TY  - CONF
TI  - Effects of a Preferred Vendor Relationship on an Electrical Component Supplier and Electrical Contractor - A Case Study
C1  - Singapore, Singapore
C3  - 9th Annual Conference of the International Group for Lean Construction
PY  - 2001
AU  - Crutcher, Caren A.
AU  - Walsh, Kenneth D.
AU  - Hershauer, James C.
AU  - Tommelein, Iris D.
AD  - Graduate Research Assistant, Del E. Webb School of Construction, Arizona State University, Tempe, AZ, USA, 85287-0204, 480-965-3615, FAX: 480-965-1769, caren.crutcher@asu.edu
AD  - Associate Professor, Del E. Webb School of Construction, Arizona State University, Tempe, AZ, USA, 85287-0204, 480-965-3615, FAX: 480-965-1769, ken.walsh@asu.edu
AD  - Professor, Department of Management, Arizona State University, Tempe, AZ, USA, 85287-4006, james.hershauer@asu.edu
AD  - Professor, Civil and Environmental Engineering, University of California at Berkeley, 215-A McLaughlin Hall, Berkeley, CA 94720-1712, USA, 510-643-8678, FAX: 510-643-8919, tommelein@ce.berkeley.edu
ED  - Ballard, Glenn
ED  - Chua, David
AB  - Proven supply chain management techniques hold much promise for the further development of construction as an industry, in terms of gaining efficiencies and streamlining processes. Because construction processes rely so heavily on people working together, examining new ways that participants on a project communicate and form relationships is vital to the advancement of the construction industry. 

This paper focuses on a case study that explores the effects of a strategic partnership directly observed in practice. This partnership evolved to support an alliance formed between a major owner/client, a general contractor, a mechanical contractor and an electrical contractor. The partnership is a preferred vendor relationship between the electrical contractor and an electrical component supplier. In this sense, the partnership on which the case focuses is one tier removed from the alliance, from a supply chain perspective. 

The implementation of this strategic partnership involved restructuring the process for procuring non-engineered, commodity type electrical components. This restructuring resulted in marked increases in productivity, reduction of inventory, and in efficiencies gained in material handling.
KW  - Supply chain management
KW  - construction supply chain
KW  - strategic partnering
KW  - inventory management
KW  - electrical contractor
KW  - distributor.
PB  - 
T2  - 9th Annual Conference of the International Group for Lean Construction
DA  - 2001/08/06
CY  - Singapore, Singapore
L1  - http://iglc.net/Papers/Details/136/pdf
L2  - http://iglc.net/Papers/Details/136
N1  - Export Date: 25 April 2024
DB  - IGLC.net
DP  - IGLC
LA  - English
ER  -