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Chapter 6

CONSTRUCTION SUPPLY CHAIN SERVICES

SCENARIO GENERATION AND VALIDATION

6.1 Introduction

Construction industry is well-known for being highly fragmented. It involves multi-

disciplined activities performed by many multi-disciplined professionals that deal with

specific tasks throughout the whole construction project. This means that effective

communication between the supply chain networks is vital in order to accommodate the

heterogeneous and dynamic flow of mobile assets involved in construction activities. The

proposed context-aware system provides an excellent opportunity for construction supply

chain (CSC) members to build tighter bonds with each other by effectively managing the

high levels of information flow and subsequent coordination of error-free planning and

scheduling required by construction supply chain management (CSCM).

This chapter focuses on the development of CSC services scenarios that demonstrate the

proposed implementation of context-aware technology in actual CSC activities or services

as defined in Chapter 2 (Construction Supply Chain). The process of generating scenarios

is based on multiple driving areas which involve reviews and case studies related to

technology, management and business points of view as discussed in Chapter 3 (Context-

Aware And Web Services Technology) and 4 (Research Methodology). Validation of the

scenarios is also presented in this chapter.

6.2 Objective

In order to demonstrate the proposed context-aware system, it is pertinent to first choose an

activity in which the system is to be deployed. One way to explain an activity and the

elements involved in the activity is through the narration of a realistic scenario. Scenario

planning is a powerful strategic planning tool that has a potential to explore the future

Context-Aware Services Delivery in the Construction Supply Chain

162

scenarios of such system in ten years or more by taking into account the significant driving

forces and the views from the experts (Carroll, 2000; Ogilvy and Schwartz, 2006; Lindgren

and Bandhold, 2009). Scenario generation can be used to identify risk, uncertainty and

opportunity of a proposed strategy or system in the future (Ogilvy and Schwartz, 2006;

Xue et al., 2007; Heijden, 2008). It is not a prediction tool but it is an exercise that is

orientated towards depicting realistic scenarios regarding the implementation of a proposed

system in ten years or more (Drinkwater, 2003).

The objectives of generating scenarios for this research are as follows:

1. To present the concept of service oriented-based context-aware system, named as

CASTLE (Context-Aware Services for ConsTruction SuppLy Chain DelivEry), as

a strategic tool to support future construction supply chain services.

2. To obtain feedback from experts through face-to-face interview in order to identify

risks, uncertainties and opportunities of the proposed CASTLE system.

6.3 Scenarios Development Process

(Chermack, 2004, 2005) described scenarios as narrative stories of the future that outline

several possible paths through various challenges to arrive at varying future states. The

main generic steps in developing scenarios can be referred to Drinkwater (2003),

Wilkinson (2006) and Ogilvy and Schwartz (2006). In the following sections, a strategic

planning analysis is used to create scenario plots that demonstrate the implementation of

context-aware services to support the construction supply chain in ten years or more ahead,

using The Future Backward Method as previously mentioned in section 4.8.4.

6.3.1 Scenario Planning Process

This section outlines the main generic steps in developing scenarios which refer to the

works of Ogilvy and Schwartz (2006). The flowchart shown in Fig. 6-1 illustrates the

scenario development process. The process starts by identifying the focal issue with clear

statement, exercising and exploring the factors that will affect the future. This is very

important in order to lead to better decisions. Next is identifying the key forces that are

going to drive the future to the subject. The next step is isolating the identified driving

forces which are known to be significant or critical for change based on the two most


163

critical uncertainties. Next is to generate each of the scenarios for a point in time at least

ten years ahead in order to ensure that they are different from the present by taking into

account the earlier identified drivers of change. This way, the scenarios start to become

realistic, in the sense that they could happen. Once the scenarios have been detailed, they

should be collectively reviewed by a group of professional people who are directly

involved with the study area.

In order to be more specific towards the application of context-aware computing enabling

wireless technology to support the CSC for future environment, the important driving

forces must be viewed and identified according to the following factors:

Technological issues – Information and Communication Technology (ICT)

advancement rate, training, initial investment cost and cohesion with existing

Yes

Identify the Focal

Issue

Identify the Primary

Driving Forces

Detail out the

Scenarios

Review Scenario

Implications

Plausible?

No

Get Additional

Information

Start

End Develop System

Prototype

Demonstrator

Advances in wireless

technology (network and

communication).

Advances in computing

technology (such as Context-

Aware, Ubiquitous, Semantic

Web and Web Services).

Paradigm shift in construction

management practices (new

business model).

Intelligence

Awareness

Interoperability

Transparency

How might shifts occur in

construction supply chain

management practices

through the application of

Context-Aware

technology?

How might the integration

of Context-Awareness and

Web services enable

wireless technologies to

support the information

and services flow?

Fig. 6-1: Flowchart of scenario building process (adapted from Ogilvy and Schwartz (2006))


164

infrastructure are among the important issues that need to be focused on in order

to form an effective communication among supply chain networks (Anumba et

al., 1997; Aziz et al., 2006).

