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Clarke, L and Wall, C (2000) Craft versus industry: the division of labour in European housing construction. Construction Management and Economics, 18(06), 689-98.

Druker, J and Croucher, R (2000) National collective bargaining and employment flexibility in the European building and civil engineering industries. Construction Management and Economics, 18(06), 699-709.

Guffond, J-L and Leconte, G (2000) Developing construction logistics management: the French experience. Construction Management and Economics, 18(06), 679-87.

Henry, E (2000) Quality management standardization in the French construction industry: singularities and internationalization prospects. Construction Management and Economics, 18(06), 667-77.

Huemer, L and Östergren, K (2000) Strategic change and organizational learning in two 'Swedish' construction firms. Construction Management and Economics, 18(06), 635-42.

Janssen, J (2000) The European construction industry�s competitiveness: a construct of the European Commission. Construction Management and Economics, 18(06), 711-20.

Mahmoud-Jouini, S B (2000) Innovative supply-based strategies in the construction industry. Construction Management and Economics, 18(06), 643-50.

Micelli, E (2000) Mobilizing the skills of specialist firms to reduce costs and enhance performance in the European construction industry: two case studies. Construction Management and Economics, 18(06), 651-6.

  • Type: Journal Article
  • Keywords: bridge construction; Denmark; France; Italy; procurement strategies
  • ISBN/ISSN: 0144-6193
  • URL: https://doi.org/10.1080/014461900414709
  • Abstract:

    Analyses are made of procurement strategies capable of leading to cost reduction and higher quality through the contribution of specialized firms. An exploration is made of the literature concerning the procurement of manufactured goods and progress by analysing two case studies: the East Bridge of the Storebælt link and the Grand Canal Maritime bridge. Both these projects adopted procurement systems that led to a learning process capable of enhancing performance and reducing overall costs. It is evident that the success of learning-oriented procurement strategies relies on two major conditions. First, the client’s tender must be issued with an open design demanding an active contribution from the firms involved in the construction process. Second, the firms bidding for the job must be able to manage two distinct sets of skills: the technical skills relating to a specific production process and the ability to connect these skills to the client’s needs through a co-design process, or what is known as the strategic intermediation function.

Proverbs, D G and Holt, G D (2000) A theoretical model for optimum project (time) performance based on European best practice. Construction Management and Economics, 18(06), 657-65.