Lecture Notes in Management and Industrial Engineering

Rodolfo de CastroGerusa Giménez   Editors

Advances in Engineering NetworksProceedings of the 12th International Conference on Industrial Engineering and Industrial Management

Lecture Notes in Management and IndustrialEngineering

Series Editor

Adolfo López-Paredes, INSISOC, University of Valladolid, Valladolid, Spain

This bookseries provides a means for the dissemination of current theoretical andapplied research in the areas of Industrial Engineering & Engineering Management.The latest methodological and computational advances that both researchers andpractitioners can widely apply to solve new and classical problems in industries andorganizations constitute a growing source of publications written for and by ourreadership.

The aim of this bookseries is to facilitate the dissemination of current research inthe following topics:

• Strategy and Enterpreneurship• Operations Research, Modelling and Simulation• Logistics, Production and Information Systems• Quality Management• Product Management• Sustainability and Ecoefficiency• Industrial Marketing and Consumer Behavior• Knowledge and Project Management• Risk Management• Service Systems• Healthcare Management• Human Factors and Ergonomics• Emergencies and Disaster Management• Education

More information about this series at http://www.springer.com/series/11786

Rodolfo de Castro • Gerusa GiménezEditors

Advances in EngineeringNetworksProceedings of the 12th InternationalConference on Industrial Engineeringand Industrial Management

123

EditorsRodolfo de CastroDepartment of Business AdministrationManagement and Product DesignUniversitat de GironaGirona, Spain

Gerusa GiménezDepartment of Business AdministrationManagement and Product DesignUniversitat de GironaGirona, Spain

ISSN 2198-0772 ISSN 2198-0780 (electronic)Lecture Notes in Management and Industrial EngineeringISBN 978-3-030-44529-4 ISBN 978-3-030-44530-0 (eBook)https://doi.org/10.1007/978-3-030-44530-0

© Springer Nature Switzerland AG 2020This work is subject to copyright. All rights are reserved by the Publisher, whether the whole or partof the material is concerned, specifically the rights of translation, reprinting, reuse of illustrations,recitation, broadcasting, reproduction on microfilms or in any other physical way, and transmissionor information storage and retrieval, electronic adaptation, computer software, or by similar or dissimilarmethodology now known or hereafter developed.The use of general descriptive names, registered names, trademarks, service marks, etc. in thispublication does not imply, even in the absence of a specific statement, that such names are exempt fromthe relevant protective laws and regulations and therefore free for general use.The publisher, the authors and the editors are safe to assume that the advice and information in thisbook are believed to be true and accurate at the date of publication. Neither the publisher nor theauthors or the editors give a warranty, expressed or implied, with respect to the material containedherein or for any errors or omissions that may have been made. The publisher remains neutral with regardto jurisdictional claims in published maps and institutional affiliations.

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Organization

Program Chairs

Rodolfo de Castro, Escola Politècnica Superior, Universitat de Girona, SpainGerusa Giménez, Escola Politècnica Superior, Universitat de Girona, Spain

Program Committee

Faustino Alarcón Valero, Centro de Investigación en Gestión e Ingeniería deProducción (CIGIP), SpainMaría del Mar Alemany Díaz, UPV, SpainJuanjo Alfaro, CIGIPEsther Alvarez, Facultad de Ingeniería, SpainIzaskun Alvarez, EHU/UPV, SpainBeatriz Andres, Universitat Politècnica de València, SpainPablo Aparicio Ruiz, Universidad de Sevilla, SpainAnna Arbussà, Facultat de Ciències Econòmiques i Empresarials, Universitat deGirona, SpainEugenia Babiloni, Universidad Politécnica de Valencia, SpainFrano Barbic, Universidad Politecnica de Madrid, SpainBopaya Bidanda, University of Pittsburgh, United StatesAndrea Bikfalvi, Escola Politècnica Superior, Universitat de Girona, SpainIñaki Bildosola, UPV/EHU, SpainAndrés Boza, Universitat Politècnica de ValènciaFrancisco Campuzano-Bolarín, Universidad Politécnica de Cartagena, SpainLourdes Canós Darós, Universitat Politècnica de València, Spain

v

Manuel Cardós Carboneras, Universidad Politecnica de Valencia, SpainMaría Carmen Carnero, University of Castilla-La Mancha, SpainJavier Carrasco, UPMRuth Carrasco-Gallego, Escuela Técnica Superior de Ingenieros Industriales.Universidad Politécnica de MadridRicardo Chalmeta, Universidad jaume IErnesto Cilleruelo, UPV/EHUVincent Clivillé, Université Savoie Mont Blanc, FranceYuval Cohen, Tel-Aviv Afeka College of Engineering, IsraelJosé Antonio Comesaña Benavides, University of VigoAlbert Corominas, UPC, SpainPascual Cortés, UPV VALENCIAPablo Cortés, Universidad de Sevilla, SpainLlanos Cuenca, CIGIP-UPV, SpainRodolfo de Castro, Escola Politècnica Superior, Universitat de Girona, SpainMaría Victoria De la Fuente, Universidad Politécnica de CartagenaDavid De la Fuente, University of OviedoRicardo Del Olmo, Universidad de BurgosCarlos Dema, Universisdad Politécnica, SpainAlfonso Duran, UC3MManuel Díaz-Madroñero, Universitat Politècnica de ValènciaAlejandro Escudero-Santana, Universidad de SevillaSofia Estellés, Universitat Politecnica de ValenciaArturo J. Fernández González, Escuela de Ingeniería Industrial (sede Campus),University of Vigo, SpainVernadat Francois, University of Lorraine, FranceJosé Manuel Galán, Universidad de Burgos, SpainJesus Garcia Arca, Universidad de VigoJose P. Garcia-Sabater, Universidad Politécnica de ValenciaJulio J. Garcia-Sabater, Universidad Politécnica de Valencia, SpainIsabel García Gutiérrez, Universidad Carlos III de Madrid, SpainGerman Gemar, Universidad de MalagaGerusa Giménez, Escola Politècnica Superior, Universitat de Girona, SpainPedro Gomez-Gasquet, Universitat Politècnica de Valeència, SpainLorenzo Gonzalez, Instituto Andaluz de Tecnología (IAT), SpainPedro L. Gonzalez-R, School of Engineers, SpainBernard Grabot, ENIT-INP, FranceGonzalo Grau Gadea, Universitat Politècnica de València, SpainJose Guadix, University of SevilleFrederic Hauser, Laboratoire Pierre Fabre Dermo Cosmetique, FranceDavid Hermida, Universidad de Oviedo, SpainAntonio Hidalgo, Universidad Politécnica de Madrid, Spain

