Construction is a project-based industry and construction supply chains generally work with a unique product in every project. Commonly, project organizations are reconfigured for each project. This means that construction supply chains are characterised by various practices and disjointed relationships, with the result that construction supply chain actors generally have transient relationships rather than long term risk sharing partnerships. A consequence of this is the lack of trust between construction clients, designers, main contractors and suppliers. Because the construction supply chain works as a disparate collection of separate organisations rather than as a unified team, the supply chain suffers from lack of integration. Knowledge flow in construction supply chains are hindered due to the reasons such as inadequate adaptation to collaborative procurement type projects, inadequate collaboration between the downstream and upstream supply chain, lack of interoperability of the design tools, lack of well structured SCM process and lack of well developed knowledge management applications. These characteristics of the construction supply chains are the main reasons for its low efficiency and productivity in project delivery. There is a need for the development of appropriate systems to ensure the effective diffusion of knowledge such that each actor of the supply chain adds value to the project delivery process. This is expected to result in the creation of knowledge chains in construction. It is believed that construction supply chain management (SCM), when integrated with knowledge management (KM), can successfully address the major problems of the industry The main aim of this research was to develop a framework to transform construction supply chains into knowledge chains . To reach this aim, the research first provided an overview of practices and issues in SCM across a range of industry sectors including construction, aerospace, and automotive industries. It discusses research and developments in the field of SCM and KM in construction industry, the key SCM issues with a knowledge flow focus, and the best practices from other industries to improve the construction supply chains. Furthermore, the results of the company specific and project specific case studies conducted in aerospace and construction industry supply chains are presented. These results include the key SC problems, key issues related to knowledge flow and the presentation of knowledge requirements of each supply chain actor. Following the data analysis process, a framework to transform the construction supply chain into a knowledge chain taking full cognisance of both the technical and social aspects of KM was presented. The main purpose of the knowledge chain framework was to enable construction bid managers/project managers to plan and manage the project knowledge flow in the supply chain and organise activities, meetings and tasks to improve SCM and KM throughout the supply chain in an integrated procurement type (PFI) project life cycle. The knowledge chain framework was intended to depict the knowledge flow in the construction supply chain specifically, and to offer guidance for specific business processes to transform the supply chains into knowledge chains. Finally, this research focused on the evaluation of the framework through industry practitioners and researchers. An evaluation of the Framework was conducted via workshop followed by a questionnaire comprising industry experts. The findings indicated that adoption of the Framework in construction project lifecycle could contribute towards more efficient and effective management of knowledge flow, standardisation and integration of SCM and KM processes, better coordination and integration of the SC, improved consistency and visibility of the processes, and successful delivery of strategic projects. The overall research process contributed the construction research in many perspectives such as introduction of knowledge chain concept for construction supply chains; comparative analysis of the SCM practices in different industry sectors, identification of best practices for construction supply chains, better demonstration of the maturity level and critical factors of the SCM within the construction industry, demonstration of the KC framework which integrates the supply chain process and knowledge sharing within a single framework which covers all the recent trends in the construction industry like collaborative procurement route projects, creation of better integrated SCs, applications like off site construction and BIM where all supply chain management and knowledge management should take place.

Wiss. Hochsch. für Unternehmensführung, Diss.--Vallendar, 2006.

Universiẗat, Diss.--Erlangen-Nürnberg, 2006.

Zugl.: Köln, Universiẗat, Diss., 2005.

