Modular integrated construction (MiC) is an innovative construction approach which transforms the fragmented linear site-based construction of buildings into an integrated production and assembly of ...value-added prefabricated prefinished modules. As MiC has gained attention in the construction industry, more in-depth knowledge of the critical success factors (CSFs) for implementing MiC projects is imperative. This research reviewed studies on the CSFs for implementing MiC projects during the period 1993-2019. Analysis showed that the US, UK, Malaysia, Australia, and Hong Kong are the largest contributors to the MiC CSFs studies. Further analysis generated 35 CSFs for implementing MiC projects. Of these, the six most cited CSFs shared between countries and MiC projects include good working collaboration and effective communication among project participants; effective supply chain management; accurate design and early design freeze; involvement of key project participants throughout the project; suitable procurement strategy and contracting; and standardization & benchmarking of best practices. These shared CSFs can be used to develop decision support systems, enabling the prediction of project success. The developed checklists and conceptual model of the CSFs could help to guide and improve the successful implementation of MiC projects and may form a useful basis for future empirical studies.
The transition to a circular economy in the construction industry provides enormous opportunities to decouple construction activities, processes, and practices from finite consumption of natural ...resources and environmental externalities. Circular construction leverages the interconnected models of narrowing, slowing, and closing resource loops to minimize extractive and wasteful use of natural resources, eliminate waste and pollution from the outset, and retain construction products and materials in use for a longer duration. However, construction practitioners have struggled to implement circular economy principles into construction projects successfully. This study systematically reviewed the critical success factors for implementing circular construction projects. The results revealed 51 critical success factors for circular construction projects, clustered into six typologies: technological (n = 10, ∑ = 93, μ = 9.30), supply chain (n = 14, ∑ = 84, μ = 6.00), organizational (n = 9, ∑ = 82, μ = 9.11), institutional (n = 7, ∑ = 43, μ = 6.14), stakeholder success (n = 7, ∑ = 73, μ = 10.43), and management success factors (n = 4, ∑ = 27, μ = 6.75). A Pareto analysis revealed 30 vital critical success factors for circular construction projects. Thus, the study established the first comprehensive set of critical success strategies for circular construction projects and enriches the knowledge of construction organizations and project team members on how best to implement circular economy principles in construction projects.
Circular economy (CE) is gaining traction in the construction industry, providing a responsible business model to decouple construction activities from excessive consumption of finite resources. This ...study conducted a systematic literature review to consolidate and conceptualize the factors that induce and enable construction organizations and stakeholders to adopt CE solutions in the construction industry. The analysis revealed 88 drivers of CE adoption in the construction industry, clustered into eight dimensions, comprising knowledge, organizational, environmental, social, business, regulatory, technological and supply chain drivers. The study further modelled the path dependencies and hierarchical structure of drivers of CE adoption in the construction industry. Thus, the findings provide a holistic insight into the factors inducing stakeholders to adopt CE in the construction industry. The model can provide decision support to develop integrated policies and targeted interventions to facilitate a successful transition to CE in the construction industry.
PurposeFor many types of buildings, prefabricated prefinished volumetric construction (PPVC) is increasingly becoming a preferred alternative construction approach. Empirical evidence of project ...performance has consistently demonstrated that the ultimate success of PPVC projects is directly linked to the key decisions made at the outset of the PPVC project life cycle. However, there is limited knowledge of how to successfully manage these early stages. This research identified and evaluated the critical success factors (CSFs) required for the management of the conception, planning and design stages of the PPVC project life cycle.Design/methodology/approachA multistage methodological framework was adopted to identify and evaluate the CSFs for management of the early stages of the PPVC project life cycle. Based on a comprehensive literature review and expert review, a list of the 9 CSFs relevant to the early stages of the PPVC project life cycle was established. Drawing on an online-based international questionnaire survey with global PPVC experts, the CSFs were measured. The data set was statistically tested for reliability and analyzed using several techniques such as mean scores, relativity weightings and significance analysis.FindingsThe analysis revealed that the top 5 most influential CSFs for management of the early stages of the PPVC project life cycle include robust design specifications, accurate drawings and early design freeze; good working collaboration, effective communication and information sharing among project participants; effective stakeholder management; extensive project planning and scheduling; and early engagement of key players. The research further found correlations among the CSFs and proposed a conceptual framework for the management of the early stages of the PPVC project life cycle.Research limitations/implicationsThe research recognizes that data quality and reliability risks are the major drawbacks of online questionnaire surveys but the engagement of experts with substantial theoretical and hands-on experiences in PPVC projects helped to minimize these risks. Although small, the sample size was justified and compared with studies that adopted the same data collection approach but analyzed even smaller samples. However, the results should be interpreted against these limitations.Practical implicationsThe findings suggest that effective management of the early stages of the PPVC project lifecycle requires early commitment to the PPVC approach in a project; detailed planning and assessment of the suitability of PPVC for the given project; and collaborative design with manufacturers and suppliers to address module production challenges at the detailed design stage. These findings practically instructive and may serve as management support during PPVC implementation.Originality/valueThis research constitutes the first exclusive attempt at identifying the CSFs for successful management of the early stages of the PPVC project life cycle. It provides a fresh and more in-depth understanding of how best to manage the early stages of the PPVC project life cycle. Thus, it contributes to the practice and praxis of the PPVC project implementation discourse.