vi Organization

Eloy Hontoria, Technical University of CartagenaFrancisco Javier Iglesias Rodríguez, Universidad de Oviedo, SpainJosep Llach, Universitat de GironaAmaia Lusa, Universitat Politècnica de CatalunyaJulien Maheut, Universidad Politécnica de Valencia, SpainMIguel Angel Manzanedo del Campo, Universidad de BurgosJuan A. Marin-Garcia, Universitat Politecnica de Valencia, SpainPaloma Maria Teresa Martinez Sanchez, Bosque University, ColombiaIrene Martín-Rubio, UPM, SpainCarme Martínez, Costa Universitat Politècnica de Catalunya, SpainManuel Mateo, UPC, SpainCristóbal Miralles Insa, Universitat Politecnica de Valencia, SpainGuillermo Montero, Universidad de Sevilla, SpainJesús Morcillo, Universidad Carlos III de Madrid. Escuela Politécnica Superior,SpainJosefa Mula, Universitat Politècnica de València, SpainGiovanni Mummolo, Polytechnic of Bari, ItalyJesús Muñuzuri, University of Seville, SpainJordi Olivella Nadal, Universitat Politécnica de CatalunyaAngel Ortiz, CIGIP-UPV, SpainEnrique Parra, University of Alcala, SpainRafael Pastor, UPCDavid Peidro, CIGIPRaúl Poler, Universitat Politècnica de València, SpainBorja Ponte, Univesity of Oviedo, SpainDavid Poza, INSISOC - University of Valladolid, SpainJosé Carlos Prado Prado, Escuela Ingeniería IndustrialEmilio Ramírez-Juidías, Universidad de Sevilla, SpainImma Ribas, Universitat Politècnica de Catalunya, SpainIvan Roa, Universidad Politécnica de Cataluña, SpainJose Luis Roca Gonzalez, Centro Universitario de La Defensa en La AcademiaGeneral del Aire, SpainDiego Ros McDonnell, UPCT, SpainLorenzo Ros McDonnell, Universidad Politécnica Cartagena, SpainJuan Carlos Rubio-Romero, Universidad de Málaga, SpainAntonio Ruiz Molina, Universidad de Málaga, SpainPatxi Ruiz-de-Arbulo-López, Universidad del País Vasco (UPV/EHU), SpainRashed Sahraeian, Shahed University, IranRaquel Sanchis, UPVJosé I. Santos, Universidad de Burgos, SpainJavier Santos, Tecnun - University of Navarra, SpainPedro Sanz Angulo, University of Valladolid, Spain

Organization vii

Lourdes Sáiz Bárcena, Universidad de Burgos, SpainMartin Tanco, Universidad de Montevideo, UruguayJuan Ramon Trapero, University of Castilla-La ManchaLorna Uden, Staffordshire University, United KingdomMaría José Verdecho, Universitat Politècnica de ValènciaPilar I. Vidal-Carreras, Universidad Politécnica de Valencia, SpainElisabeth Viles, Tecnun - University of Navarra, SpainEnara Zarrabeitia, Universidad del País Vasco, Spain

viii Organization

Preface

We are pleased to preface this book where you could find the selected papers ofCIO 2018, XXII Congreso de Ingeniería de Organización/12th InternationalConference on Industrial Engineering and Industrial Management.

This conference was promoted by ADINGOR (Asociación para el Desarrollo dela Ingeniería de Organización), and it was hosted at Universitat de Girona (Spain)from 12 to 13 July 2018.

The CIO 2018 Conference motto was: “Advancing in Engineering Network”.The selected papers cover the most relevant research and current projects in

Industrial Engineering, Management and Operations. In this book, the reader canfind papers providing links between researchers and practitioners from differentbranches, to enhance an interdisciplinary perspective of industrial engineering andmanagement.

The contributions have been arranged in five parts:

• Strategy and Information Systems• Operations Research• Supply Chain• Education• Quality and Sustainability

We hope this book gives you the opportunity to enjoy high-quality scientific papers.

Girona, Spain Rodolfo de CastroOctober 2018 Gerusa Giménez

ix

Contents

Strategy and Information Systems

Which 4.0 Professional Competencies Should Develop MiddleManagers and Operators? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3Álvaro Lleo-de-Nalda, José Ignacio Terrés Goena, Elisabeth Viles Díez,and Javier Santos

Integrated Project Delivery: A Literature Review and ResearchAgenda . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 11Iván González-Boubeta and José Carlos Prado-Prado

Empirical Measurement Instruments for Business Model Innovation:A Review . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 19Dorleta Ibarra, Jaione Ganzarain, and Juan Ignacio Igartua

Scrip Dividends and Share Buyback Strategies Based on Volatility . . . . 29Angel Huerga and Carlos Rodríguez-Monroy

The Evolution of Business Intelligence with Neuroinformatics . . . . . . . . 37Irene Martín-Rubio, Juan Fombellida, and Diego Andina

A General Overview of the Industry 4.0 Concept for ProductionManagement and Engineering . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 45Héctor Cañas and Josefa Mula

Identification and Prioritization of Industry 4.0 Projects in SMEs:A Process Approach . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 53Juan Ignacio Igartua, Jaione Ganzarain, and Dorleta Ibarra

Blockchain for Electronic Voting Purposes . . . . . . . . . . . . . . . . . . . . . . 61Ricardo Chica Cepeda and Anna Arbussà Reixach

xi

Identification of Barriers of Entry to the European Market of MedicalDevices: Study of Cases in Spanish Companies . . . . . . . . . . . . . . . . . . . 71Yariza Chaveco Salabarria, Mª del Carmen Pardo Ferreira,Juan Carlos Rubio Romero, and Rosa Mayelín Guerra-Bretaña