Highway clients are increasingly concerned with the environmental consequences and sustainability implications of their highway maintenance service. This is because the service consumes a significant amount of natural resources, is financial and energy-intensive and is a large Greenhouse gas (GHG) emitter responsible for global warming and climate change. This has placed the highway maintenance sector, including its supply chain under increasing pressure to deliver well-maintained low-carbon maintenance service, whilst addressing its climate change impacts. The highway stakeholders increasing focus on carbon footprinting is a direct response to the legal obligation presented by the enactment of the UK s Climate Change Act (2008) and the Carbon Reduction Commitments. Investment decisions on highway infrastructure must now account for carbon and financial costs in a balanced manner. Highway clients now require their supply chains to demonstrate the capacity to reduce both direct and indirect carbon, and provide carbon footprint information relating to the work done or being tendered for. This is driving the sector to re-think its business operations within environmental, economic and social limits, which inherently presents risks and opportunities poorly understood by the stakeholders. It requires an in-depth understanding of the business operations, inputs and outputs. These business requirements are compounded given the lack of an agreed industrial methodology standard focusing on carbon footprinting, the knowledge and skill gaps, system boundary definitions, credible industrial data and their collection approach. The aim of this study is to develop a project-focused and process-based carbon footprinting methodology that includes a decision-support and carbon management tool to assist carbon management decision-making in highway maintenance planning and operation. This study then explored how the PAS2050 protocol can enhance the highway maintenance service delivery carbon footprinting and identify opportunities for reduction. It briefly reviews carbon emissions performance and the UK s highway maintenance sector, and developed a methodological framework that includes a carbon evaluation tool (the sponsor s business focus tool) based on the PAS2050 protocol. The framework developed is specific to highway maintenance planning and operation. It offers a carbon Life Cycle Assessment (LCA) tool that can identify emission hotspots across the process value chain, and inform a carbon reduction hierarchy. The implementation of the PAS2050-compliant methodology framework and the carbon evaluation tool for core highway maintenance processes (for example, pavement resurfacing, pavement marking, bulk lamp replacement and grass cutting), in addition to carbon footprinting across different site locations (urban, semi-urban and rural) are presented. The results indicate that materials production and their delivery to site (embodied carbon) are areas of carbon hotspots. This represents an important decision point for highway designers, managers and maintainers in order to deliver low-carbon service. These carbon hotspots suggest a less energy-intensive or green materials manufacturing process, responsible sourcing, use of recycled and secondary materials sourced locally (closer to sites) and delivered in bulk. The step-by-step carbon footprinting approach presented in this study is unique. It can be used by other sectors within the built environment as a pragmatic means of identifying and prioritising areas of potential carbon reduction through informed decision-making.

Univ., Diss--Marburg, 2007.

Zugl.: Potsdam, Universiẗat, Diss., 2008.

