https://doi.org/10.24928/2019/0170

Best Value Procurement – Experiences From the Execution Phase

Emil Fløvik Nygård¹, Paulos Wondimu² & Ola Lædre³

¹M. Sc. Student, Department of Civil and Environmental Engineering (DCEE), Norwegian University of Science and Technology (NTNU), Trondheim, Norway, [email protected]
²Researcher, DCEE, NTNU, NTNU / Senior Engineer, Norwegian Public Roads Administration, Norway, [email protected] / [email protected]
³Professor, DCEE, NTNU, Trondheim, Norway, [email protected]

Abstract

Best value procurement (BVP) is one of the approaches for early contractor involvement (ECI) in public construction projects. Despite an increased number of projects using the approach, there is a lack of knowledge regarding use of BVP in the Norwegian construction industry. Little research has been done on the consequences due to BVP, and the approach is often misinterpreted as only a procurement model. However, BVP provides an important mind-set for all parties involved, also during the execution phase. This paper study how BVP is practiced in two public kindergarten projects, what consequences that followed in the execution phase, and how BVP should be practiced in future projects. In addition to a literature study, the two projects were studied through a longitudinal study consisting of 8 in-depth semi-structured interviews and a document study. The findings show that how elements of BVP are practiced in the early phases influences both the execution phase and the final product. This study has developed important measures and improvements for how to practice BVP, and is among the first to document experiences from the execution phase. The identified measures can lead to a better execution phase, and thus a better product for the client.

Keywords

Best value procurement (BVP), early contractor involvement, value, standardization, execution phase

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Reference

Nygård, E. F. , Wondimu, P. & Lædre, O. 2019. Best Value Procurement – Experiences From the Execution Phase, Proc. 27th Annual Conference of the International Group for Lean Construction (IGLC) , 109-120. doi.org/10.24928/2019/0170

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