Application of Combinatorial Auctions to Create a 3D PrintingMarket . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 79Adolfo López-Paredes, Sandra Castillo, Javier Pajares, Natalia Martín,and Ricardo del Olmo

SEAFRESH Project: Design and Development of an Intelligent Systemfor Decision Support in the Chilled and Frozen Fish Sector . . . . . . . . . 85Antonio García Lorenzo and Joaquín Romero Rivero

Operations Research

Improving Vegetables’ Quality in Small-Scale Farms ThroughStakeholders’ Collaboration . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 95Ana Esteso, María del Mar Alemany, and Angel Ortiz

Assignment of Volunteers in a Sports Event: Case Restricted Fitnessby Cut-off Mark . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 105Joaquín Bautista, Manuel Mateo, and Rocío de la Torre

An MILP Model for Evaluating the Impact of Strategic Decisionson Promotions in Universities . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 113Rocío de la Torre and Manuel Mateo

An Approach to Explore Historical Construction Accident DataUsing Data Mining Techniques . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 121María Martínez Rojas, Antonio Trillo Cabello, Mª del Carmen PardoFerreira, and Juan Carlos Rubio Romero

A Non-parametric Enhancement of the Fill Rate Estimation . . . . . . . . . 129Eugenia Babiloni, Ester Guijarro, and Juan Ramon Trapero

FAHP Applications for Manufacturing Environments:A Contemporary Review and Classification . . . . . . . . . . . . . . . . . . . . . . 137Victor Anaya Fons, Raúl Rodríguez Rodríguez, and Angel Ortiz

A MILP Approach to Maximize Productivity in Mixed-ModelAssembly Lines . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 145Joaquín Bautista and Rocío Alfaro-Pozo

Production Typologies in Production Scheduling: Identificationand Management . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 155Pilar I. Vidal-Carreras, Julio J. Garcia-Sabater, Angel Ruiz,and Julien Maheut

xii Contents

Supply Chain

Conceptual Framework for the Characterization of Vegetable BretonSupply Chain Sustainability in an Uncertain Context . . . . . . . . . . . . . . 165Vicente S. Fuertes-Miquel, Llanos Cuenca, Andrés Boza, Cécile Guyon,and María del Mar Alemany

Dimensioning the Supply Chain Decision Support Systems . . . . . . . . . . 175Julio César Puche Regaliza, Borja Ponte, José Costas Gual, Raúl PinoDiez, and David de la Fuente García

What Are the Main Factors that Reduce the Efficiency of RoadTransport? An Exploratory Study . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 183Mar Fernández Vázquez-Noguerol, Andrea González-Prado,Iván González-Boubeta, and José Carlos Prado-Prado

Reverse Logistics Causes and Treatment Alternatives . . . . . . . . . . . . . . 191Pascual Cortés Pellicer and Faustino Alarcón Valero

Pharmaceutical Supply Chain Analysis . . . . . . . . . . . . . . . . . . . . . . . . . 199Francesc Amaro-Martinez and Rodolfo de Castro

Joint Price and Reorder Point Determination for ProfitMaximization . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 207Manuel Cardós Carboneras, María Victoria de la Fuente Aragón,and Lorenzo Ros-McDonnell

Setting the Order-Up-to Level in a Retailer: Challenges and EmpiricalComparison of Simple Methods . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 217Vicent Asensio-Molina, Angel Ruiz, Jose P. Garcia-Sabater,and Julio J. Garcia-Sabater

Changing Internal Logistics to Feed Production Lines . . . . . . . . . . . . . . 225Aida Saez-Mas, Angel Ruiz, Jose P. Garcia-Sabater,and Julio J. Garcia-Sabater

Proposal of a Customer-Oriented Sustainable Balanced Scorecardfor Agri-Food Supply Chains . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 233María José Verdecho, David Pérez Perales, and Faustino Alarcón Valero

Education

Training in Quality Engineering Concepts and Skills: Case Study,Simulations Paper Propeller Using Six Sigma-Based Methodology . . . . . 243José Alberto Eguren, Toni Antero Bertlin, Joel Hannes Rehunen,and Gorka Unzueta

Women in STEM Education: A Longitudinal Study . . . . . . . . . . . . . . . 251Ruth Carrasco-Gallego, Ana Moreno-Romero, and Silvia Serrano-Calle

Contents xiii

Development of an Online Social Network for Supporting the Design,Coordination, and Following-up of Final Projects in Engineering . . . . . 261Raúl Rodríguez Rodríguez, María José Verdecho, Juan José Alfaro-Saiz,and Pedro Gómez-Gasquet

Quality and Sustainability

Improving the Management of a Cultural Association by Meansof Lean Office . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 271Alejandro Escudero-Santana, Pablo Aparicio-Ruiz,Elena Barbadilla-Martín, and María Rodríguez-Palero

Study on Barriers and Success Factors for a Sustainableand Successful Lean Transformation . . . . . . . . . . . . . . . . . . . . . . . . . . . 281Néstor Gavilán and Carolina Consolación

Beyond Customer Satisfaction: Are All CustomersEqually Satisfied? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 291Dalilis Escobar Rivera, Martí Casadesús Fa,Paulo Alexandre Costa Araújo Sampaio, and Alexandra Simon Villar

Fuzzy Logic for the Improvement of Thermal Comfort and EnergyEfficiency in Non-residential Buildings . . . . . . . . . . . . . . . . . . . . . . . . . . 303Elena Barbadilla-Martín, José Guadix, Pablo Cortés,and María Rodríguez-Palero

Electric and Hybrid Motorcycle Drivers at Work, How Do TheyPerceive the Effects of the Lack of Noise of These Vehicles? . . . . . . . . . 311Mª del Carmen Pardo Ferreira, Juan Carlos Rubio Romero,and Manuel García Jiménez

In Search After Micro-Economic Effects of Ecoinnovation ActivitiesAmong Industrial Firms . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 319Jabier Retegi and Bart Kamp

Audiovisual Documentation as the Basis of an Occupational Healthand Safety Management System . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 329Arturo J. Fernández-González, Iván González-Boubeta,Andrea González-Prado, and José Carlos Prado-Prado

Impact of Air Quality on Urban Mobility: Analysisof a Mediterranean City . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 337Lorenzo Ros-McDonnell, María Victoria de la Fuente Aragón,Diego Ros-McDonnell, and Manuel Cardós Carboneras

Author Index . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 345

xiv Contents

Strategy and Information Systems

Which 4.0 Professional CompetenciesShould Develop Middle Managersand Operators?

