An analysis of the causes leading to construction supply chain disruption during the construction stage

INTRODUCTION

Research problem

In recent years, Vietnam's construction industry has experienced several disruptions in its supply chain, which have had significant impacts on project timelines, costs, and quality [1, 2] These disruptions have been caused by various factors, including the COVID-19 pandemic, natural disasters, and logistical challenges The disruptions have affected the entire construction supply chain, from raw material suppliers to contractors and subcontractors [1]

The construction industry plays a crucial role in the economic development of Vietnam, and disruptions in the supply chain can have far-reaching consequences [3] The construction industry contributes significantly to the country's GDP, provides employment opportunities, and supports the growth of other industries [2, 4] Therefore, it is essential to understand the causes of these disruptions and their impact on the industry to mitigate their effects

Figure 1 1: Growth of Vietnam’s GDP and Grow of Construction’s GDP (2019-

2022) (Source:http://tvi.com.vn/tin-tuc?slugo-cao-nganh-xay-dung-q1.2022)

Effective supply chain management in construction is crucial for meeting project deadlines and quality standards Disruptions in the supply chain can result in cost overruns, delays, and even project cancellations, damaging project profitability and stakeholder relationships Research is needed to investigate the causes of supply chain disruptions and develop mitigation strategies Future research should focus on developing effective supply chain management strategies that leverage technology for enhanced resilience and agility.

Previous literature has extensively studied the impact of supply chain disruptions on various industries, including the construction industry The literature has identified various types of disruptions, such as natural disasters, transportation disruptions, labor shortages, and material shortages[3, 5] The literature has also proposed various strategies to manage supply chain disruptions, such as risk management, supply chain collaboration, and information sharing[6] Nurul Afroze Zainal Abidin (2018) reviewed the causes leading to CSC disruption focusing on Malaysian Public Sector Construction Industry by analyze the emergent vulnerability and capability factors of the public sector supply chain in coping with supply chain disruptions, elaborate clearly on empirical aspect of CSC disruption in public sector’s project, so the study was not satisfied to whom does not involve in public projects Darko et al (2016) contribute research on identifying potential critical risks in the construction supply chain – An empirical study in Ghana The findings indicated that potential key risks include price fluctuates, interest rate changes, material shortages, frequent changes in

SC inputs, and unanticipated changes in demand In general, there was no statistically significant difference between the stakeholders' rankings of the risk factors Kerim Koc and Asli Pelin Gurgun (2020) conducted thorough research on CSC risks from the perspectives of stakeholders and the supply chain life cycle They drew their conclusions from reviews of relevant literature and focus group discussions Manufacturers, governmental agencies, end users, and insurance companies were not involved in this study Other study, Matt, Rodolfo and Erin (2021) focuses on a local project, drawing upon previous research, project documents, and interviews with key project stakeholders to better grasp what impacts affect the supply chain disruption of their case study project and experiencing the material supply disruptions and project cost impacts because of the pandemic However, despite the extensive literature on the topic, there is a lack of research that specifically focuses on the construction industry's supply chain disruptions with regard of interaction among constructs of causes leading to CSC disruption as well as the assessment of impacting to project performance Therefore, this master thesis aims to contribute to the existing literature by providing a comprehensive understanding of the cause leading to supply chain disruptions on the construction industry and identifying the strategies that can be adopted to manage such disruptions The objectives of the research outlined in this research are (1) to identify the causes affecting to CSC disruption, (2) to explore the underlying interrelationships among the constructs affecting to CSC disruption as well as how it will affect to the project performance, and (3) to propose a process for avoiding any possible CSC disruption

In conclusion, disruptions in the construction supply chain can have significant consequences for the industry and the wider economy It is necessary to research these disruptions and develop effective strategies to mitigate their effects to ensure the continued growth and development of Vietnam's construction industry.

Objectives of the research

The objectives of the research are as follows:

1 Identify the causes leading to the construction supply chain disruption during the construction phase and through those causes we might have the countermeasure method to avoid, mitigate… the risks of supply chain disruption, in order to enhance the project’s success

2 Analyze the causes leading to the construction supply chain disruptions by classifing the causes in groups as per segments of supply chain life-cycle

3 Discover the interrelationships among constructed causes leading to construction SC disruption, the impact of groups causes to project performance( time, cost, and quality)

- Research object: Causes leading to construction supply chain disruptions in the construction stage of project

- Survey object: the people with rich experience in the construction project management

+ Owner / Client, PMU Specialist + Design Consultant

+ Project Management Consultant + Supervising Consultant

+ Main Contractor, Sub-Contractor, Suppliers

+ Other stakeholders related to Construction Project

- Limit of study: Construction Project in Vietnam, specially in Ho Chi Minh city.

Scope of research

According to Clark A Campbell (2009), projects are activities with precisely defined parameters with time frames and goals for that particular project

2.1.2 Definition of Construction supply chain

The construction supply chain is an interconnected system of organizations responsible for the seamless flow of resources, including materials, equipment, labor, capital, and data This complex network works to deliver construction products to the desired location and specifications, adhering to the investor's requirements Efficient supply chain management in construction emphasizes lean principles, timely procurement, and rigorous supplier evaluation to optimize resource utilization and enhance project delivery.

LITERATURE REVIEW

Definitions and concepts

According to Clark A Campbell (2009), projects are activities with precisely defined parameters with time frames and goals for that particular project

2.1.2 Definition of Construction supply chain

The Construction Supply Chain is a network of organizations involved in the flow of construction materials, construction machinery, human resources, financial and information flows to create construction products in the location and according to the specific requirements of the investor Supply chain management in construction focuses on lean management strategies, just-in-time sourcing, supplier evaluation,

4 Personnel Management information sharing and project quality management with the goal of adding value, maximizing profits through chain efficiency and satisfying customers [1-3]

The Construction industry is fragmented and fragmented by a collection of small and medium enterprises, large suppliers of materials and equipment, and various supporting components The Construction industry supply chain is complicated by short-term relationships and contradictory by the orientation of competitive bidding processes Construction investment project owners choose the main contractor usually based on a low bid price Competitive behaviors like these have caused unfavorability throughout the entire chain and resulted in uncoordinated and suboptimal relationships building up by supply chain members

The owner/customer comes first in a construction project's supply chain, followed by designers, contractors, specialized contractors/subcontractors, suppliers, etc These different levels make up the construction supply chain With the fluxes of materials and things moving through the supply chain, demand can be seen as an information flow in the system Every company, at any point in the chain, must comprehend the information flow and collaborate successfully with one another in order to manage the supply chain successfully [1]

The topic of supply chains in the aspect of disruption has garnered significant attention from researchers and practitioners alike Zsidisin et al (2000) provided a definition of disruption as a significant situation that poses a threat to the regular operations of the supply chain members involved In response to such scenarios, decisions and actions must be taken to minimize the resulting effects Similarly, Svensson (2000), Hendricks et al (2008), and Kleindorfer and Saad (2005) defined supply chain disruption as an unforeseen and unplanned event that disrupts the smooth flow of goods and materials within a supply chain Craighead et al (2007) emphasized that the occurrence of such disruptions, which have negative impacts on supply chains, is an unavoidable reality, and all supply chains are inherently exposed to risks Various terms have been used to refer to disruptions by different authors, including

'disruptions' [7], 'risks' [8, 9], 'errors' [10], 'uncertainty' [11], or even 'crisis' [12] In the context of this research, the term 'disruption' is used to refer to such disturbances, which are defined as foreseeable or unforeseeable events that impact the normal operations and stability of an organization or supply chain [13] These events occur at one point in the chain but can have adverse effects on the performance of one or more parties located elsewhere in the supply chain, as well as disrupt the regular flow of goods and materials [14] On the other hand, supply chain risk refers to the anticipated exposure of a supply chain to the potential impacts of disruptions, typically characterized by the likelihood of a disruption occurring and the magnitude of its impact if it does happen [15]

According to L Edelman et al (1991), coordination is the relationship created between the investor, the consultant and the contractor for the purpose of achieving the objectives of the benefits for the parties Coordination includes agreements on principles to share risks during project implementation, thereby establishing and improving the cooperation environment between the parties Coordination is not a contractual agreement, nor does it create any enforceable rights and obligations before the law Instead, seek synergies to create new collaborative perspectives during construction project execution To create these perspectives, each party must understand the other's goals and needs, and look for ways in which these goals overlap

Coordination is a method of management performed by two or more parties in a project to achieve specific goals Considering the benefits of coordination between the parties is very important and is done right from the beginning of the project, through the form of contractor selection: consulting, design, construction From the investor's point of view, a competent and well-coordinated contractor is the most important factor leading to the possibility of winning the bid and the success of the project in the future, the factors of bid price are just one of them, some of the following criteria for evaluation (source Policy & Resources Committee, 2001) poor performance in the Hong Kong construction industry, but when there is coordination, cooperation contracts are signed globally The study examines the behavior of the parties

According to Shah et al (2011), contracts play a dominant role mainly in large- scale and complex projects Projects, despite always having specific types of contracts and binding regulations, still fail, mainly due to inadequate contracts (lack of scope, quality, cost, and timing) leads to dissatisfaction of the parties, litigation, disputes and other problems in the project Only trust and good coordination bring success in construction contracts

2.1.5 Definition of the Construction supply chain (CSC) life cycle

Table 2 1: The Construction Supply chain (CSC) life cycle

The usual supply chain stages that scholars have looked at in construction projects are shown in Table 2.1 Client requests for specific materials, goods, or services are the first step in the supply chain process, which is then continued by a demanding Due to the individual project requirements, this first phase is extremely important in building projects [16] Drawings and BOQ evaluations are then used to transform the need into designs [3] This is usually continued by the tendering and contracting stage, during which vendors or subcontractors are chosen and agreements are made The design stage could potentially come after the tendering stage, depending on the requirements of the project The manufacturing and transportation processes take place in order after contracts are finalized For the planned items to be delivered on schedule throughout the manufacturing phase, manufacturers and indirect suppliers are essential [17] When early planning is required for onsite assemblies, tracking the products during the logistics operation becomes crucial to link off-site suppliers with onsite subcontractors [18] Following transportation to the construction site, suppliers or subcontractors carry out onsite tasks in accordance with contractual requirements

To increase productivity and efficiency throughout the [19]installation process, products or materials can be tracked and kept as needed Applications for inventory management assist onsite engineers in keeping track of and recording all information regarding materials [20] Due to the high number of interdependencies and variabilities, poor inventory management can cause bottlenecks in building projects

[21] The installation of the provided materials on the construction site is continued by the handling of extra materials and scraps during the winding-up stage Due to their large impact on overall performance, earned income, and business innovation, reverse transportation applications are frequently used in building projects [22] The final stage of the process is closure, where materials and finished goods are under control and end users take over maintenance duties

2.1.6 Characteristics of the project in the construction stage:

Simultaneously deploying structural construction, finishing works and MEP works

- Many Stakeholders simultaneously participate in the project such as: State management agency, Owner, project management consultant, design consultant, supervision consultant, main contractor, sub-contractor, contractor provided

- Construction supply chain such as human resources, materials, machineries and equipments are mobilized with the highest concentration

- It is period of facing with highest risk

Figure 2 2: Typical configuration of a traditional construction supply chain

Construction supply chain management entails all processes from raw material production to final asset handover, emphasizing the significance of a life cycle perspective While life cycles and material supply have been studied, a comprehensive stakeholder-inclusive view of the entire construction supply chain is lacking in current literature Given the substantial impact of information, material, service, and financial flows on SCS effectiveness, incorporating stakeholder perspectives is crucial for effective supply chain risk management Material flows, cash flow, and information exchange are critical risk factors for project success, and optimal supplier selection, delivery frequency, and resource allocation are essential aspects of an efficient construction supply chain.

