Modeling Supply Chain Integration in an Integrated Project Delivery System

Harrison A Mesa,Luis F Alarcón,Keith R Molenaar

doi:10.3390/su12125092

Abstract

The supply chain relationship is an essential factor in the performance of Integrated Project Delivery (IPD). The IPD system encourages the early involvement of key participants in the design stage. Consequently, this early involvement requires a new configuration of the supply chain relationship in the IPD system. However, there is a lack of knowledge in understanding the performance of the supply chain relationship in the IPD system. To fill this gap, we applied a simulation model, Virtual Design Team (VDT), to explore the dynamics of the supply chain integration in terms of project organization and project delivery process in design. This study presents a conceptual and qualitative analysis of the VDT model applied in two IPD projects. The results explored different behaviors of integration at inter-organizational and project levels throughout project organization, contractual and technological mechanisms of coordination. The project organization characteristics influence the performance of the construction supply chain.

Highlights

The popularity of Integrated Project Delivery (IPD) in the construction industry has grown significantly in recent years
This study addresses the following research question: How does supply chain integration work in the early stages of an IPD project? To understand the dynamics of the supply chain integration in the IPD system, we will focus on analyzing the interaction between the IPD organizational structure and the project delivery process
This study presents a Virtual Design Team (VDT) conceptual model for studying the performance of the construction supply chain in an IPD system

Summary

Introduction

The popularity of Integrated Project Delivery (IPD) in the construction industry has grown significantly in recent years. One of the IPD principles is the early involvement of the constructor and some key subcontractors with the owner, the architect, and key consultants in the early stages of design [4,5,6,7] This IPD principle supposes a significant change in the way key participants are organized and how they work in the project delivery process. According to Mesa et al [1], the IPD system encourages greater integration of supply chain relationships than design-bid-build (DBB), construction management at risk (CMR), and design-build (DB) systems This is because IPD more positively impacts communication, alignment of interests and objectives, trust, gain/pain sharing, and teamwork among key participants.

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Discussion

Conclusion