Supply Chain Management and its relationship with ‘Lean’ – case studies and practice in The Netherlands

Supply Chain Management and its relationship with ‘Lean’ – case studies and practice in The Netherlands 150 150 Affordable Capstone Projects Written from Scratch








Module Outline and Reading List





Prof. Stephen Pryke








PME – Supply Chain Management: Outline of Module


Aims/objectives of module:-
To understand in the context of projects and project-driven enterprises:

  • The importance of the study of supply chain management (SCM) to the future viability of construction
  • The concepts associated with SCM as a discipline and how the SCM philosophy differs in an important sense from project management
  • The benefits flowing from the use of SCM or the adoption of a SCM philosophy in the management of projects and programmes
  • The ways in which SCM can be applied in the context of the role of the project manager
  • The views of the detractors and an understanding of how their theoretical position might help in more effective use of SCM in practice


Learning outcomes:-
After taking this module the student should be able to:-

  • Apply SCM theory to a project environment
  • Use SCM to provide improved value to client and stakeholders
  • To use an improved knowledge of the supply chain to understand the logistics associated with project and programme activities and their implications for carbon emissions
  • Use SCM to improve the management and transfer of risk
  • To provide higher levels of knowledge management and innovation through the identification, analysis and management of the supply chain





Session No.1- Stephen Pryke

Introduction to Supply Chain Management


  • What is supply chain management (SCM)?
  • Why SCM?
  • Supply chains and networks?
  • Partnering and SCM
  • Egan Report 1998
  • 4 stages of transition
  • Problems of application to construction


Readings: 24 (Chs. 1&2); 12, 13, 33 & 34




Session No.2 – Stephen Pryke

Risk and Supply Chains

  • SCM definition
  • UK construction context
  • Supply chains and risk
  • Supply relationships
  • Managing risks in a supply chain context


Readings: 24 (Ch .6); others to be advised in session



Session No.3 – Hedley Smyth

Knowledge Management in the Supply Chain

  • Learning and knowledge management
  • Opportunities and constraints for transferring lessons learned
  • The role of management in the supply chain
  • The role of management in the client organisation
  • Application and recommendations

Readings: 29, 30, 31



Session No.4 – Rafaella Broft

Supply Chain Management and its relationship with ‘Lean’ – case studies and practice in The Netherlands

  • Content and readings to be advised



Session No.5 – Stephen Pryke

Supply Chain Management

  • Partnering and supply chain management (SCM)
  • SCM: processes and structures; Value Chains
  • Inter – business construction project supply chains
  • Leverage in supply chains
  • Slough Estates case study
  • Transition from management to SCM
  • Warwick Manufacturing group model for construction supply chains
  • Summary and conclusions


Readings: 24 (Ch. 11) 8, 13, 19, 22 & 29  







  1. Akintoye, A., McIntosh, G. and Fitzgerald, E. (2000) A survey of supply chain collaboration and management in the UK construction industry,European Journal of Purchasing and Supply Management, 6(1), 159-168


  1. Ayers, J.B. (2004) Supply Chain Project Management: a Structured Collaborative and Measurable Approach, CRC Press LLC, Florida, USA


  1. Blanchard, D. (2010) 2nd Ed., Supply Chain Management Best Practice, John Wiley, Hoboken, N.J., USA


  1. Bresnen, M. (2007) Deconstructing partnering in project-based organisation; seven pillars, seven paradoxes and seven deadly sins, International Journal of Project Management, 25(4), 365-374


  1. Briscoe, G. and Dainty, A.R.J. (2005) Construction supply chain integration: An elusive goal?, Supply Chain Management: An International Journal, 10(4), 319-326


  1. Christopher, M. (2016) Logistics and supply chain management, Pearson, UK


  1. Cox, A. (1999) Power, Value and supply chain management, Supply Chain Management, 4(4), 167-175


  1. Cox, A. and Townsend, M. (1998), Strategic Procurement in Construction: Towards Better Practice in the Management of Construction Supply Chains, Thomas Telford Publishing, London


  1. Cox, A. and Ireland, P. (2002) Managing Construction supply chains: a common sense approach, Engineering Construction and Architectural Management, 9(5), 409-418


  1. Cox, A., Ireland, P., Lonsdale, C., Sanderson, J and Watson, G. (2003) Supply Chain Management: A Guide to Best Practice, London, FT Prentice Hall


  1. Franks, J (1998), Building Procurement Systems: A Client’s Guide, 3rdEdition, Addison Wesley Longman Ltd., Harlow, Essex and The Chartered Institute of Builders, Ascot, Berkshire


  1. Green, S.D., Fernie, S. and Weller, S (2005) Making sense of supply chain management: A comparative study of aerospace and construction, Construction Management and Economics, 23, 579-593


