Engineering procurement and construction (EPC) is a normative practice globally approved since China has been engaging in international cooperation under the Belt and Road Initiative (BRI) infrastructure development. EPC has been adopted in the delivery of BRI infrastructure projects in other countries. Compared to the domestic method of contract, EPC remains at a low level in management practice, such as a lack of coordinating diverse project stakeholders, high cost of information communication, and risk in complex environments in West Asia (WA). However, no research has conducted a strategic analysis of the current situation of EPC for BRI infrastructure projects in West Asian countries. This study aims to understand the current status quo of EPC for BRI projects in WA by performing a strength, weakness, opportunity, and threats (SWOT) analysis and with the support of data collected from the literature review and semi-structured interviews with EPC stakeholders. The study brings awareness along which internally and externally circumstances of the EPC for BRI infrastructure projects can be perceived by major stakeholders participating. The four critical strategies presented based on the SWOTs identified could help EPC firms develop and promote EPC to implement BRI infrastructure projects in WA at the strategic level.

Since the Belt and Road Initiative (BRI) has been put in practice by the Chinese government, several High-Speed Railways (HSR) have been built by Chinese Engineering Procurement and Construction (EPC) firms. However, many delays have created severe detrimental consequences on the progress of most HSR projects. This study sought to explore the essence of the recurring triggers of delays in international EPC HSR projects under the BRI, and a structured questionnaire survey approach was applied to compile the first-hand dataset from Chinese EPC firms working for BRI infrastructure projects. The data were evaluated, and the Relative Importance Index (RII) was adopted to assess the magnitude of the important delay triggers. The findings suggest that HSR projects are still susceptible to unavoidable delays in global construction infrastructure projects. In the engineering phase, improper management of the design, unsustainable land acquisition, and insufficient use of EPC joint venture are the salient trigger of delays. In the procurement phase, the leading causes of unsuitable procurement, undervalued procurement cost, inefficient logistics in labor and materials, improper planning, unqualified site supervisors, inefficient technical standard management, and inefficient constant payment terms are likely to trigger delays in the construction phase HSR projects. Five critical groups of delay factors are identified by this study, which has an essential primary contribution to the body of knowledge and is helpful to EPC contractors working for HSR projects under BRI.