tci 2015 the construction cluster initiative in bucaramanga, colombia
TRANSCRIPT
The Construction Cluster Initiative in Bucara-manga, Colombia
The Importance of Knowledge Based Value Chains and Cluster Management
Andrés Guimón, Competitiveness
Parallel Session 2.5: Developing Skills for Professional Cluster Management
Objective
Explain how the construction cluster initiative helped companies identify a more profitable value chain
and move towards it
The Construction Initiative in Bucaramanga
Interviews with companies and institutions Industry and cluster analysis
Segment analysis Advanced Buyer interviews Benchmarking trips Strategy meetings
Work groups with cluster agents Expert interviews Action Setup
Competitiveness Reinforcement Initiative (CRI)Work Plan
Strategic Vision for the Future
Launching of Actions
Identifying Common Challenges
7 month process
1st meeting 2nd meeting 3rd meeting
The Construction Initiative in BucaramangaCluster Data
Services
Materials
Distributors
Financial Serv.
Associations
Academia & Research Government
Construction
• City cluster• 10% of GDP• 634 companies• Mostly construction and services• Home & office buildings
• Traditional construction model• Competition based on price• Low investment in R&D• Lack of national and Intl. expansion
Main Company Challenges
Profile
CRI Contribution to Cluster Competitiveness
Understand industry changes and how to adapt
1
1 - Cluster Mapping
3 - Segment Attractiveness' Evolution (5 F)
8 - Benchmarking our cluster against reference/ideal cluster
7 - Ideal Value Chain and cluster Diamond for chosen option
6 - KSFs for the most innovative option
5 - Generic Strategic Options for the future
9 - Feasible strategic options for cluster companies
10 - Areas to improve at company and cluster level
2 - Strategic Segmentation
4 - Advanced BPC analysis
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1 - Cluster Mapping
3 - Segment Attractiveness' Evolution (5 F)
8 - Benchmarking our cluster against reference/ideal cluster
7 - Ideal Value Chain and cluster Diamond for chosen option
6 - KSFs for the most innovative option
5 - Generic Strategic Options for the future
9 - Feasible strategic options for cluster companies
10 - Areas to improve at company and cluster level
2 - Strategic Segmentation
4 - Advanced BPC analysis
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CRI Contribution to Cluster Competitiveness
Understand industry changes and how to adapt
Advanced buyer purchase criteria
1
Planning Construction Usage Demolition
Building lifecycle
Advanced buyers increasingly looking for lifecycle value
Advanced Buyer Purchase Criteria
Planning Construction Usage Demolition
Building lifecycle
Demand for TOTAL VALUE
Advanced Buyer Purchase Criteria
Advanced buyers increasingly looking for lifecycle value
1. TOTAL COST minimisation
2. ADAPTABILITY to client needs
3. Low ENVIRONMENTAL IMPACT
Advanced Buyer Purchase Criteria
Planning Construction
Usage
Demo-lition
Building lifecycle
Demand for TOTAL VALUE
Advanced clients were redefining value in construction
They were becoming lifecycle buyers
CRI Contribution to Cluster Competitiveness
Understand industry changes and how to adapt
Advanced buyer purchase criteria
Understand Value Chain Activities to Respond
1
Planning Providers Construction Usage Market
• Long term planning capacity
• Interaction with multi-disciplinary teams (architect, engineer, ops. managers, final user)
• Use of integrated technology (BIM system)
Understand shift in value chain activities and new roles for actors
Lifecycle Strategy
Planning Providers Construction Usage Market
• From products to SOLUTIONS
ACUnit
Air Quality(measurable)
• Understanding needs
• New business partners
• Pilot testing to measure results
Understand shift in value chain activities and new roles for actors
Lifecycle Strategy
Planning Providers Construction Usage Market
• Benefits:
– Improves lead time
– More security and quality
Towards Industrialisation:
Understand shift in value chain activities and new roles for actors
Lifecycle Strategy
Planning Providers Construction Usage Market
• Professional management of buildings
• Strong service culture
• Opportunities for provider integration Planning Construction Usage Demolition
Building Lifecycle
1% 14% 80% 5%
Understand shift in value chain activities and new roles for actors
Lifecycle Strategy
Planning Providers Construction Usage Market
Pushes up barriers to
entry
High switch costs
AttractiveBusiness
Allows for internationalisation of knowledge through partnerships and licensing
Knowledge Intensive and Highly Integrated Value Chain
Understand shift in value chain activities and new roles for actors
Lifecycle Strategy
Strategic Vision for Cluster
Local
Total ValueConstruction
-Multi-Local
+
Diff
eren
tiatio
n
Price BasedConstruction
1
Knowledge Exports2
Understand industry changes and how to adapt
Advanced buyer purchase criteria
Understand Value Chain Activities
CRI Contribution to Cluster Competitiveness
From Vision to Action
Areas of Improvement
Define projects
1 2
Actions are defined and implemented only after thorough strategic analysis
Implement projects
Areas of Improvement Strategic Projects
Demand Sophistication
1. Expert Workshops with the Public Sector2. Pilot Project: new tendering manual
SolutionDevelopment
1. Workshops with intl. experts from academia 2. Total Value Syllabus Draft for Implementation
in universities
Education
1. Value Chain Innovation Workshops2. Total Value Solution Award3. Launching of Total Value Internet Blog
Change Management
1. Secure a neutral and capable implementation team
2. Secure funding for project implementation
• Awarded in march 2015• 250.000 USD
• 2014 & 2015• 100.000 USD• Success cases /networking• Sustainable construction
Change Management
Understand industry changes and how to adapt
Advanced buyer purchase criteria
Conclusion
From Vision to Action
Areas of Improvement
Define projects
Implement projects
2
Understand Value Chain Activities
1
