Abstract
Recently, in China, the issue of poor quality construction has drawn much public attention. This problem is related not only to poor quality control on the part of the construction firm, but also to the use of inadequate materials and inexperienced subcontractors, that is, to poor quality assurance in the construction supply chain. The purpose of this article is to examine supply chain quality management (SCQM) in the construction industry. Using a case-study approach, this research focuses on a Chinese medium-sized private enterprise in order to determine the most efficient way to conduct a high-quality project when collaborating with material suppliers and subcontractors. To this end, we replicate and extend the SCQM practices to help develop a more refined SCQM conceptual model relevant to the construction industry. Based on the different perspectives of managers and engineers, two frameworks are presented to illustrate (1) the correlation between SCQM and purchasing function (PF), and (2) how to work with material suppliers and subcontractors; the proposed models also show how these aspects will influence and control the quality of projects. Although constrained by the limitations inherent in case-study methodology, this article consolidates the work in one particular area of supply chain management. It also succeeds in meeting two core challenges, namely to explicate the interaction between SCQM and PF, and to provide guidance to construction firms on how to deal with SCQM issues with material suppliers and subcontractors.
Highlights
In recent years, the construction industry in China has undergone rapid development and continuous expansion
By illustrating the current complex supply chain quality management (SCQM) in the Chinese construction industry, this study aims to improve understanding of how quality management (QM) in the purchasing function (PF) can affect the performance of the construction supply chain (SC)
Top managers will organize relevant departments to evaluate Internal inspectors, top manager, project manager and chief engineer will coordinate with thirdthe suppliers according to their performance in each part of party inspector to do the comprehensive evaluation of the subcontractor based on the the construction activities
Summary
The construction industry in China has undergone rapid development and continuous expansion. According to data from the China Statistical Yearbook, in 2016, construction amounted to 6.7% of the country’s GDP, and there were 83,017 construction enterprises, compared to 12,585 30 years previously. Within the same 30year period, the gross output value of construction had increased by approximately 200 times, to reach 19,356.68 billion yuan. The continuous growth of output indicates that the Chinese construction industry will remain robust in the long run. Chen and Luo[1] point out that some construction firms succumb to the temptation of increased profit by ignoring crucial aspects of quality management (QM), for example, by hiring unqualified workers, and by tolerating an imperfect organization structure and inappropriate management. On 16 November 2016, a working platform collapsed during
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