Information Flow(orders, programs, estimates, prodedures, etc) Resources Flow( suppliers, finished products, equipments, etc)

Related studies

Summary of some related previous researches:

NO Author Researches Name Research Method Research results and limitation

Stakeholder- Associated Life Cycle Risks in Construction

- Industry representatives were invited to discuss in 3 focus groups with following contents:

+ Specify life cycle risks in CSCs

+ Associate specified risks to related stakeholders

+ Ensure the role of each stakeholder in CSCs -Then Data were collected and analysis (through focused groups discussion of experts)

- Identified the risks in Construction Supply Chain

- Relationship, communication, and sustainability are the most frequently carry out in the research areas

- According to the results of the content analysis, the Owner, supplier, and main contractor were the three most important participants for effective construction supply chain management

- Limitations: This study used a qualitative methodology that included three focus group talks in addition to a thorough examination of the literature The conclusions that have been provided could be supported by case studies in another research project

Resilience of Malaysian public sector construction industry to supply chain disruptions

- Descriptive statistics and the Mann-Whitney

U and Kruskal-Wallis tests were used to compare the data

-To investigate the stages of supply chain interruptions experienced by Malaysian public sector projects

-To investigate the idea of resilience and how it relates to handling supply chain interruptions

-To determine the root causes and domino effects of supply chain interruptions on the project performance in the Malaysian public sector

- To examine the public sector supply chain's emerging vulnerabilities and adaptability variables to supply chain disturbances The results showed that while private firms experienced strong market pressures, public institutions faced noticeably greater political concerns

Limitations: - To confirm the findings found in the questionnaire study, 12 construction professionals were interviewed

- Consultants and contractors as well as professionals employed by Malaysian public agencies were excluded from

NO Author Researches Name Research Method Research results and limitation the questionnaire study Due to the restricted budget and time, external stakeholders like the client, utility providers, and suppliers were not included in the study sample

- While certain pathogens in the interview data were very easy to identify, some pathogens overlapped (i.e., the same pathogen may be categorized in two separate groups) in the interview analysis

Identifying Potential Critical Risks in the Construction Supply Chain – An Empirical Study in Ghana

-Utilizing the SPSS, the data was examined

- Five of the eleven hazards, including quotation fluctuation, high interest, shortage of materials, frequent changes in CSC inputs, and unexpected requirement changed, were considered to be critical

-Limitations: It is insufficient to depict the full uncertainty characteristics in the CSC by taking into account just 11 risk elements

- Focuses on outlining a supply chain map for the area

- E xplains the effects of roofing materials on the supply chain, in relation to the T.P.O system in particular

(2021) the Effects of the COVID-19

- Provides a summary of the findings while highlighting the roofing industry's possibilities and problems in the area

- The findings confirm the necessity of more extensive, sector-wide cooperation to comprehend the composition of local material supply chains

Limitations: research only in roofing materials, future research should add different system

Linking Supply Chain Disruption Orientation to Supply Chain Resilience and Market

-Using partial least squares structural equation modeling (PLS-SEM)

- This study offers an insight into the organizational designs that foster market performance and CSC resilience in the perspective of ongoing CSC risks

- A model was created by reviewing the existing literature using psychosomatic variables and empirical modelling, and it was then put to the test using PLS-SEM analysis

- The findings show that organizational culture is crucial in building supply chain resilience in the face of supply chain dynamism

-Limitations: +Regarding sample demographics, the results of

NO Author Researches Name Research Method Research results and limitation the present study are restricted

+ Should compare the disruption with past pandemics to find more interesting results

+ The analysis of supply chain partners at different stages of the process or the inclusion of digital technologies in the literature may point the way for future supply chain resilience research

+A last drawback of the current research is the generalization of the supply chain in this study; future research, if the sample is restricted to a particular industry, should give deeper findings to supply chain literature

Current Practices and Insights on Supply Chain Risk Management in the Construction Industry: A

- Classified utilizing a streamlined systematic literature review

- Performed using the literature matrix, category selection, and material

- Construction managers who want to learn more about how risks are managed in the upstream and downstream links of construction supply chains can use the findings as a guide

- The risk management procedure currently used in the sector is also identified by this investigation

- In comparison to a formal, systematic literature evaluation,

(2020) Review collecting this study's limitations originate from the relatively small category of articles that were chosen and reviewed

Assessment of critical risk and success factors in construction supply chain: a case of Pakistan

-Project managers, consulting firms, and contracting organizations were asked for their comments via a questionnaire

-259 respondents provided information, which was statistically analyzed

- This study tries to pinpoint the crucial risk and success elements that have a bearing on Pakistani construction projects' supply chain performance

- With a greatest percentage of 93.89%, finance was the most important risk factor, followed by a lack of supplies and equipment, cash flow, and adverse weather

- Communication is the success component with the greatest severity index (93.23%), followed by supplier trust, risk allocation, problem-solving, and teamwork

-Limitation: In the current study, the viewpoint of international consultants and contractors have membership in the Pakistan Engineering Council (PEC) does not take into the evaluation

-An industrial construction project in the real world is

This study aims to assist in the identification of risk factor occurrence probabilities both throughout the planning and

NO Author Researches Name Research Method Research results and limitation supply chain risk changes on project time and cost first found

-Second, a thorough analysis of the risk variables related to the project's supply chain is carried out

-The automated detection algorithms for probability change and for analyzing the effects of each change are used to quantify these risk variables

-Finally, the study will use the Monte Carlo Simulation tool (@Risk) to analyze how these risk factors affect an industrial project in order to provide a methodology for producing execution phases of a project

-aims to create a simulation model that can automatically identify risk elements in a supply chain for the construction industry, monitor their changes, and calculate how they affect project schedule and cost

-Planning and running the supply chain can be done using this method The system's responsiveness to different what-if scenarios is what gives it its power

-A real-world industrial project is used to validate the newly introduced model, and the project's specifics are documented -The building industry and its contractors are the only subjects of this study Therefore, it is important to make an effort to enable and research the effects of autonomous detection models on whole supply chains, from the origin of the raw materials to the point of final installation automated reports for project managers that inform them of the effects on their projects' costs and schedules

Managing supply chain risks and delays in construction project

-In order to detect interruptions in building supply chains, the study primarily uses quantitative analysis

-It also makes use of simulation modelling paradigms that are appropriate for risk assessment and management

- Through a literature review and specifics of specific construction projects,

-This essay's goal is to look into models and procedures for controlling supply chain risks and delays in building projects -The study illustrates the advantages of using dynamic modelling to plan a building project It was discovered through the use of event-based simulation that construction delays affect both the amount and the likelihood of interruption

-This strategy adds to the theoretical underpinnings of risk management practices since it takes time into account

-The study's findings demonstrate that supply chain disruption can be avoided by adding a safety store of building supplies to the distribution central

-The proposed simulation models' drawback is that they only

NO Author Researches Name Research Method Research results and limitation respectively, qualitative and quantitative data were gathered

-An event-based simulation was given to the model together with a dynamic modelling approach take into account simple supply chains with a single provider

In a real-world scenario, a construction project involves multi- suppliers

Stakeholder- Associated Supply Chain Risks and Their Interactions in a Prefabricated Building Project in Hong Kong

-In order to prioritize the stakeholder-related SCR, this research uses social network analysis (SNA) to create a risk network of the supply chain of a PBP in Hong Kong

-The research's conclusions indicate that the main obstacles to the supply chains of PBPs are inadequate resource and schedule planning, poor management of work flows, and inadequate information sharing between stakeholders

-The dynamic risk interdependency and related stakeholders in SCRs are being taken into account for the first time in this study by helping people realize the hazards that are present throughout the supply chains of PBPs in Hong Kong

-This study may help practitioners manage such risks more successfully and effectively

-The data collection procedure should engage additional stakeholders, because only one case project was examined

Identifying and Categorizing the Sources of Uncertainty in Construction Supply Chains

-To show the framework's use, the uncertainties in five projects are discovered and categorized using a variety of data collection techniques, including site visits, interviews, and industry workshops

-The detection and classification of uncertainty is proposed using a three-phase approach

-How to identify and categorize the substantive drivers of project uncertainty in construction supply chains is the main research issue this study attempts to answer

-The application of the framework to a collection of ETO projects is demonstrated in this study

Limitation: This paper's values and ratings are based on first- hand information from five construction projects that span the residential and commercial sectors

Sources of Supply Chain Disruptions, Factors That

-Acquire and assemble data from various sources

-Discovering variables that can be utilized to evaluate a supply chain's susceptibility

- It would be beneficial to contrast potential alternative

NO Author Researches Name Research Method Research results and limitation

-Create a system for categorizing catastrophes that connects various supply chain infrastructure components to various sorts of catastrophes

-Links various mitigating tactics to the proper catastrophe kinds decisions based on the supply chain vulnerabilities they might create

-We suggest ways that a business can use to lessen the likelihood of occurrence, offer early warning, and deal with a disturbance in order to minimize vulnerability in supply chains

-Identify possible advantages of mitigating methods in times of normality, demonstrating that well-designed strategies can also lead to increased effectiveness

-Future research should broaden the scope to quantify the costs and advantages for organizations since this study focuses on qualitative tactics

Supply chain management: a review of implementation risks in the

-A literature review methodology was used, and

140 research publications were selected and categorized

-The goal of the current study is to analyze the adoption of supply chain management (SCM) in the construction sector while looking into the risk factors that could affect the use of SCM principles

-Findings provide a first attempt to create a practical

(2012) construction industry categorized and examined from the standpoint of risk management (RM) framework for risk assessment that will enable the effective adoption of SCM in the industry

To enhance our understanding and expand empirical research on CSCRM, validation of the current literature's conclusions through case studies is crucial This validation process is essential for advancing knowledge and establishing a more robust foundation in the field.

Risk study on supply chain management in construction (Case study: Building projects in Indonesia)

-Primary information gathered by use of a questionnaire and interview techniques

-Promethee method for risk analysis and descriptive statistical methods for risk response were the data processing techniques employed in this study

-The goal of this study is to identify supply chain risks in building projects, evaluate those risks, and evaluate how those risks are handled

-Limitation: Participants in this study were the building project's contractor

-37 SCV in IC were found in the results, which also charted

- This work, by examining and compiling the most recent SCV in IC literature, makes significant contributions to our

NO Author Researches Name Research Method Research results and limitation

(2020) vulnerabilities in industrialized construction: an overview the trend in research publications by year, nation, and methodological approaches used in earlier studies, such as literature reviews, expert interviews/questionnaire surveys, case studies, and mathematical modeling/simulation comprehensive of the vulnerabilities that hinder CSC performance

- The results point out significant weaknesses that must be addressed by (a) introducing appropriate capability initiatives to counter these SCV and develop value-enhanced resilient supply chains in IC and (b) developing an envisaged action framework for addressing the identified SCV in IC to serve as a launchpad for additional research and development

The causes leading to supply chain disruption during the construction stage

From the combination of previous studies and expert opinions, student proposes the causes of risks, affecting to the supply chain disruption during the construction phase of the project as follows:

Table 2 3: Stakeholders related to the project

Table 2 4: The causes leading to supply chain disruption during the construction stage( the causes related to stakeholders)

No The causes leading to supply chain disruption during the construction stage P1 P2 P3 P4 P5 P6 P7 P8

1 Lack of standards for needed materials O X X X — X X O

2 Incomplete and inaccurate drawings and details X X O X — X X —

3 Lack of capable supplier or subcontractor X — — O — X X —

4 Lack of long-term relationship O — — X — O O —

5 Lack of selection criteria for adequate supplier or subcontractor X — — O — X X —

6 Limited expertise and experience in needed materials X — — X — O O —

7 Delayed payment for contractors and suppliers O — — O — X X —

1 Speed of manufacturing (specially in producing interior products) X — — X O X X —

2 Poor quality (Products does not meet with criteria) X — — X O X X —

7 Long lead time during manufacturing X — — X O X X —

6 Transportation restriction (such as large size and heavy weight) — — — X — O X —

Hand over and receive product

2 Inefficient verification of materials due to unclear labels X — — X — O X —

3 Inspecting materials to ensure they meet the specifications X — — O — X X —

No The causes leading to supply chain disruption during the construction stage P1 P2 P3 P4 P5 P6 P7 P8

