The success of any project relies on the punctual, accurate and cost-effective delivery of materials, systems and facilities. Typically, a major project involves several stakeholders working together with controlled resources to deliver a completed project. It has many suppliers, contractors and customers; it has procurement and supply, demand planning and scheduling; it often lasts several years and has long lead times. Managing Project Supply Chains demonstrates how customised supply chain management can be applied to project management, ensuring project resources are delivered as required, reducing delays and costs and promoting a successful outcome.
’This book is one of the most comprehensive texts available presenting supply chain management as the key interface between operations and the projects.’ Consulting Ahead Magazine, India ’I find myself using this much as you would a text book after having taken a class, as a reference tool…Project managers who are new to dealing with supply chain could benefit from reading this book…I found the information well grounded and a reinforcement to many of my experiences with supply chain.’ Project Management World Journal, October 2012 ’Basu’s study on the management of project supply chains could provide important insights in how to improve efficacy in construction supply chains.’ Construction Management and Economics, vol. 31 no. 11
Table of Contents
Contents: The role of supply chain as a value driver; The building blocks of a project supply chain; Project planning chain; Project delivery chain; Supply chain integration: systems and procedures; Supply chain integration: quality and performance management; Supply chain integration: regular reviews; Lean and agile project supply chain; Implementation: making it happen; References; Index.
About the Series
Project management has become a key competence for most organisations in the public and private sectors. Driven by recent business trends such as fewer management layers, greater flexibility, increasing geographical distribution and more project-based work, project management has grown beyond its roots in the construction, engineering and aerospace industries to transform the service, financial, computer, and general management sectors. In fact, a Fortune article rated project management as the number one career choice at the beginning of the 21st century. Yet many organizations have struggled in applying the traditional models of project management to their new projects in the global environment. Project management offers a framework to help organisations to transform their mainstream operations and service performance. It is viewed as a way of organising for the future. Moreover, in an increasingly busy, stressful, and uncertain world it has become necessary to manage several projects successfully at the same time. According to some estimates the world annually spends well over $10 trillion (US) on projects. In the UK alone, more than Â£250 billion is spent on projects every year. Up to half of these projects fail! A major ingredient in the build-up leading to failure is often cited as the lack of adequate project management knowledge and experience. Some organizations have responded to this situation by trying to improve the understanding and capability of their managers and employees who are introduced to projects, as well as their experienced project managers in an attempt to enhance their competence and capability in this area. Advances in Project Management provides short, state of play, guides to the main aspects of the new emerging applications including: maturity models, agile projects, extreme projects, six sigma and projects, human factors and leadership in projects, project governance, value management, virtual teams, project benefits.
BISAC Subject Codes/Headings:
- BUSINESS & ECONOMICS / Project Management