PurposeThe low level of sustainable practices in the architectural, engineering and construction (AEC) sector continues to increase. In driving sustainability practice adoption and implementation, construction-contracting firms have introduced sustainability practices to their supply chain network. This study examines the strategies adopted by large construction-contracting firms in Ireland to integrate sustainability practices into their supply chain.Design/methodology/approachThe study adopts the mixed-method approach using questionnaires and interviews to collect data. The relative importance index (RII) was used to analyse the data collected through the questionnaire survey. In terms of theoretical underpinning, the study was positioned in the resourced-based view (RBV) theory, which focusses on the link between a firm's internal characteristics and performance.FindingsThe results revealed that, in building a long-term relationship, trust, knowledge of the construction process, commitment, a common goal and mutual support were the key factors considered. While in developing their supply chain, suppliers' assessment and promoting competition in the supply chain were ranked high amongst the mechanisms utilised. Additional findings revealed that long-term relationships with a supply chain organisation have little impact on the project sustainability performance; instead, close collaboration and trust amongst the project team influenced the project sustainability performance.Research limitations/implicationsThe study focusses only on the main contractor's organisation. Further study will require exploring the supply chain organisations to provide a deeper understanding.Practical implicationsThe research demonstrates that for construction-contracting firms to contribute positively to sustainability objectives, they will have to collaborate closely with their supply chain.Originality/valueThe study provided practical and empirical evidence to guide construction-contracting firms to develop strategies to drive and implement sustainable construction practices.

PurposeFirms in the architectural, engineering, construction and operations (AECO) sector continue undertaking projects in a disruptive environment due to the coronavirus disease 2019 (COVID-19) pandemic. This study aims to explore environmental turbulence in the AECO project delivery space and suggest mechanisms for enhancing resilience against future pandemics.Design/methodology/approachThe study adopts the quantitative approach by administering 110 survey questionnaires to participants comprising project managers, site engineers, quantity surveyors, contractors and subcontractors.FindingsThe study identifies 24 COVID-19 disruptions linked to environmental turbulence categorised as scheduling, performance and productivity, project budget, supply chain, resource allocation and technological and regulatory. The study suggested resilient mechanisms for surviving in future pandemics.Originality/valueThis study enhances the understanding of environmental turbulence from the perspective of COVID-19 disruptions in AECO project delivery, while the implementation of the resilient mechanisms improves capability of AECO firms against future pandemics.

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Purpose Supply chain disruptions have a significant impact on overall project delivery. This study aims to identify the supply chain disruptive factors and develop a framework to mitigate the disruptive effects on the supply chain. Covid-19 and Brexit disruption and their longevity effects in the short, medium and long term on the supply chain are relied upon to develop the framework. Design/methodology/approach The study adopted a mixed-method approach with a sequential explanatory design. The main disruptive factors were identified through a literature review, and key factors were selected through a focus group exercise. A questionnaire survey was carried out to sample opinions from the practitioners; 41 questionnaires were received and analysed using the relative importance index (RII) method for ranking the factors and percentage frequency distribution to determine the longevity effects. Five follow-up semi-structured interviews were conducted over the telephone and later transcribed. Findings The results of Covid-19 disruption indicate that material cost increase ranked first (RII: 0.863), logistics cost increase and supply chain interaction ranked second and third, respectively. They have long-term, medium-term and short-term longevity effects, respectively. The lowest-rated factors were communication (RII: 0.561), staff shortages (RII: 0.629) and impact on relationships (RII: 0.639). The three most ranked Brexit disruptive factors are supply chain interaction (RII: 0.775), material cost increase (RII: 0.766) and logistic and haulage delay (RII: 0.717). The first two factors have long-term effects, and the logistics and haulage delays have a medium-term impact. The mitigating solutions suggested in the framework are collaborative working, stronger resilience to external forces and better transparency and communication that will lead to good relationships among the supply chain members. Research limitations/implications The scope of the study was limited to the UK construction industry; however, the pandemic effect on supply chain can serve as critical learning curve in other developed and developing countries. Practical implications The study will help the government and construction firms to understand the focal areas of importance in solving the supply chain disruption problems based on the effects of Brexit and Covid-19. The research would be useful in ensuring the proactive involvement of the government and contracting firms in their preparedness for similar events in the future. The results could be interpreted for critical learning in other developed/developing countries. Originality/value Identifying and ranking the supply chain disruptive factors affecting the small‐ and medium‐sized enterprises (SMEs) in the UK construction industry has been the focal point of this study. The study also proposes a simple but effective framework comprising the highly ranked factors, their longevity effects and mitigating measures. This will help the SMEs manage future/similar external events affecting the supply chain.

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