A Case Study on Rebar Supply Chain Management by GS E&C

Yong-Woo Kim1, Changjung Park2 & Glenn Ballard3

1Assistant Professor, Constr. Engr. and Mgmt. Program, Constr. Mgmt. and Wood Product Engrg. Department, Advisory Committee, GS E&C, 153 Baker Lab, State University of New York, College of Environmental Science and Forestry, Syracuse, NY 13210, 315/470-6839, FAX 315/470-6879, ywkim@esf.edu
2Manager, Lean Construction Task Force Team (TPMS Team), GS Engineering and Construction, Seoul, Korea, parkcj@gsconst.co.kr
3Research Director, Project Production Systems Laboratory, University of California, Berkeley. ballard@ce.berkeley.edu


In the past it has been difficult to implement lean supply chain management in construction because one entity does not have control over an entire supply chain. This research investigates supply chain practices at GS Engineering & Construction in Korea. The purpose of this case study is to explore the lean application on rebar supply chain management practice at GS. The paper discusses vertical integration in the supply system to reduce lead time and to improve a supplier’s reliability. It also discusses production control system and task standardization for a contractor’s planning reliability.


Supply chain management, rebar supply chain, lean construction, case study, vertical integration, task standardization



Kim, Y. , Park, C. & Ballard, G. 2007, 'A Case Study on Rebar Supply Chain Management by GS E&C' In:, Pasquire, C.L, C.L. & Tzortzopoulos, P., 15th Annual Conference of the International Group for Lean Construction. East Lansing, Michigan, USA, 18-20 Jul 2007. pp 129-134

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