Managing construction logistics

Poor logistics is costing the construction industry at least £3 billion a year according to a report - 'Improving Construction Logistics' - published by the Strategic Forum for Construction. Additional costs arise as a result of operatives waiting for materials, and skilled craftsmen being used for unskilled jobs. Inadequate management of logistics also has an adverse effect on quality, causes delays to projects, and adds to the health and safety risks on site.

This practical book highlights the benefits of good logistics as well as the use of consolidation centres on projects. It shows how reduction in transport movements, less money tied up in stock, less waste, and the more efficient use of skilled craftsmen will reduce the cost of projects, reduce construction time, improve quality, reduce risks to health and safety, improve environmental performance and generally improve the image of the industry.

The authors offer practical ways of achieving these benefits through integrated project teams and supply chains and the increased adoption of information technology including electronic communications, bar coding, and electronic tagging for tracing products. They also show how specific roles for each part of the industry can help to improve logistics.

* Practical, clear and accessible
* First book to address logistics in construction
* Written by the industry-recognized logistics experts
* Tackles issues of key concern: efficient use of labour; sustainability; waste and supply chain management

Author Notes

Gary Sullivan is co-founder of Wilson James Ltd, which provides a range of support services to industry, commerce and government; planning and delivering logistics and security solutions for large or complex projects, consolidation centres and strategic infrastructure installations.
Stephen Barthorpe is the Corporate Responsibility Manager for MITIE Group Plc, a major strategic outsourcing and asset management company. He is responsible for implementing the Group's Corporate Responsibility strategy throughout the UK.
Stephen Robbins works at Laing O'Rourke Plc as Off-Site Production Manager, where he utilises his knowledge in the development and implementation of logistics strategies for a number of challenging projects, both at tender and at contract stage.

Peter Rogers CBE Chairman of the UK Green Building Council

Foreword	p. vii
Preface	p. xi
About the Book	p. xiii
About the Authors	p. xvii
Dedication and Acknowledgements	p. xix
Glossary of Abbreviations	p. xxi
Introduction	p. xxiii
Section 1 Contextualising Logistics for Construction	p. 1
1 The Origins of Logistics	p. 3
Definitions and origins of logistics	p. 3
The military origins of logistics	p. 4
Modern military logistics	p. 10
Parallel lines: construction and the military	p. 11
References	p. 13
Section 2 Construction Logistics in Practice	p. 15
2 Construction Logistics in Practice	p. 17
Development of logistics	p. 17
Construction industry logistics	p. 18
Comparing construction with manufacturing	p. 20
Construction industry: traditional approach to logistics	p. 23
Construction industry: dedicated approach to logistics	p. 25
Cultural barriers to implementing integrated logistics in the construction industry	p. 28
Resistance to change	p. 30
Logistics constraints	p. 30
References	p. 32
3 An Introduction to Practical Logistics	p. 33
Planning is everything	p. 34
Waste not, want not?	p. 36
Communication is the key	p. 38
Standardisation and pre-assembly in construction	p. 41
Creating professional logistics operations in the construction industry	p. 44
Small sites	p. 48
Practical completion	p. 50
References	p. 53
4 Mobilisation and Resourcing the Team	p. 55
Mobilisation and site set-up	p. 55
Resourcing the logistics team	p. 57
The background	p. 57
Contractual norms and logistics management	p. 58
Issues in current practice	p. 59
The specialist construction logistics contractor	p. 61
Employment and training	p. 64
References	p. 66
5 Materials Delivery and Handling	p. 67
Contractual issues and current practice	p. 67
Getting materials to the site	p. 69
Common user plant: tower cranes	p. 73
Common user plant: lifts and hoists	p. 76
The scope and potential of common user plant	p. 79
Couriers	p. 81
Alternative forms of transport	p. 82
Distribution	p. 84
Batching plants or concrete deliveries?	p. 87
Barcodes and radio-frequency identification	p. 90
Consolidation centres	p. 91
References	p. 94
6 Transport and Communications	p. 95
Introduction to traffic management	p. 95
Managing construction traffic on the highways	p. 96
Managing access points	p. 97
Car parking	p. 99
Managing haul roads	p. 100
Wheel washes	p. 101
An overview of communications	p. 102
The site logistics meeting	p. 103
Learning from the site	p. 104
Communication tools	p. 104
Signage	p. 106
References	p. 110
7 Managing Critical Risks	p. 111
Importance of fire management	p. 111
Causes of fire	p. 111
The fire safety plan	p. 113
Evacuation plans	p. 115
Fire marshals and fire wardens	p. 117
Contractual barriers to a seamless response	p. 118
Introduction to first aid and occupational health	p. 119
Creating the right level of first-aid provision	p. 119
First-aid equipment	p. 121
Dealing with emergencies	p. 122
Occupational health	p. 124
References	p. 126
Further information	p. 127
8 Security	p. 129
The remit of the security team	p. 130
Managing access to site	p. 134
Night security	p. 137
Dogs	p. 138
Alarms	p. 139
Special measures	p. 140
References	p. 141
9 Coordinating Infrastructure and Services	p. 143
Catering	p. 143
Temporary accommodation	p. 149
Temporary services	p. 155
References	p. 160
10 Waste Management and Good Housekeeping	p. 161
Procurement of waste management services	p. 161
What is waste?	p. 162
Challenges to good housekeeping on site	p. 164
A professional approach to waste management	p. 166
Potential for further improvement	p. 169
Housekeeping	p. 170
Sanitary facilities	p. 171
Achieving good housekeeping	p. 172
References	p. 174
Section 3 The Future of Construction Logistics	p. 175
11 Construction Consolidation Centres	p. 177
Consolidation centre concept	p. 178
Construction logistics consolidation centres: an outline	p. 180
The benefits of using a consolidation centre	p. 182
The challenges of pricing the logistics element of a contract	p. 184
Change management	p. 184
The consolidation centre methodology	p. 184
Warehouse management systems	p. 192
Materials identification and tagging systems	p. 193
Value stream mapping	p. 199
The cost benefits of a consolidation centre	p. 203
Increasing the availability of materials	p. 206
Advantages offered to materials suppliers: better use of delivery vehicles	p. 207
Realising cost savings	p. 209
Non-financial benefits of the consolidation centre	p. 210
Increased accountability	p. 210
Environment	p. 211
The social benefits of good supply chain management and logistics techniques	p. 213
Socially responsible supply chain management and logistics	p. 214
Considering the future application of the consolidation centre methodology	p. 215
Important considerations for the future	p. 222
References	p. 223
12 Case Studies	p. 225
Introduction	p. 225
Case Study 1: Construction Logistics: The Heartbeat of a Project	p. 225
Case Study 2: Prescription to Reduce Waste: AstraZeneca	p. 235
Case Study 3: Consolidated Loads: The Answer to Space and Access-constrained Sites	p. 241
Case Study 4: Come Up and See Me Some Time: The Value of Occupational Health	p. 251
Case Study 5: Terminal 5: Delivering Europe's Largest Construction Project Just in Time	p. 255
Case Study 6: Security Services at Tate Modern and Tate Britain	p. 261
Case Study 7: Refurbishment at Unilever House: Delivering Sustainability	p. 265
Conclusion: The Argument for Change	p. 269
Index	p. 273

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Table of Contents