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supply chain management

Market engagement, supplier analysis, market monitoring.

Quant and Measur provide a holistic perspective and a view of organisations as parts of a process. This requires the ability to look beyond organisational boundaries, and a recognition of the interdependence of organisations.

Managing the supply chain involves understanding the breakdown and traceability of products and services, organisations, logistics, people, activities, information and resources that transform raw materials into a finished product that is fit for its purpose.

Buildings are becoming increasingly complex, and require more design input by specialist suppliers. At the same time there is increasing fragmentation of the industry as can be seen from the growth of specialist suppliers/contractors, the proliferation of products and the fragmentation of design and control activities.

The supply chain is relatively unstable, and the industry is project-based with defined start and end points, and a traditional separation between design and construction. Demand is treated as a series of competitively tendered prototypes constructed by temporary coalitions. This all has an impact on organisational relationships.

Project relationships are short term and have defined start and end points, they are usually informal/ad-hoc and focused on the project not the business. Relationships between competencies vary from project to project. The resulting lack of continuity prevents the innovation and improvement of process as well as the development of more complex relationships. The client may also have an impact on the procurement route and choice of strategic suppliers.

On large or complex projects, responsibility and performance generally cascades down the supply chain to a plethora of suppliers sometimes unknown at the top of the chain. The first and second tier of the supply chain may sign up to fairly onerous agreements but as the chain develops, so the contractual liabilities decrease until suppliers at the end of the chain are often not locked in at all.

Changing the perspective from delivery of a ‘project’ to the process of ‘project delivery’ requires the building of long-term relationships (formal and informal), partnering, and alliancing.