An impact overview of COVID-19 on the construction industry in Pakistan
, , e | 11 giu 2024
INFORMAZIONI SU QUESTO ARTICOLO
Article Category: Research Paper
Pubblicato online: 11 giu 2024
Pagine: 93 - 108
Ricevuto: 25 lug 2023
Accettato: 26 feb 2024
DOI: https://doi.org/10.2478/otmcj-2024-0008
Parole chiave
© 2024 Muhammad Usman Rashid et al., published by Sciendo
This work is licensed under the Creative Commons Attribution 4.0 International License.
Fig. 1
Fig. 2
Fig. 3
Fig. 4
Fig. 5
Fig. 6
Fig. 7
Fig. 8
Fig. 9
Factors for exit strategy for COVID-19 (ongoing and future).
| Categories | No. | Factors |
|---|---|---|
| Future practices | Advocacy to render construction operations essential | |
| Efforts to reduce and overcome project delays | ||
| Preparation of likely disputes and payment challenges | ||
| Limiting shifts to 8 h and increasing to three shifts for projects to engage surplus employees | ||
| Digitising the construction site monitoring and inspection system | ||
| Increasing communication technology awareness and reliance | ||
| Efforts to address material shortages | ||
| Relief Sought (For Ongoing and Future Projects) | Future government relief programmes for your organisation | |
| Future government relief programmes at the employee level | ||
| Reducing tax on services for the next 5 Fiscal years | ||
| Reducing Tax on Goods for the next 5 Fiscal years | ||
| Current relief policy of the government for your sector (2019–2021) | ||
| Ban towards COVID-19 firing for private sector | ||
| Policyt plan for increasing the development of infrastructure with equal opportunities and support to the private sector. | ||
| Limiting shifts to 8 h and Increasing to three shifts for projects to engage surplus employees | ||
| New Safety measures adopted in the CI | Use of face covering | |
| Use of gloves of any sort is mandatory for all site personnel | ||
| Efficacy of social distancing | ||
| Offering COVID-19 training to employees | ||
| Paperless operations | ||
| Predefined decision-making sops | ||
| Implementation of social distancing |
S.I.% values for the emerging practices.
| No. | No. of responses |
S.I. (%) | Rank |
|---|---|---|---|
| F1 | 101 | 37.5 | 8 |
| F2 | 101 | 38.75 | 15 |
| F3 | 101 | 43 | 18 |
| F4 | 101 | 35.5 | 4 |
| F5 | 101 | 36.25 | 5 |
| F6 | 101 | 37.25 | 7 |
| F7 | 101 | 37.75 | 10 |
| F8 | 101 | 38 | 11 |
| F9 | 101 | 37.5 | 9 |
| F10 | 101 | 36.75 | 6 |
| F11 | 101 | 38.25 | 12 |
| F12 | 101 | 38.5 | 13 |
| F13 | 101 | 32.75 | 1 |
| F14 | 101 | 34.75 | 2 |
| F15 | 101 | 47.25 | 21 |
| F16 | 101 | 46.25 | 20 |
| F17 | 101 | 38.5 | 14 |
| F18 | 101 | 39.5 | 17 |
| F19 | 101 | 39 | 16 |
| F20 | 101 | 45 | 19 |
| F21 | 101 | 48 | 22 |
| F22 | 101 | 35 | 3 |
Likert scale frequency and SI.
| Question | Frequency ( |
Frequency ( |
Frequency ( |
Frequency ( |
Frequency ( |
|
| Question | Frequency ( |
Frequency ( |
Frequency ( |
Frequency ( |
Frequency ( |
Key impact factors or disruptions caused by COVID-19 for 3Cs.
| No. | Description | Rank |
|---|---|---|
| Increase in planning and overhead cost | 1 | |
| Challenges with international manufacturing and shipping | 2 | |
| Permit issuance delayed as a result of remote work | 3 | |
| Concerns regarding liquidated damages | 4 | |
| Cash flow and payment challenges | 5 | |
| Delays in material availability and delivery | 6 |
IMP.I for COVID-19 impact factors.
