critical selection criteria for appropriate procurement...

Journal of Emerging Trends in Economics and Management Sciences (JETEMS) 3(5):422-428 (ISSN:2141-7024)

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Critical Selection Criteria for Appropriate Procurement Strategy for

Project Delivery in Nigeria

1Ademola Eyitope, Ojo and 2Moses Ajibola, Gbadebo

1Contract and Research Unit, OJ. Connects Resources, Akure. Ondo State Nigeria.

2Department of Quantity Surveying, Federal Polytechnic, Ado Ekiti, Ekiti State Nigeria.

Corresponding Author: Ademola Eyitope, Ojo ___________________________________________________________________________ Abstract The purpose of this paper is to investigate the existence and importance of specific factors that are thought to Infrastructural Projects are critical to economic development and their acquisition often take suitable procedures- procurement strategy/method- which are key processes and conditions clients create for the successful achievement of project specific objectives. However, selecting the most appropriate procurement strategy seem undefined, and a daunting task leading to project failure, increased risk etc. This paper therefore identified, evaluated and analyzed critical selection criteria for appropriate procurement strategy using extensive literature review, structured questionnaire survey and elicited opinions of construction professionals (in consulting, contracting and client organizations) in Ondo and Ekiti States Nigeria. Using descriptive and inferential statistics, the critical selection criteria and their significance among compared groups were analyzed. The study revealed slight disparity in the mean of ranked criteria while the t-Statistics indicated that there is no significant difference in the criteria used by clients and consultants. The study is not only instructive to procuring entities’ decision makers and construction professionals but advance by contributing to procurement management practices, hence concluded by recommending a robust analysis of criteria in terms of project finance, available resources, risk associated and technicality amongst all parties hence reducing the risks in project execution and spur greater innovation on the part of project clients. _________________________________________________________________________________________ Keywords: infrastructures, Nigeria, procurement methods, project delivery, selection criteria.INTRODUCTION The need to adequately, efficiently and effectively provide and improve the socio-economic well being and increase total national wealth, through provision of infrastructures has informed various processes to their acquisition Ojo (2008). Particularly, best process acquisition for infrastructural project delivery has attained multifarious and ever-increasing challenges. Infrastructure is a generic term for Central Bank of Nigeria (CBN) (2003) basic structures and facilities that are essential to the generation of economic growth and development in modern economies. El- Rufai (2011) and Oforeh C. (2006) argued that infrastructure is critical to human and economic development and is the catalyst for attracting investment. In Nigeria, under the Infrastructure Concession Regulatory Commission Act (ICRC) (2005) infrastructure include power plant, highways, airport, seaport, jetty, canals dams water supply, railways, telecommunications, housing, health facilities. In carrying out these responsibilities of acquisition of infrastructural projects, clients often engage suitable procedures- procurement strategy. Masterman (2002) contended that there are different procurement systems through which clients create the pre-conditions for the successful achievement of

project objectives–time, cost and quality. The selected system under an appropriate contract type and control will help to avoid problems and attainment of these objectives. Onwusonye (2005) urged that the crux of any procurement strategy/method include how risks are distributed, responsibilities are allocated, works are divided, compensations and payment are structured. However, (Ojo and Awodele, 2010) emphasized that procurement strategy/methods define the management, functional and contractual arrangement and relationship amongst project team- procurement means much more than just the purchase of products and services. However, the basic criteria (perhaps as decision model) for selecting suitable and appropriate procurement strategy by clients has been found to be undefined, cumbersome and often inappropriate. Divers opinion of selection mechanism have been suggested in terms of and emphasizing reasonable shortlist of procurement methods, shared risk, prevailing technical and economic conditions, supposed project objectives etc Ratnasabapathy and Rameezdeen (2006). Some other practioners and researchers opined that clients decision model is

Journal of Emerging Trends in Economics and Management Sciences (JETEMS) 3(5): 422-428 © Scholarlink Research Institute Journals, 2012 (ISSN: 2141-7024) jetems.scholarlinkresearch.org


