Vernikos V K, N R and Goodier Ci, R P C (2013) Implementing an offsite construction strategy: A UK contracting organisation case study. In: Smith, S D and Ahiaga-Dagbui, D D (eds.) Proceedings of 29th Annual ARCOM Conference, 2-4 September 2013, Reading, UK.
Abstract
Many United Kingdom (UK) contractors only consider offering offsite solutions on a bespoke project-by-project basis, with very few having immediate plans for integrating fully offsite manufacturing as part of their core business strategy. Limited literature exists regarding how a major UK contractor could achieve such a strategic offsite capability, as this capability is usually referred to as an out-sourced, sub-contracted activity. The concept of a major contractor providing its own capability and completing large scale infrastructure projects using offsite construction (OSC) methods is not common in the UK, although the concept is less rare in certain other countries, such as Australia. The aim of this paper is to determine the benefits that OSC can offer for UK contractors and to investigate how an offsite strategy can be implemented in practice. Semi-structured interviews were conducted with a major UK contractor, transcribed, and thematically analysed to determine how effectively the offsite strategy and methods were being implemented at different levels within the contractor’s operations. The potential attractiveness and future of offsite for major UK contractors is discussed. The paper concludes with three recommendations for contractors considering the development of offsite capability. First, commitment from senior leadership at a strategic level, second, clear communication to all level through the firm and third, investment in innovation.
| Item Type: | Conference Paper (Paper) |
|---|---|
| Uncontrolled Keywords: | case study; contractor; infrastructure; offsite; prefabrication; strategy |
| Index terms: | Australia, commitment, United Kingdom, strategy, case study, interview, core busines, prefabrication, infrastructure project, contracting organization |
| Subjects: | business, data collection methods, practitioner, psychology, management, Geography, building construction, infrastructure and transport systems |
| Topics: | Engineering Principles, Geographical Context, Research Practice, Business Strategy, Construction Technology, Roles and Professions, Organizational Design |
| Descriptive scope: | 3 PCE |
N.B. Descriptive scope is a count of how many of the five facets of empirical research are indicated by the words used in title, abstract and keywords. It is not intended as a judgement on the research; merely a count of the kind of word we would expect to indicate Phenomenon, Concepts, Theoretical framing, Empirical techniques, Analytical techniques. If all five are present, then a code of “5 PCTEA” will indicate this. If you feel the coding for this record is questionable, we welcome discussion around the terms we matched or the way we categorized them. The facet you would expect may not be coded, or a facet may be coded inappropriately. This can also bear on a larger question, of which facets should be treated as defining in construction management research. Please get in touch, and we will look at it. More details here