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The value of construction projects in Indonesia is significantly enhanced by partnering, leading to the adoption of the model by the government. The Indonesian government, through the Ministry of Finance, is developing the partnering model based on Public–Private Partnerships (PPPs) projects to further accelerate extensive infrastructure development. By leveraging PPPs, these projects intend to bridge the funding gap experienced by the government to facilitate swift infrastructure development and enhance the value of construction projects even further. Therefore, this study aimed to examine PPPs, such as the solicited projects occurring in Indonesia. Solicited projects were government-initiated PPPs based on long-term development plans. A qualitative method was adopted, conducting in-depth analyses at three locations with solicited PPP projects. Using Soft System Methodology (SSM) and expert Focus Group Discussion (FGD) through the Delphi method, this study investigated the interactions and depth of partnering in PPP projects. The obtained results emphasized the positive impact of solicited projects on Indonesian infrastructure development, addressing the funding gap experienced by the government. This study further contributed new insights for stakeholders and academics in the development of the projects in Indonesia, emphasizing the necessity of extensive development to support the implementation. [ABSTRACT FROM AUTHOR]

The construction industry is naturally complex and constantly changing, with various factors impacting project results. Among the different methods developed to navigate this complexity, partnering is believed to increase project value and performance. Therefore, this research aimed at analyzing and formulating elements as well as indicators at each phase of a partnership-based project life cycle, serving as tools and techniques for measuring the depth of partnering in construction projects. The methodology used included both qualitative and quantitative methods (mixed method). In the qualitative method, the literature from relevant journals, books, and previous research was reviewed. This process was followed by an expert assessment through a Focus Group Discussion (FGD) to define elements and indicators for measuring the depth of partnering in construction projects. Meanwhile, the quantitative method comprised analyzing secondary project data to compare projects with in-depth partnering in order to deliver better value. The result of this research was the development of Key Performance Indicators (KPIs) to measure maturity partnering in partnership-based projects. Typically, the tools were adjusted to different phases of the project life cycle, starting from project initiation, comprising all stakeholders. Consequently, the outcome of this research could be used by organizations in the construction industry to develop partnering in partnership projects in Indonesia. [ABSTRACT FROM AUTHOR]

Procurement is the process of obtaining goods and services in a construction project and is a crucial point for the success of a design and build (DB) project. The success of a DB project has an effect on work performance metrics such as cost, quality, and time. Therefore, this research aims to develop a readiness model for implementing sustainable procurement in a DB project with a financing system in the state/regional budget (APBN/APBD). By using previous literature reviews, this research adopted a mixture of qualitative and quantitative methods. Specifically, the qualitative method was conducted using in-depth interviews, and conclusions were drawn using the Delphi method and focus group discussion (FGD). Meanwhile, the quantitative method was used to analyze secondary data from the current DB project in order to examine sustainable procurement. The projects examined were spread across the country and had a value of at least 100 billion. Consequently, the results showed that various factors influenced sustainable procurement in the DB management project. In addition, this research impacted better procurement management in the DB project based on APBN/APBD funding, thereby increasing project productivity and innovation, as well as other beneficial values to stakeholders. Typically, the result could be used as a readiness model for implementing sustainable procurement in a DB project with APBN/APBD funding schemes, serving as a guide for construction management in the future and being useful for decision making on government projects. [ABSTRACT FROM AUTHOR]

Many projects in Indonesia have implemented new strategies in response to the COVID-19 outbreak. Many projects suffered unexpected losses during the COVID-19 pandemic, and conditions were unpredictable. This situation must be considered by all stakeholders participating in a project. Another problem in the implementation of construction is the fragmentation between project participants. Therefore, a strategy is needed in each phase of the project life cycle. In the absence of proper planning, the contractor is the party responsible for bearing the risk associated with this occurrence. Improved project performance is a shared responsibility among owners, contractors, designers, and subcontractors, all of whom need to tap into their own sources of creativity and innovation. The potential of partnering as a tool for achieving lean construction performance, it is still in its infancy as a means of enhancing project outcomes. In this study, we used qualitative methods and in-depth interviews enhanced by focus group discussions of 14 experts (owners, designers, contractors, and academics) using the Delphi method. The results illustrate the maturity of partnering in integrated project delivery (IPD); therefore, its guiding philosophy can be developed and implemented to improve the outcomes of construction projects in terms of cost, quality, schedule, health and safety, and environmental performance. The most important part of this research is related to the implementation of the 17th goal of the Sustainable Development Goals (SDGs), i.e., partnerships to achieve the goals. This research contributes to a deepening of partnering practices that can drive performance in project implementation. [ABSTRACT FROM AUTHOR]