| No. | No. of responses |
Total score of frequency | Total score of index | FI (%) | SI (%) | Imp. index (%) | Rank |
|---|---|---|---|---|---|---|---|
| F1 | 101 | 201 | 235 | 39.8 | 36.68 | 14.60 | 29 |
| F2 | 101 | 144 | 210 | 28.5 | 35.21 | 10.03 | 18 |
| F3 | 101 | 145 | 199 | 28.7 | 23.60 | 6.77 | 11 |
| F4 | 101 | 247 | 271 | 48.9 | 22.66 | 11.08 | 22 |
| F5 | 101 | 126 | 181 | 25.0 | 48.94 | 12.24 | 24 |
| F6 | 101 | 98 | 188 | 19.4 | 32.81 | 6.37 | 9 |
| F7 | 101 | 78 | 161 | 15.4 | 31.50 | 4.85 | 4 |
| F8 | 101 | 75 | 148 | 14.9 | 18.50 | 2.76 | 1 |
| F9 | 101 | 245 | 292 | 48.5 | 17.60 | 8.54 | 14 |
| F10 | 101 | 244 | 269 | 48.3 | 11.80 | 5.70 | 6 |
| F11 | 101 | 175 | 237 | 34.7 | 11.33 | 3.93 | 2 |
| F12 | 101 | 245 | 242 | 48.5 | 21.65 | 10.50 | 19 |
| F13 | 101 | 194 | 259 | 38.4 | 36.00 | 13.82 | 27 |
| F14 | 101 | 137 | 204 | 27.1 | 27.46 | 7.44 | 13 |
| F15 | 101 | 128 | 191 | 25.3 | 18.41 | 4.66 | 3 |
| F16 | 101 | 190 | 225 | 37.6 | 17.67 | 6.64 | 10 |
| F17 | 101 | 148 | 205 | 29.3 | 33.78 | 9.90 | 17 |
| F18 | 101 | 142 | 206 | 28.1 | 42.90 | 12.05 | 23 |
| F19 | 101 | 197 | 250 | 39.0 | 27.24 | 10.62 | 20 |
| F20 | 101 | 180 | 253 | 35.6 | 34.60 | 12.32 | 25 |
| F21 | 101 | 149 | 224 | 29.5 | 48.82 | 14.40 | 28 |
| F22 | 101 | 146 | 199 | 28.9 | 17.01 | 4.92 | 5 |
| F23 | 101 | 128 | 214 | 25.3 | 27.29 | 6.90 | 12 |
| F24 | 101 | 108 | 183 | 21.4 | 29.34 | 6.28 | 8 |
| F25 | 101 | 81 | 209 | 16.0 | 36.07 | 5.77 | 7 |
| F26 | 101 | 152 | 223 | 30.1 | 31.21 | 9.39 | 15 |
| F27 | 101 | 190 | 241 | 37.6 | 45.22 | 17.00 | 31 |
| F28 | 101 | 141 | 219 | 27.9 | 48.20 | 13.45 | 26 |
| F29 | 101 | 152 | 203 | 30.1 | 36.50 | 10.99 | 21 |
| F30 | 101 | 176 | 251 | 34.9 | 28.23 | 9.85 | 16 |
| F31 | 101 | 166 | 265 | 32.9 | 45.30 | 14.90 | 30 |
Key emerging practices as pointed out by 3Cs.
| No. | Description | Rank |
|---|---|---|
| Ban towards COVID-19 firing for private sector | 1 | |
| Policy plan for increasing the development of infrastructure with equal opportunities and support to the private sector. | 2 | |
| Implementation of social distancing | 3 | |
| Limiting shifts to 8 h and Increasing to three shifts for projects to engage surplus employees | 4 | |
| Digitising the construction site monitoring and inspection system | 5 | |
| Reducing tax on services for the next 5 Fiscal years | 6 |
Revised impact factors on projects (after pilot studies).
| Categories | No. | Factors |
|---|---|---|
| Suspension or slowing of ongoing projects or delay in the start of new projects | Investing scepticism resulted in project cancellations and suspensions | |
| Financial constraints resulted in projects slowing and suspension | ||
| Price escalation, additional cost, loss of revenue and payment delay | Payment delay expected due to cash flow challenges | |
| Increase in the cost of construction operations | ||
| Shortages in the availability of sub-contractors | ||
| Increase in the non-performance among sub-contractors | ||
| Concerns regarding liquidated damages | ||
| Increase in planning and overhead cost | ||
| Supply chain disruptions in cost increases | ||
| Material delivery delays and shortages of material | Delays in material availability and delivery | |
| Challenges with international manufacturing and shipping | ||
| Upstream manufacturing and trucking companies Impacted | ||
| Local disruptions in the supply chain | ||
| Delays in inspection and securing permits | The scheduled inspection was cancelled and postponed | |
| Permit issuance delayed as a result of remote work | ||
| Inefficient transition to remote working | ||
| Lack of sufficient technology-related support | ||
| Reduction in efficiency and productivity rates | PPE shortages | |
| Workforce reduction/social distancing requirements | ||
| Worker absenteeism | ||
| Revisions to the original schedule | ||
| Cash flow and payment challenges | ||
| Transition to work from home for on-site personnel | Work from home related challenges | |
| Digital infrastructure challenges | ||
| Increase in demand from local suppliers and manufacturers | Increased reliance on locally sourced material and equipment | |
| Raw material shipment challenges affected local suppliers | ||
| Expected Increase in Claims, Disputes, Arbitrations and Litigations | Delays, work suspensions and material shortages are expected to increase disputes | |
| Likely increase in the use of ‘Force Majeure’ contractual clauses | ||
| The expected increase in seeking relief for cost increases | ||
| Inability to maintain initially planned schedules | ||
| Payment-related disputes expected |
Comparison of significance of key impact factors (of current study) with factors analysed in similar studies around the world.
| Sr. No. | Impact factors (this study) | Similar literature reviewed issue identified | Study origin | Significance of impact factor from literature review | |
|---|---|---|---|---|---|
| Significant | Non-significant | ||||
| 1 | Increase in planning and overhead cost | Iran | ✓ | – | |
| United States of America | ✓ | – | |||
| Gulf Cooperation Council Countries | – | ✓ | |||
| Nepal | ✓ | – | |||
| 2 | Challenges with international manufacturing and shipping | Iran | ✓ | – | |
| United States of America | – | ✓ | |||
| Nepal | – | ✓ | |||
| 3 | Permit issuance delayed as a result of remote work | Iran | ✓ | – | |
| United States of America | ✓ | – | |||
| Gulf Cooperation Council Countries | ✓ | – | |||
| 4 | Concerns regarding liquidated damages | Iran | ✓ | – | |
| United States of America | – | ✓ | |||
| Indonesia | ✓ | – | |||
| Gulf Cooperation Council Countries | ✓ | – | |||
| 5 | Cash flow and payment challenges | Iran | ✓ | – | |
| United States of America | ✓ | – | |||
| China | – | ✓ | |||
| Nepal | – | ✓ | |||
| 6 | Delays in material availability and delivery | Iran | ✓ | – | |
| United States of America | ✓ | – | |||
| China | ✓ | – | |||
| Global | ✓ | ||||
| Gulf Cooperation Council Countries | ✓ | – | |||