Cultural issues – Work culture and complexity of CSC have always been

recognised as factors for the difficulty of new technology being absorbed in CSC

management (Green et al., 2005).

6.4 The Concept of Future Construction Supply Chain Automation

This section presents the process of generating scenarios for the proposed implementation

of Context-Aware system in supporting future CSC activities using Scenario Planning

Method. In generating the scenarios, the inputs are viewed from the aspects of technology

and cultural issues. By following the steps drawn from Fig. 6-1, the scenarios for the future

concept of construction automation supported by context-aware technology as shown in

Fig. 6-2 can be generated. As previously discussed, the main intention of developing the

scenarios is to explore the potential of using context-aware technology to support the CSC

in ten years or more ahead. This is to find a solution to overcome the existing lack of

context-specificity in the distribution of information or services among construction supply

chain members. The justification for choosing the frame of ten years into the future was

given in section 4.8.4. Also, the survey result presented in Chapter 5 indicated that at

present time construction practitioners are still not ready to adopt new technology, and this

could still be the case in the very near future.

Fig. 6-2: Concept of future automation in Construction Supply Chain


165

As part of the scenario building process, the critical driving forces that steer for change are

identified based on the literature study discussed in Chapters 2 and 3. In order to limit the

scope of work, the driving forces are determined by focusing only on the factors of

organisational issue (management/operation) and the advancement of technology. The

following are the driving forces that have been identified:

1. The need for new paradigm in CSCM practices (new business model) due to low

productivity and many waste generated during construction processes attributable

to the lack of context-specificity in delivering information or services.

2. Rapid development in the internet and web services technology.

3. Rapid development in the wireless mobile communication and network technology

(such as WLAN (Wi-Fi), WWAN/Broadband-3G/4G)

The key factors listed above are also drawn from the information listed in Tables 6-1 and

6-2.

Table 6-1: Key critical services in construction supply chain

(Strategic Forum Logistics Task Force, 2005)

Critical

Activity

CSC Services

Material

Supply,

Storage &

Handling

Site Infra-

structure &

Equipment

Location

Site Material

Flow

Management

Schedule

Control

Workforce

Supply

Information

Management for

Physical &

Services Flows

Work design

and planning √ √ √ √ √ √

Using

Information and

Communication

Technology

√ √ √ √ √ √

Transport

planning √ - - - - √

Stockholding

(Inventory) √ - √ √ - √

Health and

Safety Practice √ √ √ - √ √

Note: (√) indicates the particular activity that must be paid attention to in each CSC service


166

Table 6-2: Enabling Technologies

Computing Technology

CSC Services

Material Supply, Storage

and Handling

Information Management

for Physical and Services

Flows

Context-Aware

(to support and serve the user based on user‟s

context, i.e. Presentation, Execution and Tagging)

√ √

Web Services

(integrating and collaborating supply chain project

members)

√ √

Ubiquitous Computing

(to create transparent, intelligent and awareness

environment to the user)

√

√

Wireless Technology

CSC Services

Material Supply, Storage

and Handling

Information Management

for Physical and Services

Flows

Telecommunication Network (WAN/

WLAN/WPAN) √ √

Location Positioning System (GPS/RTLS/Cellular) √ √

Location Sensor (RFID, Wi-Fi tags, Sensor

Network) √ √

Communication Device (PDA, Mobile Phone/

Tablet PC/ Laptop/ PC) √ √

The next step of the process requires that the three pre-determined forces to be narrowed

down to two considered as being the most uncertain and critical and most likely to provide

a significant impact to change the nature or direction of the future scenarios. The two

forces are then grouped into social and technological issues identified as follows:

1. Shifts in CSCM practices

2. Changes in information and services flow

The two most uncertain questions that arise from the derived forces are as follows:

a) How might shifts occur in CSCM practices through the application of Context-

Aware technology?

b) How might the integration of Context-Awareness and Web Services enable

wireless technologies to support the information and services flow?


167

6.5 Generation of Scenarios

In developing the CSC scenarios, the relationships between construction project actors

(project owner, main contractor/prime contractor, architect/engineer, sub-consultant,

material suppliers, equipment services suppliers, mechanical subcontractors, electrical

subcontractors and other subcontractors) are as shown by the generic organisation chart in

Fig. 6-3. The relationship between project owner and main contractor is based on the

formal business contract which demonstrates that the main contractor is fully responsible

for building the entire project and maintaining relationship with the subcontractors and

suppliers. In this organisation, the IT Manager is responsible for managing and maintaining

the CASTLE system which is used to support the CSC network activities either off-site or

on-site or both.

