Reorganization of sub-contractor management practices in alliance contracts

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aut.conference.typePaper Published in Proceedings
aut.relation.endpage195
aut.relation.pages9
aut.relation.startpage187
aut.researcherRotimi, James Olabode Bamidele
dc.contributor.authorVilasini, N
dc.contributor.authorNeitzert, T
dc.contributor.authorRotimi, J.O.B.
dc.contributor.authorWindapo, A
dc.contributor.editorMichell, K
dc.contributor.editorBowen, P
dc.contributor.editorCattrell, K
dc.date.accessioned2013-11-14T02:22:39Z
dc.date.available2013-11-14T02:22:39Z
dc.date.copyright2012
dc.date.issued2012
dc.description.abstractProject alliancing involves the collaboration of owners and non-owner participants (designer, contractors, and suppliers) to deliver projects, with all participants sharing the responsibility for project risks in achieving project objectives. But in real practice, it fails to create a true alliance environment since only part of the value chain (owner, designer, main contractor) is considered for integration. Consequently, sub-contractors are not within the alliance and alliance members are not interested in improvements in sub-contractors’ processes. Therefore this research identifies and recommends changes in the alliance process so that critical sub-contracting processes can be integrated into the main alliance project. To achieve this objective the research follows a comparative study approach. Information obtained from the review of literature is used to identify current subcontractor management practices and best practices for sub-contractor integration in alliances. Case study of an alliance project was used to identify certain failure factors in sub-contractor management practices in an alliance environment. From these findings, the study proposes a framework to improve sub-contractor management practices in alliance by using lean supply principles. It is concluded that sub-contractor management practices in real alliance lies between traditional supply and lean supply systems and integration of sub-contractor to the alliance will change the win-loss behaviour.
dc.identifier.citationPublished in: Joint CIB W070, W092 & TG72 International Conference on Facilities Management, Procurement Systems and Public Private Partnership - Delivering Value to the Community, pp.187 - 195 (9).
dc.identifier.isbn978-0-620-50759-2
dc.identifier.urihttps://hdl.handle.net/10292/5868
dc.publisherEmerald
dc.relation.urihttp://www.emeraldinsight.com/products/journals/news_story.htm?id=3454&&nolog=89928
dc.rightsThis article is (c) Emerald Group Publishing and permission has been granted for this version to appear here. Emerald does not grant permission for this article to be further copied/distributed or hosted elsewhere without the express permission from Emerald Group Publishing Limited.
dc.rights.accessrightsOpenAccess
dc.subjectAlliance
dc.subjectSub-contractor Management Practices
dc.subjectSub-alliance
dc.subjectLean Supply
dc.subjectAlliance
dc.subjectSub-contractor management practices
dc.subjectSub-alliance
dc.subjectLean supply
dc.titleReorganization of sub-contractor management practices in alliance contracts
dc.typeConference Contribution
pubs.elements-id96397
pubs.organisational-data/AUT
pubs.organisational-data/AUT/Design & Creative Technologies
pubs.organisational-data/AUT/Design & Creative Technologies/School of Engineering
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