Project opportunities categorization
| Level 1 categorization (selective coding) | Level 2 categorization (axial coding) | Level 3 opportunities (initial codes) | References |
|---|---|---|---|
| Technical | Design improvements | Optimizing technical and technological solutions for design and materials | Butsaev et al. (2016) |
| Concept design improvements by consolidating processes | Anthreas (2023) | ||
| Employing value engineering process to reduce work volume and costs by elevating the finished floor level in challenging subsoil conditions | Anthreas (2023) | ||
| Employ constructability analysis early in the project phases | Pillai (2005) | ||
| Introducing smarter technical solutions | Agca and Cotone (2019) | ||
| Removing non-essential project components | Agca and Cotone (2019) | ||
| Standardization of conceptual design | Nunes et al. (2016) | ||
| Implementing simplified designs | Johansen et al. (2018) | ||
| Integrating constructability into the design phase | Ajam (2020) | ||
| Considering fabrication and construction speed when selecting design alternatives | Austin et al. (2016), Pishdad-Bozorgi et al. (2016) | ||
| Robust designs that align with the other solutions selected by the company | Johansen (2019), Johansen et al. (2012) | ||
| Use of standardized design elements | Johansen (2019) | ||
| Digital transformation | Automating valve selection through P&ID data extraction and analysis | Affonso et al. (2020) | |
| Implementation of robotic process automation (RPA) systems for data-centric commissioning | Affonso et al. (2020) | ||
| Developing a Business Intelligence Dashboard for automated cargo handling checks | Affonso et al. (2020) | ||
| Utilizing natural language processing (NLP) and artificial intelligence (AI) for semantic search in data-centric engineering processes | Affonso et al. (2020) | ||
| Implementing digital approaches for site materials management (barcode-GPS tracking systems, structured Work Breakdown Structures that integrate geographical and functional dimensions, centralized material data management) | Tamat and Baharudin (2022) | ||
| Harnessing technologies (building information modeling (BIM), 3D printing, virtual reality (VR), cloud computing, and augmented reality (AR)) | Musarat et al. (2024) | ||
| Leveraging blockchain technology in construction management | Gao et al. (2023) | ||
| Use of augmented reality (AR) and virtual reality (VR) in construction management | Ahmed (2019) | ||
| Engineering/construction practices | Development of a 3D model-centered weight management system | Affonso et al. (2020) | |
| Extending the use of 3D models for detailed construction studies and planning | Affonso et al. (2020) | ||
| Transition from site-cast production to prefabrication construction methods | Johansen et al. (2018), Schaufelberger and Holm (2024) | ||
| Improving accessibility to the construction site | Hietajärvi et al. (2017) | ||
| Implementing 4D modeling to develop diverse construction scenarios based on schedule alternatives | Pujanova et al. (2023) | ||
| Conducting Constructability reviews based on advanced work packaging (AWP) and critical chain methodologies | Pujanova et al. (2023) | ||
| Use of modularization | Ajam (2020), Pujanova et al. (2023), Schaufelberger and Holm (2024) | ||
| Selection of appropriate construction methods | Austin et al. (2016), Pishdad-Bozorgi et al. (2016) | ||
| Adoption of an industrial offsite production mode, as opposed to traditional on-site execution | Gao et al. (2019) | ||
| Utilizing 4D BIM from early project phases | Jin et al. (2019) | ||
| Promoting technology reuse | Hillson (2019) | ||
| Specifications optimization | Standardization of project specifications for major topside equipment and bulk materials | Lee and Chakala (2019) | |
| Optimizing project specifications of equipment and materials | Anthreas (2023) | ||
| Downgrading general specifications and waiving stringent conditions by using manufacturer's standards | Agca and Cotone (2019) | ||
| Reviewing redundancy and spare parts requirements | Agca and Cotone (2019) | ||
| Adjusting spare parts management approaches | Agca and Cotone (2019) | ||
| Changing materials and reducing finish quality | Johansen et al. (2018) | ||
| Sustainability | Triggering additional energy-efficiency measures | Johansen et al. (2018) | |
| Achieving project lifecycle operational efficiency through specific technical decisions | Johansen (2019) | ||
| Technological innovation | Experiencing simplified technical solutions from new market entrants | Johansen (2019), Johansen et al. (2012) | |
| Applying technical innovation or alternative technologies | Lechler et al. (2012), Johansen (2019), Johansen et al. (2012), Hietajärvi et al. (2017) | ||
| Management | Project planning and execution | Improving the accuracy of construction cost estimation | Butsaev et al. (2016) |
| Projects should be ready to advance other activities when such opportunities arise | Chapman and Ward (2004) | ||
| Postponing infrastructure construction until production needs are confirmed | Butsaev et al. (2016) | ||