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premised on time, certainty, flexibility, quality, complexity, risk, price competition, responsibility etc Maizon et al., (2006). However, the emerging and increasing resultants such as economic loss, poor communication and coordination, disputes and acrimonies, delayed project delivery and poor quality projects (Songer et al., 1997) have proved those decision rules abortive. Hence, selections of appropriate procedure (Procurement strategy/Method) remain daunting challenge. Looking inward therefore, the Nigeria experience is not far from the scenario experienced by clients and their professional advisers in other economies. There seem not to be standard or statutory guideline or regulations provision to comply in the choice of suitable Procurement strategy/Method. Perhaps this has informed various challenges faced by project delivery in Nigeria Ogunsemi and Aje (2006). Chan et al (2000) opined that the chosen procurement system has lasting impact on many project expectations and success parameters such as point of responsibility, complexity of project, certainty of project cost and time, client requirement and involvement etc. The research, aimed at identifying, evaluate and assess critical selection criteria employed by clients (including their professional adviser-consultants) in the choice of the procurement strategies amongst identified and available strategies in Ondo and Ekiti States in Nigeria, with the aim of recommending criteria model towards effective project delivery.

MATERIAL AND METHODOLOGY Project Procurement Strategies /Methods Procurement (JCT, 2008) is a generic term embracing all those activities undertaken by a client seeking to bring about the construction or refurbishment of a building- variously referred to as a method, path, strategy or system. Under the Nigerian Public Procurement Act (PPA) (2007) “Procurement” is defined as ‘acquisition’ and procurement Proceeding’ as ‘Initiation of the process of effecting a procurement up to award of a procurement contract’. Suggesting that procurement is initiated by devising a strategy, which entails benefits and risks constraints that attend a project, and which eventually will be reflected in the choice of contractual arrangements. Aqua Group (2007) contended that the concerns of the client will focus on time, cost, and performance or quality, in relation project delivery. However, a means whereby the client constraints and concerns are synergized in a contractual arrangement (Wong et al (2004) reported Masterman, 2002) can be classified to four different procurement strategies and its procedures thus; Separated, Integrated, management-integrated and Discretionary. For construction project delivery, these procurement strategies differ in imploring salient factors such as

nature and complexity of the project, characteristic role of participation / contributors, intended financing and Management structures and project risks balancing etc. Masterman (1992) further suggested that for any selected route to be worthwhile, it must be user-friendly and incorporate a means of prioritizing clients’ project objectives. Separated System- Traditional Method Onwusonye (2002) described the method as a multiplex contractual network in which an organization (contractor) usually outsourced using competition biding, agreed to undertake an obligation (such as construction of a building) to specification on return for an agreed price. Usually, this involves relationship between a public or private organization (client) and another private company organization. The sole responsibility for financing of the project lies on the client organization. However, independent multi-discipline consultants on behalf of the client organization undertake the management of the project to completion. This is (JCT, 2008) characterized by the separation services- design, and full documentation- required before award and construction commences by the contractor ( invited to tender for carrying out the work). However, this method has been severely criticized for its inadequacies such as exclusion of contractor in project designs and documentations, poor contract management of projects etc, leading to contractor –client dispute, mistrust amongst parties, high cost, claims due design changes. Though the method has been a standard practice in the building industry for long years, however it’s still widely used for range of situations and conditions. Integrated System- Design - Build Method Walter (1996) reported Akintoye (1994) to have identified six variations of DB but that basically it involves an arrangement of single point responsibility in which a contractor (private Organization) (by two stages tendering) accepts total responsibilities for all functions – design, documentation and construction of a project except financing function in return for a lump sum price. Some other variants of DB involve varying functions of the contractor in the management of the project e.g. placing design decision making with the contractor e.g. turnkey contract projects. Yet, client still appoints independent consultants to ensure compliance to agreed specification and cost management. Songer et al (1997) established that shortened duration, competitive bidding (not every tenderer expected to produce full proposals) and reduce project cost ranked high in reasons for the selection of DB method for project delivery. However, JCT (2008) the client has control over the design element included as part of his requirements, but, once the contract is let, may not have direct control over the development of the contractor’s detail design.


