MC as a competitive strategy
The recent economic crisis has affected considerably to the construction sector, especially in the residential market where the abrupt stoppage of sales led to a sharp drop in sector activity. To ensure future competitiveness of the sector there are some factors that may influence, among others, closer relationships with customers, process innovation, new technologies or coordination across actors to achieve lean construction,( Ecorys, 2008). In this regard, a customer closer relationship is to offer them value-added in order to increase clients’ satisfaction ensuring a competitive advantage in the current business environment. This fact has positioned Mass Customisation( hereinafter MC) as a potential marketing strategy to create value ensuring competitiveness in a customer-oriented market( Bernard, Daaboul, Laroche, & Da Cunha, 2012:18-25). MC has been recurrently defined as an increasing product variety to satisfy customer needs while maintaining near mass production efficiency( Du, Jiao, & Tseng, 2001; Tseng, Jiao, & Merchant, 1996), opening up to diverse market niches( Du et al., 2001: 309-325). This means to satisfy more closely the individual wants of the customers providing a wide variety of options and individual customisation at prices comparable to standard goods( Pine, 1999), integrating customer into the process. So a new agile and flexible approach is needed not only to satisfy the initial customers’ requirements, but also to provide a greater ability to adapt to their needs as they evolve( Barlow, 1998).
State of the Art: MC in Construction Industry
Currently, there are different approaches to implementing MC in the sector. Some of them are centred on the design phase, such as the proposal presented by Dr Noguchi, one of the most significant authors in the field, that is based on an online support system for decision making in customizing prefabricated homes( Noguchi, 2003: 353-364). Similarly introduces the implementation of MC in traditional construction projects through the application of a communication system that allows users to take part in the customisation of their homes( Noguchi & Hernàndez-Velasco, 2005: 325-336). Likewise in the design phase is presented in( Lee & Ha, 2013: 424-430) a solution based on interactive 3D models and 2D draws through the use of Building Information Modelling technologies( hereinafter BIM) to get better integration of data, fewer mistakes and inconsistencies in the projects due to changes from project modifications. About the approaches founded for the construction phase, in( Benros & Duarte, 2009: 310-320) is shown the implementation of a production model for prefabricated building systems that includes a design system, a construction system and a computer system, the integration of the three systems is achieved through a tool to visualize solutions and the automatic generation of the required information in the production phase. Other authors( Shin, An, Cho, Kim, & Kang, 2008: 831-838) present a solution for MC implantation focused on the use of information technology( hereinafter IT) through a system called Finishing Information System to overcome some disadvantages arising from the implementation related to increased cost and time and reduction in product quality. So through this system an improved communication between providers and consumers is achieved, giving speed to the process, accessibility and exchange of information. Despite all the benefits of the literature reviewed for MC applied to construction, the mostly analysed solutions focus their interest only on the design phase and not in the execution phase. Furthermore some proposals are oriented to prefabrication business model and not in traditional construction. Very few are centred on a technological solution, and the ones that take advantage of ICT’ s do not offer an integral management system to allow better efficiency in operations and
530 ZEMCH 2015 | International Conference | Bari- Lecce, Italy