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The construction industry is lagging behind other industries in terms of efficiency and performance. Lean-oriented supply chain management (SCM) initiatives have not yet led to significant improvements because of the peculiarities of the industry. In this regard, the construction industry is characterized by poor collaboration, conflicts, disputes, and a lack of customer focus and end-user involvement. These peculiarities make partnering in construction industry projects somewhat difficult. Practitioners, researchers, and societies at large have, therefore, called for a change in attitudes, behaviors, and procedures to increase the chances of a project’s success. First, this study performed a systematic literature review followed by eight structured interviews to understand the most important barriers that prevent the collaboration in customer–supplier relationships in construction supply chains. Second, the Decision-Making Trial and Evaluation Laboratory (DEMATEL) analysis provided a new understanding of the barriers by showing cause–effect associations among them to promote collaboration in the construction industry’s SCM. This new understanding can be used to orient more effective actions to improve the customer–supplier relationship in the construction supply chain. The main findings show that three of the four barriers that act as causes are industry-related barriers, and the main finding depends on the specific temporary configuration that characterizes a project-based industry. Among the causes, there is also an organizational barrier that highlights how a clear definition of a project’s roles and responsibilities impacts collaboration.
Costa et al. (Mon,) studied this question.