As shown in Fig. 6-4, the generic CSC operations and planning which include activities

such as architectural and structural design, logistics and construction are used in the

scenario plot to describe how future construction automation can ensure that mobile

workers (internal and external supply chain actors) are provided with information as

needed to support their services and working environment awareness. Each of the services

Flo

w o

f m

ate

ria

ls a

nd

ser

vic

es

Project Owner

Architect/Engineer Main/Prime Contractor

(Contract)

Sub-consultant

Mechanical

Subcontractor

Electrical

Subcontractor

Other

Subcontractors

Flo

w o

f fun

ds

Flo

w o

f Info

rma

tion

IT Manager

(Information-Hub)

Supplies

(Materials/Machinery

etc.)

Logistics

Fig. 6-3: CSC project organisation with IT management support

(adapted from Benton and McHenry (2010))


168

provided by the project scenario explains the relationship between information flow,

collaboration in information sharing through enabling wireless and internet technology

which are shared among the supply chain actors. For security reasons, such confidential

information needs to be protected by special identification method. This must be agreed by

the actors for future benefits and safety.

The following sections present the narration of scenarios illustrating how context-aware

application known as CASTLE (Context-Aware Services for ConsTruction SuppLy Chain

DelivEry) based on three principal services introduced by Dey and Abowd (1999) can

Construction/Building Logistics Services

On-site Distribution

Inventory Management

Ordering/Purchasing

Waste Management

Health & Safety

Design

Procurement

Client Brief

Project Scheduling

Supply Source

Suppliers

Manufacturers

Raw Materials Suppliers

Point of Use

Fig. 6-4: Generic SCM activities and services in construction traditional method

(adapted from Taylor and Bjornsson (1999); Sobotka and Czarnigowska (2005); Xue et al. (2007))


169

serve the CSC users in their activities based on their relevant context parameters. In the

overall system, Web Services technology is introduced as a supporting platform to the

CASTLE application especially in supplying context and delivering services to project

team members on behalf of third party service providers. This means that the interaction

between internal supply chain actors (CSC project team members) and external supply

chain actors (third party members such as suppliers, specialist consultants) can be

supported and enhanced in anticipated events. In the scenarios development environment,

CASTLE wireless mobile communication link is supported by dual wireless system

network - Wi-Fi network (for on-site communication system coverage) and WWAN

corporate telecommunication network for on/off-site communication coverage (provided

by third party). For off-site location tracking, the service is provided by GPS service

provider which is linked to the mobile telecommunication service provider to deliver

service to the end user. Meanwhile, the CSC actors are provided with smartphones, tablet

computer and PC or any communication devices that are registered with CASTLE system

network. The communication between the user and project management software is also

made through Web Services via internet capability infrastructure (Ribeiro and Lopes,

2001). Context information relating to suppliers, subcontractors and other third party

enterprises are assumed to be managed by CASTLECONS construction management

software that links directly to Web Services. This software is linked directly to CASTLE

application via Web Services using internet capability. The CASTLE‟s server handles all

the logic and data processing functionality residing in the wired networks. In delivering

the services, the operation of CSC activities is handled by CASTLE Server under the

principle of push–pull and dynamic synchronisation workflows between devices (users)

and office back-end system.

In this study, four different scenarios are presented to reflect the actual CSC activities and

services. They are as follows:

Construction Logistics Supply and Delivery Services (Case I) – to demonstrate

the context-aware application in logistics activity among CSC partners in the

delivery of a product and services according to project work schedule.

Materials Supplier Search Services (Case II) – to demonstrate the context-aware

application in e-procurement activity to secure component or product and services


170

from substitute suppliers. This case also involves B2B1 in assisting to manage the

complexity of procurement process.

Design, Planning and Project Management Collaboration Services (Case III) –

to demonstrate the capability of context-aware application in supporting

collaboration process/services in construction that consists of tasks such as

information sharing, design and engineering planning and collaborative decision

making.

Business to Business - B2B (Case IV) – to demonstrate the capability of context-

aware application in executing materials quotation search from a number of

suppliers and specialist contractors to solve new building design issue.

6.5.1 Construction Logistics Supply and Delivery Services (Case I)

The logistics operation and planning resembling the scenario of brick supply and delivery

services between CSC actors under CASTLE deployment is shown in Fig. 6-5. The

scenario highlights the activities of brick delivery due to new project time schedule

(reschedule) involving the main actors, i.e. Logistics Manager, project team members and

the current brick supplier. In this case, CASTLE contextually plays an important role in

reducing the impact of changes in managing the material flow throughout the delivery

process from the point of supply to the construction site. As previously mentioned, the

objective of developing this scenario is to demonstrate how CASTLE system can be used

to provide support to CSC actors by recognising the actors‟ context parameters (i.e. either

their location, profile, task or activity) and enabling the push of services or information

based on their contexts. Through this, the context-aware system is able to support the

respective CSC users (i.e. transport driver representing the supplier - external supply chain

actor; logistics supervisor, security officer and project manager which represent project

team members - internal supply chain actors) about an anticipated event. CASTLE utilises

Web Services platform in supplying contexts and delivering other third party services.

