In this paper, construction material supplier and construction site performance are assessed according to the supply chain operations reference (SCOR) model. Current applicable literature focuses mainly on assessing the main contractor’s ability to construct a building according to customer requirements, i.e. construction performance. Omitting supplier performance when evaluating construction performance reduces the ability to improve the construction supply chain, as reasons for cost and time overruns and quality deficiencies will often be overlooked. In this paper, the SCOR metrics perfect order fulfilment (POF), source cycle time (SCT) and cost to source(CS) are measured to assess construction supplier reliability and construction site responsiveness. The values for POF, SCT and CS are measured to be 38%, 134 min and EUR 249, respectively. The practical implications are summarised in five improvement suggestions concerning communication, predefined material allocation, supplier performance assessment, delivery verification and notification and use of the SCOR model.

Purpose

The purpose of this paper is to improve construction logistics by introducing an adapted version of the SCOR (Supply Chain Operations and Reference) model. Sub-processes and metrics related to the Deliver and Source processes in the SCOR model that are in need of changes to adapt SCOR to the construction industry settings are identified.

Design/methodology/approach

By observing the Deliver and Source processes and metrics in the SCOR model at a construction site, suggestions for important changes that need to be made to the SCOR model are given. This is done by using case study as a research method for theory building.

Findings

Findings from the case study result in proposals for new Deliver and Source  sub-processes, changes in current sub-processes and new metrics. These changes constitute the first version of the Builder’s SCOR model (BSCOR).

Research limitations/implications

This paper presents the work of finding important changes related to the main processes Deliver (delivery of materials from supplier to site) and Source (receiving materials at site) in the SCOR model. Future work will consider important changes related to the main processes Make, Deliver (from site to customer), Plan and Return.

Originality/value

This paper analyses which parts of the SCOR model that need (or not need) to be adapted to embrace construction industry settings, resulting in a draft of a model based on the SCOR model that comprehends construction industry settings. Accordingly, this can lead to a better adaption of the processes and metrics to map, control, and coordinate the supply chain which can result in an increased profit for construction companies.

Supply chain planning (SCP) can be a facilitator for involving supply chain members in improving operations. Lack of integrating supply chain members has been argued to cause a lack of communication and low productivity. The  purpose is to develop an organisation and process for SCP in construction, which is done via a focus group study with participants from key supply chain  members. The contributions include a suggestion of how to organise SCP in construction, containing inputs, outcomes, process descriptions, meetings, etc. The main outcome of the SCP process is a balanced material delivery schedule, updated regularly, integrating supply chain members.