Álvaro Lleo-de-Nalda, José Ignacio Terrés Goena, Elisabeth Viles Díez,and Javier Santos

Abstract There is no doubt about the impact that the 4th Industrial Revolution ishaving in our factories. New technologies are being developed, and huge quantitiesof money are being invested for modernizing our plants. Theses technologies arealso impacting on operational and people management, and new professional com-petences are required for being able to work successfully in this environment. Inthis paper, combining literature review and fieldwork with 22 different companiesthat operate with 4.0 technologies, we identify and prioritize a list of 23 professionalcompetencies.

Keywords 4.0 professional competencies · Industry 4.0 · Talent development ·Higher education · Engineering education

1 Introduction and Purpose

The concept of Industry 4.0 (I4.0) is increasingly present in our society. Several factssupport this idea1: Industry 4.0 has more than 275 million results in Google in only0.48 s. Internet of Things (IoT) is referenced over 270 million times in half a second.The United States of America will invest up to 900 billion dollars per annum until2020 [6]. In the European Union, there are almost 30 initiatives to finance researchin these technological developments. In Spain, there are two of them: IndustriaConectada 4.0 and Basque Industry 4.0.

Regarding the description of this concept, there are several definitions and it seemsthat there is no consensus about a final definition. Some of themost known definitionsare:

1Google, 10/02/2018.

Á. Lleo-de-Nalda (B) · J. I. Terrés Goena · E. Viles Díez · J. SantosTecnun-School of Engineering, University of Navarra, Manuel de Lardizábal 15, 20018 SanSebastián, Spaine-mail: alleo@tecnun.es

© Springer Nature Switzerland AG 2020R. de Castro and G. Giménez (eds.), Advances in Engineering Networks,Lecture Notes in Management and Industrial Engineering,https://doi.org/10.1007/978-3-030-44530-0_1

3

4 A. Lleo-de-Nalda et al.

• “Industry 4.0 is a recent concept that refers to a fourth industrial revolution, whichconsists in the introduction of digital technologies in industry” [12].

• McKinsey defines Industry 4.0 as “digitization of the manufacturing sector,with embedded sensors in virtually all product components and manufacturingequipment, ubiquitous cyberphysical systems, and analysis of all relevant data”[18].

• The Boston Consulting Group describes this concept as “Now, though, we are inthe midst of a fourth wave of technological advancement: the rise of new digitalindustrial technology known as Industry 4.0, a transformation that is powered bynine foundational technology advances” [14].

• Sachon [15], professor of IESE Business School, proposes that “Industry 4.0 isa natural evolution of previous industrial revolutions, from the mechanizationof manual work in the XVIIIth century to automatization, with interconnectedintelligent machines which can work autonomously to obtain products in flexibleand reconfigurable systems”.

There are other ideas that can be added related to this concept, such as Internet ofThings, additive manufacturing, or Big Data. In a report by The Boston ConsultingGroup, nine foundational technology advances are identified: simulation, additivefabrication, horizontal and vertical integral systems, cybersecurity, augmented real-ity, cloud computing, autonomous robots, Internet of Things, Big Data, and analysis[14].

Besides identifying the nine foundational technologies, some studies highlightthe key aspects on which Industry 4.0 is based. In a report written by McKinsey &Company [18], they describe four pillars that group the nine technologies:

• Data: This pillar contains everything related to systems’ connectivity and thegathering of huge amounts of data with sensors. For that, new technologies, suchas the Internet of Things, Big Data, and cloud technology, are very helpful.

• Analysis and Artificial Intelligence: In order to obtain data, it is necessary to havesystems that are able to analyze information and make decisions. The followingdisciplines are inside this pillar: simulation, data analytics, machine learning, etc.

• Human–Machine Interaction: Some tasks done by humans will be simplifiedwith virtual reality or augmented reality systems.

• Digital to Physical: This pillar refers mainly to 3D printing for prototypingand final pieces, after simulating its behavior by computer. It also includescollaborative robots for repetitive and low-value operations.

With this context of technological development, it seems reasonable to assume thatthe new industrial paradigm is having a huge impact on operational and people man-agement.Moreover, regarding workforce, it also seems reasonable that those 4.0 pro-fessionals would develop new skills for being able to adapt to this new environmentand take advantage of it.

Which 4.0 Professional Competencies Should Develop Middle … 5

Thus, the aim of this paper is to identifywhat the 4.0 professional competences arethat workers, operators, and middle managers should develop. Moreover, we wantto prioritize the importance of each competence with respect to the present as wellas in 10 years.

2 Methodology

In order to obtain the goals pointed out, we defined a research methodology com-bining literature review with fieldwork with professionals affected by industry 4.0.In the first phase, we attempted to summarize the divergent knowledge generatedaround this new industrial transformation and 4.0 professional competences. After-ward, once a list of 4.0 skills was developed, we discussed it with a number ofprofessionals that work with 4.0 technologies.

2.1 Literature Review

The aim of the literature review was to understand the concept of Industry 4.0 andits impact on operational management. A wide range of reports, academic articles,studies, and interviews were analyzed to get an idea of what professionals and sci-entists think about Industry 4.0 and to identify the changes that this new paradigm isgoing to cause. The majority of the ideas about the 4.0 phenomenon were found inthe European Commission, the World Economic Forum, and the reports and studiesdone by McKinsey, Boston Consulting Group, and IESE Business School. We iden-tified several definitions of I4.0, and the pillars over this paradigmwere built.We alsoidentified the technologies that concretize this industrial revolution and some realcases of I4.0 implementation. Subsequently, we focused on the professional trans-formation that workers need to carry out in order to be able to adapt successfully tothis environment [4, 5, 10, 11, 13, 15, 19].