1 B2B – Business to Business


171

As part of the supply chain process, the brick delivery process map presented in Fig. 6-6 is

extended from the model developed by Azambuja and O‟ Brien (2009). The mapping

model has previously been discussed in Chapter 2.

Main Actors

Construction Project

Database and Applications

Internal and External

Supply Chain Actors

CASTLE Server + Context-

Aware Application + Service

Discovery

Web Services Interface API

Via Internet

Logistics

Supervisor

Brick

Manufacturer/Supplier

Logistics

Manager

Transport

(Driver)

Project

Manager

Security

Officer

Supply Chain 3rd

Party

Applications


Via Internet

3rd

Party Services

and Context

Providers

Fig. 6-5: CASTLE deployment for CSC Materials Supply and Delivery Services


172

Not OK

OK

End

Start

Brick transport moves to the point

of use

Unload bricks

Logistics Supervisor updates information to Logistics Manager

Logistics Manager updates the inventory database via CASTLE

Site security

approves entry

CASTLE alerts

supplier of delivery

status

Bricks Quality?

Supplier to outsource

Yes

Yes

No

Time for brick delivery?

No

Yes

Bricks loaded onto transport (delivery

information uploaded into driver‟s smartphone

and synchronise to CASTLECON via web)

Bricks are transported to site (On delivery)

On-site CASTLE Wi-Fi RTLS detects

brick transport?

CASTLE sends message to internal CSC users and up-date

delivery information to inventory

database

No

Logistics Manager instructs CASTLE to track

the movement of the

transport via GPS

Bricks in stock at

Supply House?

Logistics Manager alerts the supplier (via instant message)

Supplier alerts the Logistics Manager

(via instant message)

Information

delivery correct?

Yes

No

Return to supplier

Fig. 6-6: Bricks delivery process map for Case I Scenario


173

The scenario chronology of the interaction between CASTLE system and the supply chain

members taking place in exchanging information and delivering of services is narrated as

follows:

1. Information is pushed to Logistics Manager from CASTLE Server.

2. Based on his profile context, the CASTLE server provides the material schedule to

Logistics Manager‟s smartphone highlighting the item that requires his immediate

attention. He promptly browses the Project Management Software (i.e. linked to

Logistics Management Software). Brick for site A is the material that needs his

immediate action. Checking and confirming the material‟s current status, he sends

an alert message to the brick supplier.

3. Logistics Manager in turn receives a confirmation message from the brick supplier.

4. On the delivery date, as scheduled, the Logistics Manager makes a query to

CASTLE in order for him to track the current location of the brick transport.

CASTLE automatically makes a connection to 3G telecommunication network

service provider for GPS support to locate the transport location.

5. Upon arrival, the on-site Wi-Fi RTLS system detects the transport driver‟s

smartphone IP address. CASTLE server pushes a message containing specific

information about the delivery (job task) to Logistics Manager, Logistics

Supervisor, Security Officer and Project Manager (as shown by snapshot in Fig. 6-

7).

6. CASTLE server updates the material information that synchronises the Logistics

Management Software (inventory) database.

7. CASTLE server sends a message and on-site virtual map to the transport driver

after site entry has been approved by Security Officer. The entry approval message

is also received by Logistics Manager and Project Manager.

8. Logistics Manager receives a message from Logistics Supervisor regarding the

material final status (after finishing inspecting the bricks for quality and quantity

and unloading them). Logistics Manager records and subsequently synchronises

with CASTLE server resulting in an update of material inventory control database.


174

6.5.2 Materials Supplier Search Services (Case II)

In this scenario, an example of procuring product from different suppliers is used to

resemble the plot for material supplier search service. A large supply of bricks is required

at Site A immediately as a result of a variation order. Unfortunately, the nominated brick

supplier is unable to fulfil the urgent request of bricks. Due to the urgency of the matter,

the main contractor needs to purchase bricks from another supplier. This scenario plot

illustrates how CASTLE system is deployed to manage or execute service by recognising

mobile workers‟ project context entities (i.e. location, profile, preferences and actions) and

enabling the push for services (information) based on their contexts (Fig. 6-8).

Construction site Logistics Manager

Transport arrives at site gate

Update

project

inventory

Mobile device

Fig. 6-7: Scenario snapshot showing Logistics Manager receiving information

upon arrival of brick transport at site gate


175

The brick procurement process map shown in Fig. 6-9 illustrates the activities of

procurement process initiated by CASTLE and acted upon by Project Manager. The

mapping model is extended from the e-marketplace (B2B) model developed by Alarcon et

al. (2009). In this case, the role of CASTLE is to minimise the supply chain management

activities ensuring time savings, reduction in last minute purchases, reduction of cost

searching for the best price and reduction of administrative procurement process. In

conjunction to that, CASTLE system is to provide awareness to the respective mobile

workers (i.e. project manager, purchasing manager and logistics manager) and suppliers

about the event.