4 Delaying in resolution arising issues X O — X — X X —

1 Site and storage capacity (limited) O — — X — — X —

On-site activities and installation

3 Inaccurate initial time and resources estimation X X — O — — X —

7 On-site transportation equipment breakdown X — — O — — X —

9 Involvement of large number of parties in the process O — — O — — X —

10 Availability of desired resources (equipment, labor, materials) X — — O — — X —

1 Difficulty in handling the surplus materials X — — O X X X —

3 High cost of reverse logistics O — — X — X — —

4 Governmental issues about environmental concerns X O — X — — — X

6 Immobility and large size of extracted materials O — — X — — — —

7 Inadequacy of labor for disassembly X — — X — — O —

Throughout Supply Chain (SC) Life Cycle

1 Governmental policy and regulation change (political stability) X — — — — — — O

3 Poor communication and cooperation between parties O X X X X X X X

5 Financial and economic problems (any party) O X X X X X X X

8 Due to force majeure events (disaster, pandemic…) X X X X X X X X

Note: P1 = client/ Owner; P2 = consultant; P3 = designer; P4 = main contractor; P5 = manufacturer; P6 = supplier/ transporter; P7 subcontractor; P8 = governmental Agency; X = related stakeholder(s); — = irrelevant; and O = main responsible stakeholder(s)

Table 2 5: Explanation of the causes leading to construction supply chain disruption in construction phase

No The causes leading to supply chain disruption during the construction stage Reference Explanations the causes lead to CSC disruption

1 Lack of standards for needed materials [1-4], Expert interview Slowly in the contract step, late delivery the materials to the site or workshop

2 Incomplete and inaccurate drawings and details [1-4], expert interview Rework and might be change in design of facility, lead to late delivery

No The causes leading to supply chain disruption during the construction stage Reference Explanations the causes lead to CSC disruption

3 Lack of capable supplier or subcontractor [2, 5, 28] Unable to reach working schedule, lead to late supplying services/ materials

4 Lack of long-term relationship [1, 3-5] Affect to the quality of materials/goods, long time for business negotiation

5 Lack of selection criteria for adequate supplier or subcontractor [1, 19, 28, 29] Pending on choosing capable contractor/supplier, lately delivery time

6 Limited expertise and experience in needed materials [2, 3, 5, 18] Need extra time for materials ‘study and slowly in approving procedures

7 Delayed payment for suppliers and contractors [2-5], Expert interview leading to late delivery as per signed contract

8 Use of competitive bidding [2, 3], expert interview Use low bidding price then unable to choose good suppliers or contractors affect to the quality, might be rework and leading to SC disruption

1 Speed of manufacturing (specially in producing interior products) [1, 4, 30] Affect to delivery time, lack of materials/ products for site installation

2 Poor quality (Products does not meet with criteria's) [3, 4, 21] Nonconformity product, leading to rework, late delivery time

3 Insufficient resources [3-5, 31] Interruption of raw material supply, leading to late delivery time

4 Information’s exchange [2, 5], Expert interview Lack of capability as signed contract, late delivery

5 Inadequate change management [2, 5], Expert interview Lack of capability as signed contract, late delivery disruption during the construction stage

6 Item damaged during manufacturing [1-4] Return goods to workshop, rework, leading to late delivery time

7 Long lead time during manufacturing [3-5, 30] Expert interview Definitely interruption SC if there is nonconformity in products

8 Divergent estimations [1-4], Expert interview Affect to finance of project, lead to disruption SC

9 Make-to-order production [1, 28, 32], Expert interview

Product with specific requirement, could not buy from other source and unavailable on the market, tend to SC disruption if there is the risk of rework

1 Item damaged during transportation [1, 2, 5] Take time for replacement, rework, late delivery

2 Weather problems (precipitation, temperature) [3, 33] Delaying in transportation, during production , late delivery time

3 Transportation vehicle damage [1-3] Downtime, leading to late arrival, interruption of

4 Transportation problems (traffic accidents) [1-4] Late arrival to the site caused by traffic or congestion

5 Import and export restrictions [1, 3, 4, 33] Delaying in customs declaration, leading to late delivery time

6 Transportation restriction (such as size and weight) [2, 3, 5] Transportation in specific time frame, affect to arrival time to the site

Handover and receiving of products

1 Wrong material delivery [2, 3, 5] Rework or require extra time for approval the discrepancies, leading to disruption

No The causes leading to supply chain disruption during the construction stage Reference Explanations the causes lead to CSC disruption

2 Inefficient verification of materials due to unclear labels

[1, 4, 5], Expert interview Take a long time to verify label, leading to late delivery to the site

3 Inspecting materials to ensure they meet the specifications

[1, 3, 5, 29] If inspection failure, then reject the product, leading to rework and disruption

4 Contract delay resolution [4, 5, 32, 33] More delay in contract’s resolution, more delay in delivery

5 Counterfeiting [1, 3, 4, 28, 32] Nonconformity product, leading to rework, late delivery time

1 Site and storage capacity [1, 3, 5] No place to accommodate the materials, affect to supply chain plan

2 Accessibility to site Expert interview, [1, 3,

Site's access not available, lead to CSC disruption (Remote area, mountain area-specially wind turbine project)

3 Poor site layout management Expert interview, [1, 4,

21, 30] Late supply of material/product to the site

4 Inadequate professional preplanning studies Expert interview, [3, 4] Confusing with the fact, wasting time in delivery

5 Changing site layout Expert interview, [3, 5] Confusing with the fact, wasting time in delivery

28, 33] Material/product damages, lost, leading to rework

On-site activities and (site) installation

1 Timely installation and testing [1, 3, 4, 32] To find the defects, accept discrepancies otherwise rework leading to disruption disruption during the construction stage

2 Poor quality [3, 4, 30] Reject the product, leading to rework, SC disruption

3 Inaccurate initial time and resources estimation [3, 4, 30], Expert interview Leading to late delivery time

4 Lack of skilled workers [1, 2, 28, 33] Damages products, equipment, lead to reproduce

5 Safety (incidents and accidents) [3, 30, 32] Wasting time, and stopping site's activities, affecting to initial plan of CSC

6 Labor disputes [1, 3, 4, 30] Affect to productivity, affect to inventory, initial plan of CSC changes

7 On-site transportation equipment breakdown Expert interview, [1, 3] Delivery time has to change, and waiting for equipment repairing

8 Labor and equipment productivity [3, 32] Affect to site storage, inventory leading to delivery plan changes

9 Involvement of large number of parties in the process [3-5, 32] No working space, no site storage, affect to delivery plan

(equipment, labor, materials) [1, 4, 5, 30] Affecting to on-site storage, inventory, delivery time changes

1 Difficulty in handling the surplus materials [1-3, 5] Clear the site storage, preparing the plan for other works, affect to delivery time of new materials

2 Scraping and disposal issue [1, 3, 5], expert interview Clear the site storage, preparing the plan for other works, affect to delivery time of new materials

3 High cost of reverse logistics [1-3] Affect to arranging the transportation, late delivery of new materials, equipment

No The causes leading to supply chain disruption during the construction stage Reference Explanations the causes lead to CSC disruption

4 Governmental issues about environmental concerns [2, 5] Clear the site storage, preparing the plan for other works, affect to delivery time of new materials

5 Existence of hazardous substances [2, 5], Expert interview Clear the site storage, preparing the plan for other works, affect to delivery time of new materials

6 Immobility and large size of extracted materials [2, 3, 5] Clear the site storage, preparing the plan for other works, affect to delivery time of new materials

7 Inadequacy of labor for disassembly [2, 3, 5]

Affecting to supply new materials for next step, late delivery of new material or late to move behind works

1 Governmental policy and regulation change (political stability) [1, 3, 4] Leading to rework affect to delivery time

2 Lack of trust amongs stakeholders [1-4] Affect to quality of materials/products and delivery time

3 Poor communication and cooperation between parties [1-4], Expert interview Affect to quality, non-conformity products leading to rework and late delivery time

4 Price change fast (increasing) [1-4], expert interview Leading to change the supply plan, re-negotiation in the order, late delivery time

5 Financial and economic problems (any party) [1, 3, 4, 16, 30] Affect to payment for contractors/ suppliers, leading to disruption

6 Competency of project team [1, 3, 4, 16, 30] Poor supply's plan management, leading to disruption

7 Change order negotiation [1, 4, 5, 22] Changing in material, equipment supply

8 Due to force majeure events (disaster, pandemic…) [1, 2, 4, 5, 22, 30, 33] Changing in material supply’s plan, product's specification, leading to rework, supply disruption

Table 2 6: Project Performance affected by CSC disruption

No Project performance when a construction supply chain disruption Reference

1 Project was not completed as planned (Schedule of project) [1, 3-5, 16, 22, 30, 33, 34]

2 The project does not meet the specified technical standards (Quality of project) [1, 3-5, 16, 22, 30, 33, 34] and Expert interview

3 Failing to improve the capacity of the parties involved [1, 3-5, 30, 33, 34] and Expert interview

4 Failure to satisfy the requirements of stakeholders [1, 3-5, 32-34] and Expert interview

5 Exceeded total approved investment (Cost overrun) [1, 3-5, 32-34] and Expert interview

6 Many disputes arise between the parties [1-5, 19, 32-34]

7 The safety is not guaranteed [1-5, 16, 19, 28, 32-34] and Expert interview

8 Not achieving sustainability development and environment conservatively [1-5, 19, 28, 32-34] and Expert interview

RESEARCH METHODOLOGIES

Research Processes

An analysis of the causes leading to construction

SC disruption during the construction stage

Identify: The causes leading to SC disruption during the construction stage

Refer to previous researches, Preliminary Survey, Pilot test

Responding from Owner, contractors, suppliers…

SEM model of -Constructs of causes leading to construction SC disruption and Project performance

-Interrelationships among constructs of causes leading to construction SC disruption

The questionnaire includes the following:

- The causes leading to construction SC disruption during the construction stage

Introduction of the author, topic title, purpose and significance of the research

In order to classify, select and discard invalid questionnaires, the general information section to check who is the individual being surveyed? How long is the working time related to construction projects? Which role/ position they have joined in the project? Which the projects have you participated in? What is the project scale?

