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Abdul-Rahman, H, Berawi, M A, Berawi, A R, Mohamed, O, Othman, M and Yahya, I A (2006) Delay Mitigation in the Malaysian Construction Industry. Journal of Construction Engineering and Management, 132(02), 125–33.

Carter, G and Smith, S D (2006) Safety Hazard Identification on Construction Projects. Journal of Construction Engineering and Management, 132(02), 197–205.

Cottrell, D S (2006) Contractor Process Improvement for Enhancing Construction Productivity. Journal of Construction Engineering and Management, 132(02), 189–96.

Cox, R F, Issa, R R and Frey, A (2006) Proposed Subcontractor-Based Employee Motivational Model. Journal of Construction Engineering and Management, 132(02), 152–63.

Huang, X and Hinze, J (2006) Owner’s Role in Construction Safety. Journal of Construction Engineering and Management, 132(02), 164–73.

Huang, X and Hinze, J (2006) Owner’s Role in Construction Safety: Guidance Model. Journal of Construction Engineering and Management, 132(02), 174–81.

Ling, F Y, Ibbs, C W and Hoo, W Y (2006) Determinants of International Architectural, Engineering, and Construction Firms’ Project Success in China. Journal of Construction Engineering and Management, 132(02), 206–14.

Nepal, M P, Park, M and Son, B (2006) Effects of Schedule Pressure on Construction Performance. Journal of Construction Engineering and Management, 132(02), 182–8.

Sadeghpour, F, Moselhi, O and Alkass, S T (2006) Computer-Aided Site Layout Planning. Journal of Construction Engineering and Management, 132(02), 143–51.

Shih, N and Huang, S (2006) 3D Scan Information Management System for Construction Management. Journal of Construction Engineering and Management, 132(02), 134–42.

Telem, D, Shapira, A, Goren, Y D and Schexnayder, C J (2006) Moving a Reinforced-Concrete Building: Case Study. Journal of Construction Engineering and Management, 132(02), 115–24.

Zhang, X (2006) Public Clients’ Best Value Perspectives of Public Private Partnerships in Infrastructure Development. Journal of Construction Engineering and Management, 132(02), 107–14.

  • Type: Journal Article
  • Keywords: Value engineering; Procurement; Contracts; Financial management; Partnerships; Private sector; Infrastructure;
  • ISBN/ISSN: 0733-9364
  • URL: https://doi.org/10.1061/(ASCE)0733-9364(2006)132:2(107)
  • Abstract:
    The multiple objectives of public clients in formulating partnerships with the private sector in infrastructure development and the radical realignment of risks, responsibilities, and awards among project participants in such partnerships necessitate a best value source selection (BVSS) methodology to choose the right private sector partner who assumes far more and much deeper risks than a mere contractor. One critical step in adopting the BVSS is to express the client’s objectives in terms of best value contributing factors (BVCFs), against which alternative proposals are evaluated and consequently a sound and defensible contract award decision made. A set of 21 BVCFs in public private partnerships (PPPs) has been identified through literature review of BVCFs in different types of contracts, case studies of worldwide PPP practices, and interviews or correspondence with international PPP experts and experienced practitioners. The relative significance of these BVCFs is statistically analyzed based on a questionnaire survey of worldwide expert opinions. Results show that there is no statistical difference in the rating of these BVCFs between responses from academia and those from industry. Except for four BVCFs that are at a significance level between “fairly significant” and “significant” according to overall, academic, or industrial responses, all other BVCFs are at a significance level greater than “significant.” These research outputs facilitate a BVSS process for PPPs in general.