Supply Chain 3rd

Party Applications

E-procurement

External Supply Chain

Actors


Via Internet


Via Internet

3rd

Party Services

and Context

Providers

Brick Supplier 3

Logistics

Manager

Project

Manager

Brick Supplier 2

Brick Supplier 1

Internal Supply Chain

Actors



Discovery

Fig. 6-8: CASTLE deployment in CSC for Material Suppliers Search Services (Procurement)


176

Yes

Yes

Project Manager searches for

suppliers

(sends request to CASTLE)

No

Start

Urgent material

shortage?

CASTLE sends context to Web

Services Platform

Semantic Web intelligent agents

process the purchasing operation

Project Manager receives bid

quotations and makes a selection

OK?

Project Manager sends request to

CASTLE for Semantic Web agent

proceed with purchase order, etc.

No

Project Manager requests

Semantic Web agent to revise the

process (negotiation)

CASTLE pushes message to

Project Manager regarding final

purchasing status

Project Manager records the final

outcomes and updates project

database

End

Fig. 6-9: Brick purchasing process map for Case II Scenario


177

The scenario chronology of the interaction taking place between CASTLE system and the

supply chain members in exchanging information and delivering of services is as follows:

1. CASTLE pushes a message to Project Manager regarding a shortage (urgency) of

bricks. He immediately browses Project Management Software, checks and

confirms the brick shortage status.

2. Being already aware of the unanticipated event that leads to the bricks shortage and

the unfortunate incident at the nominated brick supplier‟s production house, Project

Manager pushes an instant message (request) to CASTLE application to execute

the searching and purchasing services via Web Services platform. The request is

processed by CASTLE (context manager) by instructing Web Services components

(service registry and matchmaker) to process the brick purchasing using Semantic

Web based e-procurement (bidding) intelligent agents.

3. The list of availability from short-listed suppliers complete with their quotations is

pushed to Project Manager for his immediate action by CASTLE. Due to the

urgency of the bricks, Project Manager evaluates the bids from the suppliers and

makes a selection based on the best quote (Fig. 6-10) below.

4. Project Manager then makes a request (order) for CASTLE to execute the purchase

order and other contractual agreement with the nominated supplier via Semantic

Web agent.

5. CASTLE sends a message (information) to the Project Manager regarding the final

purchasing status. Project Manager records and subsequently synchronises the

project management database.


178

6.5.3 Design, Planning and Project Management Collaboration Services (Case III)

In this scenario, an example of virtual collaboration in project design, planning and

management within supply chain members (i.e. client, project consultant, main contractor

and suppliers) is used to resemble the plot for collaboration services. The scenario plot

illustrates how CASTLE system is deployed to manage or execute the services by

recognising the mobile workers‟ project context entities (i.e. location, profile, preference

and actions) and enabling the push of services (i.e. information) based on their contexts.

The system is able to provide awareness to the respective mobile workers about an event.

As part of the overall plot, an example of how the project consultant (main actor)

coordinates the collaboration process with other supply chain members is illustrated in Fig.

6-11.

Construction site

Brick Supplier

Project Manager

Execute

purchase

order

Mobile device

Fig. 6-10: Scenario snapshot showing Project Manager receiving brick quotation

from suppliers


179

The process map shown in Fig. 6-12 illustrates the activities of e-collaboration process

initiated by the client via CASTLE and acted upon by the project design team (i.e. headed

by the Head of Project Consultant). The e-collaboration value chain mapping model is

produced as part of the existing 7C‟s model (i.e. start from Customer needs, followed by

Contact, Concept, Contract, Construction, Control and finally Consume), extended from

Emmitt and Christoffersen (2009). In this case, the main intention of CASTLE is to

support and deliver to the team (i.e. supply chain design team) a design value to the client

through e-collaboration services.



Supply Chain 3rd

Party

Applications

E-collaboration


Actors


Via Internet



Discovery


Via Internet

3rd

Party Services

and Context

Providers

Structural

Consultant

Head of Project

Consultant

(Representing Client)

M&E

Consultant

Architect


Chain Actors

Fig. 6-11: CASTLE deployment in CSCM for Project Design, Planning and Management

Collaboration Services


180

CASTLE forwards the message to Project

Consultant


No

Start

Project Consultant browses CASTLE‟s Project

Management Software

Project Manager studies technical documentations

and design elements to be revised

Project Consultant sends request CASTLE to

execute collaboration task

CASTLE executes virtual collaboration process

by delivering drawings enabling information

sharing/exchange

(via Semantic Web Services)

CASTLE sends message to relevant project team

members regarding design collaboration


CASTLE updates changes made to its Project

Management Software

CASTLE alerts the status of revision to Project

Consultant


End

Client sends request to CASTLE to revise

Building A structural design


Fig. 6-12: Design collaboration process map for Case III Scenario


181


members taking place in exchanging information and delivering of services is as follows:

1. Construction has started but Building A is still in its design stage. The client sends

a message to the Head of Project Consultant via CASTLE requesting for a revision

to Building A structural design. CASTLE updates the latest issue in the project

management application.