Ces dernière années l' « innovation » est au cœur de la stratégie de l'entreprise, elle est également attiré l'attention des chercheurs. En sciences de Gestion, les chercheurs étudient non seulement sur les innovations technologiques, mais aussi les innovations organisationnelles et managériales. Cette thèse étudie ces trois types d'innovation dans le cadre d'un projet innovant de la Supply Chain. Elle s'intéresse au processus de la diffusion d'innovation au sein de la Supply Chain, ainsi que l'appropriation par les acteurs des principaux éléments de ce processus. L'objectif est de vérifier les étapes de diffusion d'un projet innovant et d'analyser l'appropriation par les acteurs au niveau de la direction, de la division et de l'opérationnel d'un grand groupe industriel. Après avoir effectué l'examen des revues de littérature sur les théories d'innovation, de Supply Chain Management ainsi sur le Management du projet, un modèle conceptuel est établi. Par la suite, une recherche exploratoire qualitative est menée au sein du Groupe Schneider Electrics. Les données ont été collectées grâce à trois moyens : les entretiens individuels, l'observation et la participation au terrain et les documents internes de l'entreprise. Les données obtenues sont analysées par le technique de codage sur la base de grille thématique. Les résultats confirment que les innovations dans le Supply Chain Management incluent l'innovation organisationnelle et l'innovation managériale mais pourraient aussi contribuer à l'innovation technologique. Un projet innovant se diffuse en 5 étapes : i) Identification des problèmes, ii) Mise en relation problèmes / projet innovant, iii) Lancement du projet, iv) Déroulement du projet et v) Clôture du projet. Les analyses montrent également les acteurs s'approprient plus ou moins ; et différemment les principaux éléments de ce processus : la valeur du projet, les actions d'accompagnements, les outils spécifiques au projet ; etc. Dans cette thèse, le modèle de la diffusion d'un projet innovant est validé, les contributions et les perspectives sont ainsi proposées à la fin. / Recently, "innovation" has become the core strategy of the enterprises; it also attracted attentions by researchers. In Management Science, The research of innovation is not only confined to technological innovations but also including organizational and managerial innovation. This thesis examines three types of innovations within a framework of a supply chain, which includes innovation project, the process of diffusion of innovation concerning the supply chain, and the ownership of the actors on the main elements in the process. The research objective of this thesis is to verify the steps of diffusion to an innovative project and analyze the absorbing level of the actors within an innovation project, with the actors including the top management level, the division level and operation level in a big industrial group. A conceptual model has been established on the basis of literature review on the theories of innovation, supply chain management and project management. Subsequently, an exploratory qualitative study is conducted in Schneider Electric. The data was collected through three approaches: individual interviews, field survey and internal documentations. Then, the quantitative content analysis including the coding technique is used to deal with the data obtained. The results provide that the supply chain management innovations is not only including organizational innovation and managerial innovation, but may also contribute to technological innovation. The diffusion of an innovative project involves five steps: i) Identification of problems, ii) Matching problems / innovative project, iii) Launching of the project, iv) Execution of the project, and v) Closing of the project. The analysis also shows different absorbing level from the actors on the mains elements of this process. In this thesis, the model of diffusion of innovation project has been validated; the contributions and perspectives have been thus proposed.

Universiẗat, Diss u.d.T.: Erdmann, Mark-Ken: Supply chain performance measurement unter besonderer Berücksichtigung des Balanced-scorecard-Ansatzes--Zugl.: Dortmund, 2002. / Literaturverz. S. [297]-360.

Ces dernière années l' " innovation " est au cœur de la stratégie de l'entreprise, elle est également attiré l'attention des chercheurs. En sciences de Gestion, les chercheurs étudient non seulement sur les innovations technologiques, mais aussi les innovations organisationnelles et managériales. Cette thèse étudie ces trois types d'innovation dans le cadre d'un projet innovant de la Supply Chain. Elle s'intéresse au processus de la diffusion d'innovation au sein de la Supply Chain, ainsi que l'appropriation par les acteurs des principaux éléments de ce processus. L'objectif est de vérifier les étapes de diffusion d'un projet innovant et d'analyser l'appropriation par les acteurs au niveau de la direction, de la division et de l'opérationnel d'un grand groupe industriel. Après avoir effectué l'examen des revues de littérature sur les théories d'innovation, de Supply Chain Management ainsi sur le Management du projet, un modèle conceptuel est établi. Par la suite, une recherche exploratoire qualitative est menée au sein du Groupe Schneider Electrics. Les données ont été collectées grâce à trois moyens : les entretiens individuels, l'observation et la participation au terrain et les documents internes de l'entreprise. Les données obtenues sont analysées par le technique de codage sur la base de grille thématique. Les résultats confirment que les innovations dans le Supply Chain Management incluent l'innovation organisationnelle et l'innovation managériale mais pourraient aussi contribuer à l'innovation technologique. Un projet innovant se diffuse en 5 étapes : i) Identification des problèmes, ii) Mise en relation problèmes / projet innovant, iii) Lancement du projet, iv) Déroulement du projet et v) Clôture du projet. Les analyses montrent également les acteurs s'approprient plus ou moins ; et différemment les principaux éléments de ce processus : la valeur du projet, les actions d'accompagnements, les outils spécifiques au projet ; etc. Dans cette thèse, le modèle de la diffusion d'un projet innovant est validé, les contributions et les perspectives sont ainsi proposées à la fin.