It is recognized that design for excellence (DfX) methods could deliver significant performance improvements in industrialized construction (IC) projects. However, DfX methods in IC projects in China ...have been stifled, and existing solutions have failed to deliver expected outcomes. This study investigated the significance of thirty-one challenges of implementing DfX methods in IC projects in China using a questionnaire survey of domain practitioners and academics. Statistical analysis showed that all the challenges were perceived as significant. The top five significant challenges are linked to limited systematic rules, required additional commitment, code compliance complexities, higher design costs, and requirements for continuous design performance evaluation. The study established four principal constraints: limited knowledge and organizational readiness, unsupportive entrenched industry practices, increased organizational financial burden, and deficits in bespoke technical requirements. Therefore, the study offers a fresh insight into the challenges of implementing DfX methods in IC projects in China. It provides supporting evidence for developing countermeasures to improve the wider implementation of DfX in IC projects. The investigated challenges contribute to the theoretical checklist of constraints to implementing DfX methods in IC projects and may form a useful basis for future research.
PurposeModular integrated construction (MiC) projects are co-created by a network of organizations and players providing different roles, information and activities throughout the supply chains. ...Hence, a successful delivery of MiC projects can hardly be decoupled from effective supply chain management (SCM). This study investigated the critical success determinants of effective SCM in MiC projects.Design/methodology/approachComprehensive literature research and expert review identified 20 candidate success determinants, which formed the basis for a structured questionnaire survey of experts in eighteen countries. The study computed the mean scores, normalized mean values and significance indices of success determinants for SCM in MiC projects.FindingsThe analysis revealed that design for SCM, effective communication and information sharing, organizational readiness and familiarity with MiC, seamless integration and coordination of supply chain, early involvement of critical supply chain stakeholders and extensive supply chain planning are the top five critical success determinants of effective SCM in MiC projects. The 20 success determinants are categorized into five: project strategy, bespoke competencies, process management, stakeholder management and risk management.Research limitations/implicationsThe study has some limitations. The smaller sample size could affect the generalizability of the results. The generalized analysis of the success determinants overlooked their sensitivities to specific contexts, industry climates and project types.Originality/valueThe study established a novel set of critical success determinants for SCM in MiC projects that have not been explicitly discussed in the MiC success literature and described their hypothetical dynamic linkages. It contributes to a better understanding of how best to manage the MiC project supply chain effectively.
The construction industry is a top priority in the transition to a circular economy (CE) due to the significant ecological footprint, wastage, and depletion of enormous resources. However, as an ...industry ill-reputed for a stringent change resistance, complex products, and among the least digitized in the world, the transition to CE in construction suffers unprecedented barriers. This study conducted a systematic review of fifty-three relevant studies to investigate and map the barriers to CE adoption in the construction industry. The analysis revealed a growing scientific research interest in the barriers from 2018 to 2022. The study established ninety-five (95) barriers to CE adoption in the construction industry, prioritized and ranked using citation frequencies. The study developed eleven taxonomies (i.e., typologies or categories) of the barriers, including cultural, market, knowledge, financial, management, regulatory, technological, supply chain, stakeholder, technical, and organizational barriers. The most persistent taxonomies of the barriers include financial, knowledge, regulatory, management, and supply chain barriers. The study discussed the possible interactions between the barriers responsible for the push effects and chain reaction mechanisms leading to CE failure in the construction industry and established the need for an integrated strategy to break the chain. It proposed a strategy map containing targeted intervention mechanisms and countermeasures to mitigate the vital few barriers in the various taxonomies of the barriers. The findings provide a holistic understanding of the main causes of the unsuccessful transition to CE in the construction industry and provide a sound basis to develop integrated strategies to improve CE adoption.