| Developing pilot projects | Butsaev et al. (2016) | ||
| Executing commissioning in phases | Butsaev et al. (2016) | ||
| Involving subcontractors early in planning and design phases | Martin and Benson (2021) | ||
| Enhancing subcontractors' engagement in innovative projects to contribute their own ideas and technologies | Martin and Benson (2021) | ||
| Using the Critical Chain Project Management (CCPM) method instead of the traditional Critical Path Method (CPM) | Jo et al. (2018) | ||
| Executing front-end loading (FEL) for business opportunity identification and risk mitigation | Bastianelli et al. (2013) | ||
| Implementing a carbon-copy project strategy | Pinto et al. (2017) | ||
| Applying Critical Issues Analysis to identify project optimization opportunities in the HSSE field | Green and Woolson (2016) | ||
| Shifting from a ‘FEED as a minimum' mindset enables design optimization | Haider et al. (2016) | ||
| Recording additional engineering man-hours incurred from the Owner's delayed approval of critical engineering deliverables | Anthreas (2023) | ||
| Initiating early engineering activities prior to EPC contract signing | Agca and Cotone (2019) | ||
| Applying value-improving practices in the early stages of a project | Pujanova et al. (2023) | ||
| Conducting construction/operation readiness planning | Pujanova et al. (2023) | ||
| Using two shifts during construction for critical activities | Eldosouky et al. (2014) | ||
| Early involvement of operations and maintenance personnel in the design review process | Egbelakin et al. (2021) | ||
| Involving contractors and subcontractors from the conceptual design phase to address constructability issues | Egbelakin et al. (2021) | ||
| Early engagement of designers and general contractors in preconstruction services | Schaufelberger and Holm (2024) | ||
| Coordination planning during the design phase | Austin et al. (2016), Pishdad-Bozorgi et al. (2016) | ||
| Planning of procurement of long-lead items | Austin et al. (2016), Pishdad-Bozorgi et al. (2016) | ||
| Allocation of sufficient resources for critical path items | Austin et al. (2016), Pishdad-Bozorgi et al. (2016) | ||
| Identification and management of additional fast-track risks | Austin et al. (2016), Pishdad-Bozorgi et al. (2016) | ||
| Timely selection and awarding of contracts to subcontractors | Austin et al. (2016), Pishdad-Bozorgi et al. (2016) | ||
| Focusing procurement decisions on construction needs and priorities | Austin et al. (2016), Pishdad-Bozorgi et al. (2016) | ||
| Eliminating unnecessary resources that do not add value to the client | Leszczyński and Wodzisławska (2017) | ||
| Good planning and execution contribute to increased and better resource availability and level of resources' competence | Johansen (2019), Johansen et al. (2012) | ||
| Reducing construction duration and coordination interfaces streamlines project execution | Johansen (2019) | ||
| Use of reliability buffering instead of contingency buffering | Park and Peña-Mora (2004), Lee et al. (2006) | ||
| Knowledge management | Disseminating experience and knowledge at both organizational and individual levels | Mancini and Derakhshanalavijeh (2017) | |
| Implementing “Reverse Mentoring” | Affonso et al. (2020) | ||
| Creating comprehensive lessons learned reports | Agca and Cotone (2019) | ||
| Procedures and documentation | Identifying alternative resources by the owner to review and approve contractor's engineering documents | Al Hammadi and Saud (2014) | |
| Collaboration of multidisciplinary teams to rewrite corporate engineering guidelines into machine-verifiable requirements | Affonso et al. (2020) | ||
| Establishing documents to be reviewed and approved by the owner | Cohen and Obi (2017) | ||
| Presenting technical procedures in task or checklist formats | Cohen and Obi (2017) | ||
| Conducting document reviews through presentations and workshops | Cohen and Obi (2017) | ||
| Promoting Inspection and Test Plans (ITPs) as primary project roadmaps | Cohen and Obi (2017) | ||
| Focusing on capturing project-specific parameters and essential documentation | Cohen and Obi (2017) | ||
| Implementing structured procedures for proposal-project team handover | Agca and Cotone (2019) | ||
| Implementing a formal document and change control process to manage modifications | Egbelakin et al. (2021) | ||
| Simplifying approval processes | Austin et al. (2016), Pishdad-Bozorgi et al. (2016) | ||
| Resourcing | Creating a resource databank | Al Hammadi and Saud (2014) | |
| Selecting team members based on leadership skills and previous relevant experience | Austin et al. (2016), Pishdad-Bozorgi et al. (2016) | ||
| Dedicating full-time personnel to projects | Austin et al. (2016), Pishdad-Bozorgi et al. (2016) | ||
| Access to more competent resources, such as skilled personnel and experienced workforce from retired staff members | Johansen (2019), Johansen et al. (2012) | ||
| Use of more experienced resources for early delivery | Hillson (2019) | ||
