Supply Chain Case Study

the inherent supply chain in this industry, which is done through encouraging the collaboration of all these elements in a given project. Some of the unique barriers in the process have been discussed below-
Technical barriers: The civil industry has been termed as fast paced wherein most of the involved parties face the issue of time constraints and thus tends to find it difficult to look for a mutual commitment to use any kind of extranets (Sauer, 2007). Thus, the involved extranets should work fast and easy to operate. The literature suggests that in various instances, extranets tend to work slow which further slows down the construction speed and thus makes it a technical barriers. It has been argued that technology cannot be considered

It has been argued that main two kinds of collaborative disruptions may happen and these are described herewith. Firstly, arrangement of commercial and contractual in nature should be made as such wherein no member with regard to the project community in order to commit contractually to ensure future activities can be carried out efficiently in the absence of any kind of necessary information as well. It has been argued that individuals react in a defensive manner when they are asked to provide with a firm price at a point which is still lined with uncertain activities with regard to risk, premium allowance, etc. With regard to commercial arrangements, disruption should be avoided and the same can be done by following a logical sequence of developmental flow in terms of design and also the knowledge in terms of the overall cost involved. Secondly, within the same level of organization, a process of collaborative project can also get disrupted in case a team, for instance, even a bidding team with regard to design staff or senior commercial staff hands over the development from one to another, for instance, a project site or a team. In such a case, the second team that gets the handed down work, is assumed to apply its own impositions or interpretations on various main decisions which were initially made by the first team. This happens since the second team does not fully understand why certain decisions were made the first team. Thus, every handover that happens between two teams tends to introduce an interface and thus there is a potential risk of miss communication or poor communication, misunderstanding, etc. which can lead to a loss of appreciation in terms of overall project sense (French, 2007). The main