2. CASTLE pushes a message to the Project Consultant to revise the existing floor

layout design and material specifications. He logs-in and browses CASTLE Project

Management Software in order to gather technical documentation regarding the

new proposal. He studies the design elements that need to be revised in detail.

3. He sends a message via CASTLE to his project team to collaborate the task to

immediate effect. Based on the project team members‟ contexts, CASTLE pushes a

message to each project team member including the architect, structural engineer

and M&E engineer. CASTLE executes the process of information exchange,

delivering documents, information sharing, design review and virtual construction

services via Web Services platform to each team member based on his/her context

(Fig. 6-13). The operation is done via Semantics based e-collaboration intelligent

agents.

4. CASTLE updates any changes made to the Project Management Software

application and highlights the status of the revision to the Head of Project

Consultant for his immediate action.


182

6.5.4 Business to Business - B2B (Case IV)

An example of doing business between the supply chain members (i.e. main contractor,

specialist contractors, suppliers and installers) is demonstrated in this scenario. The

scenario plot illustrates how the CASTLE system is deployed to execute the B2B services

by recognising the mobile workers‟ project context entities (i.e. location, profile,

preference and actions) and enabling the push of services (such as information,

specifications, tender documents and plans) based on their contexts. Through this, the

system is able to provide awareness to the respective mobile worker about an anticipated

event. As part of the overall plot, an example of how the main contractor (represented by

the Project Manager) makes a business deal with other supply chain members is illustrated

in Fig. 6-14.

Architect

M&E Consultant

Head of Project

Consultant Structure

Consultant

Construction

drawing and

Part

Specification

Mobile device

Fig. 6-13: Scenario snapshot showing Project Consultant collaborating with other CSC

networks to tackle the change of project design, planning and management problem


183

The process map shown in Fig. 6-15 illustrates the activities of B2B process initiated

CASTLE and acted upon by the main contractor. The e-B2B mapping model is produced

and extended from the model framework developed by Alarcon et al. (2009). In this case,

the intended role of CASTLE is to support the supply chain network to communicate and

negotiate efficiently to finally benefit the networks by reducing purchasing time, cost of

searching for the best price and reduction of administrative procurement process.



Supply Chain 3rd

Party Applications

E-B2B


Actors


Via Internet



Discovery


Via Internet

3rd

Party Services

and Context

Providers

Sub-contractor

Main Contractor

Supplier(s)


Actors

Specialist

Contractor(s)

Installer(s)

Fig. 6-14: CASTLE deployment in CSC for B2B Services


184


members taking place in exchanging information and delivering of services is as follows:

1. CASTLE pushes a message to the Main Contractor (represented by Project

Manager) to revise the quotation for new material and component specifications for

Building A finishing floor. Project Manager receives the message during a meeting

with his project team. He reads the message after the meeting.

Project Manager browses CASTLE‟s Project

Management Software to study items to be

revised

No

Start

Project Manager studies documentations and

makes necessary revision

Project Manager sends request to CASTLE to

execute B2B task

CASTLE sends pricing details for

materials/components and services to Project

Manager

CASTLE searches for potential specialist

contractors, suppliers and installers

Project Manager and his project team analyse

the price list before making decision

End

CASTLE sends message to Project Manager to

revise material/component specifications


Fig. 6-15: B2B process map for Case IV Scenario


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2. When he is in his office, he browses the Project Management Software to study and

analyse the items that need to be revised using his PC (wired network).

3. After making the necessary revision, the Project Manager sends a message to

CASTLE to execute the B2B task (Fig. 6-16).

4. Via Web Services, the CASTLE system automatically searches for potential

specialist contractors, suppliers and installers to gather the pricing details for the

services and the materials.

5. CASTLE automatically pushes the required information to the Project Manager for

further action. The Project Manager receives this message when performing

building quality inspection with his Project Supervisor on-site.

6. Later on, the Project Manager analyses the price list in his office with his project

team.

6.6 Scenario Validation

The generated scenarios need to be evaluated in order for them to be validated. This is

important because the generated project scenarios are used to define and develop the future

Specialist

Contractor

Project Manager

Supplier(s)

Installer(s)

Price list and

Part

Specification

Mobile device

Fig. 6-16: Project Manager sending query for services quotation from CSC members


186

working system framework and later for developing the prototype demonstrator; hence it is

crucial that the generated scenarios are validated and seem realistic. Validation of a system

usually involves going back to the users to have them perform some sort of acceptance test

and should occur as early as possible in the system life cycle (Martin, 2007).

6.6.1 Scenario Validation Objectives

The aim of the scenario validation exercise was to pose questions to the construction

industry experts regarding the next generation context-aware mobile applications in the

construction sector. The specific objectives of scenario validation are as follows:

1. To verify and validate that the scenarios are realistic and describe real construction

activities.