3.2.1.3 The causes leading to construction SC disruption during the construction stage

Table 3 1: The causes leading to construction SC disruption during the construction stage

A Group of causes related to Contracting:

A.1 Lack of standards for needed materials

A.2 Incomplete and inaccurate drawings and details

A.3 Lack of capable supplier or subcontractor

A.4 Lack of long-term relationship

A.5 Lack of selection criteria for adequate supplier or subcontractor

A.6 Limited expertise and experience in needed materials

A.7 Delayed payment for suppliers and contractors

B Group of causes related to Manufacturing:

B.1 Speed of manufacturing (specially in producing interior products)

B.2 Poor quality (Products does not meet with criteria)

B.3 Insufficient resources (components or raw materials)

B.4 Slowly in information’s exchange among stakeholders

B.7 Long lead time during manufacturing

C Group of causes related to Logistics

C.6 Transportation restriction (such as large size and heavy weight)

D Group of causes related to Hand over and receive product D.1 Wrong material delivery

D.2 Inefficient verification of materials due to unclear labels

D.3 Inspecting materials to ensure they meet the specifications

D.4 Delaying in resolution arising issues

E Group of causes related to Inventory and storage

E.1 Site and storage capacity(limited)

E.6 Wrong in storing and keeping the materials, products

F Group of causes related to On-site activities and installation F.1 Timely installation and testing

F.3 Inaccurate initial time and resources estimation

F.7 On-site transportation equipment breakdown

F.9 Involvement of large number of parties in the process

F.10 Availability of desired resources (equipment, labor, materials)

G Group of causes related to Winding up

G.1 Difficulty in handling the surplus materials

G.3 High cost of reverse logistics

G.4 Governmental issues about environmental concerns

G.6 Immobility and large size of materials

G.7 Adequacy of labor for disassembly

H Group of causes related to Throughout SC life-cycle

H.1 Governmental policy and regulation change (political stability)

H.2 Lack of trust and commitment among parties

H.3 Poor communication and cooperation between parties

H.5 Financial and economic problems (any party)

H.8 Due to force majeure events (disaster, pandemic…)

The 5-point Likert scale is used to assess the level of agreement with the influencing causes:

1 - Completely disagree; 2 - Disagree; 3 - Neutral opinion; 4 - Agree; 5 - Totally agree

 Discard responses that differ from the general data

 Discard answer sheets with many incompleted columns

 Discard the answer results with only one rating level

Books, journals, scientific articles, and theses related to the causes leading to construction SC disruption during the construction phase have been published at home country and abroad

Interview experts, surveyors related to the research issue, members of organizations, Project management units, etc who have been implementing projects in Vietnam especially around in Ho Chi Minh city

• Identify the causes leading to construction SC disruption during the construction phase from the research review

• Interview experts based on the overview results to consider the objective opinion and the accurate of the causes

To ensure the reliability and convergence of the scale, a small-sample survey was conducted to calculate Cronbach's Alpha and perform Exploratory Factor Analysis (EFA) Subsequently, the official survey form was revised based on feedback gathered during the pilot testing phase.

To develop a comprehensive understanding of construction supply chain disruptions during the project construction phase, a preliminary questionnaire was meticulously crafted Prior to its widespread distribution, a pilot survey was conducted with 10 industry experts, all seasoned professionals with a minimum of a decade of experience and involvement in numerous civil and industrial construction endeavors This expert panel comprised five site managers, three project managers, and two heads of design departments, ensuring a diverse range of perspectives and expertise in shaping the questionnaire.

The experts are required to check the clarity and comprehensibility of the causes The causes must ensure no duplication of content and meaning An important issue to ensure the completeness and suitability of the causes in Vietnam's conditions, experts inappropriate causes In addition, experts are also invited to comment on the preliminary grouping of causes in the question list

At the end of the pilot survey, experts revised two causes leading to the construction supply chain disruption, and decided amend to " Slowly in information’s exchange among stakeholders" and “Wrong in storing and keeping the materials, products” as showed in table 3.1, experts commented with the cause that “Transport restriction” needs to be explained more clearly, such as transporting large-sized components or heavy loads (super-long-range, super weight) to ensure the content is clear and understandable to the respondents Experts commented that the reasons in the survey were clear, easy to understand, suitable to the conditions in Vietnam, and there was no duplication of content between the questions In addition, experts also commented that the primary cause groups are appropriate for the stages of the supply chain life cycle

Hachter (1994) suggests that the sample size is at least 5 times the observed variable

[35] Based on the number of variables in this observation (59 observed RR variables), the required number of samples can be 295 or more samples

According to Chan and Au, 2009, the formula for calculating sample size is determined as follows: n n '

Where: n - sample size, N - population size

S 2 n '= V where V is the standard error of the sample distribution, and S is the largest standard deviation of the population, S 2 = P 1 P ( − ) = 0.5 0.5 0.25 × =

Non-probability sampling is used to collect data by direct survey of paper questionnaires, online surveys by google doc, email, zalo, interview The survey subjects are people in the construction industry who have been working on projects in Vietnam specially in Ho Chi Minh City

Table 3 2: Summary of research contents and tools

Descriptive statistical analysis (Tables, graphs and data synthesis, calculation of sample parameters such as sample mean, sample variance)

2 Reliability analysis (Cronbach's Alpha coefficient)

4 Reducing and grouping new factors in accordance with actual survey data (Exploratory Factor Analysis EFA)

5 Testing new models and scales (Confirmative Factor

Building the structure models of the cause-and- effect relationship between the factors that leading to construction SC distruption and project performance (Linear Structural Modeling SEM)

Cronbach's Alpha coefficient is a statistical test of the degree of closeness and the items in the scale are correlated with each other The formula for calculating Cronbach's Alpha coefficient is as follows:

Where: n – number of questions; s i 2 - the variance of question i; s 2 t - variance of the sum of each measurement; α- value from 0 to 1, α- the larger it is, the higher the reliability

Table 3 3: Range of scale reliability assessment [35]

2 Cronbach's Alpha coefficient is in the range [0.7 - 0.9] The scale has good reliability

3 Cronbach's Alpha coefficient ≥ 0.6 Acceptable scale

3.6.2 Rank the causes according to the mean

The mean in descriptive statistics was used to analyze the following:

• Rank the causes by level of agreement from high to low

• Comment, evaluate, analyze based on inference, work experience to explain the ranking position of causes

According to Hair et al 2010, EFA is an interdependence technique, there is no distinction between dependent variable or independent variable, in which all dependent relationships interdependence will be studied

Criteria for evaluating measurement variables in exploratory factor analysis:

Bartlett's test of sphericity: This is the coefficient to test the hypothesis that the variables are not correlated in the population A necessary condition for conducting factor analysis is that the variables must be correlated with each other Therefore, this test has p < 5%, then rejects the hypothesis Ho, that is, the variables are correlated with each other According to Hair et al 2010, KMO (Kaiser - Meyer - Olkin) is the index used to consider the appropriateness of factor analysis If this value is greater than 0.5, factor analysis is appropriate, and if it is less than 0.5, factor analysis is likely to be inappropriate for the data

- Breakpoint when extracting factors with Eigen value 1

- Total variance extracted Variance extracted 50% [36]

According to Hair et al 2010, Factor loading or factor weighting is the criterion to ensure the practical significance of the exploratory factor analysis method:

- Factor weight > 0.3 is considered to be the minimum level

- Factor weight > 0.4 is considered important

- Factor weights > 0.5 are considered to be of practical significance

In the case of sample size ≥ 200, Factor loading must be greater than 0.4 according to Hair et al (2010)

Confirmatory factor analysis (CFA) aims to determine whether the number of factors and the measurement variables on those factors are consistent with the previously established theoretical foundation

Confirmatory factor analysis is the next step after performing exploratory factor analysis to test whether the measurement model and the scales meet the requirements The model evaluation indicators presented below are excerpted from the practical lecture on SEM linear structural modeling with AMOS software by Hu and Bentler

1 Chi-square The smaller the CMIN, the better

3 Ratio CMIN/df CMIN/df 2

In some cases CMIN/df can be ≤ 3 (Carmines & Mclver, 1981)

4 Goodness of Fit Index (GFI ) 0.9 GFI ≤ 1: good

5 Comparative Fit Index (CFI ) 0.9 CFI ≤ 1: good

6 Tucker & Lewis index ( TLI) 0.9 CFI ≤ 1: good

7 RMSEA (Root Mean Square Error

Approximation) RMSEA ≤ 0.05 is considered very good (Steiger, 1990); RMSEA = 0.05 0.08: accept

The above criteria are also used to evaluate the appropriateness of the SEM structural model

3.6.5 SEM model elements of confirmatory factor analysis (representing unmeasured concepts-factors with multiple variables) and multiple regression (examining dependence relationships) to simultaneously estimate a number of interrelated dependence relationships [35, 37] Additionally, SEM, also referred to as path analysis with latent variables, is currently a commonly utilized technique in the behavioral and social sciences for modelling dependence (and possibly "causal") interactions in multivariate data [38] Because SEM can be used to analyze a theoretical model that includes direct (and indirect) interactions between independent variables and dependent variables, this study uses structural equation modelling (SEM)

SEM is used more and more in management research, but is often misapplied due to the difference between (1) Covariance - Based SEM (CB-SEM) – test of theory and

(2) Partial Least Squares SEM (PLS-SEM) – theory development.

Data from the study

Books, journals, scientific articles, and theses related to the causes leading to construction SC disruption during the construction phase have been published at home country and abroad

Interview experts, surveyors related to the research issue, members of organizations, Project management units, etc who have been implementing projects in Vietnam especially around in Ho Chi Minh city.

Preliminary Survey

• Identify the causes leading to construction SC disruption during the construction phase from the research review

• Interview experts based on the overview results to consider the objective opinion and the accurate of the causes

Conduct a small sample size survey to analyze Cronbach's Alpha and EFA to see the reliability and convergence of the scale, then edit to set up the official survey form based on additional comments during pilot testing

A preliminary questionnaire was developed based on a summary table of disruption causes in the construction supply chain during the project construction phase Before distributing the questionnaire, a pilot survey was conducted with ten experts experienced in civil and industrial construction projects for at least a decade The expert team comprised five site managers, three project managers, and two heads of the design department.

The experts are required to check the clarity and comprehensibility of the causes The causes must ensure no duplication of content and meaning An important issue to ensure the completeness and suitability of the causes in Vietnam's conditions, experts inappropriate causes In addition, experts are also invited to comment on the preliminary grouping of causes in the question list

Following a pilot survey, experts refined two causes of construction supply chain disruption: "Slow information exchange among stakeholders" and "Incorrect storage and handling of materials and products." They emphasized the need to clarify the cause "Transport restriction," suggesting specific examples such as transporting oversized components or heavy loads Experts commended the survey's clear and comprehensive reasons, which aligned with the Vietnamese context and avoided redundancy The primary cause groups were also deemed appropriate for the supply chain lifecycle stages.

Official Survey

Hachter (1994) suggests that the sample size is at least 5 times the observed variable

[35] Based on the number of variables in this observation (59 observed RR variables), the required number of samples can be 295 or more samples

According to Chan and Au, 2009, the formula for calculating sample size is determined as follows: n n '

Where: n - sample size, N - population size

S 2 n '= V where V is the standard error of the sample distribution, and S is the largest standard deviation of the population, S 2 = P 1 P ( − ) = 0.5 0.5 0.25 × =

Non-probability sampling is used to collect data by direct survey of paper questionnaires, online surveys by google doc, email, zalo, interview The survey subjects are people in the construction industry who have been working on projects in Vietnam specially in Ho Chi Minh City.

Data Analysis

Table 3 2: Summary of research contents and tools

Descriptive statistical analysis (Tables, graphs and data synthesis, calculation of sample parameters such as sample mean, sample variance)

2 Reliability analysis (Cronbach's Alpha coefficient)

4 Reducing and grouping new factors in accordance with actual survey data (Exploratory Factor Analysis EFA)

5 Testing new models and scales (Confirmative Factor

Building the structure models of the cause-and- effect relationship between the factors that leading to construction SC distruption and project performance (Linear Structural Modeling SEM)

Cronbach's Alpha coefficient is a statistical test of the degree of closeness and the items in the scale are correlated with each other The formula for calculating Cronbach's Alpha coefficient is as follows:

Where: n – number of questions; s i 2 - the variance of question i; s 2 t - variance of the sum of each measurement; α- value from 0 to 1, α- the larger it is, the higher the reliability

Table 3 3: Range of scale reliability assessment [35]

2 Cronbach's Alpha coefficient is in the range [0.7 - 0.9] The scale has good reliability

3 Cronbach's Alpha coefficient ≥ 0.6 Acceptable scale

3.6.2 Rank the causes according to the mean

The mean in descriptive statistics was used to analyze the following:

• Rank the causes by level of agreement from high to low

• Comment, evaluate, analyze based on inference, work experience to explain the ranking position of causes

According to Hair et al 2010, EFA is an interdependence technique, there is no distinction between dependent variable or independent variable, in which all dependent relationships interdependence will be studied

Criteria for evaluating measurement variables in exploratory factor analysis:

Bartlett's test of sphericity evaluates whether the variables under scrutiny are correlated within the population Its primary purpose is to determine the suitability of factor analysis If the p-value of Bartlett's test is less than 5%, the null hypothesis (Ho) of uncorrelated variables is rejected, indicating that the variables are indeed correlated Moreover, for factor analysis to be considered appropriate, the Kaiser-Meyer-Olkin (KMO) index should exceed 0.5; values below 0.5 suggest that factor analysis may not be suitable for the given dataset.

