Documente Academic
Documente Profesional
Documente Cultură
Samira Fallah
Amirkabir University of Technology, Department of Industrial Engineering & Management Systems, Tehran, Iran, sfallah@aut.ac.ir
Amirkabir University of Technology, Department of Industrial Engineering & Management Systems, Tehran, Iran, nshams@aut.ac.ir
Abstract
Resumo
Keywords: Project management, project supply chain, interorganizational relationship, social network analysis.
1. Introduction
35
S. Fallah, N. S. Gharneh, Tourism & Management Studies, 10(Special Issue), 2014, 35-42
Data Gathering
Case Selection
2. Literature review
Concept
Definition
Actor
Relation
Centrality
3. Methodology
To achieve the objectives of current study, a 3 step approach is
applied as shown by Figure 1. In this section, the steps are
discussed in more details.
3.1. Case selection
In the first step the cases to study were selected. As several and
different petrochemical projects were in progress by Iranian
National Petrochemical Company (NPC), some major criteria
were considered to select between them. They are as the
following:
1)
Simultaneous progress
2)
3)
4)
36
S. Fallah, N. S. Gharneh, Tourism & Management Studies, 10(Special Issue), 2014, 35-42
Total project
Project Area
Products
Project owner
15 ha
Methanol
Public sector
15.2ha
PVC, VCM
Private sector
153 days
95 Days
Procurement
580 days
120 Days
Construction and
commissioning
365 days
110 Day
Total project
365 days
95 Days
Procurement
29.9%
41%
243 days
Procurement
395 days
Construction and
commissioning
365 days
341 days
Total project
365 days
243 days
Engineering
4.4 %
Procurement
37.29 %
22.85 %
Total project
64.54 %
Cost variance
5.7%
390 days
Engineering
Engineering
Cost variance
Difference
between planned
start and actual
start
Engineering
Difference between
planned start and
actual start
30%
Having modeled the contract network, in the next step the role
of each actor in this network was analyzed. The analysis
revealed that the major roles in the networks could be
categorized as the following:
Ci: Organizations
commissioning
responsible
for
construction
and
Vi: Vendors
Si: Suppliers which work based on order to make
S. Fallah, N. S. Gharneh, Tourism & Management Studies, 10(Special Issue), 2014, 35-42
V1
E1
E2
Owner
B
C1
Vn
EP
Cn
S1
Owner
A
S1
V1
Sn
C1
Sn
Cn
Vn
EP
Sn
V1
Owner
MC
Vn
C1
C
Cn
4. Main results
38
S. Fallah, N. S. Gharneh, Tourism & Management Studies, 10(Special Issue), 2014, 35-42
Organization
Between
.1
0.583
23.485
1.000
0.792
0.898
0.810
.2
0.028
2.986
0.444
0.421
0.114
0.000
.3
0.028
2.986
0.444
0.421
0.114
0.000
.4
0.028
2.986
0.444
0.421
0.114
0.000
.5
0.028
2.986
0.444
0.421
0.114
0.000
.6
0.028
2.986
0.444
0.421
0.114
0.000
.7
0.028
2.986
0.444
0.421
0.114
0.000
.8
0.028
2.986
0.444
0.421
0.114
0.000
.9
0.028
2.986
0.444
0.421
0.114
0.000
.11
0.028
2.986
0.444
0.421
0.114
0.000
.11
0.028
2.986
0.444
0.421
0.114
0.000
.12
0.028
2.986
0.444
0.421
0.114
0.000
.13
0.028
2.986
0.444
0.421
0.114
0.000
.14
0.028
2.986
0.444
0.421
0.114
0.000
.15
0.028
2.986
0.444
0.421
0.114
0.000
.16
0.028
2.986
0.444
0.421
0.114
0.000
.17
0.444
14.324
1.000
0.722
0.544
0.667
.18
0.028
4.891
0.583
0.444
0.188
0.000
.19
0.028
4.891
0.583
0.444
0.188
0.000
.21
0.028
4.891
0.583
0.444
0.188
0.000
.21
0.028
4.891
0.583
0.444
0.188
0.000
.22
0.028
4.891
0.583
0.444
0.188
0.000
.23
0.028
4.891
0.583
0.444
0.188
0.000
.24
0.028
4.891
0.583
0.444
0.188
0.000
.25
0.028
4.891
0.583
0.444
0.188
0.000
.26
0.028
4.891
0.583
0.444
0.188
0.000
.27
0.028
4.891
0.583
0.444
0.188
0.000
.28
0.028
4.891
0.583
0.444
0.188
0.000
.29
0.028
4.891
0.444
0.188
0.000
.31
0.028
4.891
0.583
0.444
0.188
0.000
.31
0.028
4.891
0.583
0.444
0.188