| Seasonal peaks of availability of skilled labor | Hillson (2019) | ||
| Utilization of skilled staff from other endeavors executed simultaneously | Hillson (2019) | ||
| Communication | Establishing trust-based relationships between owner and contractor | Zaghloul and Hartman (2003), Wong et al. (2008) | |
| Provision of sufficient information to project team members to clearly define project scope, outline owner/contractor responsibilities, and address the owner's risks and needs | Egbelakin et al. (2021) | ||
| Establish clear communication channels between the design team, client, and other project members | Egbelakin et al. (2021) | ||
| Open communication and full transparency | Austin et al. (2016), Pishdad-Bozorgi et al. (2016) | ||
| Organization | Improved work practices can enhance maintenance possibilities and provide benefits to society | Hietajärvi et al. (2017) | |
| Well-organized team structure that is essential for success | Ajam (2020) | ||
| Improving management performance | Johansen (2019), Johansen et al. (2012) | ||
| Creating an efficient team | Johansen (2019), Johansen et al. (2012) | ||
| Improving work methods | Johansen (2019), Johansen et al. (2012) | ||
| Program/portfolio management | Use of project fragmentation strategy, where large capital development projects are broken down into smaller lots and managed by engaging multiple contractors | Ogbeifun et al. (2018) | |
| Coordinating with other projects to reduce investment costs | Johansen (2019) | ||
| Adopting standardized processes and methodologies across projects | Lechler et al. (2012) | ||
| Concurrent execution of projects | Hillson (2019) | ||
| Project management | A solution to a threat was identified as opportunity by another department within the organization | Chapman and Ward (2004) | |
| Introducing opportunity studies at both the project and contract levels | Johansen et al. (2018) | ||
| Investigating external cost optimization | Johansen et al. (2018) | ||
| Systematic change management to control project scope changes | Ajam (2020) | ||
| utilizing the Project Definition Rating Index (PDRI) to assess the completeness of front-end planning | Ajam (2020) | ||
| Establishing a fully integrated team throughout all project phases (design, construction, commissioning, etc.) | Austin et al. (2016), Pishdad-Bozorgi et al. (2016) | ||
| Maximizing authority at the project level | Austin et al. (2016), Pishdad-Bozorgi et al. (2016) | ||
| Capturing opportunities arising from accelerated schedules | Johansen (2019), Johansen et al. (2012) | ||
| Enhancing quality control through fewer mistakes and change orders than anticipated | Johansen (2019), Johansen et al. (2012) | ||
| Commercial | Contractual approaches | Adopting alternative contractual approaches (EPCm, EPC with procurement on a reimbursable basis and construction on an actual man-hours basis, E&P by the owner with separate engagement of a construction contractor) vs traditional EPC methods | Ramana (2006) |
| Involving the owner more extensively in various aspects of project execution | Ramana (2006) | ||
| Reducing risk and price disparities during tender negotiations with subcontractors | Martin and Benson (2021) | ||
| Engaging a third-party facilitator for optimizing contract terms and risk assessments | Bastianelli et al. (2013) | ||
| Performing value engineering with cost-saving sharing schemes, especially for projects with low profits | Anthreas (2023), Agca and Cotone (2019) | ||
| Using risk optimization contracts such as “reimbursable with incentive scheme” and “Converted LSTK” (Lump Sum Turnkey) | Agca and Cotone (2019) | ||
| Setting clear and specific contractual requirements | Austin et al. (2016), Pishdad-Bozorgi et al. (2016) | ||
| Establishing clear change management procedures | Austin et al. (2016), Pishdad-Bozorgi et al. (2016) | ||
| Early funding allocation for critical efforts | Austin et al. (2016), Pishdad-Bozorgi et al. (2016) | ||
| Negotiating cost-sharing agreements with other project stakeholders, such as local authorities and private landowners | Johansen (2019) | ||
| Implementing a risk (pain)/ reward (gain) model with upside/downside caps for both cost and non-cost project targets | Love et al. (2011) | ||
| Insurance | Optimizing erection-all-risk (EAR) insurance premiums, by adopting strategies such as shortening the coverage period during low-risk early works and replacing it with an alternate EAR policy | Anthreas (2023) | |
| Management of construction-all-risk and erection-all-risk (EAR) insurance by the contractor, rather than the owner | Agca and Cotone (2019) | ||
| Partnerships | Fostering cooperation and partnerships with external organizations | Butsaev et al. (2016) | |
| Collaborating with local contractors when entering new markets | Agca and Cotone (2019) | ||
| Collaborating with low-cost subcontractors who already have established relationships allows companies to mitigate risks while capitalizing on their highly qualified internal staff | Kolltveit et al. (2004) | ||
