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Conference Paper: Achieving whole-life value: The challenges of service-led construction
Title | Achieving whole-life value: The challenges of service-led construction |
---|---|
Authors | |
Keywords | Construction Firm Service-Led Whole-Life Value |
Issue Date | 2010 |
Citation | Association Of Researchers In Construction Management, Arcom 2010 - Proceedings Of The 26Th Annual Conference, 2010, p. 1069-1078 How to Cite? |
Abstract | Major construction clients are increasingly looking to procure built facilities on the basis of added value, rather than capital cost. Recent advances in the procurement of construction projects have emphasized a whole-life value approach to meeting the client's objectives, with strategies put in place to encourage long-term commitment and through-life service provision. Construction firms are therefore increasingly required to take on responsibility for the operation and maintenance of the construction project on the client's behalf - with the emphasis on value and service. This inevitably throws up a host of challenges, not the least of which is the need for construction firms to manage and accommodate the new emphasis on service. Indeed, these 'service-led' projects represent a new realm of construction projects where the rationale for the project is driven by client's objectives with some aspect of service provision. This vision of downstream service delivery increases the number of stakeholders, adds to project complexity and challenges deeply-ingrained working practices. Ultimately it presents a major challenge for the construction sector. This paper sets out to unravel some of the many implications that this change brings with it. It draws upon ongoing research investigating how construction firms can adapt to a more service-orientated built environment and add value in project-based environments. The conclusions lay bare the challenges that firms face when trying to compete on the basis of added-value and service delivery. In particular, how it affects deeply-ingrained working practices and established relationships in the sector. |
Persistent Identifier | http://hdl.handle.net/10722/169128 |
References |
DC Field | Value | Language |
---|---|---|
dc.contributor.author | Haroglu, H | en_US |
dc.contributor.author | Leiringer, R | en_US |
dc.date.accessioned | 2012-10-08T03:44:47Z | - |
dc.date.available | 2012-10-08T03:44:47Z | - |
dc.date.issued | 2010 | en_US |
dc.identifier.citation | Association Of Researchers In Construction Management, Arcom 2010 - Proceedings Of The 26Th Annual Conference, 2010, p. 1069-1078 | en_US |
dc.identifier.uri | http://hdl.handle.net/10722/169128 | - |
dc.description.abstract | Major construction clients are increasingly looking to procure built facilities on the basis of added value, rather than capital cost. Recent advances in the procurement of construction projects have emphasized a whole-life value approach to meeting the client's objectives, with strategies put in place to encourage long-term commitment and through-life service provision. Construction firms are therefore increasingly required to take on responsibility for the operation and maintenance of the construction project on the client's behalf - with the emphasis on value and service. This inevitably throws up a host of challenges, not the least of which is the need for construction firms to manage and accommodate the new emphasis on service. Indeed, these 'service-led' projects represent a new realm of construction projects where the rationale for the project is driven by client's objectives with some aspect of service provision. This vision of downstream service delivery increases the number of stakeholders, adds to project complexity and challenges deeply-ingrained working practices. Ultimately it presents a major challenge for the construction sector. This paper sets out to unravel some of the many implications that this change brings with it. It draws upon ongoing research investigating how construction firms can adapt to a more service-orientated built environment and add value in project-based environments. The conclusions lay bare the challenges that firms face when trying to compete on the basis of added-value and service delivery. In particular, how it affects deeply-ingrained working practices and established relationships in the sector. | en_US |
dc.language | eng | en_US |
dc.relation.ispartof | Association of Researchers in Construction Management, ARCOM 2010 - Proceedings of the 26th Annual Conference | en_US |
dc.subject | Construction Firm | en_US |
dc.subject | Service-Led | en_US |
dc.subject | Whole-Life Value | en_US |
dc.title | Achieving whole-life value: The challenges of service-led construction | en_US |
dc.type | Conference_Paper | en_US |
dc.identifier.email | Leiringer, R:roine.leiringer@chalmers.se | en_US |
dc.identifier.authority | Leiringer, R=rp01592 | en_US |
dc.description.nature | link_to_subscribed_fulltext | en_US |
dc.identifier.scopus | eid_2-s2.0-84861047549 | en_US |
dc.relation.references | http://www.scopus.com/mlt/select.url?eid=2-s2.0-84861047549&selection=ref&src=s&origin=recordpage | en_US |
dc.identifier.spage | 1069 | en_US |
dc.identifier.epage | 1078 | en_US |
dc.identifier.scopusauthorid | Haroglu, H=35195836900 | en_US |
dc.identifier.scopusauthorid | Leiringer, R=12753583200 | en_US |