2. To identify further needs of the construction industry and other potential application

areas for the implementation of a context-aware system.

3. To identify possible drivers/barriers for the future implementation of a context-

aware system.

6.6.2 Scenario Validation Process

Since the development of scenarios takes some time to become plausible, the validation

process was divided into two stages to make sure that the scenarios were on the right track

and avoid unnecessary delay. The first stage of the validation was an initial study. For this

purpose, an initial scenario of logistics services management at site was generated based on

information gathered from literatures and author‟s previous work experiences. The

logistics services were chosen because they are the backbone for the supply chain

processes and play a critical role in optimising the flow of materials, equipment and people

(Strategic Forum Logistics Task Force, 2005; Bowersox et al., 2009). A visual and verbal

description of the initial scenario was presented to the construction experts during the case

study interviews and they in turn were asked to comment and give their perspectives and

professional recommendations regarding the proposed context-aware system

implementation in the management of logistics services in the future. The interviews were

loosely structured so as to encourage greater involvement and participation of the

interviewees, to explore the potential of context-aware services in the construction industry.


187

The details of this initial scenario can be referred to in Appendix C. A written description

of the scenario was also sent to the experts via e-mail prior to the interviews.

Based on the positive initial study feedback, four scenarios of the future construction

practices were generated, as previously presented in the earlier sections. In the second

stage of scenario validation, animations of the scenario cases were produced. Animations

were chosen because they are easy to understand as they tell a story more effectively than

narration. These animations together with the verbal description were presented to the

experts for validation. The experts involved in the second stage of the scenario validation

process consisted of:

Construction Industry Practitioners: Eight experts were interviewed in this

category to ensure that the construction industry perspective was taken into

consideration. Coincidently, they were the same eight construction experts that

were previously interviewed for case studies in the Chapter 5 and the initial

validation.

Technology Experts: Two technology experts were interviewed to ensure the

plausibility of applying the technology.

The scenario validation was conducted via face-to-face interviews. Due to the busy

schedules of the experts, it was not possible for them to attend a workshop. The interview

questions were designed to be semi-structured so as to seek more specific answers.

6.6.3 Interview Questions

During the interviews, the discussions primarily revolved around the scenario in line with

the objectives of the scenario validation. The following key questions were discussed:

Are the scenarios realistic? Do they describe real construction activities of the

future? Do you see them happening in the future?

Can you suggest the other possible application areas for the implementation of a

context-aware system?

What are the possible drivers/barriers for the future implementation of a context-

aware system?

What are the possible benefits of the proposed context-aware system?


188

Do you see any related issues surrounding the scenarios?

These questions were used as a guideline to have a discussion around topics related to

context-aware services delivery to the construction supply chain and to get the professional

views and recommendations of the industry experts. The feedbacks gathered during the

validation process are presented in the following section.

6.6.4 Validation Results

Some of the feedbacks gathered from the ten experts regarding the scenarios are

summarised and presented in Table 6-3 below:

Table 6-3: Industrial experts’ evaluation of project scenarios

Questions

Responses

Yes % No % Not

sure %

1 Do you think the scenarios are realistic? 10 100

2 Do the scenarios describe real construction activities? 10 100

3 Do you see the scenarios happening in the future? 10 100

4 Is context-aware system practical to be implemented? 8 80 1 10 1 10

5 Can information flow improve? 10 100

6 Can logistics services delivery improve? 10 100

7 Can on-site and off-site communication improve? 9 90 1 10

8 Can the supply chain communication improve? 7 70 3 30

9 Can material delivery services from off-site to on-site

and within on-site improve? 10 100

10 Will the context-aware system enhance the concept of

JIT? 10 100

11 Will it improve the level of automation? 8 80 1 10 1 10

12 Will it solve the problem of interoperability? 8 80 2 20

13 Will the system cause information overload? 3 30 6 60 1 10

14 Are you concerned about security and trust issues? 6 60 4 40

15 Are you concerned the system might change the way

you do your job? 6 60 4 40

In general, the feedbacks from the experts were very encouraging. All the experts agreed

that the scenarios were realistic and could possibly describe real construction activities of

the future. They were consensus that the scenarios might happen in the future. They were

quite optimistic that with the proposed implementation of a context-aware system,


189

improvement could be achieved in the form of information flow, material delivery service

due to the enhancement of the Just-in-Time (JIT) concept made possible by the system.

They were also in agreement that the on-site and off-site communication would improve

although one of them was unsure about this. However, only seven experts were confident

that it would improve the supply chain communication. Eight out of ten experts felt that the

context-aware system was practical to be implemented; and it would improve the level of

automation of construction processes and also solve the problem of interoperability. One

expert suggested that interoperability issues could be resolved through interfacing. Six out

of ten experts believed that it would not cause information overload if the system was

carefully planned and coordinated. Nevertheless, they were a bit concerned about the

security and trust issues and they were worried that the system might change the way of

working. It was interesting to see that these experts had divided opinions on these issues.