- Breakpoint when extracting factors with Eigen value 1

- Total variance extracted Variance extracted 50% [36]

According to Hair et al 2010, Factor loading or factor weighting is the criterion to ensure the practical significance of the exploratory factor analysis method:

- Factor weight > 0.3 is considered to be the minimum level

- Factor weight > 0.4 is considered important

- Factor weights > 0.5 are considered to be of practical significance

In the case of sample size ≥ 200, Factor loading must be greater than 0.4 according to Hair et al (2010)

Confirmatory factor analysis (CFA) aims to determine whether the number of factors and the measurement variables on those factors are consistent with the previously established theoretical foundation

Confirmatory factor analysis is the next step after performing exploratory factor analysis to test whether the measurement model and the scales meet the requirements The model evaluation indicators presented below are excerpted from the practical lecture on SEM linear structural modeling with AMOS software by Hu and Bentler

1 Chi-square The smaller the CMIN, the better

3 Ratio CMIN/df CMIN/df 2

In some cases CMIN/df can be ≤ 3 (Carmines & Mclver, 1981)

4 Goodness of Fit Index (GFI ) 0.9 GFI ≤ 1: good

5 Comparative Fit Index (CFI ) 0.9 CFI ≤ 1: good

6 Tucker & Lewis index ( TLI) 0.9 CFI ≤ 1: good

7 RMSEA (Root Mean Square Error

Approximation) RMSEA ≤ 0.05 is considered very good (Steiger, 1990); RMSEA = 0.05 0.08: accept

The above criteria are also used to evaluate the appropriateness of the SEM structural model

3.6.5 SEM model elements of confirmatory factor analysis (representing unmeasured concepts-factors with multiple variables) and multiple regression (examining dependence relationships) to simultaneously estimate a number of interrelated dependence relationships [35, 37] Additionally, SEM, also referred to as path analysis with latent variables, is currently a commonly utilized technique in the behavioral and social sciences for modelling dependence (and possibly "causal") interactions in multivariate data [38] Because SEM can be used to analyze a theoretical model that includes direct (and indirect) interactions between independent variables and dependent variables, this study uses structural equation modelling (SEM)

SEM is used more and more in management research, but is often misapplied due to the difference between (1) Covariance - Based SEM (CB-SEM) – test of theory and

(2) Partial Least Squares SEM (PLS-SEM) – theory development.

DATA ANALYSIS AND FINDINGS

Data processing

With 170 questionnaires distributed, 125 complete responses were obtained after removing 45 invalid questionnaires:

- 19 selectors who have never participated in a project with a construction construction supply change disruption

- 26 tables choose the same rating level

The study utilized a sample size of 125 samples, which was deemed acceptable and sufficient for conducting SEM analyses This sample size compares favorably with previous SEM studies, where sample sizes of less than 200 were used For instance, Mainul Islam and Faniran (2005) utilized 52 samples, Eybpoosh, Dikmen, and Talat Birgonul (2011) used 166 samples, Chen et al (2012) used 124 samples, Doloi, Iyer, and Sawhney (2011) used 97 samples, and Xiong et al (2014) used 125 samples It is worth noting that the sample size surpasses the recommended minimum of 100 samples for conducting SEM analyses, as suggested by Hair et al (2010) and Bagozzi and Yi (2012).

Descriptive statistics

Table 4 1: Working time in construction

Figure 4 1: Chart of working time in construction field

Comment: The survey results show that there are 33/125 people working in the construction field for 10-15 years, accounting for a high rate of 26.4%; and there are 42/125 people working for 15-20 years, accounting for 33.6%, and there are 14/125 people working for more than 20 years, accounting for 11.2%, which means that most of the respondents have experience in the construction field

Table 4 2: Summary of job positions

Figure 4 2: Percentage chart of job positions

Comment: The survey results show that the position of Engineer/Project Architect is 36/125 people, accounting for the highest rate of 28.8%; and Office Engineer is 34/125 people, accounting for 27.2%; while the remaining positions are Head/Deputy Head/Section Head, Site Manager/Chief of Supervision, Director/Deputy Director, accounting for 18.4%, 13.6%, and 12%, respectively Thus, the job position is diverse and suitable for evaluation

4.2.3 The role of working in a project with construction supply chain disruption

Table 4 3: Summary of working roles

Head/Deputy Head/Section Head 18%

Site Manager/Chief of Supervision 14%

Figure 4 3: Chart of the percentage of working roles in projects with a construction supply chain disruption

Comment: The survey results of working roles in projects with a construction contractor partnership show that there are 48/125 people working for the Construction contractor, accounting for 38.4%; there are 21/125 people working for the Supervision Consulting contractor, accounting for 16.8%; there are 14/125 people working for the Investor/PMU, accounting for 11.2%; 17/125 people work for the Suppliers, accounting for 13.6%; there are 16/125 people working for PMC, accounting for 12,8% and 7.2% working for Design contractor The respondents are working for all stakeholders involving in the project Thus, the results are reliable enough for general survey analysis

4.2.4 Scale of projects ever participated

Table 4 4: Summarize the scale of the projects each participated in

Figure 4 4: The chart of the percentage of the project scale ever participated

Comment: The survey results show that the project size of the respondents is mainly concentrated in the range of 1000-2000 billion with 46/125 people, accounting for the highest rate 47%; followed by projects with scale of 500 - 1000 billion with 26/125 people, accounting for 20.8%; and the 100 - 500 billion project has 22/125 participants, accounting for 17.6%; and the lowest proportion are projects < 100 billion and > 3000 billion accounting for 4.8% and 8%, respectively Thus, the survey project scale is suitable and reliable

Table 4 5: Summary of types of projects that have been participated in

Figure 4 5: Percentage chart of the type of project ever participated

The survey revealed significant participation in various project types Civil projects had the highest involvement with 45 out of 125 respondents (36.0%), followed by industrial projects with 42 respondents (33.6%) Transportation projects engaged 15 participants (12%), while technical infrastructure, agricultural and rural projects, and national defense and security projects accounted for 10.4%, 4%, and 4%, respectively This broad representation in project types enhances the reliability of the survey data.

Conclusion: Descriptive statistics show that the collected survey data is reliable and objective to perform the analysis for the next steps.

Rank the causes according to the mean

Table 4 6: Ranking the causes according to the mean

1 CLR7 Inadequacy of labor for disassembly 125 4.08

2 HD7 Delayed payment for suppliers and contractors 125 4.06

3 VDC5 Financial and economic problems (any party) 125 4.02

4 GN5 Counterfeiting (lack of trust and reliable) 125 3.99

5 CT10 Availability of desired resources (equipment, labor, materials) 125 3.96

6 VDC8 Due to force majeure events (disaster, pandemic…) 125 3.94

7 VC5 Import and export restrictions 125 3.94

8 CT7 On-site transportation equipment breakdown 125 3.93

9 HD8 Use of competitive bidding 125 3.92

11 VC2 Weather problems (precipitation, temperature) 125 3.90

12 SX3 Insufficient resources (components or raw materials) 125 3.89

13 CT9 Involvement of large number of parties in the process 125 3.88

14 HD5 Lack of selection criteria for adequate supplier or subcontractor 125 3.88

15 HD6 Limited expertise and experience in needed materials 125 3.88

16 HD3 Lack of capable supplier or subcontractor 125 3.88

17 VDC1 Governmental policy and regulation change

18 SX9 Make-to-order production 125 3.86

19 HD4 Lack of long-term relationship 125 3.86

20 CT8 Labor and equipment productivity 125 3.86

22 HD1 Lack of standards for needed materials 125 3.85

24 CT4 Lack of skilled workers 125 3.84

25 KB6 Wrong in storing and keeping the materials, products 125 3.84

26 CLR6 Immobility and large size of materials 125 3.84

27 VC6 Transportation restriction (such as large size and heavy weight) 125 3.84

29 CT1 Timely installation and testing 125 3.82

30 CLR4 Governmental issues about environmental concerns 125 3.82

31 KB4 Inadequate professional preplanning studies 125 3.82

32 SX2 Poor quality (Products does not meet with criteria) 125 3.81

33 CT5 Safety (incidents and accidents) 125 3.81

34 SX1 Speed of manufacturing (specially in producing interior products) 125 3.80

35 HD2 Incomplete and inaccurate drawings and details 125 3.78

36 VC4 Transportation problems (traffic accidents) 125 3.78

37 VDC3 Poor communication and cooperation between parties 125 3.78

40 VC1 Item damaged during transportation 125 3.78

41 CT3 Inaccurate initial time and resources estimation 125 3.76

42 SX4 Slowly in information’s exchange among stakeholders 125 3.74

43 CLR3 High cost of reverse logistics 125 3.73

44 KB3 Poor site layout management 125 3.73

45 CLR5 Existence of hazardous substances 125 3.73

46 GN3 Inspecting materials to ensure they meet the specifications 125 3.72

47 GN2 Inefficient verification of materials due to unclear labels 125 3.70

48 GN4 Delaying in resolution arising issues 125 3.70

50 SX7 Long lead time during manufacturing 125 3.70

52 VDC2 Lack of trust and commitment among parties 125 3.68

53 CLR2 Scraping and disposal issue 125 3.67

54 CLR1 Difficulty in handling the surplus materials 125 3.67

55 VDC6 Competency of project team 125 3.66

56 KB1 Site and storage capacity(limited) 125 3.66

58 SX6 Item damaged during manufacturing 125 3.65

59 KB2 Accessibility to site(difficulty) 125 3.63

Comment: The means of causes have the range from 3.63 to 4.08, so all these responds have the high level of agreement to the causes leading to construction supply chain disruption There are 3 causes having highest means value of above 4.0, pertaining to lacking of labor, late payment to subcontractors/suppliers and finance problems, it illustrates the real situation of Vietnam construction industry which are still high labor intensive due to lag behind of technology and almost projects are facing with financial problem, these issues often appear in the developing countries There are 8 causes with their means from 3.90 to 3.99, they are popular in the Vietnam construction projects such as lack of materials, equipment, lack of trust among parties, using competitive bidding, especially the respondents have got the experience of Covid -19 pandemic, and have high level of agreement of construction supply chain disruption post pandemic, and till now we are still facing with difficulties of CSC disruption The results are consistent with data obtained in previous studies conducted such as Ahmed, (2017) and Nurul Afroze Zainal Abidin

(2018), whereby shortage of materials due to unreliable suppliers and subcontractors’ or suppliers’ slow mobilization of materials was perceived to be in the top five most frequent causes of delay and cost overruns in local construction projects There are 38 causes have the means range from 3.70 to 3.89, they are causes which would happen to all industries in general, not only for construction industry, and they are accounting for 64.4% of total identified causes There are 9 causes having lowest mean value (range from 3.63 to 3.68), which would bring about supply chain disruption in large scale of projects/ or offshore project such as oil and gas projects…so that have less respondents agreed on these causes.

