’ elements to the demand-side and supply-side drivers and barriers for improving competitiveness of Ready-Made Garment (RMG) industry in the way of analyzing supply chain. Considering the phenomenon of recent change in the RMG business environment and the competitiveness issues this study uses the principles of stakeholder and resource dependence theory and aims to find out some factors which influence to make an efficient supply chain for improving competitiveness. The RMG industry of Bangladesh is the case application of this study. Following a positivist paradigm, this study adopts a two phase sequential mixed-method research design consisting of qualitative and quantitative approaches. A tentative research model is developed first based on extensive literature review. Qualitative field study is then carried out to fine tune the initial research model. Findings from the qualitative method are also used to develop measures and instruments for the next phase of quantitative method. A survey is carried out with sample of top and middle level executives of different garment companies of Dhaka city in Bangladesh and the collected quantitative data are analyzed by partial least square-based structural equation modeling. The findings support eight hypotheses. From the analysis the external stakeholders’ elements like bureaucratic behavior and country risk have significant influence to the barriers. From the internal stakeholders’ point of view the manufacturers’ and buyers’ drivers have significant influence on the competitiveness. Therefore, stakeholders need to take proper action to reduce the barriers and increase the drivers, as the drivers have positive influence to improve competitiveness.

This study has both theoretical and practical contributions. This study represents an important contribution to the theory by integrating two theoretical perceptions to identify factors of the RMG industry’s SC that affect the competitiveness of the RMG industry. This research study contributes to the understanding of both external and internal stakeholders of national and international perspectives in the RMG (textile and clothing) business. It combines the insights of stakeholder and resource dependence theories along with the concept of the SC in improving effectiveness. In a practical sense, this study certainly contributes to the Bangladeshi RMG industry. In accordance with the desire of the RMG manufacturers, the research has shown that some influential constructs of the RMG industry’s SC affect the competitiveness of the RMG industry. The outcome of the study is useful for various stakeholders of the Bangladeshi RMG industry sector ranging from the government to various private organizations. The applications of this study are extendable through further adaptation in other industries and various geographic contexts.

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 purpose of this paper is to develop and empirically assess a comprehensive operations and supply chain management (SCM) model. The theorized model incorporates supply chain market orientation, Just-in-Time (JIT) and Total Quality Management (TQM) as antecedents and agile production (AP) and green SCM (GSCM) practices as consequences.

Data from a sample of 136 US manufacturing managers were collected via an on-line survey firm. A partial least squares structural equation modeling is used to assess the efficacy of the theorized model.

Generally, market orientation supports the implementation of JIT and TQM, JIT and TQM support implementation of SCM, SCM supports implementation of AP and green supply chain management practices (GSCMP) and AP and GSCMP positively impact organizational performance.

The model tested reflects the synergy created though the implementation of management improvement programs that support the six strategic imperatives of customer focus, efficiency, effectiveness, integration with supply chain partners, responsiveness, and environmental sustainability and the effects of those programs on the marketing and financial performance of manufacturing organizations.

The theorized model and results provide practicing managers with a blueprint for the systematic implementation of the improvement programs.

A comprehensive operations and SCM model is proposed and empirically assessed. The results of this investigation support the proposition that market orientation, JIT, TQM, SCM, AP and GSCMPs combine to positively affect organizational performance. The central role of the SCM construct is emphasized.

The aim of this study is to develop a framework for measuring of service supply chain (SSC) maturity process.

The main framework of the SSC maturity was developed by reviewing the concepts and models of SSC, business excellence, maturity and supply chain performance evaluation. Then, the maturity level of each excellence criterion was defined in the proposed model by using the excellence criteria for SSC and the concept of Plan, Do, Check and Act (PDCA) cycle in combination with the process survey tools maturity model. Based on the excellence criteria and their maturity levels, a questionnaire was designed to practically measure the proposed framework.

The concepts and features of maturity levels defined for each of the excellence criteria were used to implement and operationalize the proposed framework and evaluate the SSC processes.