  1. Harland, C.M. (1996) “Supply Chain Management: Relationships, Chains and Networks” British Journal of Management, Vol.7, Special issue, S63-80, March 1996


  1. Holti, R., Nicolini, D. and Smalley, M. (2000) Prime Contractor’s Handbook of Supply Chain Management, Tavistock Institute, London


  1. Ireland, P. (2004) Managing appropriately in construction power regimes: Understanding the impact of regularity in project environment, Supply Chain Management, 9(5), 372-382


  1. Kelly, N., Edkins, A.J., Smyth, H.J. and Konstantinou, E. (2013) Reinventing the role of the project manager in mobilising knowledge in construction, International Journal of Managing Projects in Business, 6(4), 654-673.


  1. Ketchen, D.J.and Hult, G.T.M. (2007) Bridging organization theory and supply chain management. The case of best value supply chains. Journal of operations management 25(2), pp.573-580


  1. Lorange, P. & Roos, J. (1993) Strategic Alliances: Formation, Implementation and Evolution, Blackwell Publishers, Oxford, UK


  1. Naim, M. and Barlow, J. (2003) An innovative supply chain strategy for customized housing, Construction Management and Economics, 21, 593-602


  1. New, S. & Westbrook, R. [eds] (2004) Understanding Supply Chains: Concepts, Critique and Futures, Oxford University Press


  1. The Office of Government Commerce (2003) Achieving Excellence Guides, HMSO


  1. Porter, M. (1985), Competitive Advantage: Creating and Sustaining Superior Performance, Collier Macmillan Publishers, London


  1. Pryke, S.D. (2006) Legal issues associated with emergent actor roles in innovative UK procurement: Prime Contracting case study, Journal of Professional Issues in Engineering Education and Practice, American Society of Civil Engineers, Vol.132, No.1


  1. Pryke, S.D. (2009) Construction Supply Chain Management: Concepts and Case Studies, Wiley-Blackwell


  1. Pryke, S.D. (2012) Social Network Analysis inConstruction, Wiley-Blackwell


  1. Sanderson, J. and Cox, A. (2008) The challenges of supply strategy selection in a project environment: Evidence from UK naval shipbuilding, Supply Chain Management: An International Journal, Vol.13 (1), 16-25


  1. Smyth, H.J. (2004) Competencies for Improving Construction Performance: theories and practice for developing capacity, The International Journal of Construction Management, 4(1), 41-56.


  1. Smyth, H.J. (2010) Construction Industry Performance Improvement Programmes: the UK case of Demonstration Projects in the “Continuous Improvement” programme, Construction Management and Economics, 28(3), 255-270.


  1. Stevens, G (1989) “Integrating the supply chain” in International Journal of Physical Distribution and Material Management: 9(8), 3-8


  1. Vrijhoef, R. and Koskela, L. (2000) The four roles of supply chain management in construction, European Journal of Purchasing and Supply Management, 6(3-4), pp. 169-178


  1. Walker, D.H.T. and Rowlinson, S. (2006)Procurement Systems: a cross industry project management perspective, Taylor and Francis, Oxford


  1. Wickramatillake, C.D., Koh, S.C.L., Gunasekaran, A. And  Arunachalam, S. (2007) Measuring performance within the supply chain of a large project, Supply Chain Management: An International Journal, 12(1), 52-59


  1. Williamson, O. E. (2008) Outsourcing transaction cost economics and supply chain management. Journal of supply chain management 2008 Apr 1:44(2):5-16


  1. Womack, J.P. Jones, D.T. and Roos, D. (2007) The Machine that Changed the World: How Lean Production Revolutionized the Global Car Wars, London: Simon and Schuster









Journal of Purchasing & Supply Management

Journal of Supply Chain Management


Task: Fragmentation and adversarial relationships are a feature of construction and engineering projects around the world. Explain how the principles of supply chain management might be applied to help alleviate these problems.


Support your case with reference to published material.  Include case studies if you wish.


You might like to start your readings by looking at Chapter 2 of Pryke (2009), which is Item No. 24 on the reading list above.


Dates:  Assignment issued Tuesday 20th February 2018.  Hand-in due Tuesday 8th May 2018


Supplemental Information: For marking scheme, word count and referencing requirements please refer to the Course Notes.  Your role in dealing with this assignment is to identify relevant published material and discuss and analyse this material, making a case in response the question set. Some of the material published may contain case study material which you may wish to refer to also.  Case study material might be useful but do not construct your discussion around the case study material solely – use it to illustrate the conceptual points that you derive from the literature.


A good academic essay will always cite recent journal articles in addition to some key book-based references.  Use Google Scholar but avoid web-based material unless you are certain of the quality of the source.