Interserve Project Services Supply Chain Development

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Figure 10: Supplier process flow chart Quotations will be produced within 10 Days Manufacturing Lead Time is 42 Days From receipt of order to first day on site Approved Drawings issued to Supplier by Regional Works Contractor 2.27 Suppliers were also able to feedback on the areas for improvement in advance of the next phase. For example, Allan Nuttall Ltd. provided an clear presentation of commonly encountered problems with the installation of interview screens and booths including: • Runs of several booths set out staggered to suit local site conditions • Adjacent walls had insufficient length to accept bulkhead • Various assortment of CAD blocks used some showing desks with return tops • Mechanical ducting installed too low, fouling bulkhead • Product size altered to suit local conditions • Structural objects fouling installation area • Ceilings Installed prior to our installation • Varying sizes of structural openings. 2.28 Figure 11 shows how an existing structural column and a flank wall which is too short results in modifications to the: • Desktop • Modesty panel • Canopy Sub Frame • Canopy Bulkhead & Fascia Panels • Glass Mounting Trough • Position Closed Blind. Supplier prepare Quotation Order Received Product Manufacture Site Installation Site Survey (Health & Safety) 19
Figure 11: Supplier illustration of site installation problems Wall too short Existing structural column within interview room area Conclusions 2.29 The client’s supply chain survey proved to be a powerful benchmarking tool which focused the main contractors and its supply chain members on areas for improvement. 2.30 The construction work involved in a DWP refurbishment is generally straight forward. However, as the issues illustrate, the main problems revolve around releasing timely and accurate information and controlling design changes. The control of these factors is essential if the supply chain is to successfully complete this type of fast-track project to schedule. 2.31 The supply chain partners came up with some very practical suggestions for improving supply chain performance. As with Case Study 2 many of the ‘opportunities’ were focused on improving supply chain members’ communications. 2.32 Creating opportunities for suppliers to feedback to the supply chain is a valuable exercise if it is directed towards resolving site problems and not used as an overt company promotion exercise. 2.33 Framework workshops have proved a valuable tool for developing team culture and improving communications and performance across <strong>Interserve</strong>’s business. 20
Page 1 and 2: CITB-ConstructionSkills action lear
Page 3 and 4: Page CASE STUDY 4 - Somerfield Stor
Page 5 and 6: Acknowledgements The project and re
Page 7 and 8: 1. Introduction to the Project INTR
Page 9 and 10: 1.9 This report builds upon the fin
Page 11 and 12: 2. Case Studies INTRODUCTION 2.1 Th
Page 13 and 14: Guiding Values 2.7 The company has
Page 15 and 16: CASE STUDY 2 - INTERSERVE’S WEST
Page 17 and 18: 2.16 Following the forum, Interserv
Page 19: Framework supply chain issues 2.24
Page 23 and 24: 2.38 The Somerfield Construction Pr
Page 25 and 26: Electronic health and safety tool 2
Page 27 and 28: CASE STUDY 5 - NHS PROCURE 21 SANDW
Page 29 and 30: Cluster issues 2.63 The cluster par
Page 31 and 32: Project Name and stage Document Reg
Page 33 and 34: • Archive - The ability to create
Page 35 and 36: 3. Supply Chain Issues and Actions
Page 37 and 38: 3.5 This phase of the project focus
Page 39 and 40: CONTRACTING STRATEGY AND POLICIES T
Page 41 and 42: SUPPLY CHAIN PARTNERSHIPS Table 8:
Page 43 and 44: BUSINESS PROCESSES Table 9: Busines
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Page 53 and 54: Jargon A-Z Explanation Comments Sus
Page 55 and 56: Appendix 2 Sources of Further Infor
Page 57 and 58: Title / Resource Author / Publisher
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Interserve Project Services Supply Chain Development

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