0.000
.32
0.028
4.891
0.583
0.444
0.188
0.000
.33
0.028
4.891
0.583
0.444
0.188
0.000
.34
0.028
4.891
0.583
0.444
0.188
0.000
.35
0.028
4.891
0.583
0.444
0.188
0.000
.36
0.028
4.891
0.583
0.444
0.188
0.000
.37
0.028
4.891
0.583
0.444
0.188
0.000
0.583
Value of Beta was: 0.207928976935252; Principal Eigenvalue was: 4.78528793530101; Running time: 00:00:01; Output generated: 14 Dec 09 10:58:31; Copyright (c) 1999-2008 Analytic Technologies
39
S. Fallah, N. S. Gharneh, Tourism & Management Studies, 10(Special Issue), 2014, 35-42
0.853
48.789
1.000
0.926
0.998
0.985
.2
0.015
6.371
0.853
0.483
0.131
0.000
.3
0.015
6.371
0.853
0.483
0.131
0.000
.4
0.015
6.371
0.853
0.483
0.131
0.000
.5
0.015
6.371
0.853
0.483
0.131
0.000
.6
0.015
6.371
0.853
0.483
0.131
0.000
.7
0.015
6.371
0.853
0.483
0.131
0.000
.8
0.015
6.371
0.853
0.483
0.131
.9
0.015
6.371
0.853
0.483
0.131
.11
0.015
6.371
0.853
0.483
0.131
.11
0.015
6.371
0.853
0.483
0.131
0.000
.12
0.015
6.371
0.853
0.483
0.131
0.000
.13
0.015
6.371
0.853
0.483
0.131
0.000
.14
0.015
6.371
0.853
0.483
0.131
0.000
.15
0.015
6.371
0.853
0.483
0.131
0.000
.16
0.015
6.371
0.853
0.483
0.131
0.000
.17
0.015
6.371
0.853
0.483
0.131
0.000
.18
0.015
6.371
0.853
0.483
0.131
0.000
.19
0.015
6.371
0.853
0.483
0.131
0.000
.21
0.015
6.371
0.853
0.483
0.131
0.000
.21
0.015
6.371
0.853
0.483
0.131
0.000
.22
0.015
6.371
0.853
0.483
0.131
0.000
.23
0.015
6.371
0.853
0.483
0.131
0.000
.24
0.015
6.371
0.853
0.483
0.131
0.000
.25
0.015
6.371
0.853
0.483
0.131
0.000
.26
0.015
6.371
0.853
0.483
0.131
0.000
.27
0.118
7.298
0.956
0.551
0.149
0.197
.28
0.015
6.371
0.853
0.483
0.131
0.000
.29
0.015
6.371
0.853
0.483
0.131
0.000
.31
0.015
6.371
0.853
0.483
0.131
0.000
.31
0.015
6.371
0.853
0.483
0.131
0.000
.32
0.015
6.371
0.853
0.483
0.131
0.000
.33
0.015
6.371
0.853
0.483
0.131
0.000
.34
0.015
6.371
0.853
0.483
0.131
0.000
.35
0.015
6.371
0.853
0.483
0.131
0.000
.36
0.015
6.371
0.853
0.483
0.131
0.000
.37
0.015
6.371
0.853
0.483
0.131
0.000
.38
0.015
6.371
0.853
0.483
0.131
0.000
.39
0.015
6.371
0.853
0.483
0.131
0.000
40
S. Fallah, N. S. Gharneh, Tourism & Management Studies, 10(Special Issue), 2014, 35-42
Organization
Degree
BonPwr
2Step
ARD
Eigenve
Between
.41
0.015
6.371
0.853
0.483
0.131
0.000
.41
0.015
6.371
0.853
0.483
0.131
0.000
.42
0.015
6.371
0.853
0.483
0.131
0.000
.43
0.015
6.371
0.853
0.483
0.131
0.000
.44
0.015
6.371
0.853
0.483
0.131
0.000
.45
0.015
6.371
0.853
0.483
0.131
0.000
.46
0.015
6.371
0.853
0.483
0.131
0.000
.47
0.015
6.371
0.853
0.483
0.131
0.000
.48
0.015
6.371
0.853
0.483
0.131
0.000
.49
0.015
6.371
0.853
0.483
0.131
.51
0.015
6.371
0.853
0.483
0.131
0.000
.51
0.015
6.371
0.853
0.483
0.131
0.000
.52
0.015
6.371
0.853
0.483
0.131
0.000
.53
0.015
6.371
0.853
0.483
0.131
0.000
.54
0.015
6.371
0.853
0.483
0.131
0.000
.55
0.059
6.740
0.897
0.512
0.138
0.087
.56
0.015
6.371
0.853
0.483
0.131
0.000
.57
0.015
6.371
0.853
0.483
0.131
0.000
.58
0.015
6.371
0.853
0.483
0.131
0.000
.59
0.015
6.371
0.853
0.483
0.131
0.000
.61
0.015
0.959
0.118
0.357
0.020
0.000
.61
0.015
0.959
0.118
0.357
0.020
0.000
.62
0.015
0.959
0.118
0.357
0.020
.63
0.015
0.959
0.118
0.357
0.020
.64
0.015
0.959
0.118
0.357
0.020
.65
0.015
0.959
0.118
0.357
0.020
.66
0.015
0.959
0.118
0.357
0.020
.67
0.015
0.886
0.059
0.342
0.018
.68
0.015
0.886
0.059
0.342
0.018
0.000
.69
0.015
0.886
0.059
0.342
0.018
0.000
0.000
5. Conclusion
In this study the supply networks of two Iranian
petrochemical projects were studied and the results were
discussed. It should be noted that the aim of this study is to
41
S. Fallah, N. S. Gharneh, Tourism & Management Studies, 10(Special Issue), 2014, 35-42
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