Strategic Management in Construction
(1996) places imperative upon examining company’s mission another, survey construction company’s business environment which is specific to the construction sector. The survey should reveal prospective project opportunities and highlight potential threats to the order of strategic based activities. Then, to analyze company’s main resource upon including of construction capacity, procurement system, marketing system, organization, personnel, finance as well as knowledge. Aside, the need to develop strategic management domains as it can adhere on mapping relative attractiveness of various effective areas in construction. (1989 p) have indicated that, “construction is no stranger to change; both weather and business cycles affect the industry and that construction firms can acquire technology and encourage technological change and innovation as technologies are worth developing are those that contribute to overall business strategy and enhance competitive advantage”. The need to introduce approaches to address new environment and role of strategic management in Sudan construction organizations.
Moreover, (2000 ) recognized “traditional philosophy of management in construction, both in academia and in industry, places great emphasis on the ability to plan and execute projects, through sharing of research, teaching and practice, the construction industry has evolved itself on a project management model”. Further noted that, “professors, researchers and practitioners use project management indicators such as schedule and budget as the industry’s standard of performance, as there has been similar emphasis on strategic management is noticeably lacking in the construction industry, in which strategic management can be undertaken, making strategic management essential issue for Sudan construction” (2000) Indeed, strategic management has positive meaning that aids to react with the various internal and external influences of an organization. It responds the current situation of competition state, predicts the needs of the future and consequently proposes the potential method for achieving competitive advantages. Strategic management benefits for companies to develop and compete in the changing environment of construction industry. However, Sudanese construction companies may not know and apply well strategic management.
The research would like to investigate understandings and practices in strategic management issue, then to find the problems and propose the solutions to improve the current situation. The survey will be executed on such 30 project contractors working in Sudan as there may be substantial perception on strategic management application in Sudanese construction companies Finding out if certain mission statement and objectives are not being design in official sense as there may lack of mature analysis for generating strategies as well as lacks formal plan and have to confront the problems of finance and impacts. Moreover, do focus on financial and internal business for effectiveness of performance measurement and do not concern in other aspects for value contribution to strategy success. In order to reinforce strategic management situation, Sudan based contractors should change their perceptions by professional study and pay strong commitment to compete and accommodate within changes of construction industry on certain strategic notion. There is ample need to provide research and critical analysis pertaining to strategic management effectiveness, studying cases towards construction companies located in Sudan. Identifying critical issues related to Sudanese construction industry and analyzes dynamics from strategic inclined viewpoint. For methodology, integrated review of key themes of strategic management in construction particular on roads construction as to be developed by researchers are to be discussed and assessed respectively.
Thus, critical review of pertinent characteristics of Sudan construction industry and those related to the general strategic context, which can possibly affect strategic decision-making by the project team involved in road construction projects. Several case studies will be in use in order to illustrate strategic management ideas, aspects, concepts and other salient points to be noted by research process and such proposed assumptions. Thus, to be able to find out with evidence from secondary sources that there can be no hard and fast rule in developing coherent strategic matters for construction business in Sudan upon considering the fact that Sudan construction in terms of circumstances are still evolving, good starting point for construction companies to develop such detailed strategic management plan and process. The research can bridge strategic management gap that might occurring in mainstream management researchers in having precedence of studying strategic base of Sudan road construction industries and intends to focus on project management issues rather than strategic assumed issues along with corporate stature.
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