Reorganizing construction logistics for improved performance

Previous research indicates that logistics reorganizing can contribute to improved performance in the construction industry. In this paper, the opportunities for such reorganizing are investigated by focusing on the connection between logistics operations at the construction site and operations undertaken before building materials land at sites. The aims of the study are: (1) to empirically explore strategic actions to reorganize construction logistics by improving the connections between on-site and off-site logistics, and (2) to develop a theoretical framework for analysis of potential options for reorganizing. The empirical inquiry involves a case study of a logistics specialist's efforts to reorganize on-site logistics and the associated consequences for off-site operations. The study is based on 28 interviews with representatives of 13 organizations. The study provides two types of contributions. First, the theoretical framework, rooted in industrial network theory, enables analysis of reorganizing of activities, resources and actors to improve logistics performance. Second, the empirical study shows that a logistics specialist can improve on-site logistics substantially. However, such reorganizing requires adjustments of off-site logistics that may be resource demanding. Therefore, effective connecting of on-site and off-site operations calls for extended interaction between the actors in terms of joint planning and exchange of information.;Previous research indicates that logistics reorganizing can contribute to improved performance in the construction industry. In this paper, the opportunities for such reorganizing are investigated by focusing on the connection between logistics operations at the construction site and operations undertaken before building materials land at sites. The aims of the study are: (1) to empirically explore strategic actions to reorganize construction logistics by improving the connections between on-site and off-site logistics, and (2) to develop a theoretical framework for analysis of potential options for reorganizing. The empirical inquiry involves a case study of a logistics specialist's efforts to reorganize on-site logistics and the associated consequences for off-site operations. The study is based on 28 interviews with representatives of 13 organizations. The study provides two types of contributions. First, the theoretical framework, rooted in industrial network theory, enables analysis of reorganizing of activities, resources and actors to improve logistics performance. Second, the empirical study shows that a logistics specialist can improve on-site logistics substantially. However, such reorganizing requires adjustments of off-site logistics that may be resource demanding. Therefore, effective connecting of on-site and off-site operations calls for extended interaction between the actors in terms of joint planning and exchange of information.;