Check the reliability of the scale for the group of causes leading to construction

4.4.1 Group of causes related to Contracting:

Table 4 7: Cronbach's Alpha coefficient for the group of 8 causes related to contracting

Cronbach's Alpha Number of variables

HD1 - Lack of standards for needed materials 27.26 15.696 0.705 0.878 HD2 - Incomplete and inaccurate drawings and details

HD3- Lack of capable supplier or subcontractor 27.23 15.841 0.682 0.880 HD4 - Lack of long-term relationship 27.25 16.188 0.629 0.885 HD5 - Lack of selection criteria for adequate supplier or subcontractor

HD6 - Limited expertise and experience in needed materials

HD7 - Delayed payment for suppliers and contractors

HD8 - Use of competitive bidding 27.19 15.382 0.692 0.879

Notes : (1) Scale Mean if Item Deleted; (2) Scale Variance if Item Deleted; (3) Corrected Item-Total Correlation; (4) Cronbach's Alpha if Item Deleted

The Cronbach's Alpha coefficient of 0.894 for the contracting-related causes indicates the scale's high reliability All correlation coefficients between the variables exceed 0.3, further supporting the scale's reliability Additionally, removing any variable would lower the Cronbach's Alpha coefficient below 0.894, confirming the scale's stability.

4.4.2 Group of causes related to manufacturing:

Table 4 8: Cronbach's Alpha coefficient for the group of 9 causes related to manufacturing

Cronbach's Alpha Number of variables

SX1 - Speed of manufacturing (specially in producing interior products)

SX2 - Poor quality (Products does not meet with criteria)

SX3- Insufficient resources (components or raw materials)

SX4 - Slowly in information’s exchange among stakeholders

30.26 17.676 0.617 0.877 SX5 – Inadequate change management 30.22 17.949 0.634 0.876 SX6 - Item damaged during manufacturing 30.35 17.391 0.653 0.875

SX7 - Long lead time during manufacturing 30.30 17.826 0.654 0.875 SX8 - Divergent estimations 30.22 17.288 0.628 0.877 SX9 - Make-to-order production 30.14 16.957 0.681 0.872

Notes : (1) Scale Mean if Item Deleted; (2) Scale Variance if Item Deleted; (3)

Corrected Item-Total Correlation; (4) Cronbach's Alpha if Item Deleted

Comment : The Cronbach's Alpha coefficient for the group of manufacturing- related causes is 0.888, meaning the scale has good reliability [35] The correlation coefficients of the total variables of the causes are all greater than 0.3 and the Cronbach's Alpha coefficient if the variable is excluded are all less than 0.888 So this scale is qualified, no observed variables are removed

4.4.3 Group of causes related to Logistic:

Table 4 9: Cronbach's Alpha coefficient for the group of 6 causes related to logistic

Cronbach's Alpha Number of variables

VC1 - Item damaged during transportation 19.29 8.691 0.646 0.841 VC2 - Weather problems (precipitation, temperature)

VC3 - Transportation vehicle damage 19.23 8.293 0.687 0.833 VC4 - Transportation problems (traffic accidents)

VC5 - Import and export restrictions 19.13 8.516 0.589 0.851 VC6 - Transportation restriction (such as large size and heavy weight)

Notes : (1) Scale Mean if Item Deleted; (2) Scale Variance if Item Deleted; (3) Corrected Item-Total Correlation; (4) Cronbach's Alpha if Item Deleted

Comment : The Cronbach's Alpha coefficient for the group of logistic-related causes is 0.862, meaning the scale has good reliability (Hair et al 2010) The correlation coefficients of the total variables of the causes are all greater than 0.3 and the Cronbach's Alpha coefficient if the variable is excluded are all less than 0.862 So this scale is qualified, no observed variables are removed

4.4.4 Group of causes related to Hand over and receive products hand over and receive products

Cronbach's Alpha Number of variables

GN1 - Wrong material delivery 15.10 8.029 0.649 0.836 GN2 - Inefficient verification of materials due to unclear labels

GN3 - Inspecting materials to ensure they meet the specifications

GN4 - Delaying in resolution arising issues 15.10 7.223 0.711 0.820

Notes : (1) Scale Mean if Item Deleted; (2) Scale Variance if Item Deleted; (3)

Corrected Item-Total Correlation; (4) Cronbach's Alpha if Item Deleted

Comment : The Cronbach's Alpha coefficient for the group of hand over and receive-related causes is 0.859, meaning the scale has good reliability (Hair et al 2010) The correlation coefficients of the total variables of the causes are all greater than 0.3 and the Cronbach's Alpha coefficient if the variable is excluded are all less than 0.859 So this scale is qualified, no observed variables are removed

4.4.5 Group of causes related to Inventory and storage.

Table 4 11: Cronbach's Alpha coefficient for the group of 6 causes related to Inventory and storage

Cronbach's Alpha Number of variables

KB1 - Site and storage capacity(limited) 18.67 9.545 0.703 0.828 KB2 - Accessibility to site(difficulty) 18.70 9.129 0.708 0.826 KB3 - Poor site layout management 18.61 9.321 0.663 0.834 KB4 - Inadequate professional preplanning studies

KB6 - Wrong in storing and keeping the materials, products

Notes : (1) Scale Mean if Item Deleted; (2) Scale Variance if Item Deleted; (3)

Corrected Item-Total Correlation; (4) Cronbach's Alpha if Item Deleted

Comment : The Cronbach's Alpha coefficient for the group of inventory and storage-related causes is 0.860, meaning the scale has good reliability (Hair et al 2010) The correlation coefficients of the total variables of the causes are all greater than 0.3 and the Cronbach's Alpha coefficient if the variable is excluded are all less than 0.860 So this scale is qualified, no observed variables are removed

4.4.6 Group of causes related to On-site activities and installation.

Table 4 12: Cronbach's Alpha coefficient for the group of 10 causes related to On-site activities and installation

Cronbach's Alpha Number of variables

CT1 - Timely installation and testing 34.73 18.845 0.644 0.882

CT3 - Inaccurate initial time and resources estimation

CT4 - Lack of skilled workers 34.71 18.674 0.682 0.879 CT5 - Safety (incidents and accidents) 34.74 18.950 0.642 0.882

CT7 - On-site transportation equipment breakdown

CT8 - Labor and equipment productivity 34.70 19.084 0.644 0.882 CT9 - Involvement of large number of parties in the process

CT10 - Availability of desired resources

Notes : (1) Scale Mean if Item Deleted; (2) Scale Variance if Item Deleted; (3)

Corrected Item-Total Correlation; (4) Cronbach's Alpha if Item Deleted

Comment : The Cronbach's Alpha coefficient for the group of On-site activities and installation-related causes is 0.893, meaning the scale has good reliability greater than 0.3 and the Cronbach's Alpha coefficient if the variable is excluded are all less than 0.893 So this scale is qualified, no observed variables are removed

4.4.7 Group of causes related to Winding up.

Table 4 13: Cronbach's Alpha coefficient for the group of 7 causes related to Winding up

Cronbach's Alpha Number of variables

CLR1 - Difficulty in handling the surplus materials

CLR2 - Scraping and disposal issue 22.86 10.989 0.641 0.851 CLR3 - High cost of reverse logistics 22.81 10.769 0.618 0.854 CLR4 - Governmental issues about environmental concerns

CLR5 - Existence of hazardous substances 22.81 9.963 0.708 0.842 CLR6 - Immobility and large size of materials 22.70 10.875 0.646 0.851 CLR7 - Adequacy of labor for disassembly 22.46 11.282 0.570 0.860

Notes : (1) Scale Mean if Item Deleted; (2) Scale Variance if Item Deleted; (3)

Corrected Item-Total Correlation; (4) Cronbach's Alpha if Item Deleted

Comment : The Cronbach's Alpha coefficient for the group of winding up- related causes is 0.869, meaning the scale has good reliability (Hair et al 2010) The correlation coefficients of the total variables of the causes are all greater than 0.3 and the Cronbach's Alpha coefficient if the variable is excluded are all less than 0.869 So this scale is qualified, no observed variables are removed

4.4.8 Group of causes related to Throughout SC life-cycle.

Table 4 14: Cronbach's Alpha coefficient for the group of 8 causes related to throughout SC life-cycle

Cronbach's Alpha Number of variables

VDC1 - Governmental policy and regulation change (political stability)

VDC2 - Lack of trust and commitment among parties

VDC3 - Poor communication and cooperation between parties

VDC5 - Financial and economic problems (any party)

VDC6 - Competency of project team 26.87 18.822 0.608 0.870 VDC7 - Change order negotiation 26.86 19.221 0.601 0.871 VDC8 - Due to force majeure events (disaster, pandemic…)

Notes : (1) Scale Mean if Item Deleted; (2) Scale Variance if Item Deleted; (3)

Corrected Item-Total Correlation; (4) Cronbach's Alpha if Item Deleted

Comment : The Cronbach's Alpha coefficient for the group of throughout SC life-cycle-related causes is 0.881, meaning the scale has good reliability (Hair et al 2010) The correlation coefficients of the total variables of the causes are all greater than 0.3 and the Cronbach's Alpha coefficient if the variable is excluded are all less than 0.881 So this scale is qualified, no observed variables are removed.

Exploratory factor analysis (EFA) for the causes leading to construction supply chain

Conduct EFA analysis of 59 variables after checking the reliability of the scale with Principal Axis Factoring extraction method and Promax rotation, the observed variables will be reduced and grouped in groups with representative factors

Table 4 15a: Variables reduction in EFA process

Process Variables reduced Reason for variables reduction

1 CT7, VC5, SX2 Factors loading are lower than 0.5

2 CLR7 Upload in two factor groups and the difference factor loading is less than 0.3

3 SX4 The observed variable is isolated in only one factor difference factor loading is less than 0.3

5 CT2, CLR3, HD5 Upload in two factor groups and the difference factor loading is less than 0.3

6 CLR1, VDC6, SX8 Upload in two factor groups and the difference factor loading is less than 0.3

7 KB6, CT3 Upload in two factor groups and the difference factor loading is less than 0.3

Table 4 15: Results of KMO and Bartlett's Test

Kaiser-Meyer-Olkin Measure of Sampling Adequacy 0.829

Comment: From the table the results show:

 The coefficient KMO = 0.829 > 0.5 shows that the factor analysis is consistent with the data collection

 Bartlett's test has Sig = 0.000 < 0.05, showing that the test is statistically significant, the observed variables are correlated with each other in the factor, so factor analysis is appropriate able 4 16: Percentage of explanations for variables and total variance extracted

Initial Eigenvalues Extraction Sums of Squared

Rotation Sums of Squared Loadings

Initial Eigenvalues Extraction Sums of Squared

Rotation Sums of Squared Loadings

Initial Eigenvalues Extraction Sums of Squared

Extraction Method: Principal Axis Factoring a When factors are correlated, sums of squared loadings cannot be added to obtain a total variance

Table 4 17: Result rotation matrix EFA

Extraction Method: Principal Axis Factoring

Rotation Method: Promax with Kaiser Normalization a Rotation converged in 7 iterations

Comment: From the tables the results show:

 Eigenvalue = 1.407 > 1, which means that there are 8 factors extracted and these 8 factors summarize the information of the best 59 observed variables

 Total Variance Explained = 63.433%≥ 50%, showing that the EFA model is appropriate, the eight factors extracted explain 63.433% of the data variation of 59 observed variables participating in EFA classified into 08 factors, all observed variables have Factor Loading coefficients greater than 0.5 and there are no more bad variables and they are specific and typical for Vietnam CSC after reductions in EFA analysis The partern matrix showed that the initail groups through experts interview and discussion are consistent with data collection through questionaires survey

Through the rotation matrix table of EFA results, student conduct grouping according to the properties of each variable as follows:

Table 4 18: Grouping of causes after EFA analysis

HD1 Lack of standards for needed materials HD8 Use of competitive bidding

HD2 Incomplete and inaccurate drawings and details HD6 Limited expertise and experience in needed materials HD3 Lack of capable supplier or subcontractor

HD7 Delayed payment for suppliers and contractors HD4 Lack of long-term relationship

Construction projects face various challenges that impact efficiency, including labor disputes and safety concerns (CT6, CT5) Labor and equipment productivity (CT8) are crucial, while the availability of resources (CT10) is essential for timely execution The lack of skilled workers (CT4) can hinder project progress, and the involvement of multiple parties (CT9) can add complexity Timely installation and testing (CT1) are critical for project completion Addressing these challenges through effective planning and management is vital for successful project outcomes.