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Management-Integrated-Management Contracting (MC)

In an effort to solve the problem of the traditional method, JCT (2008) MC provides a contractual relationship in which the contractor (a private organization), alongside client appointed full professional team, is integrated in to the project design stage, to ensure early completion and quality, contribute his expertise in design and management for a fee- though responsibility for financing rest with the client. The management contractor does not directly undertake any work but has the sole responsibility for management and supervision of the project usually executed in work/trade packages by his appointed work contractors (sub contractors). The work contractors are hence directly and contractually accountable to the MC. A typical example of the use of MC in Nigeria was during Petroleum Trust Fund (PTF)(1994 - 1999) as part of its mandate and responsibility to maintain roads, especially the federal roads. However, sincere constructions often started before full designs, subcontractors are mostly uncertain about the scope of work, hence resulting in indiscriminate delays and disputes. Direct Labour Direct labour (DL) system is a prominent procurement system in Nigeria (Iyagba and Idoro, 1995). It is commonly used by Government (both federal and state government levels) and its agencies and really in the private sector companies in Nigeria Iyagba et al. (2007). DL involves the extensive use of client in-house professionals and craftsmen in the design and execution of construction projects. The promoters of DL system opined that because the cost of construction contracts was higher in Nigeria than in other countries (Ministerial Committee on causes of high government contracts in Nigeria, 1982; Punch, 2003) and that it affords considerable savings on procurement documentation and construction cost Iyagba et al.(2007). However, critics of the development maintain that the system is wasteful because it involves high staff strength which translates into high overhead expenditure and promote corruption in government construction Ogidan, (1987). Mix of Procurement Strategy Selection Criteria JCT(2008) suggested internal and external factors (nature of the project, Measure of control by the client, Certainty of final cost, Assessment of risks etc) that greatly influence the choice of procurement method. Also, (Hashim et al (2006) contended that crucial factors influencing the selection criteria are closely linked with project objectives-time, quality and cost, and intangible factors such as buildability and parties relationship. It was recommended (Ratnasabapathy and Rameezdeen 2006) that client requirements and characteristics, project characteristics, and external environment required in procurement method selection. These suggested

criteria seem not to be synonymous and represent a model as suggested criteria are influenced by their perceptions of project environments. Beside, (Aje, 2012) the choice of different procurement methods in the construction industry is now so varied, and this has resulted in the need to conduct a selection process for any specific project in a disciplined and systematic manner. Love et al. (1998) corroborating these revealed that experience and findings show that, though reasons why clients’ select project procurement strategy abounds, there seem to be no standards or model for the choice of strategy(s) suitable for particular project delivery. The wrong selection of construction procurement approach usually leads to project failure or general dissatisfaction. Based on an extensive review of the construction procurement literature and structured interviews held with some individuals construction professionals (especially Quantity Surveyor) with experience in the delivery of infrastructure projects under different procurement modes, a list of 13 critical criteria were identified. These can be classified into 4 major areas of core consideration as follows;

A Project Technicality, C Project Risk Management,

1 Type/Complexity of the project. 8 controllable variation

2 Expected Performance Quality 9

responsibility division and integration

3 Design and Product specifications 10 Risk Sharing and Allocation,

4 Completion Time D Public Policy Requirement.

B Project Business Case and Financing, 11 Specific Government Directive

5 Availability /Funding Structure. 12 Trend in client’s familiarity

6 Number of competitors 13 Political Reasons and Interference

7 Price Certainty and Market Structure

Maizon et al., (2006) submitted that selecting a procurement method is a daunting task for the client due to various factors governing a construction project. Stressing further that different clients have differing needs and requirements whereby construction projects vary so considerably, in every respect, that no single method of procurement can be suitable for every project. RESULTS From the scope of this research, the study population includes construction professionals - architects, engineers, Builders, quantity surveyors and allied professions- in public and private sectors, ranging from client, contracting and consulting organizations in Ondo and Ekiti states of Nigeria. Moreover, the research proposed two hypotheses in order to emphasis the relationship/differences of the variables based on the groups respondents and responses. The initial stage of the research elicits information through interviews of experienced construction


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professionals in project procurement from where a list of suggested factors was obtained. The next stage involves random survey (non-probabilistic technique) using 100 number questionnaires with 41 responses received as shown in table 1. Research Hypotheses Null Hypothesis (H0)1: There is no significant difference between selection criteria used by

Consultants and Client Organizations in procurement method selection. Null Hypothesis (H0)2: There is no significant difference in Completion Time, Number of competitors, Risk Sharing and Allocation, and trend in Client Familiarity criteria used by Consultants and Client Organizations in procurement method selection.

