Using analytic network process to analyze problems for implementing turn-key construction projects in Taiwan

Abstract

The turn-key construction project is implemented in Taiwan not by a single company but by a make-shift group of several companies. Hence, problems to coordinate the professional construction management (PCM) and the supervising architectural company often occur for the lack of long-term experience to work together. The various factors that affect the implementation of turn-key projects currently practiced in Taiwan are analyzed using the analytic network process (ANP). The objective is to study how the twelve key factors in the four layers of “Role assignment”, “Signing contract”, “Operational procedures” and “Losing capital investment” affect the progress of implementing the turn-key project in Taiwan. The results reveal that “Delay in payment” has the most negative influence with 15.62% weighing factor; “Latent risk” comes next with 11.14% weighing factor, and “Responsibility of construction company for project quality” is the third with 10.79% weighing factor.

Keywords

turn-key / turn-key construction company / professional construction management / analytic network process (ANP)

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