How distributed construction reshapes production systems: defining a hybrid delivery model

The construction industry continues to struggle with productivity and coordination despite ongoing advances in methods and technology. While Lean Construction has improved workflow reliability within individual projects, most efforts remain project-specific and do not address how production is organized across projects. This paper focuses on this gap by examining how construction production systems can be structured more effectively. The study develops a conceptual framework for Distributed Construction (DC), defined as a production approach that combines centralized coordination with distributed execution. Drawing on Lean production theory and industry-informed insights, the framework outlines key system components, including production nodes, coordination logic, and material preparation processes. The results suggest that shifting preparation and sequencing activities upstream can improve workflow stability at construction sites, reduce fragmentation, and support learning across multiple projects. Rather than relying on large, centralized factories, DC enables a flexible network of coordinated production environments. The main contribution of this paper is to position DC as a production system design problem, extending Lean Construction thinking beyond its traditional focus on project-level coordination. The paper concludes by highlighting areas for future research, particularly the need for empirical validation and systematic evaluation of performance outcomes.