| Implementing projects in partnership | Pujanova et al. (2023) | ||
| Fostering collaborative relationships through partnering initiatives | Ajam (2020) | ||
| Construction joint ventures between local and foreign contractors | Zhang and Zou (2007) | ||
| Forming strategic alliances for innovation | Johansen (2019), Johansen et al. (2012) | ||
| Cooperation with new projects in the nearby area | Johansen (2019), Johansen et al. (2012) | ||
| Suppliers and vendors | Leveraging suppliers from low-cost countries | Charron and Gérard (2009) | |
| Expanding the project vendor list to include more competitive vendors | Agca and Cotone (2019) | ||
| Exploiting material discounts for bulk purchases | Eldosouky et al. (2014) | ||
| Experiencing lower-than-expected bids from new market entrants | Johansen (2019), Johansen et al. (2012) | ||
| Implementing common procurement practices | Johansen (2019), Johansen et al. (2012) | ||
| Utilizing outsourcing | Hillson (2019) | ||
| Use of previous successful collaborations in supply chain | Hillson (2019) | ||
| External | Local communities | Engaging in project value co-creation for both project organizations and local communities | Mancini and Derakhshanalavijeh (2017) |
| Temporary employment of local unskilled personnel in various labor tasks | Michel et al. (2016) | ||
| Integrate sustainability into value management through reduction, reuse, and recycling of construction and demolition waste | Yu et al. (2018) | ||
| Competition | Entering new markets | Butsaev et al. (2016) | |
| Adherence of construction firms to social procurement policies | Loosemore et al. (2022) | ||
| Early market penetration | Lechler et al. (2012) | ||
| Future project business opportunities have the potential to generate value beyond the current project | Lechler et al. (2012) | ||
| Legislation | Obtaining additional benefits according to legislation (exceptions in export custom duties and extraction taxes, favorable regulatory conditions, etc.) | Butsaev et al. (2016) | |
| Financial | Favorable financial conditions such as currency, inflation, and taxation | Johansen et al. (2012) |
| Level 1 categorization (selective coding) | Level 2 categorization (axial coding) | Level 3 opportunities (initial codes) | References |
|---|---|---|---|
| Technical | Design improvements | Optimizing technical and technological solutions for design and materials | |
| Concept design improvements by consolidating processes | |||
| Employing value engineering process to reduce work volume and costs by elevating the finished floor level in challenging subsoil conditions | |||
| Employ constructability analysis early in the project phases | |||
| Introducing smarter technical solutions | |||
| Removing non-essential project components | |||
| Standardization of conceptual design | |||
| Implementing simplified designs | |||
| Integrating constructability into the design phase | |||
| Considering fabrication and construction speed when selecting design alternatives | |||
| Robust designs that align with the other solutions selected by the company | |||
| Use of standardized design elements | |||
| Digital transformation | Automating valve selection through P&ID data extraction and analysis | ||
| Implementation of robotic process automation (RPA) systems for data-centric commissioning | |||
| Developing a Business Intelligence Dashboard for automated cargo handling checks | |||
| Utilizing natural language processing (NLP) and artificial intelligence (AI) for semantic search in data-centric engineering processes | |||
| Implementing digital approaches for site materials management (barcode-GPS tracking systems, structured Work Breakdown Structures that integrate geographical and functional dimensions, centralized material data management) | |||
| Harnessing technologies (building information modeling (BIM), 3D printing, virtual reality (VR), cloud computing, and augmented reality (AR)) | |||
| Leveraging blockchain technology in construction management | |||
| Use of augmented reality (AR) and virtual reality (VR) in construction management | |||
| Engineering/construction practices | Development of a 3D model-centered weight management system | ||
| Extending the use of 3D models for detailed construction studies and planning | |||
| Transition from site-cast production to prefabrication construction methods | |||
| Improving accessibility to the construction site | |||
| Implementing 4D modeling to develop diverse construction scenarios based on schedule alternatives | |||
| Conducting Constructability reviews based on advanced work packaging (AWP) and critical chain methodologies | |||
| Use of modularization | |||
| Selection of appropriate construction methods | |||
| Adoption of an industrial offsite production mode, as opposed to traditional on-site execution | |||
| Utilizing 4D BIM from early project phases | |||
| Promoting technology reuse | |||
| Specifications optimization | Standardization of project specifications for major topside equipment and bulk materials | ||
