partners [8], and various government reports and initiatives concurrently suggested that the construction industry would benefit from adopting more collaborative forms of working [17]. Incorporating some of the lessons learnt from other sectors, SCM was considered for adoption in the construction industry. The improvements that can be obtained with such an approach are increasingly being recognized throughout the industry community [15; 18; 19]. Notwithstanding, while other industries such as manufacturing and retailing have made significant performance improvement by adopting supply chain management [18], achieving more closely integrated and efficient supply chains [14], the construction industry seems to be facing difficulties in implementing SCM [7; 14; 20]. Several studies indicate that challenges mostly originate from the fundamental differences between these industries [21]. While manufacturing supply chains are based on continuous processes and relationships [15], construction supply chains involve a multitude of stakeholders [22] in temporary sites and temporary organizational configurations [23]. A typical CSC is a long [8] and complex [18] network of numerous organizations (i.e., clients/owners, designers, general contractors, subcontractors and suppliers) and relationships [22], connected through the flows of information, the flows of materials, services and products and the flows of funds [6] (see Figure 1). Almost every CSC is unique, non-repeatable and established just for fulfilling the requirements of a single project [24]. Furthermore, production sites are not controlled environments, being prone to high variability and unpredictability (e.g., changing weather conditions) [25]. All these factors contribute to unique levels of uncertainty and instability that jeopardize a direct transfer and application of SCM models developed for other contexts to the construction industry [10; 13; 15]. At the same time, while SCM concepts have been extensively researched in other industries [10], knowledge about SCM in the construction industry is still embryonic and research in this topic is relatively limited [9; 18; 26]. To introduce SCM successfully without being \"lost in translation\", numerous researchers advocate for further scrutiny and proper understanding of core concepts and practices underpinning SCM in the construction industry [9; 13; 20; 23]. Supply chain management is, indeed, an extremely complex and diverse discipline, as reflected in the broad range of diverse suggested definitions [16]. It is an evolving field that encompasses different perspectives and contributions from distinct fields of research [27]. Its development was initially along the lines of logistics [27], but additional concepts and practices from social and organizational sciences (e.g., collaboration between partners) have been gradually incorporated into the body of knowledge [28]. [PERSON] et al. [26] carried out a literature survey to analyze the existing state of research relating to SCM in construction. They showed that researchers were keen on developing and pursuing various decision-making models and exploring areas such as supply chain integration and  
Figure 1: A typical construction supply chain. Adapted from [22]. coordination. Other areas explored by scholars are the emphasis on material flows and information flows and the feasibility of SCM application in particular geographical regions such as Europe, Asia and Oceania. Despite these contributions, their study also revealed that most studies focus on understanding very specific areas and are short of offering a comprehensive solution. Consequently, there is a clear dearth of research, which takes a holistic approach to SCM in construction [17]. Based on this research gap, the present study reviews the documented evidence of SCM elements in the construction industry. We drew a comprehensive picture of current knowledge, capturing the full range of perspectives and contributions incorporated from distinct fields of research.