Numerous inherent risks impose a systematic risk identification approach to achieve supply chain performance goals in construction projects. This paper investigates supply chain risks in construction projects with respect to life cycle and corresponding stakeholders. The research was organized with two stages. In the first stage, a systematic literature review accompanied by a content analysis was conducted based on risks in construction supply chains (CSCs) to identify research gaps, suggest future research directions, and support subsequent steps. Then, three focus group discussions (FGDs) were performed by industry representatives to (1) specify life cycle risks in CSCs, (2) associate specified risks to related stakeholders, and (3) ensure the role of each stakeholder in CSCs. Results of the content analysis indicate that relationship, communication, and sustainability are the most frequently examined research areas, while innovation and organizational learning, supplier vulnerability, and negotiation are overlooked in the literature. Based on sessions of FGDs, 135 risks were categorized into 10 phases of construction supply chain life cycle (SCLC) as requirement and demand, design, tendering and contracting, manufacturing, logistics, hand over, inventory, installation, winding up, and control and maintenance. Main contractor, subcontractor, supplier, and client were found as the critical decision entities in tendering and contracting, installation, logistics, and requirement and demand phases, respectively. The findings can be useful for researchers by indicating research gaps, and for construction companies seeking to increase their supply chain performance through life cycle and stakeholder approaches.

Purpose: Building information modeling (BIM) is a prominent concept to digitalize data collection and analysis processes. Small and medium-sized enterprises (SMEs) account for a considerable percentage of the works performed in the construction industry. The adoption rate of BIM by SMEs is still, however, not at the desired level in the New Zealand construction industry. This study aims to evaluate barriers to BIM implementation for SMEs in the New Zealand construction industry.Design/methodology/approach: This study adopted four-step methodology to evaluate barriers to BIM adoption for SMEs. First, a comprehensive literature review, followed by a focus group discussion was performed to identify barriers to BIM adoption. Then, analytical hierarchy process (AHP) was used to assess identified barriers. Finally, experts’ agreements (both internal and external) were ensured by consistency analysis and Kendall’s coefficient of concordance (Kendall’s W) tests.Findings: The findings indicate that (1) interoperability between software platforms, (2) lack of government mandate on BIM usage at project level, (3) high cost of acquiring the software and licensing required to use BIM and (4) lack of client demand for adopting BIM were the most significant barriers in terms of technological, governmental, resource and cultural categories, respectively. Further investigation of the expert evaluation showed strong consistencies (each expert separately) and agreements (among experts) in each AHP matrix.Practical implications: Primary focus should be training of local market (particularly SMEs) professionals as the shortage in qualified professionals makes the country-wide adoption challenging. The publicity in the local market can help SMEs understand how BIM is leveraged for further improvements in project performance.Originality/value: Overall, this research not only provides a roadmap for the widespread adoption of BIM within SMEs in New Zealand through analysis of the barriers encountered but also highlights the power that policymakers hold over the mass adoption of BIM within SMEs.

Purpose: As a remedy to usually voluminous, complicated and not easily readable construction contracts, smart contracts can be considered as an effective and alternative solution. However, the construction industry is merely known as a frontrunner for fast adoption of recent technological advancements. Numerous administrative risks challenge construction companies to implement smart contracts. To highlight this issue, this study aims to assess the administrative risks of smart contract adoption in construction projects.Design/methodology/approach: A literature survey is conducted to specify administrative risks of smart contracts followed by a pilot study to ensure that the framework is suitable to the research question. The criteria weights are calculated through the fuzzy analytical hierarchy process method, followed by a sensitivity analysis based on degree of fuzziness, which supports the robustness of the developed hierarchy and stability of the results. Then, a focus group discussion (FGD) is performed to discuss the mitigation strategies for the top-level risks in each risk category.Findings: The final framework consists of 27 sub-criteria, which are categorized under five main criteria, namely, contractual, cultural, managerial, planning and relational. The findings show that (1) regulation change, (2) lack of a driving force, (3) works not accounted in planning, (4) shortcomings of current legal arrangements and (5) lack of dispute resolution mechanism are the top five risks challenging the adoption of smart contracts in construction projects. Risk mitigation strategies based on FGD show that improvements for the semi-automated smart contract drafting are considered more practicable compared to full automation.Originality/value: The literature is limited in terms of the adoption of smart contracts, while the topic is receiving more attention recently. To support easy prevalence of smart contracts, this study attempts the most challenging aspects of smart contract adoption.