An initial search was carried out using the keywords “Industry 4.0” and “compe-tences”, “Industry 4.0” and “education” and “Industry 4.0” and “human” in the Webof Science.

A number of them were filtered because, although they indicate the importanceof new skills, they don’t specify the new 4.0 competences the new transformationis demanding. However, we found five publications that propose a number of 4.0professional abilities [3, 5, 7, 11, 19]. Putting them all together, a list of 58 differentcompetences was developed. Following the proposal from Gehrke et al. [5], wedivided them into technical and personal skills. Moreover, we compared and groupedseveral of them and we defined a list of 23 different skills, 10 of them were technicalcompetences and 13 personal.

6 A. Lleo-de-Nalda et al.

On the one hand, the technical competences and the definition of each one are:

• Information technologies: Computer management, Internet, email, etc.• Information security and data protection: Awareness of the importance and

confidentiality of the data.• Knowledge of legal aspects: Knowing aspects related to the responsibility of

robots, redaction of norms, etc.• Programing: Generation of code and reading in different languages, such as C++,

SQL, and others.• Ability to analyze data: Drawing conclusions, interpreting results, etc.• Knowledge in statistics and data visualization: Elaborating statistical studies with

the information compiled.• Knowledge in organization and processes: Defining, ordering, analyzing pro-

cesses and, also, continuous improvement of the above.• Ability to interact withmodern interfaces:Management of different programs and

the ability to learn when encountering new applications.• Maintenance and reparation of electronic equipment: Knowledge in electronics

as well as the ability to fix equipment.• Implementation of 4.0 technologies: The ability to install and implement different

4.0 technologies.

On the other hand, the personal competences and the definition of each one are:

• Management and assignment of responsibilities: Timemanagement, identificationof priorities, team management.

• Adaptability: Developing new and better methods and discarding obsolete ones.• Teamwork and cooperation: Understanding that more and better objectives are

achieved, even if it generates additional costs.• Social skills: Interrelation capacity.• Networking: Professional networks, contacts, use of LinkedIn.• Communication: Oral expression, transmission of knowledge to new workers.• Trust in new technologies: Security that will work, that the data will not be stolen,

etc.• Personal resilience: Recovery after a personal or group failure.• Working under pressure: Ability to manage stress and limitations.• Creativity, entrepreneurship: Contribution of new beneficial ideas.• Conflict management: Anger, reconciliation, justice.• Decision-making: Given a context, choose the best option for everyone.• Leadership capacity: Lead a group, assume granted authority.

Having defined the 4.0 professional competences, we wanted to validate andprioritize them with a number of professionals that actually work within 4.0technologies.

Which 4.0 Professional Competencies Should Develop Middle … 7

2.2 Interviews

With the collaboration of Tecnun’sDepartment of External Relationships, we defineda list of 80 industrial companies from the North of Spain, which were invited tocollaborate with this study. Finally, 22 companies were interviewed. The respondentswere mostly engineers, but other profiles, such as Human Resource (HR) managers,area directors, or general directors also participated in the study. The mean durationwas about 30–45min. The authors elaborated a report, which is online and accessibleto the public.2

3 Results

Considering all the information compiled in the interviews, in Figs. 1 and 2, thepresent-day situation of operators and supervisors can be observed, as well as aforecast for the future.

With regard to technical competences, on the one hand, the most important oper-ators’ skills are the ability to interact with modern interfaces and information tech-nologies. Moreover, in the future, respondents state the necessity of improving theirknowledge related to IT, information security, and data protection. On the other hand,from the point of view of middle managers, every competence, excepting mainte-nance and reparation of electronic equipment, seems to be important (with valuesgreater than 3). The ability to use modern interfaces and the knowledge in organiza-tion and processes stand out with data analysis being of the most relevance. In the

Fig. 1 Importance, the present day and in 10 years, of 4.0 technical competencies. We used a5-point Likert scale where 1 is the minimum and 5 is the maximum

2Terres, J.I.; Lleó, A.; Viles, E.; Santos, J. (2018), Professional Competences 4.0. ISBN: 978-84-8081-595-6. https://goo.gl/u7JN1g.

8 A. Lleo-de-Nalda et al.

Fig. 2 Importance, the present day and in 10 years, of 4.0 personal competencies.We used a 5-pointLikert scale where 5 is the maximum value

future, they need to develop their abilities about implementation of 4.0 solutions,information security, and data protection.

With relation to personal competences, respondents stated that the most impor-tant operators’ skills in the future will be: adaptability and flexibility to change,teamwork and cooperation and creativity and entrepreneurship. In the case of super-visors or middle managers, the respondents say that, except for networking, personalcompetences will be even more important in the future.

4 Discussion and Conclusion

Based on a two-step procedure, this paper combines a summary of professionalcompetences, technological and personal, stated in literature that people who wantto take advantage of Industry 4.0 should develop taking into account the opinionof 22 different engineers who work in well-known enterprises that have alreadyimplemented and operate with 4.0 technologies. Moreover, this paper presents aprioritization, in the present and in 10 years, about these technical and personalcompetences distinguishing operators from middle managers.

The analysis of the information manifests that, regarding the personal compe-tences, the amount of changes introduced requires that operators should develop theflexibility to change as well as the creativity to take advantage of this revolution.From the supervisors’ point of view, they should develop adaptation ability to the 4.0paradigm, design new job positions, and assign responsibilities. Both supervisors andoperators, due to the high level of interconnectivity caused by Industry 4.0, shouldincrease their teamwork skills: operators for being able to work in multidisciplinaryteams and supervisors, because they need to manage these groups.

Interest in personal competencies or soft skills has been growing because employ-ers are complaining about a lack of such skills in candidates [17] and the impact of

Which 4.0 Professional Competencies Should Develop Middle … 9

these skills has been well demonstrated [16]. Teaching or developing soft skillsis a challenge [1]. Literature shows that different approaches have been adopted:classroom teaching [2], practical experience or other channels that include self-assessments, exposure to work situations, real-world examples, and dialog [1]. Men-toring seems to be a good resource for developing these personal competences[8, 9].