| Optimizing project specifications of equipment and materials | |||
| Downgrading general specifications and waiving stringent conditions by using manufacturer's standards | |||
| Reviewing redundancy and spare parts requirements | |||
| Adjusting spare parts management approaches | |||
| Changing materials and reducing finish quality | |||
| Sustainability | Triggering additional energy-efficiency measures | ||
| Achieving project lifecycle operational efficiency through specific technical decisions | |||
| Technological innovation | Experiencing simplified technical solutions from new market entrants | ||
| Applying technical innovation or alternative technologies | |||
| Management | Project planning and execution | Improving the accuracy of construction cost estimation | |
| Projects should be ready to advance other activities when such opportunities arise | |||
| Postponing infrastructure construction until production needs are confirmed | |||
| Developing pilot projects | |||
| Executing commissioning in phases | |||
| Involving subcontractors early in planning and design phases | |||
| Enhancing subcontractors' engagement in innovative projects to contribute their own ideas and technologies | |||
| Using the Critical Chain Project Management (CCPM) method instead of the traditional Critical Path Method (CPM) | |||
| Executing front-end loading (FEL) for business opportunity identification and risk mitigation | |||
| Implementing a carbon-copy project strategy | |||
| Applying Critical Issues Analysis to identify project optimization opportunities in the HSSE field | |||
| Shifting from a ‘FEED as a minimum' mindset enables design optimization | |||
| Recording additional engineering man-hours incurred from the Owner's delayed approval of critical engineering deliverables | |||
| Initiating early engineering activities prior to EPC contract signing | |||
| Applying value-improving practices in the early stages of a project | |||
| Conducting construction/operation readiness planning | |||
| Using two shifts during construction for critical activities | |||
| Early involvement of operations and maintenance personnel in the design review process | |||
| Involving contractors and subcontractors from the conceptual design phase to address constructability issues | |||
| Early engagement of designers and general contractors in preconstruction services | |||
| Coordination planning during the design phase | |||
| Planning of procurement of long-lead items | |||
| Allocation of sufficient resources for critical path items | |||
| Identification and management of additional fast-track risks | |||
| Timely selection and awarding of contracts to subcontractors | |||
| Focusing procurement decisions on construction needs and priorities | |||
| Eliminating unnecessary resources that do not add value to the client | |||
| Good planning and execution contribute to increased and better resource availability and level of resources' competence | |||
| Reducing construction duration and coordination interfaces streamlines project execution | |||
| Use of reliability buffering instead of contingency buffering | |||
| Knowledge management | Disseminating experience and knowledge at both organizational and individual levels | ||
| Implementing “Reverse Mentoring” | |||
| Creating comprehensive lessons learned reports | |||
| Procedures and documentation | Identifying alternative resources by the owner to review and approve contractor's engineering documents | ||
| Collaboration of multidisciplinary teams to rewrite corporate engineering guidelines into machine-verifiable requirements | |||
| Establishing documents to be reviewed and approved by the owner | |||
| Presenting technical procedures in task or checklist formats | |||
| Conducting document reviews through presentations and workshops | |||
| Promoting Inspection and Test Plans (ITPs) as primary project roadmaps | |||
| Focusing on capturing project-specific parameters and essential documentation | |||
| Implementing structured procedures for proposal-project team handover | |||
| Implementing a formal document and change control process to manage modifications | |||
| Simplifying approval processes | |||
| Resourcing | Creating a resource databank | ||
| Selecting team members based on leadership skills and previous relevant experience | |||
| Dedicating full-time personnel to projects | |||
| Access to more competent resources, such as skilled personnel and experienced workforce from retired staff members | |||
| Use of more experienced resources for early delivery | |||
| Seasonal peaks of availability of skilled labor | |||
| Utilization of skilled staff from other endeavors executed simultaneously | |||
| Communication | Establishing trust-based relationships between owner and contractor | ||
| Provision of sufficient information to project team members to clearly define project scope, outline owner/contractor responsibilities, and address the owner's risks and needs | |||
| Establish clear communication channels between the design team, client, and other project members | |||