Table 1: Distribution of Respondent by Sector of Organization

Distribution of Respondent by Sector

Number Distributed

Number of Respondent

Percentage of Respondent

Number of Valid Respondent


Client Organization 35 16 39% 15 38% Contracting Firm 30 13 32% 13 33% Consulting Organization 35 12 29% 11 28% Total 100 41 39

Source: Authors’ Field Survey, 2012 The respondents were those who have at least 3 -25 years of experience in the construction project procurement especially in building and civil

engineering subsectors and have been involved in procurement process of at least 5 project in last 10years. Table 2 shows the distribution of Respondents by Professions.

Table 2: Distribution of Respondent by Profession

Profession of Respondents Number Distributed Number of Respondent


Cumulative Percentage

Quantity Surveyor 25 13 32% 32% Architect 25 6 15% 46% Engineer 25 11 27% 73% Builder 25 11 27% 100% Total 100 41

Source: Authors’ Field Survey,2012 Table 3: Distribution of Respondents Used of Procurement Method/System

Methods Traditional Method

Design and Build

Management Contracting

Direct Labor Total

Response 17 12 7 3 39 % of Respondent 44 31 18 8 100

Source: Authors’ Field Survey,2012 The data from the survey exercise were analyzed using two statistical methods - Mean Score Ranking and t – distribution. In table 4, to analyze questionnaires’ data, Mean Score of criteria considered was determined as follows: Mean Score = 5n5 +4n4+3n3+2n2+1n1 (1) ( n5 + n4+ n3+ n2+n1) where n1, n2,n3, n4 and n5 are the number of respondents who scored the responses as 1, 2, 3, 4 and 5 respectively. This is shown on table 4. Table 4: Mean Score Ranking of Selection Criteria

Selection Criteria Contracting Consulting Client All Respondents Mean Ranking Mean Ranking Mean Ranking Mean SD Ranking Project Technicality, Type/Complexity of the project. 4.85 1 4.73 1 4.40 2 4.66 0.23 1 Expected Performance Quality 4.31 5 4.55 2 4.00 6 4.28 0.27 4 Design and Product specifications 4.54 2 4.45 5 4.33 3 4.44 0.10 2 Completion Time 4.38 3 4.00 8 3.87 8 4.08 0.27 8 Project Business Case and Financing, Availability /Funding Structure. 4.15 7 4.55 2 4.20 4 4.30 0.21 3 Number of competitors 3.77 11 3.82 10 3.73 9 3.77 0.04 12 Price Certainty and Market Structure 4.15 8 3.82 10 3.67 9 3.88 0.25 10 Project Risk Management, controllable variation 4.31 5 4.09 7 4.07 5 4.16 0.13 6 responsibility division and integration 3.69 12 4.18 6 3.87 7 3.91 0.25 9 Risk Sharing and Allocation, 4.08 9 4.55 2 3.67 9 4.10 0.44 7 Public Policy Requirement. Specific Government Directive 4.23 4 3.91 9 4.53 1 4.22 0.31 5 Trend in client’s familiarity 4.08 9 3.82 10 3.67 12 3.85 0.21 11 Political Reasons and Interference 3.54 13 3.82 10 3.53 13 3.63 0.16 13

Source: Authors’ Field Survey,2012


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Test of Hypotheses The t- distribution test calculated using

t = X1 - X2 (2)

S1 + S2

n1 n2 where X1 and X2 represent the given means of sample population, S1 and S2 represent standard deviation of sample population and n1 and n2 represents the sample sizes. The t- distribution test was used for the analyses of data in testing the significant differences in means compared groups(Clients organization and consultants) and variables respectively. The acceptance level for statistical significance was P < 0.05 for groups of respondents and the values of t-Statistics from the table are as presented in Table 5 and that of selected criteria in Table 6.

Table 5 : t-Test for Paired means of Procurement Methods Selection Criteria Between Client Organizations and Consultants

Consultant Clients

Mean 4.175 3.964

Variance 0.118 0.103

Observations 13 13

Pearson Correlation 0.483

df 12

t Stat 1.179

P(T<=t) two-tail 0.261

t Critical two-tail 2.179 Coefficient of Significance =0.05

Table 6: t-Test of Paired Means for four selected criteria in selection of procurement method Between Client Organizations and Consultants

Consultant Client

Mean 4.045 3.717

Variance 0.118 0.010

Observations 4 4 Pearson Correlation -0.088

df 3

t Stat -0.934

P(T<=t) two-tail 0.419

t Critical two-tail 3.182 Coefficient of Significance =0.05 The decision rule for the research hypothesis can be tested thus; If tcal. ≥ tt, then reject Ho; otherwise accept Ho.