With regard to technical competences, operators need to learn more about infor-mation technologies, the new interfaces, and the data security and protection. Theimportance of these skills comes from the sensorization of the factories and theability to collect information. From the supervisor’s point of view, the necessity ofdata analysis and process organization and management increases to be able to takeadvantage of the information compiled and to reorganize the factory according tothe new parameters. Literature about the development of technical skills is abundant;however, future research needs to be carried out to adapt these methodologies and todesign a program for developing 4.0 technical competences.

References

1. Anthony S, Garner B (2016) Teaching soft skills to business students: an analysis of multiplepedagogical methods. Bus Prof Commun Q 79(3):360–370

2. Bedwell WL, Fiore SM, Salas E (2014) Developing the future workforce: an approach forintegrating interpersonal skills into the MBA classroom. Acad Manag Learn Educ 13(2):171–186

3. Erol S, Jäger A, Hold P, Ott K, SihnW (2016) Tangible industry 4.0: a scenario-based approachto learning for the future of production. Procedia CIRP 54:13–18

4. European Commission (2017) Implementing the Digitising European Industry actions. https://ec.europa.eu/futurium/en/content/about-0

5. Gehrke L, Kühn AT, Rule D, Moore P, Bellmann C, Siemes S, Dawood D, Lakshmi S, KulikJ, Standley M (2015) A discussion of qualifications and skills in the factory of the future: aGerman and American Perspective. 15

6. Geissbauer R, Vedso J, Schrauf S (2016) Industry 4.0: building the digital enterprise,Price Waterhouse Coopers. https://www.pwc.com/gx/en/industries/industries-4.0/landing-page/industry-4.0-building-your-digital-enterprise-April-2016.pdf

7. Hecklau F, Galeitzke M, Flachs S, Kohl H (2016) Holistic approach for human resourcemanagement in Industry 4.0. Procedia CIRP 54:1–6

8. LechugaVM(2011) Faculty-graduate studentmentoring relationships:mentors perceived rolesand responsibilities. High Educ 62(6):757–771

9. Lleo A, Agholor D, Serrano N, Prieto-Sandoval V (2017) A mentoring programme based oncompetency development at a Spanish university: an action research study, Eur J Eng Educ1–19

10. Lorenz M, Küpper D, Rübmann M, Heidermann A, Bause A (2016) Time to accelerate in therace toward Industry 4.0. BCG Perspect 1–5

11. Lorenz M, Rübmann M, Strack R, Lueth K, Bolle M (2015) Man and machine in Industry 4.0:how will technology transform the industrial workforce through 2025. BCG Perspect

12. Ministerio de Economía y Competitividad (2018) Industria conectada 4.0, http://www.industriaconectada40.gob.es/Paginas/index.aspx

13. Rose J, Lukic V, Milon T, Cappuzzo A (2016) Sprinting to value in Industry 4.0. BCG Perspect

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14. Rübmann M, Lorenz M, Gerbert P, Waldner M, Justus J, Engel P, Harnisch M (2015) Industry4.0: the future of productivity and growth in manufacturing industries. BCG Perspect 9

15. SachonM (2017) Los cinco puntales de la cadena de valor en la industria 4.0: Cuando personasy máquinas trabajan juntos. IESE Insight 33(Second Quarter 2017), 15–22

16. Sparrow SM (2018) Teaching and assessing soft skills. J Leg Educ 67(2):553–57517. Taylor E (2016) Investigating the perception of stakeholders on soft skills development of

students: evidence from South Africa. Interdiscip J E-Ski Lifelong Learn 12(1):1–1818. Wee D, Kelly R, Cattel J, Breunig M (2015) Industry 4.0: how to navigate digitization of the

manufacturing sector. McKinsey Co 5819. World Economic Forum (2016) The future of jobs: employment, skills and workforce strategy

for the fourth industrial revolution. World Economic Forum, Geneva, Switzerland

Integrated Project Delivery: A LiteratureReview and Research Agenda

Iván González-Boubeta and José Carlos Prado-Prado

Abstract Currently, the construction industry has found a way to improve its com-petitiveness inLeanConstruction, particularly in its IntegratedProjectDelivery (IPD)tool. The IPD methodology is based on collaboration between all the participantsin a project and seeks to identify and eliminate waste in all construction activities.Motivated by IPD’s potential, this paper systematically reviews the literature in orderto structure concepts linked to the approach. As a result of this review, the authorsdevelop a framework and reveal a series of gaps that could be used to define a pathforward for future research work.

Keywords Lean construction · Integrated project delivery (IPD) · Projectmanagement · Collaboration · Construction industry

1 Introduction

Market globalization, together with the current turbulent environment, has shownthat competition is also global. This has led many companies to recognize the needto draw up action plans and rationalize their resources in order to adapt what they doto the new demands of the market. In the construction industry, this has traditionallybeen criticized as inefficient [26], this approach has become more widespread inrecent years in a bid to reduce waste and obtain a product that meets customer needsas closely as possible.

One of the most interesting methodologies in response to this issue is Lean Con-struction. The originator of the concept, Lauri Koskela [14], developed this manage-ment philosophy by applying the principles of Lean Production to construction activ-ities. Once created, many authors applied this way of thinking [2, 10] and obtainedhighly successful results.

I. González-Boubeta (B) · J. C. Prado-PradoGrupo de Ingeniería de Organización (GIO) Escuela de Ingeniería Industrial, CampusLagoas-Marcosende C/Maxwell, 36310 Vigo, Spaine-mail: ivangonzalezboubeta@uvigo.es

© Springer Nature Switzerland AG 2020R. de Castro and G. Giménez (eds.), Advances in Engineering Networks,Lecture Notes in Management and Industrial Engineering,https://doi.org/10.1007/978-3-030-44530-0_2

11

12 I. González-Boubeta and J. C. Prado-Prado

Within the Lean Construction framework, there are several concepts, tools, andmethodologies. However, from a management point of view, the most importantamong all the currently existing ideas is the Integrated Project Delivery (IPD), whichthe American Institute of Architects (AIA) defines as “a project delivery methodthat integrates people, systems, business structures and practices into a process thatcollaboratively harnesses the talents and insights of all participants to reduce wasteand optimize efficiency through all phases of design, fabrication and construction”[1], p. 4. In other words, IPD is a management methodology that allows the points ofview of all the players participating in a project to be integrated in a structured way.This results in a multidisciplinary and global perspective that is vital in the worldof construction, where a large number of organizations are usually immersed in aproject’s subcontracting chain [21].