VDC8 Due to force majeure events (disaster, pandamic…) VDC4 Price change fast( increasing fast)

VDC5 Financial and economic problems (any party) VDC2 Lack of trust and commitment amongs parties VDC1 Governmental policy and regulation change (political stability) VDC7 Change order negotiation

SX9 Make-to-order production SX1 Speed of manufacturing (specially in producing interior products) SX7 Long lead time during manufacturing SX6 Item damaged during manufacturing SX5 Inadequate change management

SX3 Insufficient resources (components or raw materials)

KB2 Accessibility to site(difficulty) KB5 Changing site layout

KB3 Poor site layout management KB1 Site and storage capacity(limited) KB4 Inadequate professional preplanning studies

VC4 Transportation problems (traffic accidents) VC6 Transportation restriction (such as large size and heavy weight) VC3 Transportation vehicle damage VC1 Item damaged during transportation VC2 Weather problems (precipitation, temperature)

GN4 Delaying in resolution arising issues GN3 Delaying in inspection of the materials GN2 Inefficient verification of materials due to unclear labels GN1 Wrong material delivery GN5 Counterfeiting

CLR5 Existence of hazardous substances CLR2 Scraping and disposal issue

CLR4 Governmental issues about environmental concerns CLR6 Immobility and large size of materials

Discussion for 8 factors leading to CSC disruption:

Factor - HD (Inadequate Supplier/Contractor Management)

This factor explains 25.576% of the total variances in the data and it is ranked first among factors This factor encompasses various causes such as the lack of standards for needed materials, the use of competitive bidding, incomplete and inaccurate drawings and details, limited expertise and experience in needed materials, the lack of capable suppliers or subcontractors, and the lack of long-term relationships

It reflects the challenges and disruptions that arise from inadequate management of the supplier and contractor relationships within the construction supply chain

Inadequate supplier/contractor management hinders construction supply chain efficiency, caused by factors such as unclear standards, inconsistent specifications, competitive bidding challenges, incomplete project details, limited expertise, unreliable partners, and insufficient capacity Additionally, the absence of long-term relationships impedes collaboration and trust, leading to inefficient communication and potential disruptions.

Addressing Inadequate Supplier/Contractor Management requires proactive measures It is essential to establish clear material standards, ensure a balanced approach to bidding that considers both cost and quality, improve documentation and information sharing practices, foster expertise development among supply chain partners, and cultivate long-term relationships based on trust and mutual benefit

By considering the Inadequate Supplier/Contractor Management factor, construction supply chain managers can mitigate disruptions, enhance collaboration, and optimize the selection and management of suppliers and subcontractors This, in turn, contributes to a more efficient and reliable supply chain, minimizing delays, rework, and cost overruns

Factor - CT (Resource Availability and Site Management)

This factor explains 7.785 of the total variances in the data, in the second ranked among factors and This factor encompasses various causes such as labor disputes, labor and equipment productivity, availability of desired resources

(equipment, labor, materials), lack of skilled workers, timely installation and testing, involvement of a large number of parties in the process, and safety incidents and accidents It reflects the challenges and disruptions that arise from the inadequate availability and management of resources on the construction site, which can significantly impact the progress and efficiency of onsite activities

Resource Availability and Site Management factor play a significant role in construction supply chain management, particularly during the execution phase of a project Labor disputes can disrupt work progress, leading to delays and inefficiencies Managing labor productivity and ensuring optimal utilization of equipment are crucial for maintaining project timelines and minimizing disruptions

The availability of desired resources, including equipment, labor, and materials, is essential for smooth on-site activities Delays or shortages in resource availability can hinder work progress and cause disruptions in the supply chain Furthermore, the lack of skilled workers can lead to quality issues, rework, and delays in completing tasks

Timely installation and testing of components and systems are critical for maintaining the construction schedule Delays in these activities can have a ripple effect on subsequent tasks and impact the overall project timeline The involvement of a large number of parties, including contractors, subcontractors, and suppliers, increases the complexity of coordination and communication, making it essential to establish effective collaboration and information-sharing mechanisms

Safety incidents and accidents pose a significant risk to on-site activities and can lead to project delays, injuries, and increased costs Ensuring a safe work environment, implementing proper safety protocols, and providing adequate training and supervision are essential for minimizing disruptions caused by safety incidents

Taking care of Resource Availability and Site Management factor requires effective project management, clear communication channels, and proactive risk management strategies Prioritizing labor relations, productivity monitoring, resource installation and testing, effective coordination among project stakeholders, and a strong focus on safety measures are crucial for minimizing disruptions and ensuring smooth on-site activities

By considering Resource Availability and Site Management factor, construction supply chain managers can enhance the efficiency and effectiveness of on-site operations, reduce disruptions, and ultimately improve project outcomes

Factor -VDC (External influences and Regulatory Environment)

Confirmation factor analysis (CFA)

Testing the scale model by confirmatory factor analysis (CFA) using AMOS 24 software

After conducting exploratory factor analysis EFA, the analysis results into 08 factors were extracted, these are 08 latent variables and 45 observed variables were included in the CFA model as follows:

 The factor “Inadequate Supplier/Contractor Management (HD)” is measured by variables HD1, HD8, HD2, HD6, HD3, HD7, HD4; by variables CT6, CT8, CT10; CT4, CT1, CT9, CT5;

 The factor “External influences and Regulatory Environment (VDC)” is measured by the variables VDC8, VDC4, VDC5, VDC2, VDC1,

 The factor “Manufacturing Process and Resource Management (SX)” is measured by the variables SX9, SX1, SX7, SX6, SX5, SX3;

 The factor “Inventory and site storage Management (KB)” is measured by the variables KB2, KB5, KB3, KB1, KB4;

 The factor “Transportation Challenges (VC)” is measured by variables

VC4, VC6, VC3, VC1, VC2;

 The factor “Inadequate Material Handover and Verification (GN)” is measured by variables GN4, GN3, GN2, GN1, GN5;

 The factor “Environmental Clearance and Waste Management (CLR)” is measured by the variables CLR5, CLR2, CLR4, CLR6;

Figure 4 7: Results of the initial CFA model analysis with unnormalized weights

Figure 4 8: Results of the initial CFA model analysis with normalized weights

CMIN/DF 1.183 Between 1 and 3 Excellent CFI 0.939 >0.95 Acceptable SRMR 0.067 5 > 3 > 1 CFI 0.10 >0.08 0.08 >0.06 0.95 Acceptable

Note: Hu and Bentler (1999, "Cutoff Criteria for Fit Indexes in Covariance Structure Analysis: Conventional Criteria Versus New Alternatives")

The adequacy of both the measurement model and structural model was evaluated using goodness-of-fit (GOF) indices Four commonly used indices were based on in this study to assess the overall fit of the model: the ratio of X2 to the degree of freedom (df), the comparative fit index (CFI), the Tucker-Lewis index (TLI), and the root mean square error of approximation (RMSEA) The acceptance levels of these model fit indices were based on previous research recommendations [43, 44] The specific details of the fit indices for the measurement model of construction supply chain disruption are presented in Table 4.24 These fit indices are as follows:

X2/df = 1.225, TLI = 0.919, CFI = 0.924, and RMSEA = 0.043 with a 90% confidence interval of (0.032, 0.052) These results provide evidence that the measurement model of construction supply chain disruption demonstrate a strong fit with the collected data

Based on the regression coefficient results, hypotheses H3, H7, and H12 were rejected due to P-values exceeding 0.05 Examination of the structure model revealed weak positive influences with standardized coefficients of 0.06, 0.23, and 0.19, respectively Therefore, the relationships represented by these hypotheses were determined to be non-significant or inconsistent with the collected data, leading to their rejection.

Table 4 26: Regression coefficient of the final structure model of interaction among constructs

The structure model confirmed that VDC have significant impacts on HD, SX,

Variables VC, GN, KB, CT, and CLR have positive standardized coefficient values, ranging from 0.19 to 0.44 These factors influence CSC disruption, emphasizing the importance of controlling VDC to mitigate its impact on other factors and CSC disruption VDC comprises VDC8, VDC4, VDC5, VDC2, VDC1, and VDC7, all of which strongly influence VDC Developing a resilient CSC is crucial for contractors, involving finding reliable subcontractors, strengthening relationships, and exploring their interrelationships This will result in enhanced profit, reduced disruption, and improved quality for stakeholders.

+ VDC (External influences and Regulatory Environment) impacts on HD

As figure 4.10, the structure model confirmed that VDC has strong impact on HD with a high standardized coefficient value of 0.44 VDC is related to external influences and regulatory environment which can greatly influence the cooperation performance among stakeholders relating to profit return, quality, schedule, safety, and relationship between project stakeholders Indeed, HD factor is related to agreements between contractors and suppliers, it is highly affected by these external causes of VDC such as force majeure, rapid price change, government policy change… which would bring about the disputes among stakeholders even those risks have stated clearly in the signed contract This implies that to overcome this obstacle, parties should compromise and take into discussion based on mutual trust and long-term business relationship For instance, recently sand for construction is in severe shortage, many highway projects are facing with schedule delay and cost overrun, several projects have been postponed and waiting for sand sources It caused by government policy in granting the sand mines with limitation of quantity exploitation annually which can supply 40-50% of total demand (supply capacity: approx 62 million m3/year, actual demand: approx.130 million m3/year over the country) and by now all involved parties from government are finding out the way in order to relief this difficult matter related which affect strongly to public projects which are required to complete in schedule to serve the country’s development target (source: https://baodauthau.vn/)

+ VDC (External influences and Regulatory Environment) impacts on SX (Manufacturing Process and Resource Management)

The interaction between the VDC (External Influences and Regulatory Environment) and SX (Manufacturing Process and Resource Management) factors in construction supply chain disruption reveals an impact of VDC on

SX, as evidenced by a standardized coefficient value of 0.29 The VDC factor comprised multiple causes including force majeure events, fast price changes, financial and economic problems, lack of trust and commitment among parties, governmental policy and regulation changes, and change order negotiations These causes influence the manufacturing process and resource management aspect of the construction supply chain Through the risks contain in VDC factor, stakeholders realized that interruption of raw materials flow and exchange information, difficulty in finance, lack of long-term relationship and trust would bring to slowly in workshop’s production process, rework’s possibility, and unable to maintain the site’s activities To effectively control and mitigate the disruptions caused by the SX factor, stakeholders need to pay attention to and address the external influences and regulatory environment represented by the VDC factor This interaction implies that by proactively managing these external causes, stakeholders can enhance the efficiency and resilience of their manufacturing processes and resource management, leading to a smoother construction supply chain

The interaction between the VDC (External Influences and Regulatory Environment) and VC (Transportation Challenges) factors in construction supply chain disruption is a significant finding from the structural model analysis The standardized coefficient value of 0.47 indicates a strong influence of the VDC factor on the VC factor The VDC factor comprises a range of causes, including force majeure events, fast price changes, financial and economic problems, lack of trust and commitment among parties, governmental policy and regulation changes, and change order negotiations These external influences and regulatory environment factors have a direct impact on the transportation challenges represented by the VC factor

The VC factor encompasses transportation-related challenges that can disrupt the construction supply chain These include traffic accidents, oversized and heavy material transport constraints, vehicle damage, item damage in transit, and weather-related issues like precipitation and extreme temperatures Such challenges can cause delays in material delivery, goods damage, and increased risks associated with accidents or adverse weather conditions.

