Rework: A symptom of a dysfunctional supply-chain

Peter E.D. Love, Heng Li, Purnendu Mandal

Research output: Journal article publicationJournal articleAcademic researchpeer-review

102 Citations (Scopus)


This paper describes and presents findings from a detailed case study that sought to acquire an in-depth understanding of 'why' and 'how' rework occurred the way it did in a structural steel supply-chain. The findings from the case study indicate that the cause of rework was primarily attributable to the sequential nature of the supply-chain, which resulted in poor communication and decision-making being experienced. This was found to be further exacerbated by the absence of a quality focus during the design process, which resulted in the supply-chain becoming dysfunctional inasmuch as rework emerged downstream in the production process. A conceptual model for improving the effectiveness of a supply-chain and thus minimising the incidence of rework is presented and discussed.
Original languageEnglish
Pages (from-to)1-11
Number of pages11
JournalEuropean Journal of Purchasing and Supply Management
Issue number1
Publication statusPublished - 1 Jan 1999


  • Customer satisfaction
  • Information flow
  • Quality
  • Rework
  • Supply-chain

ASJC Scopus subject areas

  • Business and International Management
  • Management of Technology and Innovation


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