DISCUSSION The study involve construction professional- Quantity surveyors (32%), engineers (27%), Architects (15%) and Builders (27%)-respondents in clients’ organizations (38%), contracting firms (28%) and consulting organizations (33%) as shown on Tables 1 and 2. Since the leading percentage of Quantity surveyors and client organization show the domain skill of the QS in procurement management (Aqua Group (2007) and that clients are responsible for project procurement. In table 3, respondents rated Traditional Method (44%) as the most used project procurement strategy despite it much orchestrated odds. However, Design and Build (31%) is gaining appreciation in use perhaps due to it single point responsibility and contractor tilted risk allocation advantage to the client. In Table 4, amongst the clients’ organization, specific government directive (4.53), the type/complexity of projects(4.40) and Design and Product Specification were(4.00) were ranked most critical. Responses from professional advisers (consultants) show that, the type/complexity of projects (4.73), Risk Sharing and Allocation (4.55), Expected Performance Quality (4.55), Availability /Funding Structure (4.55), responsibility division and integration (4.18) were critical in selecting suitable procurement strategy. However, contractors agree that the type/complexity of projects (4.85), Design and Product Specification were (4.54) and Time of completion (4.38) are most critical criteria. This appeared slight divergence agrees with (Maizon, H. (1997) that common criteria concerning the choice of procurement methods stem from the increasing complexity of design, the need for greater financial management and effective construction periods while seeking alternative procurement approaches. Furthermore, all the respondents agree that the type/complexity of projects (4.66), Expected Performance Quality (4.44), Availability /Funding Structure (4.30) is the most critical criteria. However, these three criteria only address quality and cost (value for money) as key project objective. This suggests that perhaps project completion time seem not critical enough in the selecting procurement strategy. Again (Maizon, H. (1997) agrees that the traditional method will benefit in cost and quality but at the expense of time hence underscoring the noticeable and observered time overrun on construction project in Nigeria with its attendant cost implications Ogunsemi and Aje (2006). This observed position amongst the group of respondent can further be test in the proposed hypothesis thus; in table 5 thus; Ho1: There is no significant difference between selection criteria used by Consultants and Client Organizations in


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procurement method selection. However, since t cal. ≤ tt, i.e. 1.17 < 2.17 , then Ho is rejected. That means, there is no significant relationship between selection criteria used by Consultants and Client Organizations in procurement method selection. Testing the relationship in some selected criteria amongst the Consultants and Client Organizations in procurement method selection, in table 6 thus: Ho2: There is no significant difference in Completion Time, Number of competitors, Risk Sharing and Allocation, and trend in Client Familiarity criteria used by Consultants and Client Organizations in procurement method selection. However, since t cal. ≤ tt, i.e. -0.93 < 3.18, then Ho is rejected. Hence, there is significant difference in Completion Time, Number of competitors, Risk Sharing and Allocation, and trend in Client Familiarity criteria used by Consultants and Client Organizations in procurement method selection. CONCLUSION AND RECOMMENDATION Though a daunting task, yet selection of an appropriate procurement strategy is a key decision in term of achieving client objectives, while an inappropriate choice can be a factor in non-performance resulting into cost, time overrun and potential dispute. Though the study reveal that Traditional Method is yet commonly employed, , common criteria used in selecting procurement method for infrastructures projects delivery include Project Technicality (Type/Complexity of the project, Expected Product Quality)and Project Business case and Finance(Availability /Funding Structure). However, specific government directive and Project Risk Sharing and Allocation are significant. The selection of project procurement strategy should necessitate robust analysis of project environment, in terms policies, available resources, risk associated, technicality, and preferred contractual arrangements amongst all parties towards devising a method of project implementation and to achieving project goals of time, cost and quality. REFERENCE Aqua Group (2007), Procurement, Tendering and Contract Administration, Blackwell Publishing, 9th Edition page 7. Aje I.O. (2012). Selecting Appropriate Contractor for Infrastructure Project in Nigeria. Paper Delivered at the Nigerian Institute of Quantity Surveyos, (Ondo State Chapter) National Seminar on Towards Achieving Effective Realistic Cost of Infrastructural Project In Nigeria. Held at Hill Top Hall, Federal University of Technology, Akure on 4th and 5th, July, 2012

