Client‐led strategies for construction supply chain improvement

Abstract

Recent research into the UK construction industry has identified various drivers for change and prominent among these is the need for better client leadership. The aim of this research was to examine the role of the client in securing a greater degree of supply chain integration. It used three diverse case studies to examine the association between clients, the environmental factors that affect their businesses, the procurement decisions made and the level of supply chain integration that can be achieved. The results of this research provide independent empirical support for some of the recommendations of the recently released Accelerating Change report and some practical amplification. Clients are shown to be key drivers of performance improvement and innovation and are the most significant factor in achieving integration in the supply chain.