No abstract

Engaging in business process re-engineering (BPR) efforts could prove to be highly rewarding for construction companies in Saudi Arabia. However, BPR is risky and could be disastrous if not properly approached. To enable sound BPR efforts and increase success chances, thorough investigation of barriers is essential. This study presents 29 barriers, with their influence (strength) on the success of BPR initiatives. Additionally, these barriers are ranked according to the ease of overcoming each. Finally, a graphical aid is provided to enable decision makers to concentrate their efforts on the most influential (strongest), yet easiest to overcome barriers. Following inadequate approach, affected people not informed, culture of construction firms, using inappropriate tools, using external consultants, undefined core processes, and fear and resistance to change are the most important barriers to successful BPR endeavours.

This study is a part of a larger study addressing the bidding decisions of construction contractors in Saudi Arabia. It examines the mark-up size decisions of small, medium, and large contractors in Saudi Arabia. These groups are found to consider and evaluate many factors subjectively when they set mark-up sizes for projects. However, the importance of these factors varies as the contractor's size changes. Bidding document price, strength in the industry, time allowed for submitting bids and other factors are the greatest contributors to the discrimination between contractor sizes.