The literature does not have to be studied for long before references appear toanother similar concept that is frequently confused with IPD: Lean Project DeliverySystem (LPDS). The approaches are similar, and their working methodologies arepractically identical as they both operate through cooperation and partnering [4].However, there is one fundamental difference in that IPD also includes the commer-cial and contractual elements that bind all the players together in the project. Thismeans that greater importance is placed on defining the framework for cooperationso that all the participants feel comfortable and can work in harmony. The similaritybetween the two approaches has led to IPD being considered an evolution of LPDSas it takes many of the latter’s ideas on board as its own [23]. Furthermore, IPDstresses inclusion from the outset of all the parts beyond the basic triad (developer,designer, constructor), which further emphasizes its collaborative character.

Some researchers have concentrated on understanding the advantages of LeanConstruction, while others have focused on the functioning of specific elements ortools linked to the philosophy [12, 28]. However, there appears to be no academicliterature centered on its methodological part (i.e., IPD) and the relation existingbetween that methodology and other tools that fall within the scope of Lean Con-struction (e.g., BIM, Last Planner®). Therefore, despite frequent references to it inliterature, IPD has seldom been dealt with as a specific topic [23]. Moreover, giventhe proliferation of studies on Lean Construction in recent years, there appears to bea need to structure and clarify the contents of the existing research.

This article deals with these aspects by reviewing the literature on the concept ofIPD in order to define a new research agenda. This is done by firstly undertaking athematic and categorized analysis of the existing literature in order to identify whatis known about IPD. That is followed by a discussion of the results based on thegaps detected and a definition of future lines for research. Finally, the most relevantaspects of the study are described in a series of conclusions.

Integrated Project Delivery: A Literature Review and Research … 13

2 Methodology

Themethodology employed is basedon a rigorous approach taken from theguidelinesof Wee and Banister [27] for literature reviews. The authors opted to carry out asystematic review using the SCOPUS database as their bibliographical source.

In order that the search results were as closely linked as possible to the term IPD,an algorithm was designed that considered the terminology used for this topic. Thealgorithm took into account results that referred directly to IPD and also the concep-tual predecessor, LPDS, from which it evolved. Likewise, the term “cooperation”was added, as it has also been used to refer to the same idea. Finally, following therecommendation of Saunders et al. [22] the search was limited to peer-review articlesand conference proceedings as these bibliographical sources are more trustworthyfor literature reviews.

Once the results from the algorithm were obtained, the three-stage filter method-ology proposed byReim et al. [20] was used. Figure 1 shows the details of the processand the criteria followed at each stage. Finally, 46 papers related closely to IPD wereobtained and thoroughly analyzed. This in-depth analysis allowed the authors to sortthe studies into three groups, depending on the quality of their findings and theirrelevance according to the proposed objectives. Thus, 15 papers considered to beof high quality were obtained, the contents of which included, to a great extent, thesubject matter of the other 31. These 15 articles (Table 1) are, therefore, the ones thatare more closely related to the study objectives and they have been used as the basisfor undertaking the bibliographical review.

Fig. 1 Material collection algorithm and filtering criteria

14 I. González-Boubeta and J. C. Prado-Prado

Table 1 Papers resulting from the filtering process

Authors (year) Journal or conference proceeding Article type

Matthews and Howell [16] Lean construction journal Conceptual

Ballard [3] Lean construction journal Conceptual

Eriksson [7] Supply chain management Action research

Raisbeck et al. [19] Proc. 26th annual ARCOMconference

Conceptual

Cho and Ballard [5] Lean construction journal Survey

Darrington [6] Lean construction journal Conceptual

Ghassemi and Becerik-Gerber [9] Lean construction journal Experts’ interviews

Kim and Dossick [13] Lean construction journal Case study

Smith and Rybkowski [24] Proc. 20th annual conference of theIGLC

Literature review

Pishdad-Bozorgi et al. [18] Proc. construction researchcongress 2016

Experts’ interviews

Fakhimi et al. [8] Science and technology for thebuilt environment

Experts’ interviews

Liu and Shi [15] Eurasia journal of mathematicsscience and technology education

Case study

Mei et al. [17] Engineering, construction, andarchitectural management

Modeling

Tillman et al. [25] Proc. 25th annual conference of theIGLC

Case study

Javanmardi et al. [11] Journal of managementengineering

Modeling

3 Results

After the in-depth analysis, the papers were grouped into the following categories.

3.1 Contractual Framework

The contractual framework in which IPD is developed is one of the most commentedissues in the literature. As a starting point, many authors [3, 15, 16, 18] have stated theneed for a contract that formally lays down the basis for a project’s workings. The firstwork related to this subject corresponds to Matthews and Howell [16]. Their studyidentifies a series of problems that are typical to construction projects and proposesa contractual system to help solve them. The mechanics of this system is basedon establishing the main contract between the customer and the basic developer–designer–builder triad and then a series of secondary contracts that group together, bydiscipline, the builder, the designers, and the various subcontractors (Primary Team

Integrated Project Delivery: A Literature Review and Research … 15

Member—PTM). In this way, it is easier to maintain the collaborative approach onwhich IPD is based.

From this basic outline, other authors have gone on to study the most suitable typeof contract. Ghassemi andBecerik-Gerber [9] propose the possibility of transactionalcontracts, used to exchange goods and services, or relational contracts, aimed atestablishing norms of behavior for the signatories. These authors and Ballard [3]state that binding the parties by relational contract is more beneficial as this type ofagreement is more in line with the basic principles of IPD. However, Darrington [6]is skeptical about these statements, pointing out that a transactional contract couldalso be valid as long as collaboration is applied along the whole supply chain andnot because the developer expressly orders it.

It is even harder to decide which contract to choose when bearing inmind that IPDsupports risk and reward sharing among aproject’s participants. In practice, structuresfor sharing can reach high levels of complexity, and several methodologies coexistfor them [13]. That is why it is particularly important to put these aspects down inwriting in a contract to avoid any conflicts of interest between the parties.

