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Public actors are increasingly enforcing the use of specifically designed construction logistics setups (CLS) to cope with logistical challenges and minimising disturbances on third parties in large construction projects. The organising of these CLS is contingent on the interaction among several types of actors. The purpose of the paper is to advance the understanding of the design and use of CLS and the distribution of various outcomes of such arrangements on the actors involved. The paper analyses the role of public actors in the initiating of CLS and how this affects the relational interfaces in the CLS triad of developers, contractors and logistics service providers, and the outcomes of their interactions. First, the main reason for a public actor to initiate a CLS is not cost, productivity or innovativity gains, but to decrease disturbances on third parties. Second, developers and contractors are forced to use the CLS initiated by the public actor. This makes them take on a forced customer role, explaining why these actors are often resistant to adopt to a certain CLS. Third, ripple effects, such as unintended costs and productivity impacts, occur in the construction supply chain because of the use of CLS., MIMIC

Several studies identify clients as important drivers of innovation in the construction industry. How clients contribute to innovation is however less investigated. In two case studies of health care construction projects, we investigate how client requirements create renewal in the form of intra- as well as inter-project effects. Using an inter-organizational framework of actors, resources and activities (the ARA model), it is possible to identify a variation of effects. The paper concludes that both client requirements and their associated renewal effects are results of interaction in time as well as space. Renewal effects crossing individual projects are dependent on relationships among two or more actors that continue to interact in subsequent projects. In addition, these effects relate to several dimensions of interaction and include how actors relate in new ways, how resources are combined and how activities are organized. Thus, by adopting an interactive perspective, it is possible to reveal how construction clients can contribute to renewal such as innovation and learning, directly and indirectly, within and across projects. Finally, we suggest that managers need to consider the role of long-term business relationships in achieving increased renewal in construction.

The cost pressure in developed countries has stimulated many companies to shift their supplier base towards low cost countries. Under this background, the Machinery Export Division (MED) in Elof Hansson (EH) is also heading for a new strategy, which may imply the re‐branding of the products sourced from China under a brand owned by EH, so as to increase the business and strengthen its position in global markets. The purposes of this thesis are to identify the added value EH can provide in this new strategy, discover the viewpoints from different actors in EH’s business work regarding the new strategy and investigate the possible consequences and requirements of EH MED when implementing the new strategy. The conclusion indicates that, the primary added values EH can provide are financing, shipping and market knowledge. Regarding the reflections on the new branding strategy, the authors discovered that EH is quite positive to re‐brand the products under EH’s brand while the Chinese suppliers are eager to promote their own brands but also expressed their willingness to create a new brand jointly owned by EH. Surprisingly, the customers involved in this study are not so concerned about this new branding strategy. When it comes to the possible consequences, it can be observed that Brand Effect is found to have some influence in the decision making process among different actors but not the dominant element, however. Country of Origin Effect is also proved to play a role in some markets, but not so strong and can be moderated by some other factors such as a competitive price and a prestigious brand name. Concerning the requirements, the authors are convinced that the consensus and strategic cooperation with the Chinese suppliers are essential for EH’s future success when implementing the new strategy since they are all aiming for long term and close relationships with business partners, on the basis of mutual trust and common goals. Finally, the authors come up with some, Outgoing

The cost pressure in developed countries has stimulated many companies to shift their supplier base towards low cost countries. Under this background, the Machinery Export Division (MED) in Elof Hansson (EH) is also heading for a new strategy, which may imply the re‐branding of the products sourced from China under a brand owned by EH, so as to increase the business and strengthen its position in global markets. The purposes of this thesis are to identify the added value EH can provide in this new strategy, discover the viewpoints from different actors in EH’s business work regarding the new strategy and investigate the possible consequences and requirements of EH MED when implementing the new strategy. The conclusion indicates that, the primary added values EH can provide are financing, shipping and market knowledge. Regarding the reflections on the new branding strategy, the authors discovered that EH is quite positive to re‐brand the products under EH’s brand while the Chinese suppliers are eager to promote their own brands but also expressed their willingness to create a new brand jointly owned by EH. Surprisingly, the customers involved in this study are not so concerned about this new branding strategy. When it comes to the possible consequences, it can be observed that Brand Effect is found to have some influence in the decision making process among different actors but not the dominant element, however. Country of Origin Effect is also proved to play a role in some markets, but not so strong and can be moderated by some other factors such as a competitive price and a prestigious brand name. Concerning the requirements, the authors are convinced that the consensus and strategic cooperation with the Chinese suppliers are essential for EH’s future success when implementing the new strategy since they are all aiming for long term and close relationships with business partners, on the basis of mutual trust and common goals. Finally, the authors come up with some, Outgoing