Published
The upcoming (15th March) Association seminar in Manchester,
Reimagining Global Supply Chains
will look at how the way we organise to deliver the kinds of transformative programmes of infrastructure, and social, environmental and commercial change, that we need over the next 10, 20 or 30 years (there are still places available if you’d like to attend).
Over the years, this is a theme to which the Association has returned on a number of occasions. Here is a flavour of some of our earlier insight:
Events
March 2010
Supply Chain Management – benefits for all
“In the past we have moved too far too quickly towards partnering without addressing all the different parameters. We simply set up the programme and sent all the project teams to a hotel to be partners without considering the fundamental needs of the partnership. That is where things can start to go wrong.”
November 2013
Organisational Project management and Project Governance – when do different models work?
“A project management organisation can no longer be an island or an organisational business. It needs to be part of the network of complex relations that link strategy, projects and structures.”
February 2018
Global trends in client models in major projects
“We did notice in the ten case studies that outsourcing increased when time was a leading factor. And when the budget was a key element, client involvement became deeper and there was more retention in all of the delivery functions. This was particularly so where mature clients had long-term programmes.”
April 2019
Selecting the Right Contracting Model for Effective Delivery of your Major Projects
“Supplier relationship management is driving value beyond the contractual obligations – there is an approach to capture innovation, and to get the supply chain working collaboratively, rather than in silos, as a group of strategically important suppliers across the organisations.”
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Reports
November 2017
Global Client Models: A study of trends and lessons from international major projects
“The evolving client model saw staff move on and off the client team, but an important lesson is to ensure that enough client expertise is retained to maintain continuity. An over-reliance on consultants means that expertise can be lost when they finish a piece of work.”
September 2019
Client Models: an Exploration of Key Drivers
“The dissemination of the findings did however also reveal clients willing to admit that their client models owed more to inherited
structures than a rigorous analysis of their suitability for their project or portfolio.”