Having the confidence to question the working methods of its supply chain and to invent new ones brought Mace to pole position in this new category, sponsored by Ramesys
<B><Font size="+2">Winner</font></b>
<B>Mace</b>
Mace has been quick to realise that best-practice partnering is not just about inviting your suppliers to the office Christmas party. In its Mace Solutions consortium, the lead contractor has put together a cast of metal, ceiling, masonry and drylining specialists as well as architectural, security and logistics consultants. This group delivers high-quality construction to the world's busiest airport – Heathrow – 365 days a year. The team also reduced construction impact on shops in the terminals and promptly boosted retail profit £1.5m. Not content with transforming practice at Heathrow, Mace Solutions is now making Gatwick a better airport with the use of off-site manufacture at the team's own factory. And now, on site, the supply chain firms are working together to use some of those off-site methods to reduce transport. Less a supply chain, then, more an inseparable extended family without the dysfunction.
<I>'Mace Solutions has recognised the importance of good, enduring relationships'</i> <B><font size="+2">RUNNERS-UP</font></b>
<B>Corus Kalzip</b>
This roofing supplier, also second in the manufacturing category, is fiercely proud of its key role in the Asda supply chain – and understandably so. Enjoying full involvement in the design of stores from the start of the process, Kalzip is in constant contact with the other team members before and after construction. The firm says workflow information has improved dramatically, reducing errors and delays. Through this and shared experiences from working together, the Asda team has cut the roofing programme from 18 to 10 weeks, saved 11% in costs and improved build quality and safety. Which means that the client uses it again and again. Which of course is the whole point.
<I>'The team are continually making improvements'</i> <B>Interserve Health</b>
Created in 2001 to bid for, win and deliver healthcare construction under the NHS Procure 21 programme, Interserve Health brought together key companies with specialist knowledge, such as Capita, HLM and Arup, to create the perfect supply chain. Well, more a supply tree really, with its lead contractor, primary members and regional delivery teams branching out across the country. The military precision of the operation has paid off – it is currently undertaking 10 Procure 21 projects. Its £5m St Helens Hospital scored well above industry benchmarks in all areas, and Withington Hospital saved a staggering £3.6m. Looks like Interserve Health has found a cure for old-school, adversarial construction.
<I>'Interserve Health has shown an absolute belief in the benefits of an integrated supply chain'</i> <B>Thomas Vale Construction</b>
Last year's winner of the Best Contractor and Best Practice Awards, regional contractor Thomas Vale has recognised that an integrated supply chain is not an end in itself, but a means to continuous improvement in construction. The project team, working with Wyre Forest Community Housing on a five-year modernisation programme, has championed lean techniques and waste reduction in its work, much to the delight of both client and residents.
This makes Thomas Vale's team quicker, cheaper, more environmentally friendly, and more likely to satisfy customers. Who wouldn't hire these guys again? <B>Norwich Union</b>
Key construction client Norwich Union describes its property repair supply chain team, Integrated Network, as creating "a win–win situation". It's easy to see why. The insurance group set target costs savings of 5-10%; it got 16%. It asked for consistent high quality; it got not only impeccable standards but also innovation. It hoped to improve customer satisfaction; levels are now at 93% and rising. These impressive figures are thanks to the hard work the property repair team who, in collaboration with Opps Consulting, came up with creative ways of improving performance while managing to cut costs. With a neverending supply of work, this really does seem to be a win-win situation for the insurers and its Integrated Network team. And it has won a place in our top five, too.
Building awards 2004
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Integrated supply chain team of the year
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