3.2 Culture and Organization

The concept of IPD encompasses a series of cultural and organizational aspects thatare crucial for understanding how this methodology works. Just like LPDS before it,IPD is committed to establishing relationships of trust between all project’s partnersby employing a model based on alliancing and partnering [18, 19, 24]. Some ofthe most important reasons for keeping up this type of relationship are the correctadaptation of the product to meet customer requirements and the reduction of projectcosts from the outset. Furthermore, studies have appeared in recent years that explainthe benefits of this way of working for all the parties. For example, the study byJavanmardi et al. [11] points out that a subcontractor alone cannot improve theirbenefits unless they are introduced into a work group. Along the same lines, Eriksson[7] states that a multidisciplinary approach can help identify and eliminate waste atall stages of a project, giving rise to win-win relationships between participants.Therefore, in order to raise awareness among everyone involved in the importanceof collaborative work, prior training in the IPD methodology and its techniques isrecommended [9, 13].

3.3 Main Tools and IPD-BIM Integration

Within the Lean Construction framework, there are two main tools that, becauseof their popularity, have become intrinsically linked to the IPD methodology. Theyare target value design (TVD) and Last Planner. On the one hand, TVD consistsof planning and monitoring a project’s cost at all stages, but particularly during the

16 I. González-Boubeta and J. C. Prado-Prado

design stage as this is when it is easier to reduce the final cost [3]. Last Planner, on theother hand, consists of reducing variability in planning by means of decision-makingdepending on daily performance. The reference study for this subject is by Cho andBallard [5], who observed that applying this tool has beneficial effects even whenthere is a scarce implementation of an IPD culture. The success of the combineduse of TVD and Last Planner has been shown in cases analyzed by Ghassemi andBecerik-Gerber [9].

Building information modeling (BIM) systems are another tool which, althoughnot a part of IPD itself, is often linked to it. These systems are based on a virtual rep-resentation of a construction that allows all its characteristics to be seen. As they areinteractive, BIM systems are considered to be an important support tool for collabora-tion and decision-making [13]. Integrating BIM into IPD is an issue that has gainedin importance in recent years because of its practical implications. Unfortunately,there are some obstacles to achieve this integration, such as the implementation ofcomplex software and a lack of training in its use [8]. However, these difficultiescontrast with the great opportunity BIM offers the sector. According to Mei et al.[17], the path toward innovation in the construction industry requires a combinationof BIM and IPD, and an effort therefore seems necessary to develop the relationship.

4 Discussion and Research Agenda

Analysis of the literature shows clearly different subject categories. In general terms,the contractual framework and IPD culture are the most developed areas. This makesclear what has already been stated by Smith et al. [23] when they stressed the needto develop more connections with IPD tools and with the technological sphere (i.e.,BIM). This need becomes more apparent in the case of IPD and BIM integration dueto the great expectations that exist regarding the benefits that such an alliance couldprovide [8, 17].

The following research agenda contains the gaps detected in the cultural andcontractual category:

• Risk and reward sharing: Little has been written on establishing under what termsthe risks and rewards should be shared, how the levels of sharing are set, or howperformance will be affected. Providing more details on these aspects, includedwithin one of the pillars of IPD [16], is crucial from a practical viewpoint.

• Sustainable approach: Given the current attention being paid to sustainability,there is a remarkable absence of studies linking its three pillars (economic, envi-ronmental, and social) to IPD. The economic pillar can be said to underlie IPDowing to its potential to generate savings, but other topics, such as safety at work(social pillar) or the use of environmentally friendly materials (environmentalpillar), have hardly been dealt with. There is, therefore, a lack of studies that shedlight on the relationship with these areas.

Integrated Project Delivery: A Literature Review and Research … 17

• The role of geographic and socio-cultural factors: The setting and social customsplay an important role in the approach to work. These factors can therefore berelevant when it comes to developing a project by implementing the collaborativeculture of IPD. To this end, developing studies that could reveal barriers or impactson performance would be of great interest from a practical point of view.

By advancing along these lines of research, it would be possible to define IPD’spotential further and highlight its central role in project management.

5 Conclusions

For this article, a literature review has been undertaken for the IPD concept in orderto clarify what contents already exist and define new research lines. After the reviewand the grouping of contents in different subject categories, it has been possible toidentify a series of areas that are not well developed. In consequence, a researchagenda was defined.

Finally, the important role that Lean Construction should have in the constructionindustry of the future must be highlighted. The use of IPD and other Lean Con-struction tools is an interesting line of activity for organizations that want to reducecosts and increase productivity. Companies should therefore take an interest in thiscollaborative methodology and analyze the great benefits that its application couldlead to.

References

1. AIA (2014) Integrated project delivery: an updated working definition. AIA CaliforniaCouncil’s Definitions Committee of the Integrated Project Delivery Task Force

2. Andersen B, Belay AM, Seim EA (2012) Lean construction practices and its effects: a casestudy at St Olav’s Integrated Hospital, Norway. Lean Constr J 122–149

3. Ballard G (2008) The lean project delivery system: an update. Lean Constr J 11–194. Cárdenas LFA, Armiñana EP (2009) Un nuevo enfoque en la gestión: la construcción sin

pérdidas. Rev Obras Públicas 465. Cho S, Ballard G (2011) Last planner and integrated project delivery. Lean Constr J 67–786. Darrington J (2011) Using a design-build contract for lean integrated project delivery. Lean

Constr J 85–917. Eriksson EP (2010) Improving construction supply chain collaboration and performance: a

lean construction pilot project. Supply Chain Manag: Int J 15(5):394–4038. Fakhimi A, Sardrood JM, Mazroi A, Ghoreishi SR, Azhar S (2017) Influences of building

information modeling (BIM) on oil, gas, and petrochemical firms. Sci Technol Built Environ23(6):1063–1077

9. Ghassemi R, Becerik-Gerber B (2011) Transitioning to integrated project delivery: potentialbarriers and lessons learned. Lean Constr J 32–52

10. Heidemann A, Gehbauer F (2011) The way towards cooperative project delivery. J FinancManag Prop Constr 16(1):19–30