CONCLUSION AND RECOMMENDATION

Scientific and practical significances

The research is to understand the causes leading to construction supply chain(CSC) disruption, the causes directly related to the project participants such as client, project management board, supervision consultant, the main contractor, sub- contractors, suppliers in the construction phases, in order to identify and contain the risks in the appropriated way, develop their CSC management, helping the stakeholders improving project efficiency by completting project with the quality assurance, approved budget and schedule meanwhile maintain strongly the trust among stakeholders

This research contributes to a systematic review of the causes leading to the construction supply chain disruption in the construction phase, each cause is examined whether it directly related to which stakeholders who involved in the construction process Data analysis from this research will help us better understand the causes, performance.

Proposal a process to coordinate

Purpose

This procurement procedure is issued in order to identify the procurement activities to be perform by Contractor after commencement date of project and specify the procedures in order to complete all the procurement tasks in time meeting the project requirements.

Objective

Following are the objectives which shall be accomplished by Contractor This procurement procedure specifies the methods to realize such objectives

• Delivery of the materials in time without damage / shortage / non-conformity

• Meeting the project quality, safety and enviromental requirements

• Completion of the procurement tasks within the budget and allocated man hours

• Maximization of the participation by the vendors as per the contract.

Procurement organization

Project Procurement Manager who is responsible for onshore materials is name by Project Manager Deputy Project Procurement Manager who may be assigned by Project Manager will assist Project Procurement Manager for actual procurement activities at site, including expediting of delivery and coordination with Purchase Department Offshore materials is handled by Purchase Department.

Purchasing procedures

In case of no check at the uper left

In case QS section arrangement

Amin Dept Construction Dept G.M of Const Dept.

International Division Approved by: Amount more than VND 100 millions w/t

Approved by: In case the amount less than VND 100 millions w/t VAT

To ensure accurate Bill of Materials (BOM) creation, the Planning Manager relies on approved design drawings provided by the Engineering Manager These drawings are crucial for the Planning Manager to correctly extract material requirements from each design This collaborative process ensures that each package's BOM includes all necessary materials, facilitating efficient production and delivery.

Requisition Slip (RS) of onshore materials to be purchased shall be made by using Bill of Materials above with specifications which shall be provided by Engineering Section with approval of Client In accordance with Approval Guideline as attachment-1, RS shall be circulated and approved by final approver after Vendor / Material approval in accordance with following procedures

3 Vendor Approval for Type – A Material

For Type – A material which was determined by discussion between Client and Contractor and listed, Vendor approval shall be made by Client prior to request for quotation to vendors

For all materials, material approval shall be made by Client prior to request for quotation (RFQ) to vendors

After material approval, Project Procurement Manager of his representative select two (2) or three (3) vendors from approved vendor list or vendor approval as explained sub paragraph 4.1.3 and request selected vendor to submit their quotation providing specification requried

Project Procurement Manager will evaluate submitted quotation with detailed technical clarifications and evaluation For type – A material, Project Procurement Manager shall prepare a technical bid evaluation report in accordance with the Preparation Procedure for Technical Bid Evaluation for approval by Client

7 Issue of the Purchase Order

After final evaluation of vendor quotation, draft of purchase order will be prepared by QS section Finalized draft of PO shall be approved by Project Manager

Planning Manager is responsible for making Bill of Materials for each Package Engineering Manager shall provide approved design drawings by Clent to Planning Manager in order for Planning Manager to take off materials from each design drawing properly

In offshore projects, Bill of Materials (BOM) specifications from Engineering and Client approval are essential for generating Requisition Slips (RS) As per the Approval Guideline, the RS must undergo a circulation and approval process, including Vendor/Material approval After final approval, the Project Procurement Manager or designee submits the approved RS to the Purchase Department for ordering, following designated channels through Construction and International Division's Admin departments.

3 Vendor Approval for Type – A Material

For Type – A material which was determined by discussion between Client and Contractor and listed, Vendor approval shall be made by Client prior to request for quotation to vendors

For all materials, material approval shall be made by Client prior to request for quotation (RFQ) to vendors

5 Request for Quotation vendors from approved vendor list or vendor approval as explained sub paragraph 4.2.3 and request selected vendor to submit their quotation providing specification requried

Purchase Department will evaluate submitted quotation with the detailed technical clarification and evaluation For Type – A material, Purchase Department request Project Procurement Manager to prepare a technical bid evaluation(TBE) report in accordance with the Preparation Procedure for Technical Bid Evaluation for approval by Client TBE report for Type – A material shall be submitted to Client by QS section

7 Issue of the Purchase Order (PO)

After final evaluation of vendor quotation, draft of purchase order will be prepared by Purchase Department Finalized draft of PO shall be apporved by General Manager of Purchase Department and send photcopy of PO to Project Manager via Project Procurement Manager

Engineering Manager shall provide approved designed drawings by Client to Planning Manager in order for Planning Manager to take off materials from each design drawings properly

In order to comply with the specification of each material to be purchased for the project, RS shall be verified by Engineering Manager during requisition stage of procurement In case there are discrepancies between specification and RS, Engineering Manager shall notify Project Procurement Manager to revise RS to comply with the specification which was provided by Engineering Manager Verification of Engineering Manager shall be recorded in RS with his signarute 4.4 Interface with Quality Control (QC) Section

During procurement, the Quality Control (QC) Manager must verify the Requisition Stage (RS) against material approvals and specifications Any discrepancies between RS and approvals/specifications necessitate notification from the QC Manager to the Project Procurement Manager, who will then revise the RS accordingly The QC Manager's verification and signature must be documented on the RS.

Procurement status reporting

Status of procurement will be reported weekly and monthly by Contractor to Client using the form of Procurement Status Report.

Project expediting

In order for Contractor to perform construction progress according to the plan, expediting is one of the essential procurement activities

Under the direct control of Poject Procurement Manager, all expediting activities will be supervised by Deputy Project procuremetn Manager who will be assigned by Project Manager

Deputy Project Procurement Manager is responsible for performing the schedule control from PO until delivery of equipment and materials and coordinating with Purchase Department

1 If significant delay of delivery which will affect critical path of the Project schedule is foreseen or found, investigate the cause of such delay and establish the recovery plan through discussions with the vendor immediately

In the event that such delay is not recovered through the plan, resident expediting at the vendor’s shop may be considered

2 Request the vendor to accelerate delivery, in case Project Procurement Manager instructs to accelerate the agreed delivery date in consideration of Project schedule

Progress monitoring is to confirm the following status by telephone, letter, email, progress meeting and/or Shop expediting visits

• Required Documents Status, if any

Desk expediting is used to monitor following progress of the order through delivery of major materials for permanent facilities of the project and associated documentation to meet the schedule requrements

• Required Documents Status, if any

The purpose of shop visit is to ascertain the actual progress of the fabrication at the Vendor’s shop against the progress reports prepared and submitted by Vendor The shop visit is an effective method to ascertain the vendor’s progress directly and detect any sign of potential delay

If any problem in the work progress arises, Contractor will hold a meeting with Vendor at an appropriate office to discuss the problem and seek appropriate corrective actions to solve it

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My name is Nguyen Van Ba, a master student in Construction Management - Ho Chi Minh City University of Technology I am conducting a research project: " AN

ANALYSIS OF THE CAUSES LEADING TO CONSTRUCTION SUPPLY CHAIN DISRUPTION DURING THE CONSTRUCTION STAGE"

The following questionnaire is part of this study and it may take around 15-20 minutes to finish it Please read all of the statements carefully and answer all of them

If you encounter difficulties completing the survey, don't hesitate to seek assistance Your responses will be kept confidential and utilized solely for this research study We highly value your participation and express our sincere gratitude For inquiries or feedback, please reach out to the provided contact information.

PART 1: ASSESSMENT OF THE CAUSES LEADING TO CONSTRUCTION SUPPLY CHAIN DISRUPTION DURING THE CONSTRUCTION STAGE

1 Please mark "X" in the box corresponding to the level of agreement of each cause leading to construction SC disruption during the construction phase and Additional other causes (if any):

There are 5 levels of agreement: 1 - Totally disagree, 2 - Disagree, 3 - Neutral, 4 -

NO The causes leading to construction SC disruption during the construction stage

I Group of causes related to Contracting:

1 Lack of standards for needed materials     

2 Incomplete and inaccurate drawings and details     

3 Lack of capable supplier or subcontractor     

4 Lack of long-term relationship     

5 Lack of selection criteria for adequate supplier or subcontractor     

6 Limited expertise and experience in needed materials     

7 Delayed payment for contractors and suppliers     

II Group of causes related to Manufacturing:

1 Speed of manufacturing (specially in producing interior products)     

2 Poor quality (Products does not meet with criteria)     

4 Slowly in information’s exchange among stakeholders     

7 Long lead time during manufacturing     

III Group of causes related to Logistics

NO The causes leading to construction SC disruption during the construction stage

6 Transportation restriction (such as large size and heavy weight)     

IV Group of causes related to Hand over and receive product

2 Inefficient verification of materials due to unclear labels     

3 Inspecting materials to ensure they meet the specifications     

4 Delaying in resolution arising issues     

V Group of causes related to Inventory and storage

1 Site and storage capacity (limited)     

6 Wrong in storing and keeping the materials, products     

VI Group of causes related to On-site activities and installation

3 Inaccurate initial time and resources estimation     

7 On-site transportation equipment breakdown      the construction stage 1 2 3 4 5

9 Involvement of large number of parties in the process     

10 Availability of desired resources (equipment, labor, materials)     

VII Group of causes related to Winding up

1 Difficulty in handling the surplus materials     

3 High cost of reverse logistics     

4 Governmental issues about environmental concerns     

6 Immobility and large size of extracted materials     

7 Adequacy of labor for disassembly     

VIII Group of causes related to Throughout SC life-cycle

1 Governmental policy and regulation change (political stability)     

3 Poor communication and cooperation between parties     

5 Financial and economic problems (any party)     

8 Due to force majeure events (disaster, pandemic…)     

PART 2: PROJECT PERFORMANCE WHEN A CONSTRUCTION SUPPLY CHAIN DISRUPTION DURING CONSTRUCTION PHASE

In your opinion, based on most of the construction projects that you have participated in before, please indicate the criteria for evaluating the effectiveness of analysis the causes leading to construction supply chain disruption during the construction phase of the project, please mark (x) in the boxes below corresponding to the following levels:

There are 5 levels of agreement: 1 – Totally disagree, 2 – Disagree, 3 –

Project performance when a construction supply chain disruption LEVELS OF

AGREEMENT Please mark (x) in the blank: 1 2 3 4 5

1 Project was not completed as planned (Schedule of project)     

2 The project does not meet the specified technical standards (Quality of project)     

3 Failing to improve the capacity of the parties involved     

4 Failure to satisfy the requirements of stakeholders     

5 Exceeded total approved investment (Cost overrun)     

6 Many disputes arise between the parties     

7 The safety is not guaranteed     

8 Not achieving sustainability development and environment conservatively     

Please choose one of the following answers:

A1 Have you ever participated in the project with a supply chain disruption?

A2 How long have you worked in the construction industry:

Director /Deputy Director Office Engineer

Head/Deputy Head/Chairman Site Manager/Head of supervision consultant

Engineers, Project Architects Other (specify) ………

A4 In the projects you have participated in, you have worked for:

Design unit Project Management Consulting Unit A5 Scale of projects that you have participated in:

A6 Type of project in which you have participated:

 Civil works  National defense and security works

 Industrial buildings  Agriculture and Rural Development projects

 Transport works Technical infrastructure projects

A7 In your opinion, is it necessary to evaluate the causes leading to construction SC disruption during construction phase

 If possible, please provide personal information:

Full name: Phone: Working unit: Email:

Thank you very much for completing this survey!