Adopting International Learnings to Improve the Performance of New Zealand’s Infrastructure Supply Chain

Abstract

Growing interest in the productivity of the infrastructure sector has increased due to cost and time overruns in major projects. In this regard, many developed countries have failed to implement a framework to ensure that project success is met through newly available technologies and business initiatives to ensure the user is the most important beneficiary. This review paper provides a review of international research relating to the life cycle, firm-level operations, and collaborative business models of infrastructure projects. The review initially identified the importance that understanding key phases and procurement models has on the efficiency of a project’s life cycle. A key indicator of the likelihood of good performance across a supply chain lies with the ability to understand the efficiencies of the firm-level operations. The literature has noted that successful projects are able to perform well across an organizations end-to-end involvement and be able to share risks among mature organizations. This paper provides a review of how a collaborative business model can benefit a project lifecycle and firm-level operations. The global research currently has identified the need for a collaborative approach that reduces the risk within all organizations through common goals, effective end-to-end project systems and consideration of the entire project lifecycle. The paper provides a detailed review of international practices in an infrastructure supply chain that have the potential to address New Zealand’s infrastructure project failures.