Beyond "platformania" in the construction sector: Conceptualisations and implications of product platformisation in the UK

The UK government's recent transformation agenda focused on a Platform approach to Design for Manufacture and Assembly (P-DfMA) has attracted interest from the construction sector. A closer examination of the P-DfMA agenda raises questions about its origins and implications. This paper critical...

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Bibliographic Details
Published in:Construction management and economics 2024-03, Vol.42 (3), p.229-250
Main Authors: Aksenova, Gulnaz, Oti-Sarpong, Kwadwo
Format: Article
Language:English
Subjects:
Built environment
Construction companies
Construction industry
construction sector
critical analysis
Design for assembly
Design for manufacturability
policy
Product platforms
Questions
transformation
Citations: Items that this one cites
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Summary:The UK government's recent transformation agenda focused on a Platform approach to Design for Manufacture and Assembly (P-DfMA) has attracted interest from the construction sector. A closer examination of the P-DfMA agenda raises questions about its origins and implications. This paper critically analyses grey sector literature, policy and government-supported reports on P-DfMA to discuss how it has been conceptualised, and the implications for the growing "platformania" in the UK construction sector. To this end, firstly platform conceptualisations are synthesised, and distinctions between product platforms and DfMA are highlighted. Secondly, based on an analysis of policy and related documents, five areas critical to driving the platformisation agenda are identified: Product platform development; digitally designed components; platform leadership and ownership; platform governance; and business models. The critical analysis suggests that product platformisation in the UK construction sector requires two distinct types of platform approaches: the product platform; and a transaction platform or a marketplace for buyers and sellers of the components of product platforms. The implications of both for the strategic organising of construction firms, and the five areas identified, are discussed and synthesised with the evidence from management literature. Practical and policy implications for sector stakeholders are outlined, along with questions for future research on product platformisation in the construction sector.
ISSN:0144-6193
1466-433X
DOI:10.1080/01446193.2023.2259015