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This study aims to develop a production-oriented approach for optimal mass-customisation of floor panel layouts in cross-laminated timber (CLT) buildings. The study enables meeting building clients’ unique floor plan requirements at an optimal cost and simultaneously enhances manufacturers’ profit by minimising material and manufacturing process waste.

The present research uses a hybrid approach consisting of field data collection, mathematical modelling, development of a Genetic Algorithm (GA) and scenario analysis. Field data includes engineered timber production information, design data and building code requirements. The study adopts the Flexible Demand Assignment (FDA) technique to formulate a mathematical model for optimising the design of mass timber buildings and employs GA to identify optimal production solutions. Scenario analysis is performed to validate model outputs.

The proposed model successfully determines the load-bearing wall placement and building spans and specifications of floor panels that result in optimal production efficiency and the desired architectural layout. The results indicate that buildings made of a single category of thickness of panels but customised in various lengths to suit building layout are the most profitable scenario for CLT manufacturers and are a cost-effective option for clients.

The originality of the present study lies in its mathematical and model-driven approach towards implementing mass customisation in multi-storey buildings. The proposed model has been developed and validated based on a comprehensive set of real-world data and constraints.

The purpose of this paper is to present a case, with live examples from a construction industry development initiative in India, for developing a proactive construction clients charter; and a core set of key performance indicators (KPIs), as basic tools for facilitating the expectations of this special issue in “securing clients’ organisational objectives and project aspirations throughout construction project lifecycles” apart from empowering construction industry improvements in general.

Having identified 19 critical issues in the Indian construction industry at two construction clients-academia roundtables, two of the “action teams” formed to address specific issue sets, separately developed a relevant construction clients charter and useful KPIs, respectively, through a combination of literature reviews and brainstorming conference calls, along with iterative drafts of, and feedback on interim outputs. Validation of “working papers” presented at a “Consolidation Roundtable” of construction clients and their consultants, elicited further suggestions for fine tuning of final outputs.

The charter was formulated in structured steps, including identifying “priorities” under four categories: overall, expectations from supply chains, by supply chains and by end users. The six sub-heads of the charter are on procurement, design, innovation and technology, project execution, human resource development and worker welfare, and quality, safety and sustainability. The “suggested KPIs” for building clients in India enable organisations to choose: from three different groups (i.e. design phase, construction phase, or business outcomes), and at three different levels (i.e. project/organisation level, benchmarking club level, or industry level).

There is no known overarching Construction Clients’ Charter at present. Some project KPI sets are available elsewhere. However, those developed in India, while focusing on project performance, also connect to organisational performance and business outcomes. Furthermore, KPIs are provided to separately probe client, consultant and contractor performance. Significantly, the charter and KPIs are outcomes from an industry-led self-improvement initiative launched with building construction clients at the forefront, rather than a top-down imposition from government. Furthermore, while prioritising client aspirations, they also address common supply chain and end-user concerns, which may also be interpreted as a longer-term win-win-win client’s aspiration.