Chan A.P.C and Yang E.H.K. (2000) ,Procurement Selection Model for Hong Kong, Published Monograph, Department of Building and Real Estate,Hong Kong Polytechnic University. Central Bank of Nigeria (CBN) (2003): Highway Maintenance In Nigeria: Lessons From Other Countries, (Research Department Occasional Paper No. 27) April, page 1-65. El Rufai N. (2009) ‘Still on Infrastructure Deficits.’ Thisday Newspaper 15th July, page 11 Idoro G.I., Iyagba R. O. A. And Odusami K. T (2007). Client Characteristics and The Use Of Direct Labour System In The Nigerian Construction Industry. Proceeding of The construction and building research conference of the Royal Institution of Chartered Surveyors Georgia Tech, Atlanta USA, 6-7 September. Infracstructure Concession Regulatory Commission Act (ICRC) (2005) Section 1 Iyagba, R.R. and Idoro, G.I. (1995) An overview of Direct Labour Construction in the Declining Economy of Nigeria. Construction in Nigeria. 10(4), 2 – 13. JCT (2008) Deciding on the appropriate JCT contract-Practice Note www.jctcontracts.com Love, P E D, Skitmore, M and Earl, G. (1998), “Selecting A Suitable Procurement Method For A Building Project”, Construction Management and Economics. Vol 16 221-233. Maizon H., Melissa C.Y., Ng Chu Y., Ng Sock H., Shim Mong H., Tay Lee Y. (2006). Factors Influencing the Selection of Procurement Systems By Clients. Proceeding of International Conference on Construction Industry 2006, Padang, Indonesia, 21st June – 25th June page 1-10 Maizon, H. (1997), “Clients’ Criteria on the Choice of Procurement Systems - A Malaysian Experience”, Proceedings of CIB W92: Procurement – A Key to Innovation. Montreal. 273-284. Masterman, J.W.E. (2002), “An Introduction to Building Procurement Systems, 2nd ed.”, Spon Press, London. Odusami K. T. (2007). Client Characteristics And The Use Of Direct Labour System In The Nigerian Construction Industry. Proceeding of The construction and building research conference of the Royal Institution of Chartered Surveyors Georgia Tech, Atlanta USA, 6-7 September.


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Oforeh C. (2006) The Cost Management of Heavy Capital Project, Cosine Ltd. Nigeria, First Edition, Page 2. Ogidan, S.O. (1987) Direct Labour Reigns. Sunday Tribune 26th April, African Newspapers Limited, Ibadan, Nigeria. pp 3. Ogunsemi D.R.; Aje I.O. (2006), A Model for Contractor Selection in Nigeria. Journal of Financial Management of Property and Construction. 11(1), 33-43. Ojo A, E, (2008) Prospect of private public partnership in capital project management, an unpublished masters of business administration (MBA) dissertation, Federal university of Technology, Akure January. Ojo A. E and Awodele A. O.(2010).’ Public Private Partnership- Emerging Model for Infrastructures Financing in Nigeria’. Environ Link Journal of School of Environmental Studies, Federal Polytechnic, Ado Ekiti., March,vol 2(3) 64-75 Onwusonye S.I. J. (2005). The significance of Informal sector in Project Procurement methods in enhancing project finance from the money and Capital Markets, The quantity Surveyor, NIQS 54 (31-39). Public Procurement Act (PPA, 2007) section 60), Punch (2003) Why Federal Government Contracts awarded from 1999–2003 failed The Punch 27th August 2003. The Punch Publication Limited, Lagos Nigeria, pp. 13. Ratnasabapathy S. and Rameezdeen R. (2006). A Multiple Decisive Factor Model For Construction Procurement System Selection. Proceedings Of The Annual Research Conference Of The Royal Institution Of Chartered Surveyors, University College London 7th And Friday 8th September Songer A.D., Mollener K. R., Robinson G.R. (1997), Selection Factor and Success Criteria for Design - Build in US and UK. University of Colorado, US. Wong F.W.H, Lam P.T.I., Chan A.P.C. (2004) Procurement Approach to Achieve Better Constructability. COBRA international Construction Conference proceeding, Leed Metropolitan University.

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