•A systematic review is conducted to identify the barriers to CE adoption in the construction.•The review revealed ninety-five barriers to CE adoption in the construction industry.•The study categorized the ninety-five barriers into eleven taxonomies.•The persistent taxonomies include financial, knowledge, regulatory, and supply chain barriers.•The study developed a strategy map of countermeasures to mitigate the barriers.
Purpose Modular integrated construction (MiC) reengineers the traditional construction process. By introducing factory production and onsite assembly (OA) of modules, MiC reinvents construction ...projects' uncertainties and risk profiles. The OA stage constitutes the highest end of the MiC delivery and supply chains, where several inherited and symbiotic errors and risk events become realities, negatively impacting the MiC project's success. This study explored the severities of OA risk factors for MiC projects.Design/methodology/approach A comprehensive literature review, consultation of experts and a questionnaire survey of domain experts were conducted to assess the severity of fifteen OA risk factors for MiC projects. The risk severity index was used to compute and rank the severities of critical OA risk factors for MiC projects, followed by proposed mitigation strategies.Findings The study revealed that the top five OA risk factors with the severest impact on MiC projects include modules installation discrepancies and errors, poor cooperation among critical onsite stakeholders, a mismatch between production schedules and site conditions, improper lifting equipment selection for onsite installation and site-fit rework due to discrepancies in drawings.Originality/value This study is the first to offer some important insights into the uncertainties that could compromise the OA objectives of MiC projects. It discussed risk management strategies for known and unknown OA risks and made a unique contribution to the theory, practice, and praxis of MiC supply chain risk management.
Purpose
The factory production stage constitutes the bridge in the supply chains of modular integrated construction (MiC) projects. It embodies the fundamental differences between MiC and site-based ...construction. However, there is a poverty of knowledge of the uncertainties and risk events at the production stage. This study aims to investigate the critical production risk factors (PRFs) for MiC projects.
Design/methodology/approach
Comprehensive literature research and expert review identified and validated 22 candidate PRFs for MiC projects. A structured questionnaire survey was then used to gather opinions of domain experts in 18 countries on the relative impact of the validated PRFs for MiC projects. The collected data were analysed using multiple statistical techniques.
Findings
Statistical analysis identified nine critical PRFs for MiC projects. The top five include dimensional conflicts between modules during production; delays in production materials procurement; defective design; design information gap between designer and manufacturer; and limited capacity of manufacturers.
Originality/value
The study addressed the gap associated with identifying critical risk factors peculiar to the factory production stage of MiC projects. Its novelty lies in providing an opposite assessment of severities and prioritization of critical PRFs for MiC projects. The prioritized critical PRFs for MiC projects may inform resource allocation. Thus, it provides valuable information to MiC production specialists and project managers in their production risk planning and management strategies. The identified PRFs contribute to the theoretical checklist of MiC supply chain risk factors and may assist practitioners in assessing the severity levels of the PRFs of their MiC projects.
PurposePrefabricated prefinished volumetric construction (PPVC) projects are industrialized building systems that are co-created. Thus, effective management of the involved stakeholders is required ...to ensure project success. However, knowledge of how best to manage the diverse stakeholders in PPVC projects is limited. This research identified and prioritized the success factors or key result areas (KRAs) for the effective stakeholder management (SM) in PPVC projects.Design/methodology/approachA quantitative research design was implemented involving a literature review and structured questionnaire survey with international PPVC experts. The research identified and statistically analysed 12 KRAs for SM in PPVC projects.FindingsAnalysis showed that the top three KRAs for SM in PPVC projects include: effective working collaboration, communication and information sharing among participants; effective coordination of the PPVC supply chain segments; and early involvement of relevant stakeholders in the PPVC project. A factor analysis clustered the 12 KRAs into stakeholder analysis and early involvement, effective communication and information sharing and stakeholder interest integration and conflict management.Practical implicationsThe paper identified and prioritized the KRAs required for the effective SM in PPVC projects. To practitioners, the results may serve as decision support on the key areas to focus to ensure effective SM in PPVC projects and may guide the efficient allocation of limited resources.Originality/valueThis research constitutes the first exclusive attempt at identifying and benchmarking the generic KRAs required for effective SM in PPVC projects and contributes to the SM body of knowledge in industrialized construction.