| Open communication and full transparency | |||
| Organization | Improved work practices can enhance maintenance possibilities and provide benefits to society | ||
| Well-organized team structure that is essential for success | |||
| Improving management performance | |||
| Creating an efficient team | |||
| Improving work methods | |||
| Program/portfolio management | Use of project fragmentation strategy, where large capital development projects are broken down into smaller lots and managed by engaging multiple contractors | ||
| Coordinating with other projects to reduce investment costs | |||
| Adopting standardized processes and methodologies across projects | |||
| Concurrent execution of projects | |||
| Project management | A solution to a threat was identified as opportunity by another department within the organization | ||
| Introducing opportunity studies at both the project and contract levels | |||
| Investigating external cost optimization | |||
| Systematic change management to control project scope changes | |||
| utilizing the Project Definition Rating Index (PDRI) to assess the completeness of front-end planning | |||
| Establishing a fully integrated team throughout all project phases (design, construction, commissioning, etc.) | |||
| Maximizing authority at the project level | |||
| Capturing opportunities arising from accelerated schedules | |||
| Enhancing quality control through fewer mistakes and change orders than anticipated | |||
| Commercial | Contractual approaches | Adopting alternative contractual approaches (EPCm, EPC with procurement on a reimbursable basis and construction on an actual man-hours basis, E&P by the owner with separate engagement of a construction contractor) vs traditional EPC methods | |
| Involving the owner more extensively in various aspects of project execution | |||
| Reducing risk and price disparities during tender negotiations with subcontractors | |||
| Engaging a third-party facilitator for optimizing contract terms and risk assessments | |||
| Performing value engineering with cost-saving sharing schemes, especially for projects with low profits | |||
| Using risk optimization contracts such as “reimbursable with incentive scheme” and “Converted LSTK” (Lump Sum Turnkey) | |||
| Setting clear and specific contractual requirements | |||
| Establishing clear change management procedures | |||
| Early funding allocation for critical efforts | |||
| Negotiating cost-sharing agreements with other project stakeholders, such as local authorities and private landowners | |||
| Implementing a risk (pain)/ reward (gain) model with upside/downside caps for both cost and non-cost project targets | |||
| Insurance | Optimizing erection-all-risk (EAR) insurance premiums, by adopting strategies such as shortening the coverage period during low-risk early works and replacing it with an alternate EAR policy | ||
| Management of construction-all-risk and erection-all-risk (EAR) insurance by the contractor, rather than the owner | |||
| Partnerships | Fostering cooperation and partnerships with external organizations | ||
| Collaborating with local contractors when entering new markets | |||
| Collaborating with low-cost subcontractors who already have established relationships allows companies to mitigate risks while capitalizing on their highly qualified internal staff | |||
| Implementing projects in partnership | |||
| Fostering collaborative relationships through partnering initiatives | |||
| Construction joint ventures between local and foreign contractors | |||
| Forming strategic alliances for innovation | |||
| Cooperation with new projects in the nearby area | |||
| Suppliers and vendors | Leveraging suppliers from low-cost countries | ||
| Expanding the project vendor list to include more competitive vendors | |||
| Exploiting material discounts for bulk purchases | |||
| Experiencing lower-than-expected bids from new market entrants | |||
| Implementing common procurement practices | |||
| Utilizing outsourcing | |||
| Use of previous successful collaborations in supply chain | |||
| External | Local communities | Engaging in project value co-creation for both project organizations and local communities | |
| Temporary employment of local unskilled personnel in various labor tasks | |||
| Integrate sustainability into value management through reduction, reuse, and recycling of construction and demolition waste | |||
| Competition | Entering new markets | ||
| Adherence of construction firms to social procurement policies | |||
| Early market penetration | |||
| Future project business opportunities have the potential to generate value beyond the current project | |||
| Legislation | Obtaining additional benefits according to legislation (exceptions in export custom duties and extraction taxes, favorable regulatory conditions, etc.) | ||
| Financial | Favorable financial conditions such as currency, inflation, and taxation |
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