Basically, all the experts were quite keen on the idea of the proposed implementation of a

context-aware system in the delivery of information and services in CSC activities. They

also gave the following feedbacks for future consideration:

(a) Possible Application Areas

It was suggested that the proposed system could be effectively deployed to support large or

repetitive construction projects. For large construction projects, an efficient management of

construction services and effective communication between supply chain members are

more critical. It was thought that construction programme could be planned and followed

more accurately with the implementation of such system. The system could also be used to

monitor large items such as plants and equipment, stock levels of some materials such as

cement and bricks. By sharing a system and knowing each other‟s schedule, it could also

provide support for contractors to plan and share the use of certain plant like cranes

without having to order separately or from different suppliers.

(b) Reservations

Despite initially liking the idea of construction automation and smart construction site,

some of the experts were pessimistic about the acceptance of new technology by general

construction workers. It was believed that they might need to be motivated to change the

work culture and attitude which is never easy; also they need time to adapt to new working


190

systems. The experts thought that the system might be difficult to implement effectively

due to the fragmented nature of construction organisations. There were concerns about

how the system could affect the social behaviour or works culture of the workers, for

example, feeling monitored or spied on at all times by „Big Brother‟. One logistics expert

said, “Love the idea, but it will not work!” Issues like the tagging of materials and

equipment also caused concern for the need to change the whole of the construction

industry operation. The other issues that caused for concern include:

Mobile communication limitation.

Time, training and cost – The cost of the implementation of a new technology is

always a cause for concern. New technology needs training; and training is time

consuming and costs money.

Safety – Health and safety issues arising from the use of mobile devices at site area

could produce negative impact on mobile workers.

One construction expert felt that the implementation of a context-aware application would

not help with safety issues; “even if the application is able to tell a worker that he/she is

near to a hazard, it will not help avoid an accident from happening”. Another expert felt

that it was unnecessary to track workers and material delivery: “it is not important to know

where a lorry from a distributing company has been prior the delivery and will be next”.

The two technology experts were quite optimistic about the advancement of technology to

support the proposed system implementation in the future. One of them was the country‟s

leading and successful RLTS solution provider for hospitals. Having dealt mainly with

indoor closed systems for all his RLTS projects, he was very interested to find out how the

system would work out at construction sites.

The initial scenario was validated by the publication in an online journal (Omar and Ballal,

2009) and a conference proceeding (Omar et al., 2009). Based on the feedback summarised

in Table 6-3, the scenarios have also now been considered valid. Overall, these feedbacks

confirmed the findings by Aziz (2005).


191

6.7 Risks and Opportunities

As part of the scenario planning process, it is pertinent for each scenario case to highlight a

set of risks, uncertainties and opportunities that have relevance for the current decision

making. Listed in Table 6-4 are the evaluation drawn from each scenario case, categorised

as risk, uncertainty and opportunity:

Table 6-4: Scenario Evaluation Factors: Risk, Uncertainty and Opportunity

Scenario Risk Uncertainty Opportunity

CASE I

mismatch between what

an application can offer

and the actual (data)

requirements of mobile

workers

lack of interoperability

rate of technology change

technological complexity

level of privacy control

increased level of

automation

CASE II

context variables limited

to behaviour data


complexity in user needs

interpretation of context

and adaptation of service

behaviour

rate of technology change



provide the ability to

dynamically discover and

invoke services regardless

of operating system or

programming language

CASE III

not taking into account

the worker‟s changing

context and dynamic

project conditions


predicting context data

amount of project data

and services



allowing mobile workers

access to context-specific

information and services on

an as needed basis

CASE IV

dependent on enabling

technologies such as

wireless communications,

smart materials, sensors

and actuators to capture

context data

complexity in user needs

the rate of technology

change

amount of project data

and services



improved on-demand

access to project

information

increased level of

awareness and

responsiveness

improved management of

asset mobility

6.8 Summary

In this chapter, the process of developing scenarios that illustrate the use of context-aware

technology for construction supply chain services in four different cases is presented.

These scenarios have been generated based on multiple fields of research areas that are

gathered from literature reviews and case studies related to the fields of wireless and

computing technologies, construction supply chain management (Chapters 2 and 3) and

author‟s previous work experience. The generated scenarios are a useful tool in defining


192

the future working system framework and to obtain feedback from the related field experts.

Positive feedbacks from the experts have validated the scenarios. The proposed system

offers future opportunities for the construction industry to improve CSC services through

better communication systems especially in managing large construction projects such as

under Prime Contracting or Private Finance Initiative management models because they

are seen as more owner type driven approaches. It is expected that the risks of the

implemented system to come from social/cultural aspect especially in the acceptance of

new technology and the monitoring of the staff/manpower movements. Finally, it can be

said that the issues of interoperability, work culture and implementation method must be

seriously considered in the system evaluation.


193

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