https://doi.org/10.24928/2020/0123

Experiences From Allowing Maximum Two Contract Tiers in the Vertical Supply Chain

Beate Aure¹, Ola Lædre² & Jardar Lohne³

¹MSc Student, Department of Civil and Environmental Engineering, NTNU – Norwegian University of Science and Technology, Trondheim, Norway, +47 476 76 796, [email protected], orcid.org/0000-0002-0241-9230
²Professor, Department of Civil and Environmental Engineering, NTNU – Norwegian University of Science and Technology, Trondheim, Norway, +47 911 89 938, [email protected], orcid.org/0000- 0003-4604-8299
³Researcher, Dr. Art., Department of Civil and Environmental Engineering, NTNU – Norwegian University of Science and Technology, Trondheim, Norway, +47 934 44 930, [email protected], orcid.org/0000-0002-2135-3468

Abstract

The AEC-industry is negatively affected by criminal actors seeking economic profit. In order to combat crime, Norwegian authorities have introduced action plans and strategies. This study concentrates on experiences Norwegian contractors have had with a requirement of maximum two contract tiers in their vertical supply chain. Six semistructured interviews with project managers and advisors from contractors in Norway have been conducted, in addition to a literature study. The findings show that the contractors have close to never experienced challenges with the requirement of maximum two contract tiers. The only challenge in this matter is when their sub-sub-contractor needs specialist competence or specialist equipment and are not allowed to use another contract tier. By discussing why the requirement of maximum two contract tiers seemingly works, how it is organized and what perceptions that have been made, this study are among the first to document the conctractors’ experiences from allowing maximum two contract tiers.

Keywords

AEC-industry, contract tiers, work related crime, supply chain

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Reference

Aure, B. , Lædre, O. & Lohne, J. 2020. Experiences From Allowing Maximum Two Contract Tiers in the Vertical Supply Chain , Proc. 28th Annual Conference of the International Group for Lean Construction (IGLC) , 613-624. doi.org/10.24928/2020/0123

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