Although it is hard to disagree with the majority of Egan's basic views (24 October, page 42), by drawing on his experience in the car industry, he actually did the construction industry a disservice.
He could have made much more use of manufacturing examples from within the construction industry. Manufacturing for construction, whether it be bricks, windows, trussed rafters or steel, is big business, and just as competitive and efficient as any other.

In most cases, it is after the product leaves the factory gate that the industry's inefficiencies creep in. Manufacturers are frequently involved with projects where there is huge material wastage or grossly inefficient material scheduling 鈥� simply because the current system of competitive tender procurement militates against supplier-led remedies.

If the huge, virtually untapped wealth of experience among producers is to be reaped to the client's and everyone else's benefit, it is essential that manufacturers are involved in projects from the very earliest stages. The Why, What and How of partnering the Supply Chain (available at www.m4i.org.uk) offers good examples of the tangible benefits.

Postscript

Guy Butler, executive committee, COMPASS.