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Abdollahipour, S, Jeong, D H S, Burman, R R and Gunsaulis, F (2012) Performance Assessment of On-Grade Horizontal Directional Drilling. Journal of Construction Engineering and Management, 138(03), 458–68.

Anastasopoulos, P C, Labi, S, Bhargava, A and Mannering, F L (2012) Empirical Assessment of the Likelihood and Duration of Highway Project Time Delays. Journal of Construction Engineering and Management, 138(03), 390–8.

Becerik-Gerber, B, Jazizadeh, F, Li, N and Calis, G (2012) Application Areas and Data Requirements for BIM-Enabled Facilities Management. Journal of Construction Engineering and Management, 138(03), 431–42.

Chi, S and Caldas, C H (2012) Image-Based Safety Assessment: Automated Spatial Safety Risk Identification of Earthmoving and Surface Mining Activities. Journal of Construction Engineering and Management, 138(03), 341–51.

Choi, K, Kwak, Y H, Pyeon, J and Son, K (2012) Schedule Effectiveness of Alternative Contracting Strategies for Transportation Infrastructure Improvement Projects. Journal of Construction Engineering and Management, 138(03), 323–30.

Hanna, A S (2012) Using the Earned Value Management System to Improve Electrical Project Control. Journal of Construction Engineering and Management, 138(03), 449–57.

Jain, K K and Bhattacharjee, B (2012) Application of Fuzzy Concepts to the Visual Assessment of Deteriorating Reinforced Concrete Structures. Journal of Construction Engineering and Management, 138(03), 399–408.

Kim, B, Lim, H, Kim, H and Hong, T (2012) Determining the Value of Governmental Subsidies for the Installation of Clean Energy Systems Using Real Options. Journal of Construction Engineering and Management, 138(03), 422–30.

Lee, D, Lim, T and Arditi, D (2012) Stochastic Project Financing Analysis System for Construction. Journal of Construction Engineering and Management, 138(03), 376–89.

Lim, B T H, Ling, F Y Y, Ibbs, C W, Raphael, B and Ofori, G (2012) Mathematical Models for Predicting Organizational Flexibility of Construction Firms in Singapore. Journal of Construction Engineering and Management, 138(03), 361–75.

Love, P E D, Edwards, D J, Irani, Z and Sharif, A (2012) Participatory Action Research Approach to Public Sector Procurement Selection. Journal of Construction Engineering and Management, 138(03), 311–22.

  • Type: Journal Article
  • Keywords: Decision making; Procurement; Risk management; Australia; Decision making; Procurement; Public sector; Risk; Social infrastructure;
  • ISBN/ISSN: 0733-9364
  • URL: https://doi.org/10.1061/(ASCE)CO.1943-7862.0000440
  • Abstract:
    Selecting an appropriate procurement method to deliver supply chain efficiencies can reduce the costs of public sector projects by an average of 5%. Despite the considerable practical experience of Australian governments in the public sector, little agreement exists about how to effectively select an approach to deliver social infrastructure (e.g., schools, hospitals, museums, and prisons). Determining the optimal procurement approach for social infrastructure is a challenging task considering the array of procurement methods available and the criteria that must be assessed. Methods for procurement selection that have been developed are prescriptive and unable to deal with the complex and changing needs of public sector clients. As a result, a robust procurement selection process is developed and examined using a participatory action research. Focus groups, comprised of key stakeholders involved with delivering an educational project, examined the approach’s applicability and use in determining a suitable procurement method. Participants overwhelmingly supported the outcome, albeit a small minority who had limited wider exposure to alternative methods initially perceived their bastion (i.e., a default traditional lump sum [TLS]) to be a credible option. Indeed, those participants with limited knowledge procured almost 95% of social infrastructure projects using a TLS and did not adopt a formal procurement method selection approach. Application of the approach presented in this paper, by the public sector agency responsible for delivering its social infrastructure projects, provides a clear indication of demonstrable impact. The procurement approach that is produced enables decision makers to constantly reevaluate outcomes in the form of recommendations that are grounded in practice, reflection, and detailed evaluation.

Subramanyan, H, Sawant, P H and Bhatt, V (2012) Construction Project Risk Assessment: Development of Model Based on Investigation of Opinion of Construction Project Experts from India. Journal of Construction Engineering and Management, 138(03), 409–21.

Tan, Y, Shen, L and Langston, C (2012) Competition Environment, Strategy, and Performance in the Hong Kong Construction Industry. Journal of Construction Engineering and Management, 138(03), 352–60.

Townsend, K, Lingard, H, Bradley, L and Brown, K (2012) Complicated Working Time Arrangements: Construction Industry Case Study. Journal of Construction Engineering and Management, 138(03), 443–8.

Yiu, T W, Cheung, S O and Siu, L Y (2012) Application of Bandura’s Self-Efficacy Theory to Examining the Choice of Tactics in Construction Dispute Negotiation. Journal of Construction Engineering and Management, 138(03), 331–40.