Through the assessment of the existing status of SSC processes, the findings allow managers to reach a better understanding of the strengths and weaknesses of such processes. Then, some opportunities are provided for improving each excellence criterion to enhance the performance of each process.

In fact, this study provides guidelines for organizations to measure their progress and performance and improve their management systems. The main advantages of the proposed SSC measurement framework include self-assessment facilitation, calculation of criteria scores and development of uses. The proposed model, like quality and productivity awards, can pave the way for increased competitiveness of the service industry.

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 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.

To understand the football industry in its entirety, a supply chain management (SCM) approach is necessary. This includes the study of suppliers, consumers and their collaborations. The purpose of this study was to present a business management model based on supply chain management.

Data were collected through in-depth interviews with 12 academic and executive football experts. After three steps of open, axial and selective coding based on grounded theory with a paradigmatic approach, the data were analysed, and a football supply chain management (FSCM) was developed. The proposed model includes three managerial components: upstream suppliers, the manufacturing firm, and downstream customers.

The football industry sector has three parts: upstream suppliers, manufacturing firm/football clubs and downstream customers. We proposed seven parts for the managerial processes of football supply chain management: event/match management, club management, resource and infrastructure management, customer relationship management, supplier relationship management, cash flow management and knowledge and information flow management. This model can be used for configuration, coordination and redesign of business operations as well as the development of models for evaluation of the football supply chain's performance.

The proposed model of a football supply chain management, with the existing literature and theoretical review, created a synergistic outcome. This synergy is presented in the linkage of the players in this chain and interactions between them. This view can improve the management of industry productivity and improve the products quality.

The purpose of this paper is to understand the concept of supply chain capital, which is formed through managing knowledge in supply chains on a long‐term basis.

The development of a conceptual model describing supply chain capital is achieved through extensive literature review, past research carried out by the authors, and past experiences of the authors within the construction industry.

The paper develops a conceptual model that provides a link between construction organisations and their learning activities as part of a project supply chain, resulting in creation of a learning organisation and a learning supply chain. The model shows that the learning supply chains consist of learning organisations which would create supply chain capital in order to promote innovation and creativity by managing knowledge in supply chains on a long‐term basis.

In addition to the establishment of the model, the paper suggests that the learning organisations would also establish a virtual knowledge transfer among themselves and the supply chains in which they are involved. The paper also suggests that, as unit of competition changes from organisation verses organisation to chain verses chain under supply chain management, supply chain capital will become increasingly important for sustaining competition within the construction industry. Therefore, supply chain capitals are to be created through managing knowledge in supply chains on a long‐term basis, using the proposed conceptual model. The model also facilitates innovation and creativity, essentially required to thrive in the downturned business environment of today in many countries in different parts of the world.

The paper's authors are the first to come up with the term “supply chain capital” in the research domain and to have developed the conceptual model for the construction industry.

This paper aims to explore the utility of the manufacturing biased supply chain operations reference (SCOR) tool in services and develops a reference model for use in service organisations.

Services are considered as supply chain processes that are balanced around the capacity of the firm through the upstream sourcing processes. Empirical research is undertaken to model the design, creation and delivery processes of a management consultancy as a supply chain and to identify the potential application and benefits of the tool in a service context.

The developed model conceptualises the capacity of service firms as a resource inventory to build a service offering. This inventory‐capacity duality that describes a service firm's capabilities is applicable across a wide spectrum of the service sector. Six major processes for the design and management of service supply chains are identified: plan, source, develop, adapt, operate, and recover.

The reference framework that is developed is a proposition of how management in service supply chains could be standardised. Recommendations for future work are outlined so that an expansive reference tool can be developed to bridge the gap in service supply chain benchmarking and optimisation.

The developed process reference model can improve the overall performance of service provision systems through synchronised and well‐coordinated integration of the different supporting services into supply chains.

The paper develops an original reference architecture for business services processes, which can be used to improve the overall performance of services design and delivery.